HomeMy WebLinkAboutmeasurea-16-17-final2MEASURE A
Essential Health Care Services Tax Ordinance
Measure a Citizen Oversight COMMittee
11th rePOrt tO the aLaMeDa COuntY
BOarD OF suPervisOrs anD the PuBLiC
review of expenditures July 1, 2016 – June 30, 2017
Fiscal Year
2016/2017
MEASURE A
Essential Health Care Services Tax Ordinance
MEASURE A CitizEn OvERSight C OMMittEE
11th REPORt
tO thE ALAMEDA COUnt Y BOARD OF SUPERviSORS
AnD thE PUBLiC
REviEW OF EXPEnDitURES in
Fiscal Year (FY) 2016/2017
July 1, 2016 – June 30, 2017
PhOtO CREDitS
Cover photos (L to R): City of San Leandro Senior Services, Alameda Boys & Girls Club,
Inc., Axis Community Health, Alameda County Community Food Bank, HIV Education
and Prevention Project of Alameda County
Page 3 (L to R): Alameda County Community Food Bank, Multicultural Institute, UCSF
Benioff Children's Hospital Oakland, Preventive Care Pathways, HIV Education and
Prevention Project of Alameda County
Page 5: Alameda County Community Food Bank
Page 6: Axis Community Health
Page 7: Alameda Boys & Girls Club, Inc.
Page 8: City of San Leandro Senior Services
Page 9: Multicultural Institute
Page 10: Center for Early Intervention on Deafness
Page 40: Axis Community Health
Page 55: Multicultural Institute
Page 67: Preventive Care Pathways
Page 78: Alameda Boys & Girls Club, Inc.
Page 79: Alameda Boys & Girls Club, Inc.
Page 82: Center for Early Intervention on Deafness
Page 84: City of San Leandro Senior Services
Page 90: Eden Youth and Family Center
Page 96: Alameda County Community Food Bank
Page 99: UCSF Benioff Children's Hospital Oakland
Page 101: Alameda County Healthy Homes Department
Page 102: HIV Education and Prevention Project of Alameda County
Page 108: La Clinica de La Raza
Page 109: LifeLong Medical Care
Page 127: The Unity Council
COntEntS
Measure a Citizen Oversight COMMittee MeMbers .......................................................................................................... 1
exeCutive suMMary .......................................................................................................................................................................... 3
hOw the MOney was spent ...................................................................................................................................................... 11
review Of fy 16/17 expenditures: 75% Of Measure a funds
allOCated tO alaMeda health systeM ........................................................................................................................................... 12
review Of fy 16/17 expenditures: 25% Of Measure a funds
allOCated by the alaMeda COunty bOard Of supervisOrs .......................................................................................................... 15
grOup 1: behaviOral health
Behavioral Health and Alcohol and Other Drug (AOD) Community ....................................................................... 16
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ........................ 17
Criminal Justice Screening and In-Custody Services ................................................................................................... 20
Detoxification/Sobering Center .......................................................................................................................................... 24
Health Services for Unaccompanied Immigrant Youth: La Familia Counseling Services ............................... 25
La Familia Counseling Services ......................................................................................................................................... 26
Mental Health Services for Juvenile Justice Center ..................................................................................................... 27
Mental Health Services for Newcomers and Immigrants (CERI) ............................................................................. 28
Safe Alternatives to Violent Environments (SAVE) ....................................................................................................... 29
Senior Support Program of Tri-Valley ............................................................................................................................... 30
grOup 2: hOspital, tertiary Care, Other
St. Rose Hospital ....................................................................................................................................................................... 32
UCSF Benioff Children’s Hospital Oakland ..................................................................................................................... 34
grOup 3: priMary Care
Alameda County Dental Health .......................................................................................................................................... 38
Axis Community Health ......................................................................................................................................................... 40
Center for Elders' Independence ......................................................................................................................................... 41
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) ........................ 42
Connecting Kids to Coverage (CKC) Initiative ................................................................................................................ 46
Davis Street Community Center, Inc. ................................................................................................................................. 49
Health Aging and Family Services ..................................................................................................................................... 50
Health Enrollment for Children .......................................................................................................................................... 52
Health Services for Day Laborers: Community Initiatives (Day Labor Center) ................................................... 53
Health Services for Day Laborers: Multicultural Institute ......................................................................................... 55
Health Services for Day Laborers: Street Level Health Project ................................................................................ 57
Increase Hospice Utilization ................................................................................................................................................ 59
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration ................................ 60
Medical Costs for Juvenile Justice Center: Mind Body Awareness .......................................................................... 62
Medical Costs for Juvenile Justice Center: Niroga Institute ..................................................................................... 63
Medical Costs for Juvenile Justice Center: Victims of Crime ..................................................................................... 64
Native American Health Center .......................................................................................................................................... 66
Preventive Care Pathways ..................................................................................................................................................... 67
Primary Care Community-Based Organizations ............................................................................................................ 68
Roots Community Health Center ........................................................................................................................................ 71
Tiburcio Vasquez Health Center, Inc. ................................................................................................................................. 73
Washington Hospital ............................................................................................................................................................... 75
grOup 4: publiC health
Alameda Boys & Girls Club, Inc. ......................................................................................................................................... 78
Asthma Start .............................................................................................................................................................................. 80
Center for Early Intervention on Deafness ...................................................................................................................... 82
City of Alameda: Community Paramedicine Services .................................................................................................. 83
City of San Leandro ................................................................................................................................................................. 84
Countywide Plan for Seniors: Getting the Most Out of Life ..................................................................................... 85
Countywide Plan for Seniors: Home-Based Nursing Case Management ............................................................. 87
Countywide Plan for Seniors: Injury Prevention, Meals, Nutrition .......................................................................... 88
Eden Youth and Family Center ............................................................................................................................................ 90
Emergency Medical Services (EMS) Corp ......................................................................................................................... 92
Emergency Medical Services (EMS) Injury Prevention ................................................................................................ 93
Food as Medicine: Alameda County Community Food Bank ..................................................................................... 96
Food as Medicine: Alameda County Deputy Sheriffs Activities League ................................................................ 97
Food as Medicine: Alameda County Public Health Department ............................................................................. 98
Food as Medicine: UCSF Benioff Children's Hospital Oakland ................................................................................ 99
Genesis Worship Center ...................................................................................................................................................... 100
Healthy Homes Department Fixing to Stay and Group Living Facilities Project ........................................... 101
Health Services for Persons Who Inject Drugs HIV Education
and Prevention Project of Alameda County (HEPPAC) .............................................................................................. 102
HIV Education and Prevention Project of Alameda County OPEND Program .................................................. 104
Home Visiting Services ....................................................................................................................................................... 106
La Clinica de La Raza: Dental Clinic Expansion Project .......................................................................................... 108
LifeLong Medical Care Heart2Heart ............................................................................................................................... 109
Mandela MarketPlace .......................................................................................................................................................... 110
Needle Exchange Emergency Distribution (NEED) ................................................................................................... 112
Nutrition Services in West Oakland: City Slickers Farm .......................................................................................... 113
Public Health Prevention Initiative ................................................................................................................................. 114
Public Health Services for Homeless Residents: Abode Services ........................................................................ 122
Senior Injury Prevention Program ................................................................................................................................... 124
Service Opportunities for Seniors (Meals on Wheels) ............................................................................................. 126
Spanish Speaking Unity Council of Alameda County, Inc. DBA The Unity Council ......................................... 127
Spectrum Community Services, Inc. ............................................................................................................................... 129
Youth and Family Opportunity Initiatives .................................................................................................................... 131
Youth UpRising ...................................................................................................................................................................... 135
appendiCes
appendix a: Measure a revenue reCeived ................................................................................................................................. 137
appendix b: fy 16/17 budget infOrMatiOn .............................................................................................................................. 138
appendix C: fy 16/17 Measure a fund distributiOn by prOvider Or prOgraM .................................................................. 140
appendix d: Maps: geOgraphiC distributiOn Of
prOviders funded by Measure a in fy 16/17 .......................................................................................................................... 145
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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 to the Board, based
on individual reports submitted by fund recipients at the end of each year. 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 510-618-3452.
SEAt COMMittEE MEMBER REPRESEnting/nOMinA tED BY
Seat 1 Ursula Rolfe, M.D. League of Women Voters
Seat 2 Susan Hauser League of Women Voters
Seat 3 (seat in abeyance) Alameda County Taxpayers Association, Inc.
Seat 4 Jaseon Outlaw, Ph.D. Alameda County Mental Health Board
Seat 5 (vacant) Alameda County Public Health Commission
Seat 6 Kuwaza Imara Central Labor Council of Alameda County
Seat 7 Rachel Richman Central Labor Council of Alameda County
Seat 8 (vacant) Hospital Council of Northern California
Seat 9 Arthur Chen, M.D. Alameda-Contra Costa Medical Association
Seat 10 Al Murray City of Berkeley
Seat 11 John Becker City Managers’ Association
Seat 12 Kelly McAdoo City Managers’ Association
Seat 13 (vacant) District 1 Supervisor Scott Haggerty
Seat 14 Zachariah Oquenda District 2 Supervisor Richard Valle
Seat 15 Charles Go, Ph.D. District 3 Supervisor Wilma Chan
Seat 16 (vacant) District 4 Supervisor Nate Miley
Seat 17 Dru Howard District 5 Supervisor Keith Carson
ALAMEDA COUntY hEALth CARE SERviCES AgEnCY St AFF
Colleen Chawla, Agency Director
Rebecca Gebhart, Finance Director
James Nguyen, Administrative & Financial Services Manager
Connie Soriano, Administrative Specialist II
Anna Gee, Secretary
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FY 2016/2017 Measure A
Executive Summary
(July 1, 2016 – June 30, 2017)
About the Measure A
Citizen Oversight Committee
One of the provisions of Measure A required the
establishment of a Citizen Oversight Committee. The
Measure states: “The citizen oversight committee shall
annually review the expenditure of the essential health care
services tax fund for the prior year and shall report to the
Board of Supervisors on the conformity of such expenditures.”
With ongoing support from the Alameda County Health Care
Services Agency (HCSA), the Oversight Committee spent
several months reviewing allocation reports, highlighting
accomplishments while deliberating and communicating
concerns to providers, and reviewing and editing the Measure
A annual report. Report forms that are based on the Results-
Based Accountability methodology, along with in-person
presentations from several providers, were used to review all
funding allocations.
history of
the Measure
Passed by 71% of Alameda County
voters in March 2004
Extended through 2034
(as Measure AA) by 76% of
voters in June 2014
Raises County sales tax by one-half
cent for health care services:
Emergency medical, hospital
inpatient/outpatient, public health,
mental health, substance abuse
target populations: Indigent, low
income, and uninsured adults,
children and families, seniors, and
other residents of Alameda County
½ %
Overall Conclusion
The Oversight Committee found that Alameda Health System (AHS) and other recipients
of the sales tax revenue spent the funds in compliance with the provisions of Measure
A. The Oversight Committee did have concerns for a small number of allocations. These
concerns are noted in this Executive Summary and in the individual report summaries for
the relevant providers.
Measure A generated $142,643,720* in FY 16/17.
Of the $142,643,720 that Measure A generated in FY 16/17, AHS received 75%, and the remainder of the funds was
distributed by the Board to many health care providers who provide essential health care services.
DiStRiBUtiOn OF MEASURE A FUnDS
17%
81%
2%Behavioral Services
Population Health
Management
Provider Delivery
Public Health
Behavioral Health
Primary Care
25%10%
28%
36%
Hospital, Tertiary Care,
Other
* 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.
$32 M Allocation
of Measure A funds approved by
the Board of Supervisors**
$107 M Allocation
of Measure A Funds to
Alameda health System
25%
$35.7 M*
gEnERA tED
75%
$107 M
gEnERA tED
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highlights
Since the full implementation of the Affordable Care Act in 2014, more
than 40,000 newly eligible County residents have been enrolled into the
state’s Medi-Cal program, and more than 64,000 residents have been
enrolled in Covered California. Despite these achievements in increasing
the number of individuals who have health insurance, an estimated
80,391 individuals or 4.9% of County residents, remain uninsured
according to the American Community Survey estimates for 2017. Thus,
Measure A revenues continue to play a critical role in helping indigent,
uninsured, and low income residents of Alameda 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 the Health Care Services
Agency (HCSA) to improve the accountability of Measure A recipients by
providing ongoing technical assistance training to providers.
Everybody Benefits
In a continuing trend, Measure A funds in FY 16/17 supported the health
and well-being of large numbers of County residents. Providers serving
large populations included AHS (122,636 County residents through
Measure A) and the Alameda County Public Health Department Public
Health Prevention Initiative (64,959). Patient numbers accessing care
for certain diagnoses at Primary Care Community-Based Organizations
included 40,514 patients with hypertension; 23,415 patients with
diabetes; 8,822 patients with asthma; 6,713 prenatal patients; 30,153
with a mental health diagnosis; and 1,714 with HIV.
Measure A’s reach extended throughout the County. Recipient providers
stretched from Berkeley in the north to Fremont in the south to
Livermore in the east.
Measure A Leverages Additional Funding
Many Measure A recipients leveraged their allocations to receive
additional funds from other sources. For the 25% of Measure A funds
allocated by the Board, recipients leveraged their allocations to obtain
a total of $26,756,099 in matching funds. Thus, every $1 in Measure A
funds to these recipients returned $0.78 in matching funds.
For some recipients, the matching funds represented a return greater
than 1 to 1. Tiburcio Vasquez Health Center, Inc. obtained over $210,000
AHS served 122,636
County residents through
Measure A in FY 16/17,
while the Alameda County
Public Health Department
Public Health Prevention
Initiative served 64,959.
Alameda County Community Food Bank
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in matching funds on its $60,000 Measure A allocation. Eden Youth and
Family Center obtained over $200,000 in matching funds on its $75,000
Measure A allocation. Most notably, the School-Based Behavioral Health
Initiative obtained over $6,000,000 in matching funds on its $622,000
Measure A allocation—a ratio of almost 10 to 1.
health Outcomes improve
In addition to financial benefit, physical and mental health services
funded by Measure A resulted in measurable positive outcomes for
recipients. For example, for patients who attended a health class at
Davis Street Community Center, Inc., 63% with a BMI score greater
than or equal to 30 saw a drop in score of at least 0.10 points, 50% of
hypertensive patients saw a drop in their blood pressure reading to less
than 140/90, and 67% of diabetic patients had a post-class Hemoglobin
A1C reading that was less than 7.0, a significant indication of controlled
diabetes.
In addition, due to case management, there was a 93% reduction in
the percentage of clients who had been to the emergency room after
receiving Asthma Start's case management services.
Clients Are Satisfied
Recipient surveys reveal a high level of satisfaction with Measure
A-funded services. For example, 95% of Senior Support Program of Tri-
Valley clients would recommend the program to someone they know.
87% of UCSF Benioff Children’s Hospital Oakland patients reported
they were satisfied or very satisfied with the services they received.
Axis Community Health received an overall 95% satisfaction rating, and
100% of families of newborn patients reported that they were satisfied
with the services they received at the Center for Early Intervention on
Deafness.
Providers Exceed Expectations
In another example of Measure A funding providing notable bang for
the buck, many providers exceeded their targets in services provided,
thus improving their service-to-dollar ratio. For example, the City of
Fremont Aging and Family Services Health Promoters program assisted
113 older adult clients in accessing and receiving mental health,
health, and medically related services, compared to a target of 50. The
Senior Injury Prevention Program Enhance Fitness program served 84
participants compared to a target of 11—an increase of 764%—while
the Ger-Fit program served 109 participants compared to a target of
13—an increase of 817%. And the LifeLong Medical Center Heart2Heart
Axis Community Health
Reduction in percentage of
clients who had been to the
ER after receiving Asthma
Start's case management
services.
93%
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program participated in 203 community engagement activities and
events compared to a target of 30, and provided health education and
services to 644 community members compared to a target of 100.
Youth Receive Special Attention
Youth populations continue to be a special focus for many Measure
A providers, with positive results. The Child and Adolescent Needs
and Strengths (CANS) assessment administered to students receiving
services through the School-Based Behavioral Health Initiative showed
significant improvements in life functioning, behavioral/emotional
needs, school success, and child strengths. Among students who received
individual or group clinical services, the proportion who experienced
depression decreased from 30% at intake to 10% at discharge.
Eighty-three percent of youth participating in the Mind Body Awareness
program at the Juvenile Justice Center reported a decrease in stress,
and 81% reported that they learned positive tools and skills to manage
emotions. At Alameda Boys & Girls Club, 725 unduplicated youths
participated in Healthy Habits programming. In FY 16/17, the graduation
rate for participants in the Spanish Speaking Unity Council of Alameda
County, Inc. Latino Men and Boys Program was 95%, compared to the
Oakland Unified School District’s graduation rate of 45% for Latino boys.
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 (2004-2017) and in the foreseeable
future.
Furthermore, many families, especially those living in disadvantaged
communities, have not benefitted from the economic recovery in recent
years and face rising housing and living costs, which significantly impact
the health of County residents. According to the EveryOne Counts! 2017
Homeless Count and Survey data submitted to the U.S. Department of
Housing and Urban Development (HUD), an estimated 5,629 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. Moreover, Medi-Cal rate reductions and other
Alameda Boys & Girls Club
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funding cuts over the past several years have continued to decrease the
ability of health providers to offer services to the expanded Medi-Cal
and uninsured populations in the County.
Realizing the full promise of these 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 and
a shortage of providers—particularly in primary and preventive care.
Measure A will continue to serve as an essential revenue stream in
developing creative and innovative ways to improve access to care,
lower the cost of care, and improve the patient experience. This in turn
helps promote equity in health care service delivery by addressing the
root causes of poor health outcomes.
RECOMMENDATION: The Board should make a public announcement
that Measure A funding is open to all organizations so that eligible
organizations become aware of this funding opportunity and learn how
to apply.
Outside the area of health care funding, the Committee recognizes that
the composition of the Committee has improved in reflecting the diverse
make-up of the population served by Measure A.
RECOMMENDATION: Recruitment of Oversight Committee membership
should place an ongoing focus on representing the diverse make-up of
the population served by Measure A.
Regarding Measure A funding, the Committee raises the following
concerns.
Note: The Committee believes it is important to present any concerns it
noticed while reviewing Measure A recipient reports. At the same time,
the Committee wants to make clear that raising a concern does not
necessarily mean that a problem exists with a recipient’s use of Measure
A funds. For example, the concern may arise because of incomplete or
inaccurate reporting, not because of any inappropriate use of funds.
• The Committee expresses an ongoing concern that the County
Counsel’s interpretation of the Measure A ordinance limits the
Committee’s ability to review program efficacy and cost-effectiveness.
The Oversight Committee believes that the interpretation of the
statute must be revised to expand the role of the Committee and
appropriately allocate Measure A funds for administrative staff to
oversee the contracts and ensure the effective use of public funds to
all grantees—via audit or other method.
• As part of its role in providing fiscal oversight, the Committee
recognizes a need for providers and HCSA to work together to
San Leandro Senior Services
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evaluate the long-term impact of Measure A investments in Alameda
County.
• Although reporting continues to improve, the Committee expresses
the ongoing concern that its review is impacted by the varying level
of detail provided in fund recipient reports, as well as varying levels
of responsiveness to specific questions posed by the Committee
to specific recipients. This makes it difficult for the Committee to
determine whether funding is being spent on the Measure A target
population. For example:
- Multiple provider reports listed objectives that are not measurable
and/or stated positive outcomes without quantifying the
statements.
- For some reports, it is unclear whether the target population
falls within one of the categories listed in the Measure A statute:
“indigent, low income, and uninsured adults, children, families,
seniors, and other residents of Alameda County.”
- In other reports, the provider’s description of the services offered
raises questions as to their relevance to the wording of the
Measure A statute.
RECOMMENDATION: HCSA should receive funding to provide training to
Measure A recipients to increase their capacity to effectively collect and
report demographic data on the clients that they serve and their results-
based effort, quality, and impact measures. The Committee further
advocates that HCSA be sufficiently staffed to successfully implement
such a process.
RECOMMENDATION: Organizations that do not provide adequate
information may not be considered for future funding.
RECOMMENDATION: The Board should authorize HCSA to include
evaluations of Measure A programs as part of its initiative to improve
oversight and outcomes in selected programs.
RECOMMENDATION: Up to 10% of Measure A recipients should undergo
a formal audit each year to track whether money is being spent in
accordance with the wording and intent of the measure.
RECOMMENDATION: To sustain base funding, adequate Measure A
reserves should be maintained to address projected decreases in
revenue.
Multicultural Institute
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Specific Concerns
Alameda health System
In response to questions from the Measure A Oversight Committee,
Nancy Kaatz, Interim CFO, and Mr. Terry Lightfoot, Director of Public
Affairs and Community Engagement, described Alameda Health System’s
accounting decision to integrate Measure A dollars ($106,757,190) into
their “overall revenue" ($969,974,000). Therefore, the Committee was
unable to:
• Determine what portion of Measure A funds were allocated to
personnel, subcontracted services, non-personnel program and/or
operating expenses, or administrative overhead, separate from their
overall agency budget for these categories.
• Determine what portion of Measure A funds were allocated to the
actual number of staff supported, separate from their entire agency
staff of 4,148.
RECOMMENDATION: Alameda Health System should undergo a full and
comprehensive audit to track Measure A fund allocations during the
FY16/17 period to ensure public accountability for how the $107 million
in tax funds were utilized. If this is not possible, then the auditor should
recommend the appropriate accounting and reporting systems that
would enable satisfactory tracing of Measure A dollars.
genesis Worship Center
This provider did not supply any Measure A funding information for
FY 16/17, despite repeated calls from Health Care Services Agency
staff to obtain this information. Therefore, the Committee cannot
evaluate whether funds were spent in accordance with the strictures
of Measure A.
Center for Early Intervention on Deafness
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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 16/17, Measure A generated $142,643,720 (not including interest earned). The funds were allocated as follows:
Alameda Health System (75%): $106,982,790
Alameda County (non-AHS) (25%): $35,660,930
tOtAL: $142,643,720
In FY 16/17, the Alameda County approved budget totaled $2.971 billion. The Alameda County Health Care Services
Agency approved budget totaled $728 million, or 24.5% of the total County budget. Measure A revenues not specifically
designated for AHS accounted for 1.2%.
The following sections in the report provide more detail on how AHS and the Board spent Measure A funds in FY 16/17,
which includes revenue generated in the reporting year as well as unspent funds earned in previous years.
Alameda County
Board of Supervisors
Alameda Health System
Board of Trustees
25%
75%
25%
DiStRiBUtiOn OF MEASURE A ALLOCAtiOnS
FY 16/17 Allocation: $106,982,790 | Expended/Encumbered: $106,982,790
individuals served by Measure A: 122,636 (Total individuals served: 122,636)
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
Background
Alameda Health System (AHS) is a patient- and family-centered system
of care that promotes wellness, eliminates disparities, and optimizes the
health of its diverse communities.
AHS program objectives are guided by a three- to five-year strategic
plan, which is built on the following pillars:
• Access: Increase total clinic visits from 297,289 to 350,152
• Quality: Eliminate preventable harm
• Service: Improve the patient experience
• Sustainability: Achieve an Earnings Before Interest, Depreciation, and
Amortization (EBIDA) margin of 6.8%
• Workforce Development: Reduce the number of managers receiving
low employee engagement scores
The AHS Complex Care Program is a multidisciplinary team of registered
nurse care managers, social workers, and community health workers
that serve AHS patients with multiple chronic conditions who frequently
use the emergency department (ED) as their source of primary care. The
program’s goal is to help patients gain the confidence and skill they
need to succeed, to make sure their care is well coordinated, and that
they have tools for success. Program services include social support and
tangible needs, coordination of and access to services, self-management
and mental health, and medical status and health trajectory. These
categories include assistance in placing patients in temporary or
permanent housing, monitoring their nutrition, and ensuring delivery of
fresh food.
Measure A Funding Summary
Measure A is a supplemental revenue source for AHS, reducing the gap
between reimbursement for services from a variety of sources and the
FY 16/17: 75% Of Measure A Funds Allocated to
Alameda health System
alamedahealthsystem.org
Matching Funds
$23.8 M
AHS leveraged its Measure A
allocation to obtain $23,835,950 in
matching federal funds.
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actual cost of providing those services to underinsured and uninsured
persons. Measure A supports all of AHS’s services except for the small
share of services for which AHS receives full reimbursement.
In FY 16/17, Measure A helped AHS achieve the following:
• Increased total clinic visits by 7% from 297,289 (FY 15/16) to 318,365
• Improved patient experience scores and preventable harm
standardized (Agency for Healthcare Research and Quality) scores
Access
• Increased clinic visits from 297,289 to 318,365
• Improved clinic workflow and processes
• Improved patient follow-up procedures
Sustainability
• Achieved an EBIDA margin of 4.8%
• Established performance benchmarks and operating expense controls
• Improved operational and finance reporting capabilities
• Assessed service line/business profitability
• Completed reimbursement analytics
Quality
• Reduced Agency for Healthcare Research and Quality Patient Safety
Indicator (AHRQ PSI) 90 score from 1.01 to 0.185
• Implemented cross-functional harm reduction teams to review root
causes and employ proven best practices
• Implemented BETA Heart/Just Culture initiative systemwide
Service
• Improved the top box score (patients rating the hospital 9 or 10) to
71.5% systemwide
• Implemented nurse hourly rounding on patients
• Developed a medication management tool for patients
Workforce Development
• Reduced the number of Tier 3 (low Action Plan Readiness, or APR)
managers from 44 to 31
• Ensured management understands the importance of engagement
• Provided coaching, counseling, and training to improve management
skills
• Developed a leadership academy curriculum for systemwide training
Concerns
In response to questions from the Measure A Oversight Committee,
Nancy Kaatz, Interim CFO, and Mr. Terry Lightfoot, Director of Public
Affairs and Community Engagement, described Alameda Health System’s
accounting decision to integrate Measure A dollars ($106,757,190) into
their “overall revenue" ($969,974,000). Therefore, the Committee was
unable to:
• Determine what portion of Measure A funds were allocated to
personnel, subcontracted services, non-personnel program and/or
Success Story
After experiencing an on-the-
job injury, Mr. S., 57, lost his job,
home, and health insurance. He
first visited the Highland Hospital
ED due to unbearable pain from
swollen legs and the inability to
walk. Doctors diagnosed Mr. S. with
multiple medical issues, including
heart failure, cirrhosis, COPD, and
gout. Mr. S.’s physician enrolled
him in the AHS Complex Care
Program. The Complex Care team
found Mr. S. housing, scheduled
automatic prescription and daily
meal deliveries to his residence,
arranged transportation for his
medical appointments, and ordered
him a walker. Mr. S. also received
a handicap-accessible scooter,
allowing him to ride to the drugstore
for minor supplies.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 13
operating expenses, or administrative overhead, separate from their
overall agency budget for these categories.
• Determine what portion of Measure A funds were allocated to the
actual number of staff supported, separate from their entire agency
staff of 4,148.
RECOMMENDATION: Alameda Health System should undergo a full and
comprehensive audit to track Measure A fund allocations during the
FY16/17 period to ensure public accountability for how the $107 million
in tax funds were utilized. If this is not possible, then the auditor should
recommend the appropriate accounting and reporting systems that
would enable satisfactory tracing of Measure A dollars.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 14
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 1: BEHAVIORAL HEALTH
Behavioral Health and Alcohol and Other Drug (AOD) Community ............................................................. 16
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) .............. 17
Criminal Justice Screening and In-Custody Services .......................................................................................... 20
Detoxification/Sobering Center ................................................................................................................................. 24
Health Services for Unaccompanied Immigrant Youth: La Familia Counseling Services ..................... 25
La Familia Counseling Services ................................................................................................................................ 26
Mental Health Services for Juvenile Justice Center ............................................................................................ 27
Mental Health Services for Newcomers and Immigrants (CERI) ................................................................... 28
Safe Alternatives to Violent Environments (SAVE) ............................................................................................. 29
Senior Support Program of Tri-Valley ...................................................................................................................... 30
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 15
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experience serious mental
health, alcohol, or drug concerns.
Community-based organizations (CBOs) provide mental health and
substance use disorder services under contract with BHCS to meet the
diverse cultural and language needs of County resident populations.
Measure A Funding Summary
Measure A funds were used to support seven mental health and 19
substance use disorder programs. Funds were roughly evenly distributed
between mental health and alcohol and other drug (AOD) programs.
Providers used Measure A funds to support expansion in service
operations and administrative needs, and to address cost increases
not sufficiently covered by standard cost-of-living adjustments (COLAs)
provided by their contracts.
The use of Measure A funds to mitigate budget cuts allowed providers
to serve approximately the same number of County residents in
substance user disorder programs as prior years, despite unavoidable
cost increases for insurance, utilities, and other non-service-related
operational expenses. These additional funds contributed to significant
client-level outcomes, such as service continuity, outreach effectiveness,
and client engagement in treatment objectives that would be put at risk
by cutbacks in provider service capacity.
FY 16/17 Allocation: $775,848 | Expended/Encumbered: $505,760
individuals served by Measure A: 10,000 (Total individuals served: 36,000)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health, Substance Abuse
Service area: Berkeley
Behavioral health and Alcohol and Other Drug (AOD)
Community
www.acbhcs.org
Matching Funds
$25,003
from the Medi- Cal and the Medi-
Cal Administrative Activities (MAA)
programs.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 16
FY 16/17 Allocation: $622,356 | Expended/Encumbered: $622,356
individuals served by Measure A: 4,563 (Total individuals served: 4,563)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Mental Health, Substance Abuse
Service area: Ashland, Castro Valley, Cherryland, Dublin, Emeryville, Hayward, Livermore, Newark, Oakland,
Pleasanton, San Leandro, San Lorenzo, Union City, Homeless or transient
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
Co-coordinated by CHSC and the Alameda County Behavioral Health
Care Services (BHCS) Agency, the Alameda County School-Based
Behavioral Health Initiative strengthens the use of evidence-based
practices along a continuum of behavioral health supports that includes
prevention, early intervention, and treatment strategies.
CHSC and BHCS used their Measure A allocation to enhance a core
program of the Alameda County School-Based Behavioral Health
Initiative: the Our Kids Our Families Program, District Behavioral
Health Consultation program. The main objective of the initiative is
to implement and strengthen this program in the following school
districts:
• Emery Unified
• Newark Unified
• New Haven Unified
• Dublin Unified
• Livermore Valley Joint Unified
• Oakland Unified
• Pleasanton Unified
• San Leandro Unified
• Hayward Unified
The Our Kids Our Families program, provided at 29 school sites in
the Hayward and Oakland Unified School Districts, is a school-based
behavioral health program that fosters social-emotional wellness in an
Center for healthy Schools and Communities
(School-Based Behavioral health initiative)
achealthyschools.org
Matching Funds
$6,016,022
from the following sources:
• Early Periodic Screening,
Diagnosis, and treatment (EPSDt)
funding, hayward: $1,345,957
• Early Periodic Screening,
Diagnosis, and treatment (EPSDt)
funding, Oakland: $2,133,989
• Tobacco Master Settlement Fund
(tMSF)/ChSC discretionary:
$1,513,112
• Medi-Cal Administrative Activity
(MAA): $500,000
• Mental Health Services Act
Prevention/Early intervention
Program: $412,866
• City of Oakland, Oakland Unite:
$200,000
• School District funding: $110,098
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 17
educational environment so that children and families feel connected,
safe, and supported in school. The program supports prevention efforts
at the school sites, as well as early intervention and treatment services
for any student and their family that needs it.
The School District Consultation program places behavioral health
consultants (BHCs) in school districts to provide and enhance preventive
social-emotional supports and mental health services for students and
their families. The services provided by BHCs included the following:
• Assess the social-emotional service needs and infrastructure of a
school district or set of schools and develop a service plan
• Coordinate the work of all partner agencies who deliver behavioral
health services in schools and districts
• Provide and/or coordinate clinical case management, group and
individual counseling, and crisis assessment and intervention to
students
• Provide workshops, parenting groups, mental health and other
appropriate consultation, and linkages to needed school and
community resources to parents/caregivers
Measure A Funding Summary
The School-Based Behavioral Health Initiative used its Measure A
allocation to support the following activities through the Our Kids Our
Families Program, District Behavioral Health Consultation program.
Prevention Activities
BHCs in all eight school districts were responsible for planning and/or
implementing evidence-based prevention programs that promote social/
emotional learning (SEL) among students and SEL application among
adults, including the following:
• Positive Behavioral Interventions and Supports (PBIS)
• Restorative justice
• Mental health consultations with teachers, staff, parents, and students
• Classroom-based SEL curriculum and instruction
BHCs also provided a variety of non-clinical preventative services to
students, families, and teachers and other staff at schools and schools
districts. These services included the following:
• Youth groups (5,246 youth seved)
• Teacher consultations (3,601 teachers served)
• Staff presentations (1,456 staff served)
• Individual mentorship/drop-ins with youth (1,299 youth served)
• Family groups/workshops (115 families served)
highlights
In surveys of youth receiving
behavioral health services in
the School-Based Behavioral
Health Initiative, 100% reported
improvements in their access to an
individual who can help them in a
crisis.
In surveys of parents whose students
had received services, 99% who
participated in parent/family
engagement workshops reported
that the information addressed their
needs and will help them as parents.
Among students who received
individual or group clinical services,
the proportion who experienced
depression decreased from 30% at
intake to 10% at discharge.
100%
99%
20% ➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 18
Early Intervention and Treatment Strategies
BHCs performed several roles and responsibilities to strengthen the
quality of early intervention and treatment programs in all school districts:
• In all districts, BHCs served as key point persons for responding to
behavioral health crises at school sites. BHCs either directly provided
crisis response services or coordinated crisis response. In FY 16/17,
BHCs provided crisis assessment services to 265 youth.
• In addition to overseeing Clinical Case Managers in Oakland and
Hayward, BHCs provided direct supervision and/or coordination of
graduate level Social Work and MFT interns in the Emery, Newark,
New Haven, San Leandro, and Hayward Unified School Districts. The
Our Kids Our Families Intern Program supervised a total of 18 social
work and MFT interns. During FY 16/17, 4,563 students were provided
with 152,433 hours of clinical services through the program.
• In FY 16/17, BHCs coordinated SEL initiatives at all eight school
districts supported by Measure A funds. Emery, Newark, and Hayward
school districts received funding to implement a PBIS framework in
every school. As a result of this work, PBIS was implemented in 18
of 21 schools in Hayward and four of 13 schools in Newark. BHCs
also supported quality improvements of San Leandro’s PBIS initiative,
which was implemented in every school in the district.
BHCs also supported other SEL and restorative justice resources
in school districts, such as implementing restorative justice
coordinators at all secondary schools in Hayward, and developing
Parent Ambassador and Student Ambassador programs to support
engagement in district planning efforts. BHCs also supported the
adoption of SEL curriculums in the Emery, San Leandro, and Dublin
school districts.
• BHCs implemented Coordination of Services Teams (COST) and other
referral mechanisms for behavioral health supports. During FY 16/17,
BHCs supported the implementation of COST in 204 schools in 13
school districts. COSTs at these schools received over 8,861 student
referrals during the year. Approximately 69% of all students (or 6,098)
referred to COST were connected to critical behavioral health services.
Success Story
A student was referred to prevention
and early intervention services due
to concerns around his arguing
with teachers, anger outbursts,
and peer conflicts. The COST team,
teachers, and staff developed a
plan to support this student inside
and outside of the classroom. The
school also collaborated with the
student’s parents. The student was
not willing to engage in services/
treatment outside of school, but
showed more interest in services
provided at the school. Prevention
and early intervention services
included building a rapport with
the student and developing
emotional awareness and coping
skills. Eventually, the student
demonstrated a more positive
outlook toward counseling and was
linked to an outside provider for
treatment.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 19
Background
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.
The Adult Forensic Unit (FU) of BHCS uses Measure A funding to amplify
the mental health system coverage in the Adult Forensic Behavioral
Health (AFBH) area of Alameda County Jail.
Measure A Funding Summary
BHCS used its Measure A fund allocation to maintain staff at criminal
justice screening and to provide ongoing services and assessments
Santa Rita Jail (SRJ) and Glen Dyer Detention Facility (GDDF). Goals
included the following:
• Provide onsite clinical coverage in the Intake, Transfer, and Release
(ITR) area of SRJ seven days a week, two shifts per day
• Provide on-call access to clinicians during times staff is not onsite
• Respond to all mental health crises within the jail in a timely manner
• Assess all inmates placed on suicide watch while in custody
• Provide assessment and monitoring of seriously mentally ill inmates
housed in SRJ and GDDF
• Link clients to appropriate community services
In FY 16/17, staff provided 12,689 unduplicated services to 4,515
consumers, including the following:
• 1,018 collateral services
• 5,954 assessments/initial screenings
• 5,473 individual therapy sessions
• 7,857 face-to-face medication interviews
• 4,822 non-face-to-face medication interventions
• 1,430 crisis interventions
• 978 brokerage services
• 4,910 plan development services
Criminal Justice Screening and in-Custody Services
FY 16/17 Allocation: $4,306,000 | Expended/Encumbered: $4,306,000
individuals served by Measure A: 4,515 (Total individuals served: 4,515)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Mental Health
Service area: Countywide
AFBh staff provided
12,689 unduplicated
services to 4,515
consumers.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 20
Specific services supported by Measure A included the following:
Mental Health Screening
• Initial (Intake). At the time of booking, all inmates are screened
for medical and psychiatric treatment needs. Within 14 days, staff
conduct an additional mental health appraisal. Inmates found
to need a further mental health evaluation are referred to ABFH
mental health professionals. The screening assessment includes an
evaluation of the inmate’s current psychiatric condition, psychiatric
history, substance abuse (addictions) history and current use,
psychiatric medication history and current need for medications,
suicide history and current risk factors, and more.
• Post-booking. ABFH clinicians triage and screen all referred inmates
for mental health service needs and recommend appropriate
treatment plans based on the assessment. ABFH provides services
onsite in select special housing units. These onsite services allow
ABFH staff to proactively deliver mental health services to mentally
ill inmates who might otherwise fall through the cracks.
Crisis Intervention
• Onsite. ABFH clinicians respond to urgent calls regarding
seriously distressed inmates and provide crisis counseling, make
recommendations for interventions, initiate interim placements, and/
or make arrangements for psychiatric hospitalization.
• On-call. When there are no mental health staff onsite, an ABFH
clinician is on call and can be reached by pager to assist with urgent
mental health matters.
Management of Inmate Behavioral Problems
ABFH clinicians collaborate with and provide consultation to deputies
and staff to develop and implement plans for appropriate management
of inmate behavioral problems.
Suicide Prevention
ABFH participates with sheriff’s personnel and medical staff in training,
oversight, and procedures designed to prevent inmate suicides. At the
time of booking, all inmates are assessed for suicide risk. In addition,
ABFH conducts a suicide risk assessment on all inmates called to
their attention as a result of inmates expressing suicidal thoughts or
demonstrating self-injurious behaviors. ABFH staff work with inmates
who demonstrate a risk for suicide and address risk factors, develop
relapse prevention strategies, and discuss coping strategies. ABFH takes
preventive action on all inmates expressing suicidal thoughts and/or
demonstrating self-injurious behaviors.
Success Story
Ms. X, a 62-year-old Chinese
immigrant, was arrested and charged
with a violent crime against a family
member. Ms. X became extremely
distraught with her situation,
resulting in a suicide attempt that
resulted in multiple serious injuries.
AFBH staff provided weekly support
to ensure that Ms. X would stabilize
and remain safe while in custody, as
well as take psychiatric medications
to address certain symptoms. Staff
linked Ms. X with a clinician in the
community who spoke her native
language and other community
supports. A discharge plan was
devised and she was successfully
and safely discharged back into the
community and linked with housing
and ongoing treatment.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 21
Ongoing Treatment Services, Treatment Planning, Stabilization of Mental
Disorders, and Other Services
All inmates receiving mental health services are seen by ABFH clinicians,
who develop individualized treatment plans to help inmates achieve
mental stability, develop an awareness of their psychological and
behavioral problems, and acquire coping skills while incarcerated.
• Medication support services. When appropriate, ABFH psychiatrists
evaluate inmates and prescribe psychotropic medications to alleviate
symptoms and allow the inmates to achieve an optimal level of
functioning while incarcerated.
• Counseling services. Inmates referred for counseling services receive
an additional post-booking assessment and are provided ongoing
counseling sessions as determined by their treatment plan.
• Misdemeanant incompetents. With regard to misdemeanant
Incompetent to Stand Trial inmates, ABFH staff collaborate with the
courts to provide treatment geared to restoring competence and/or
refer inmates to community programs that can address competency.
• Court-ordered evaluations. ABFH clinicians conduct court-ordered
psychiatric evaluations to assess the need for acute inpatient
psychiatric care and provide reports back to the courts.
• Inpatient services. ABFH staff or deputies send inmates requiring
acute inpatient hospitalization to acute psychiatric inpatient
hospitals. When inmates are returned to the jail, they are held in the
Outpatient Housing Unit (Infirmary) until ABFH clinicians can assess
them, continue their medications, and clear them for housing.
• Inmates who refuse treatment. All treatment is voluntary. ABFH staff
monitor inmates with serious mental illnesses who refuse treatment
and make an ongoing attempt to engage these inmates in treatment.
• Outreach and teamwork. ABFH clinicians and psychiatrists closely
monitor inmates in Special Housing Units—Ad Seg, Mental, Women’s.
Visits occur weekly, including cell checks for inmates who refuse to be
seen or who are noncompliant with treatment.
• Substance abuse treatment. Inmates have access to programs that
specifically address addiction problems. ABFH clinicians also address
substance abuse as part of their ongoing interventions with inmates.
Mental Health On-Call/Emergency Services
Emergency mental health services are available 24 hours a day by onsite
staff or by mental health professionals who work on call. Access to 24-
hour acute psychiatric hospitalization is available. An ABFH psychiatrist
is on call to accommodate the continuity of psychotropic medications.
Discharge Planning/Continuity of Care
When ABFH staff have advance notice of an inmate’s date of release,
staff make a referral for follow-up outpatient treatment. ABFH staff
work closely with court mental health advocates the Court Advocacy
Emergency mental
health services are
available 24 hours a
day.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 22
Project (CAP), the Forensic Assertive Community Treatment (FACT) team,
the Behavioral Health Court (BHC), and community service providers in
coordinating treatment plans and release plans for persons in custody
with serious mental illnesses.
Training
The ABFH Director, the Senior Clinician(s), and other mental health
professionals provide training to sheriff’s personnel and civilian staffs
in mental illnesses and suicide prevention. All new ABFH staff receive
40 hours of initial training. ABFH managers and psychiatrists provide
ongoing training to ABFH line staff in topics related to the practice of
jail psychiatric services. The ABFH Lead Psychiatrist attends the monthly
BHCS Psychiatric Practices Committee and shares information learned
with other ABFH psychiatrists.
All new ABFh staff
receive 40 hours of
initial training.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 23
Background
The Detox/Sobering Center works to improve the quality of life for
individuals, families, and the community affected by drug abuse and
mental health issues by providing compassionate, effective prevention,
treatment, and recovery services.
Services provided onsite include residential sobering services,
residential detoxification and withdrawal management services, basic
health services, referral services, and substance use crisis stabilization.
Cherry Hill provides services to the vast majority of persons identified in
the Alameda County Behavioral Health Care Services (BHCS) substance
use system.
Measure A Funding Summary
With its Measure A funding, the Detox/Sobering Center achieved the
following:
• Cherry Hill Detoxification Center provided 8,973 units of service, with
a total of 2,643 admissions.
• Cherry Hill Sobering Center provided 5,015 units of service, with a
total of 5,015 admissions.
• The Health Center provided a total of 1,058 health services.
FY 16/17 Allocation: $2,143,224 | Expended/Encumbered: $2,122,733
individuals served by Measure A: 7,658 (Total individuals served: 7,658)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health,
Substance Abuse
Service area: Countywide, Homeless or transient
Detoxification/Sobering Center
Success Story
A middle-aged woman referred to
Cherry Hill had a severe co-occurring
mental and substance use disorder.
She was homeless and in immediate
need of detoxification services.
After a brief stay at Cherry Hill, the
client was able to stabilize on her
medication and to eat and sleep on a
consistent basis. She was supported
and encouraged throughout her
stay at Cherry Hill and successfully
transitioned to residential treatment.
The client contacted Cherry Hill after
graduating from treatment to thank
staff for admitting her when they
did. She stated that the “one time”
she was ready for help they were
available.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 24
Background
La Familia Counseling Services is an inclusive, Latino community-based,
multicultural organization committed to strengthening the emotional
wellness of individuals and the preservation of families.
La Familia’s work with unaccompanied immigrant youth (UIY) reaches
out to youth and families who might otherwise be overlooked in service
provision given barriers to service including limited English-language
fluency, few and inadequate social supports, lack of knowledge of
available services due to recent immigration, and the psychological
impact of trauma.
Measure A Funding Summary
La Familia used its Measure A allocation to achieve the following:
• Make a total of 2,643 personal contacts (not unique individuals),
including 84 personal contacts with youth, with a focus on engaging
caregivers, school staff, and partners in other community-based
organizations
• Provide a total of 24 trainings for and 354 consultations with leaders
and professionals
• Provide three parent reunification workshops
• Refer 100 individuals for medical services and insurance enrollment
• Of the six individual cases opened to Preventative Counseling, close
two cases and transfer two to UIY clinicians
FY 16/17 Allocation: $164,902 | Expended/Encumbered: $164,902
individuals served by Measure A: 2,565 (Total individuals served: 7,774)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Mental Health
Service area: Cherryland, Fremont, Hayward, Newark, Union City
health Services for Unaccompanied immigrant Youth:
La Familia Counseling Services
lafamiliacounseling.org
highlights
In direct client surveys 95% of youth
agreed that they are doing better in
school after receiving support.
95%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 25
Background
La Familia Counseling Services is an inclusive, Latino community-based,
multicultural organization committed to strengthening the emotional
wellness of individuals and the preservation of families.
Measure A Funding Summary
La Familia used its Measure A allocation to achieve the following:
• Provide individual and family basic needs information and referral in
areas of housing, job referrals, nutrition, translations, health referrals,
immigration, legal and general orientation, and health education
workshops to low income residents (target: 300 residents; actual: 395)
• Conduct outreach to community members (target: 600 members;
actual: 542)
• Provide intense case management individual/family interventions,
including intake and assessment, service planning, direct support, and
evaluation, for an average period of 90 days (target: 20 interventions;
actual: 25)
• Conduct parent/family support, psychoeducation, health, and wellness
workshops (target: 12 workshops attended by 100 community
members; actual: 12 workshops attended by 172 community
members)
• Assist low income Hayward residents in connecting to health care
coverage through Medi-Cal and other social services (target: 130
residents; actual: 143)
La Familia also used its Measure A funding to support community-based
engagement and participation via school presentations, church events,
tabling events within the community, domestic violence shelters for
short-term interventions, and referrals to the La Familia Family Resource
Center (FRC) site. At the FRC site, clients can participate in monthly
immigration consultations, Zumba classes, yoga and meditation, and
other events related to culture and wellness.
FY 16/17 Allocation: $50,000* | Expended/Encumbered: $50,000
individuals served by Measure A: 1,377 (Total individuals served: 1,377)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Ashland, Cherryland, Hayward, Oakland, San Leandro, Union City, Homeless or transient
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
La Familia Counseling Services
lafamiliacounseling.org
highlights
In participant surveys 97% of
participants feel they now have a
place to go for health and wellness.
97%
Matching Funds
$50,000
from the Alameda County health
Care Services Agency.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 26
Background
Alameda County Behavioral Health Care Services (BHCS) offers mental
health services to youth at the Alameda County Juvenile Hall in an effort
to maximize the recovery, resilience, and wellness of those who develop
or experience serious mental health, alcohol, or drug concerns. Mental
health support services range from ongoing therapy to mental health
assessments to crisis interventions.
Mental health assessments, in addition to helping the court and
probation determine appropriate placement options, also provide
recommendations to essential service linkages in the community that
are suitable for youth after their discharge. For youth in Juvenile Hall
experiencing mental distress, crisis interventions are provided as soon
as possible onsite to help prevent escalation of mental health symptoms
that could lead to their hospitalization.
Youth who are detained in Juvenile Hall by nature of being in a locked
facility away from family and friends experience anxiety, agitation,
and depression. This is in addition to any pre-existing mental health
conditions that the youth struggle with prior to being admitted into
Juvenile Hall. The goal of BHCS is to mitigate as much as possible the
negative emotional impact of detention.
Measure A Funding Summary
BHCS used its Measure A allocation to achieve the following:
• Provide ongoing therapy, mental health assessments, and crisis
interventions to 105 youth detained at Juvenile Hall.
• Provide court-ordered mental health assessments. Guidance Clinic
staff completed approximately 181 mental health assessments in
FY 16/17. Measure A funding covered approximately 30 of those
assessments.
• Offer immediate crisis intervention for suicidal youth to avoid self-
harm and/or hospitalization. The Guidance Clinic performed 186 crisis
interventions, of which Measure A funded 40.
FY 16/17 Allocation: $360,000 | Expended/Encumbered: $360,000
individuals served by Measure A: 105 (Total individuals served: 686)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Mental health Services for Juvenile Justice Center
highlights
As a result of immediate crisis
intervention, only eight clients were
hospitalized in FY 16/17.
8
Matching Funds
$39,386
from Medi-Cal.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 27
FY 16/17 Allocation: $80,371 | Expended/Encumbered: $80,371
individuals served by Measure A: 56 (Total individuals served: 225)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Mental Health
Service area: Oakland
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 200 clients are
Cambodian refugees living in Oakland. Over 75% of staff are Cambodian
and speak the Khmer language.
Measure A Funding Summary
CERI used its Measure A allocation to achieve the following:
• Conduct outreach and psychoeducation/prevention visits including
large community events and presentations; one-on-one outreach;
psychoeducation groups; ongoing support groups; and print, radio,
and television media (target: 124 visits; actual: over 320, including 10
large community events, 160 support and psychoeducation groups,
and 150 one-on-one sessions)
• Provide mental health consultation services including family
consultation, training for community groups, distribution of print
media, professional leadership consultation, and prevention visits
(target: 120 services; actual: over 200, including 60 youth leadership
groups, 100 prevention visits, and 40 trainings with MFT/MSW interns)
• Provide mental health early intervention individual needs
assessments and low intensity and brief counseling (target: 40 clients;
actual: 56)
• Provide Medi-Cal Administrative Activities (MAA) and Medi-Cal
assistance, informing community members regarding mental health
services and making referrals (target: 300 hours; actual: 500)
• Complete contacts with youth and adults
Mental health Services for newcomers and immigrants
(CERi)
cerieastbay.org
Matching Funds
$76,556
from the Mental health Services Act
(MhSA), MAA, and other foundations.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 28
Background
Safe Alternatives to Violent Environments (SAVE) works to strengthen
every individual and family they serve with the knowledge and support
needed to end the cycle of violence and build healthier lives.
SAVE’s Community Oriented Prevention Services (COPS) program
provides resources and support for domestic violence victims. COPS
Advocates are available at the Fremont, Hayward, Newark, San Leandro,
and Union City Police Departments.
The SAVE Teen Dating Violence Prevention (TDVP) program offers
young people the space to safely explore the topic of dating and
intimate partnerships in a judgment-free setting. The curriculum helps
them recognize the spectrum of relationships by identifying healthy,
unhealthy, and violent characteristics. The program also covers warning
signs, community resources, sexting, consent, gender stereotypes, digital
dating violence, and media literacy.
The SAVE clinical program offers nonjudgmental, compassionate
support; food and clothing; referrals for help with legal, financial,
housing, and other matters; classes and workshops; individual
counseling; and ongoing case management services.
Measure A Funding Summary
SAVE used its Measure A allocation to achieve the following:
• COPS program: Serve 75 clients, 14 of whom had multiple contacts
with their COPS Advocate, and assist 46 clients in creating a safety plan
• TDVP program: Conduct 114 presentations in which 3,796 students
participated
• Clinical program: Provide 531 sessions serving 78 participants
FY 16/17 Allocation: $25,000* | Expended/Encumbered: $25,000
individuals served by Measure A: 3,949 (Total individuals served: 7,896)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Fremont, Hayward, Newark, San Leandro, San Lorenzo, Union City
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haggerty
Safe Alternatives to violent
Environments (SAvE)
save-dv.org
highlights
100% of clients reported increased
knowledge about how to access
community resources or what
community resource to access if
needed.
100%
Matching Funds
$243,125
from the following sources:
• California Governor’s Office of
Emergency Services
• Office on Violence Against Women
Blue Shield
• Cities of Fremont, Hayward, and
San Leandro
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 29
Background
Senior Support Program of Tri-Valley provides services and assistance to
seniors to foster independence, promote safety and well-being, preserve
dignity, and improve quality of life.
The In-Home Counseling Program makes a difference in the lives of
Tri-Valley seniors by providing counseling services in seniors’ homes.
Staff members receive referrals from case managers, family members,
caregivers, and other concerned members of the community. In addition
to assessments, counselors provide crisis intervention, resources, and
referrals, as needed.
By making this service free of charge, many older adults get the benefit
of much-needed support with their most challenging end-of-life issues.
In many cases, the counselor is the only contact the client has.
Measure A Funding Summary
Senior Support Program of Tri-Valley used its Measure A allocation to
achieve the following:
• Provide In-Home Counseling services to at least 20 seniors with
mental health issues (target: 20)
• Conduct program pre-evaluation with 34 clients to assess mental
health status (target: 20)
• Enroll 59% (20 of 34) of screened clients in the In-Home Counseling
Program (target: 75%)
FY 16/17 Allocation: $20,000* | Expended/Encumbered: $20,000
individuals served by Measure A: 20 (Total individuals served: 20)
Populations served: Seniors
Services provided: Mental Health
Service area: Dublin, Livermore, Pleasanton, Sunol
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Senior Support Program of tri-valley
ssptv.org
highlights
85% indicated improvements in
mental health (target: 80%).
85%
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FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 2: HOSPITAL , TERTIARY C ARE, O THER
St. Rose Hospital ................................................................................................................................................................32
UCSF Benioff Children’s Hospital Oakland ...............................................................................................................34
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 31
Background
St. Rose Hospital 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. These services include the following:
• Critical access. SRH serves as a critical access point for Alameda
County and is the only Medi-Cal-contracted facility between Oakland
and Fremont. Additionally, SRH serves as a safety-net hospital and
provides health care access to many low income residents that do not
have adequate transportation to the Alameda County Medical Center.
• Hospitalists programs. The Hospitalists assume care of indigent and
uninsured patients who are admitted to SRH. This alleviates the
financial impact of private physicians who request compensation for
lack of reimbursement.
• Women’s services. SRH subsidizes the Women’s Center to meet the
growing demand for OB/GYN services in the community, because
many OB practitioners do not accept Medi-Cal rates. The program
provides immediate and emergency care for pregnant women who
present to the emergency room (ER), often with no history of prenatal
care.
• Cardiac care. SRH is the only Medi-Cal-contracted facility to provide
elective cardiac and percutaneous coronary intervention (PCI) services
in Central Alameda County. SRH routinely accepts hospital transfers
for emergency and elective cardiac care from non-Medi-Cal providers.
• Tele-Psychiatry. SRH started a Tele-Psychiatry program for patients
presenting to the emergency department (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
FY 16/17 Allocation: $1,500,000 | Expended/Encumbered: $1,500,000
individuals served by Measure A: 21,759 (Total individuals served: 28,975)
Populations served: Indigent, Low Income Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient
Service area: Countywide, Homeless or transient
St. Rose hospital
strosehospital.org
highlights
Since implementing the Tele-
Psychiatry program, SRH has
transferred an average of 32.4
patients per month to John George
Psychiatric Hospital. This represents
a 21.5% reduction in referrals
prior to the implementation of the
program.
21.5%
Matching Funds
$1.5 M
from the intergovernmental transfer
program through the Medi-Cal
program.
➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 32
priority, there were times SRH physicians and staff would wait several
hours before HPD would arrive. Since SRH physicians are now able to
write or release 5150s as part of this program, they no longer need to
take HPD away from their primary duties.
SRH serves approximately 11% of Alameda County’s indigent population.
Measure A Funding Summary
SRH used its Measure A funds to subsidize the cost of providing care to
uninsured and/or indigent patients. Specifically, SRH used its Measure A
allocation to help achieve the following:
• Conduct over 3,770 patient encounters and provide over $3.2 million
in cost of care to uninsured/indigent patients
• For both traditional and Managed Care Medi-Cal programs, conduct
over 25,200 patient encounters and incur over $30.4 million of costs
in excess of amounts
• Experience 31,448 ER visits, including 69%, or 21,759 visits, from
uninsured and underinsured patients (target: 23,500)
• Provide financial support to hospital-based physicians to take ER
call and provide services to 11,217 uninsured/underinsured patients
(target: 12,100)
• Support SRH inpatient services to 2,860 uninsured and underinsured
patients (target: 3,000)
Success Story
After a 29-year-old Hispanic male
had surgery at SRH for acute
appendicitis, his wife wrote:
“Our family is so [grateful] for the
opportunity for my husband to be
treated at St. Rose Hospital. We
were uninsured and thought that
we would be sent away from St.
Rose Hospital. We are living with my
husband’s family. We do not have any
other place to live … and we have to
pay our rent so that the four of us do
not have to become homeless. My
husband’s family relies on us to pay
our rent so that they can buy food
for the household. We are so grateful
for St. Rose.”
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Background
UCSF Benioff Children’s Hospital Oakland (CHO) works to protect and
advance the health and well-being of children through clinical care,
teaching, and research.
At CHO, Measure A funding supported three programs/activities:
• The pediatric Emergency Department (ED), specifically to provide
adequate staffing for the large volume of children seen at the ED
• The Center for Child Protection (CCP), which treats children who
experience abuse and other types of trauma
• Two school-based clinics in Oakland
Emergency Department
CHO provides highly specialized pediatric emergency services for the
children of Alameda County, 24 hours a day, seven days a week. CHO’s ED
sees a broad array of pediatric disease and injury from the basic to the
most complex. CHO is the leading provider for Alameda County children
in need of acute care. Children with Medi-Cal rely nearly exclusively on
CHO 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. In FY 16/17, to CHO’s ED
was the highest volume ED in the San Francisco Bay Area.
Trauma services are a subset of the ED, requiring highly specialized
equipment, facilities, and highly trained staff. CHO’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.
CHO maintains an extensive in-house and outpatient rehabilitation
department for pediatric trauma patients. The Trauma Center also supports
an injury prevention program for the hospital and the community.
FY 16/17 Allocation: $2,000,000 | Expended/Encumbered: $2,000,000
individuals served by Measure A: 28,882 (Total individuals served: 21,882)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Mental Health
Service area: Countywide
UCSF Benioff Children’s Hospital Oakland
childrenshospitaloakland.org
highlights
96% of patients reported that they
agree or strongly agree that the
school clinics helped them with their
problem (target: >80%).
96%
Matching Funds
$1 Million
from the California Department of
health Care Services.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 34
The ED also functions as the gateway to ongoing medical care for many
children in Alameda County. Approximately 70% of patients seen in the
CHO ED receive Medi-Cal. This number is higher than almost any other
hospital—child or adult—in California. Without the CHO ED, children
would need to travel further and/or receive care that is not specialized
to children. With little doubt, more children would die without the CHO
ED.
Center for Child Protection
CHO and Alameda County recognize that they share a responsibility
to provide immediate and comprehensive care for this population
of children, yet there are many challenges to maintaining this
responsibility. CCP serves more than 600 clients per year. CCP is a
comprehensive child abuse program within CHO. CCP is the only
provider in Alameda County that has the capacity to offer many of its
services.
Because many CCP services are funded by external sources such as
Measure A, there is no charge for eligible clients. This feature is very
important because if CCP needed to charge insurance for these services,
there would be a record of services provided, and many families would
not step forward to divulge such sensitive information.
CCP 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. Non-acute forensic examinations
for children under age 18 and second opinion medical consults are
performed in the CCP outpatient clinic through appointment only.
Clinical case management is provided to children and adolescents who
present to the ED and/or child abuse management clinic following
diagnosis or disclosure of abuse. Clinical case management assists
families with navigating the criminal justice system, arranging necessary
medical follow-up, and assisting with community resource referrals.
Comprehensive evidenced-based mental health services are provided to
children, adolescents, and their families. For most of these families, there
are no alternatives in Alameda County for many of the services provided
by CCP.
School-Based Clinics
CHO runs two school-based health centers: one at Castlemont High
School and one at McClymonds High School. 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.
Youth Uprising/Castlemont Clinic—which operates a full-time
comprehensive team of six therapists and a psychiatrist, as well as
highlights
87% of patients reported they were
satisfied or very satisfied with the
services they received
(target: >80%).
87%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 35
comprehensive medical services— is the hub for teachers, parents, and
students to coordinate therapy, care, support, and help. The Castlemont
site is now the highest volume school-connected mental health site in
Alameda County.
The sites’ School-Based Mental Health Program has become a national
model for the integration of medical and mental health care, and it
has been cited for success at addressing underlying social stressors
related to mental health. The program has developed a training and
consultation program for school professionals and mental health
providers who work with schools, and it has contracts to conduct
trainings throughout Alameda County and California.
Measure A Funding Summary
CHO used its Measure A allocation to achieve the following:
Emergency Department
• In FY 16/17, there were a total of 46,380 visits to the ED.
• 451 of these visits were trauma cases where the child faced an
immediate life-threatening situation.
• The average length of stay for patients discharged from the ED was
reduced to 2.91 hours, compared to 3.1 hours three years previously
(target: <3 hours).
Center for Child Protection
• In FY 16/17, the CCP provided forensic medical and/or mental health
services for more than 600 children and their families (target: 600).
• All children and youth presenting through the ED and/or Child
Abuse Management clinic for forensic medical care received crisis
intervention and a corresponding needs assessment.
• 90% of children referred internally for psychotherapy services began
service engagement within one week of the referral.
• 124 children participated in individual therapy.
• 32 children participated in group therapy.
• 85% of children participating in therapy demonstrated enhanced
intrapersonal and interpersonal functioning.
• 100% of children who received Trauma-Focused Cognitive Behavioral
Therapy demonstrated clinical progress (target: 100%).
School-Based Clinics
• In FY 16/17, the two clinics run by CHO had a total of 6,735
encounters and saw 947 unique patients.
in FY 16/17, there
were a total of 46,380
visits to the ED.
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FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 3: PRIMARY C ARE
Alameda County Dental Health ................................................................................................................................. 38
Axis Community Health ................................................................................................................................................ 40
Center for Elders' Independence ............................................................................................................................... 41
Center for Healthy Schools and Communities (School-Based Behavioral Health Initiative) .............. 42
Connecting Kids to Coverage (CKC) Initiative ...................................................................................................... 46
Davis Street Community Center, Inc. ........................................................................................................................ 49
Health Aging and Family Services ............................................................................................................................ 50
Health Enrollment for Children ................................................................................................................................. 52
Health Services for Day Laborers: Community Initiatives (Day Labor Center) .......................................... 53
Health Services for Day Laborers: Multicultural Institute ................................................................................ 55
Health Services for Day Laborers: Street Level Health Project ...................................................................... 57
Increase Hospice Utilization ....................................................................................................................................... 59
Medical Costs for Juvenile Justice Center: Direct Service Planning and Administration ...................... 60
Medical Costs for Juvenile Justice Center: Mind Body Awareness ................................................................. 62
Medical Costs for Juvenile Justice Center: Niroga Institute ............................................................................ 63
Medical Costs for Juvenile Justice Center: Victims of Crime ............................................................................ 64
Native American Health Center ................................................................................................................................. 66
Preventive Care Pathways ........................................................................................................................................... 67
Primary Care Community-Based Organizations ................................................................................................... 68
Roots Community Health Center ............................................................................................................................... 71
Tiburcio Vasquez Health Center, Inc. ........................................................................................................................ 73
Washington Hospital ..................................................................................................................................................... 75
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Background
The Alameda County Public Health Department works in partnership
with the community to ensure the optimal health and well-being of
all people through a dynamic and responsive process that respects the
diversity of the community and works to provide for present and future
generations.
The Alameda County Office of Dental Health provides an accessible early
entry point for oral health assessment and preventive dental services
for high risk families and children ages 0–5 years at Women, Infants,
and Children centers (WIC), as well as continuity and referral for regular
follow-up dental care in the community. The services provided at WIC
include dental history interviews to identify risk factors and oral home
care practices, brushing the child’s teeth and applying fluoride, assessing
the child’s mouth, defining and gaining acceptance for home care
behaviors, and promoting the oral health of prenatal women and their
newborns.
For children who need follow-up care beyond the services provided at
the WIC site, the outreach worker collaborates with the family to assess
insurance coverage, obtain a dental appointment with a provider, and
assist with making the initial dental appointment. For families lacking
insurance coverage, the outreach worker arranges insurance assistance
through the Healthy Smiles Dental Treatment program. The focus of the
service is to families of children (ages 9 to 15 months) who participate
in Dental Days at WIC at the Eastmont, Telegraph, Hayward, and Fremont
sites. Since siblings often accompany the caregiver at the Dental Days,
all services are offered to them as well.
FY 16/17 Allocation: $257,580 | Expended/Encumbered: $227,580
individuals served by Measure A: 3,053 (Total individuals served: 6,052)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health
Service area: Alameda, Ashland, Berkeley, Castro Valley, Cherryland, Fairview, Fremont, Hayward, Newark, Oakland,
San Leandro, San Lorenzo, Union City
Alameda County Dental health
www.acphd.org/dental-administration.aspx
Matching Funds
$257,580
from the Maternal, Child and
Adolescent health Program (MCAh)
and Child health and Disability
Prevention (ChDP).
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 38
Measure A Funding Summary
Measure A funding helped the Office of Dental Health achieve the
following:
• Provide oral health education to 922 parents/guardians through WIC
Dental Days (target: at least 1,000)
• Provide oral health assessments to 856 infants/children 0-5 years old
through WIC Dental Days (target: at least 900)
• Screen 1,205 students at the school-based program (target: 1,050)
• Provide fluoride varnish to 74% of eligible infants/children through
WIC Dental Days (target: 100%)
• Provide 80% of parents whose children received a dental assessment
and need a dental provider with care coordination and assistance
towards making an appointment with a dental provider (target: 100%)
• Enroll 84% of infants and children receiving an oral health
assessment into the Healthy Kids Healthy Teeth (HKHT) program and
link them to a dental home (target: at least 75%)
Success Story
At a WIC Dental Day, a Laotian
mother informed the Community
Health Outreach Worker (CHOW) and
Registered Dental Assistant (RDA)
that her four-year-old daughter had
been complaining of tooth pain but
did not have dental insurance. The
RDA performed a dental screening
and determined that the child
was suffering from a severe gum
infection. The CHOW scheduled a
next-day dental appointment and
referred the family to the Alameda
County Health Care Services Agency
to enroll in Medi-Cal. The child was
enrolled in Medi-Cal and obtained
the proper dental services to treat
her infection. The family now has
a dental home and has begun
receiving routine preventive dental
services.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 39
Background
Axis Community Health works to provide quality, affordable, accessible,
and compassionate health care services that promote the well-being of
all members of the community.
The opening of a new clinic site in Pleasanton increases access to
primary care and mental health services for low income residents by
doubling the capacity of Axis Community Health to serve the target area.
Measure A Funding Summary
Axis Community Health used its Measure A allocation to provide primary
care medical services in eastern Alameda County, including pediatrics,
internal medicine, OB/Gyn, and family planning medical services, as well
as mental health counseling and integrated behavioral health services
at the new Axis clinic site.
The new site provided 7,000 patient visits to roughly 1,200 patients,
including 756 Measure A patients.
FY 16/17 Allocation: $98,300* | Expended/Encumbered: $98,300
individuals served by Measure A: 756 (Total individuals served: 12,872)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Castro Valley, Dublin, Livermore, Pleasanton
*Includes Board of Supervisors discretionary allocations from District 1/Supervisor Haggerty and District 4/Supervisor Miley
Axis Community health
www.axishealth.org
highlights
Axis Community Health received an
overall 95% satisfaction rating.
95%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 40
Background
The Center for Elders’ Independence (CEI) provides high quality,
affordable, integrated health care services to the elderly, which promote
autonomy, quality of life, and the ability of individuals to live in their
communities.
CEI’s Caring for the Caregiver program enhances comprehensive care
coordination for participants by providing information, skills training,
and support for family and other unpaid caregivers. It provides
participants’ families and friends much-needed relief from caregiving’s
ongoing emotional and physical demands. Caregivers hear from others
who are dealing with the same challenges and receive advice and
instructions from members of CEI’s medical team.
Measure A Funding Summary
CEI used its Measure A allocation to conduct four Caring for the
Caregiver series with a total of 26 classes to 54 family caregivers of low
income seniors (target: four series to 40 caregivers).
FY 16/17 Allocation: $53,581 | Expended/Encumbered: $53,581
individuals served by Measure A: 660 (Total individuals served: 750)
Populations served: Low Income Adults, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Mental Health
Service area: Countywide, Outside of Alameda County
Center for Elders' independence
cei.elders.org
highlights
Based on a survey of family
caregivers who participated in the
Caring for the Caregiver series, 94%
reported improvements in physical
and emotional health.
98% reported improvements in
confidence and effectiveness in
managing the care of their senior.
94%
98%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 41
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
A program of CHCS, School 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.
SHCs provide services in the following areas:
• Medical/health education
• Behavioral health
• Oral health
• Youth enrichment and school community support
The SHCs also focused on integrated systems and access to and
utilization of care.
In FY 16/17, there were 28 SHCs, with some serving multiple schools.
During the same period, the number of clients increased to 15,976 (a
141% increase over a decade), and the number of annual client visits
increased to 65,691 (a 143% increase). The SHCs also served more
than 3,000 clients from the broader community, including high school
graduates, college students, siblings, and community members.
SHC services are available at no cost to clients, regardless of their
insurance status, thus filling a gap for students who are uninsured or
underinsured. Twelve percent of clients reported having no insurance.
FY 16/17 Allocation: $1,957,784 | Expended/Encumbered: $1,957,784
individuals served by Measure A: 15,976 (Total individuals served: 15,976)
Populations served: Indigent, Low Income, Uninsured Adults, Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or transient
Center for healthy Schools and Communities
(School-Based Behavioral health initiative)
achealthyschools.org
highlights
SHC evaluation data shows nearly
100% reported high levels of
satisfaction with the people who
work at the ShC.
100%
Matching Funds
$12.2 M
from Medi-Cal Administrative
Activities (MAA) and targeted Case
Management (tCM).
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 42
Measure A Funding Summary
Measure A provides a unique, long-term funding stream to the CHSC to
offer school-based health supports for children and youth in Alameda
County. Very few other funding sources exist to provide ongoing, stable,
and substantial funding to finance the growing network and investment
in school health services.
Medical/Health Education Services
Physical health services provided during SHC visits included general
health counseling, nutrition counseling, and injury treatment. In addition,
the SHCs provided 2,748 non-HPV immunization visits.
Reproductive health services included contraceptive counseling/
family planning advice and maintenance as well as HIV, chlamydia, and
other STI screening/counseling. The SHCs also provided 1,477 HPV
immunization visits.
Outside of clinical visits, the SHCs provided the following services:
• Health fairs/outreach reaching 23,274 youth and 10,632 adults
• First aid supplies given to 14,488 youth and 33 adults
• Reproductive health education reaching 6,390 youth and 1,503 adults
• Dental screenings provided to 3,564 youth and 10 adults
• Physical activity, recreation, dance, and yoga provided to 1,155 youth
and one adult
• Tobacco and alcohol/drug use education reaching 621 youth and
seven adults
• Nutrition education including gardening and cooking reaching 509
youth and 10 adults
• Other health screenings such as flu clinics and immunizations
reaching 245 youth and 58 adults
Behavioral Health Services
Individual behavioral health services included individual therapy,
assessment and intake, psychosocial screening, academics/college/life
skills counseling, individual contacts/meetings, and case management.
Behavioral health group counseling was also provided.
SHCs behavioral health services included the following:
• School safety/climate presentations and activities reaching 10,861
youth and 1,203 adults
• Screening for trauma provided to 703 youth and 41 adults
• Self-esteem/image/empowerment sessions reaching 276 youth and
54 adults
• Parent/family support groups, workshops, and trainings reaching 186
youth and 2,473 adults
highlights
Evaluation data indicates that SHCs
helped students feel like they had
an adult they could turn to if they
needed help or support.
96%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 43
• Social skills/communication/anger management/conflict resolution
sessions reaching 142 youth
• Crisis intervention/grief support sessions reaching 658 youth and 110
adults
• Restorative justice/circle activities involving 344 youth and 20 adults
Oral Health Services
At the 12 SHC sites providing dental services, 1,747 clients had a dental
service provided for screening exams and cleanings, and also for case
management and restorative treatment. In addition, 3,564 students were
provided dental screenings during schoolwide screenings in eight SHCs.
Youth Enrichment and School Community Supports
The SHCs provided a variety of youth enrichment activities and
community supports, including the following:
• Schoolwide assemblies or special events reaching 5,837 youth and
2,678 adults
• Classroom presentations and interventions reaching 3,797 youth and
607 adults
• Youth advisory board, leadership, research, and advocacy groups
serving 1,631 youth
• Peer health education groups, peer counseling, and mentoring serving
1,583 youth and 13 adults
• Academic support for 1,351 youth
• Job training and career exploration for 521 youth
• Acculturation support for newcomers and unaccompanied youth
reaching 502 youth and 19 adults
• School staff workshops, training, and orientations reaching 1,365
adults
Insurance Enrollment
The SHCs conducted outreach and education activities to educate and
enroll families in health coverage and other benefits programs. These
SHCs provided the following:
• 7,008 families with information about health insurance and benefits
eligibility
• 410 families with onsite application assistance to enroll in CalFresh,
CalWORKs, or other public benefits
• 133 families with application assistance to enroll in Medi-Cal,
HealthPAC, or Covered California coverage
The SHCs also conducted insurance screening and enrollment with 308
youth.
Success Story
AB is a 16-year-old Latino student
struggling with multiple substance
use, major depression, and
PTSD from community violence
exposure. He often showed up at
school intoxicated, attended class
sporadically, and had confrontations
with several teachers over his
behavior. He refused counseling
and medical services arranged
by his parents with an outside
provider. Initially, he was guarded in
engaging with the SHC. Through the
SHC staff’s caring, nonjudgmental
stance and counseling interventions
using a harm reduction model, AB
has become comfortable at the
clinic and comes to appointments
regularly and frequently. He still
struggles with school but attends
more often than previously.
Recently, he has started reducing his
substance use.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 44
Integrated Systems
Twenty-five SHC sites reported strong school partnerships and
collaborations around student health in FY 16/17. Examples included
jointly planning school health events, a mobile van to parents and
families, restorative justice circles, and trauma-informed classrooms and
supports.
Other integrated systems results included the following:
• 18 of the sites reported having a signed Letter of Agreement (LOA)
between their SHC and the school administration, clarifying roles and
responsibilities and fostering regular communication.
• 26 sites reported successes in regularly participating in their school’s
Coordination of Service Team (COST) programs to discuss at-risk
students and develop plans to support them.
• Eight sites reported successes in coordination with County and local
community agency partners to improve access to services, including
behavioral health, a college readiness program, and food donations to
provide fresh fruit in classrooms and disburse bags of food to food-
insecure students and their families.
highlights
91% of students who participated
in group programs reported that the
SHC helped them have goals and
plans for the future.
91%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 45
FY 16/17 Allocation: $188,386 | Expended/Encumbered: $188,386
individuals served by Measure A: 2,710 (Total individuals served: 2,710)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health
Service area: Hayward, Oakland, San Leandro
Connecting Kids to Coverage (CKC) initiative
www.whhs.com
Background
Since 2013, the Center for Healthy Schools and Communities (CHSC) has
administered Alameda County’s Connecting Kids to Coverage Schools
(CKC) Initiative. Implemented in the Oakland, Hayward, and San Leandro
school districts, the initiative aims to eliminate common barriers to
health-insurance enrollment and retention by leveraging school districts
as channels for reaching uninsured families.
The CKC Initiative centralizes enrollment assistance in school district-
based Central Family Resource Centers so that families can apply for
and renew their health-care coverage and public benefits in a “one-
stop shop,” minimizing visits to multiple County offices. The initiative
is a collaboration among the Alameda County Social Services Agency;
the Alameda County Health Care Services Agency (HCSA); three of
the County’s largest school districts; and two community-based
organizations.
A majority of consumers accessing assistance are Latino and Spanish-
speaking and reside in Oakland, the largest school district participating
in the initiative. Most families have qualified for two or more affordable
coverage programs, indicating that the “one-stop shop” model is of
particular value for these families. The CKC “one-stop shop” model
is particularly important for the working poor, whose demanding
and inflexible work schedules and difficulty accessing reliable or
efficient transportation can prevent them from making or attending
appointments at different public agency locations for each family
member.
The CKC Initiative utilizes three primary strategies to reach its target
populations:
• Trainings or presentations for school site staff, community-based
partners, or other school-based resources to increase the number of
people at school sites who are referring families in need to the CKC
Family Resource Centers for health benefit enrollment assistance.
• Outreach events hosted at school sites to educate parents and
highlights
In a consumer satisfaction survey,
98% of respondents said that they
would recommend the center to
other parents.
98%
Matching Funds
$61,330
from the Alameda County Center for
healthy Schools and Communities
(ChSC) general Fund.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 46
students about health insurance eligibility guidelines and enrollment
assistance resources at the CKC Family Resource Centers.
• Targeted outreach calls to families whose Medi-Cal applications
are up for renewal or have already fallen off. Center staff conducts
outreach calls to these families to schedule enrollment assistance
appointments at the school district site.
Measure A Funding Summary
The CKC Initiative used its Measure A funding to achieve the following.
Trainings or Presentations
• 17 trainings or presentations were provided to school staff, partners,
or other groups around health coverage and health and wellness
resources at schools in Oakland. Approximately 350 people attended
these trainings
• Seven trainings or presentations were provided in San Leandro, with
122 people in attendance.
• East Bay Agency for Children recruited and trained six parents
from the school districts to become Family Health Advocates in
the Oakland Unified School District. The role of the Family Health
Advocates was to conduct peer outreach to parents in their schools,
and to host enrollment events to provide information about health
insurance eligibility and enrollment opportunities in the County.
• Family Health Advocates organized and led six enrollment events,
where 79 parents received information and scheduled appointments
for assistance.
• In San Leandro, Parent Facilitators led 14 enrollment events, with 309
people attending these trainings.
School Site Outreach Events
• In Oakland, there were 11 school site outreach events, with 208
people attending these events at their schools.
• In San Leandro, there were 34 school site outreach events, with 2,167
attending the events.
Targeted Outreach
• Approximately 13,589 outreach calls were made to families to
inform them of their Medi-Cal eligibility status and to schedule
enrollment assistance appointments at CKC Family Resource Centers.
Approximately 60% of these calls were to families in Oakland, 35%
were to families in Hayward, and 5% were to families in San Leandro.
Outreach workers administered phone calls in English, Spanish,
Mandarin, and Cantonese.
highlights
In a consumer satisfaction survey,
72% of respondents said they would
rate the centers “excellent” or “very
good.”
72%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 47
• Approximately 1,907 families made appointments at the CKC Family
Resource Centers to receive application assistance as a result of the
outreach events, trainings, and targeted phone calls. The average
family size was 3.1 individuals per family.
• Outreach efforts reached over 6,000 individuals in the County.
• Of the families who had appointments, 36% completed and submitted
their applications for health insurance or other benefits with the
support of the CKC centers. Fifty-four percent of families still had
active cases with the CKC centers.
Health Insurance
• 2,710 Alameda County residents were assisted with applications and
enrollment in Covered California, Medi-Cal, HealthPac, or other health
insurance benefits programs. Fifty percent of the individuals assisted
were children under the age of 18.
Other Public Benefits
• 1,199 Alameda County residents were assisted with applications and
enrollment in CalFresh. Sixty percent of these CalFresh applications
were for children.
• 28 individuals were assisted with CalWorks applications.
highlights
70% of people who received health
insurance enrollment assistance also
received assistance with applying
for other public benefits or getting
other family support.
70%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 48
Background
Davis Street Community Center works to improve health, address poverty,
and increase the overall quality of life of residents in Alameda County.
To improve health outcomes, Davis Street conducts hands-on cooking
classes to increase education regarding healthy eating choices, promote
healthier eating practices, increase physical activity, increase capacity to
make healthier meals using foods available, and lower BMI levels. Each
class is conducted in English and Spanish. All participants leave with a
bag of food ingredients from the food warehouse. In addition, a wellness
coaching session is available to all class participants.
Measure A Funding Summary
Davis Street used its Measure A allocation to achieve the following:
• Notify 800 local individuals and families of the need for periodic
blood pressure and weight checks. Davis Street contacted families
through health fairs, local events, mailings, and placement of an
outreach worker at the clinic and food distribution center.
• Develop and offer hands-on cooking classes for 66 participants, 27 of
whom were diagnosed with at least one of the following conditions:
hypertension, obesity, or type 2 diabetes.
• Refer 13% of patients with high HgbA1C levels to health education
services for diabetes management classes (target: 50%).
• Provide effective treatment for 12% of patients whose blood pressure
was above 140/90 (target: 50%).
• Refer 38% of patients between ages 2-7 who were overweight to
weight management classes (target: 50%).
• Have 20% of adult patients with diabetes complete the cooking
classes and increase their knowledge of preparing healthy food at
home (target: 30%).
• Have 36% of 20 adult patients with elevated blood pressure increase
their knowledge of healthy cooking (target: 36%).
FY 16/17 Allocation: $80,000* | Expended/Encumbered: $80,000
individuals served by Measure A: 27 (Total individuals served: 66)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Castro Valley, Hayward, Oakland, San Leandro, San Lorenzo, Outside of Alameda County,
Homeless or transient
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Davis Street Community Center, inc.
davisstreet.org
highlights
For patients who attended the class,
67% of diabetic patients had a
post-class hemoglobin A1C reading
that was less than 7.0, a significant
indication of controlled diabetes.
67%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 49
Background
The City of Fremont’s Human Services Department (HSD) supports
a vibrant community through services that empower individuals,
strengthen families, encourage self-sufficiency, enhance neighborhoods,
and foster a high quality of life for all residents.
Aging and Family Services (AFS), a division of the HSD, provides both
a Multi-Service Senior Center and a Senior Support Services team of
caring professionals from diverse backgrounds—social work, nursing,
gerontology, psychology, and public health—who serve seniors and their
families with dignity and respect.
The AFS Afghan Health Promoter Program predominately serves frail
Afghan seniors and their families living in central and southern Alameda
County. It is a program of the Afghan Elderly Association (AEA), which
has been caring for the health and welfare of Afghan elders in the Bay
Area since 1995.
The Health Promoter Program is made up of four program areas:
• Linkages. The Linkages program provides information, referral, and
assistance to participants. Health promoters assist participants access
an array of services and entitlement programs. Additionally, they assist
with translation, completing forms, transportation, housing, and other
community services as needed.
• Medication assistance and counseling. The City of Fremont’s Public
Nurse reviews participants’ medication, evaluates their knowledge
and usage of their medications, and provides training and feedback
as needed. When necessary, the nurse calls participants’ doctors and
pharmacists for clarification or to express concerns. Health promoters
conduct in-home reviews of medications, evaluating knowledge of
medications and use. They provide medication assistance as needed.
In the Home Meds program, nursing students as well as health
promoters collect medication information and enter it into a database
health Aging and Family Services
www.fremont.gov/217/Aging-Family-Services
FY 16/17 Allocation: $53,581 | Expended/Encumbered: $53,581
individuals served by Measure A: 48 (Total individuals served: 161)
Populations served: Indigent, Low Income, Uninsured Seniors
Services provided: Public Health, Mental Health
Service area: Fremont, Newark, Union City
Matching Funds
$127,790
from the City of Fremont general
Fund and the Alameda County Public
health Department.
highlights
100% of clients received services
from health promoters who spoke
their language and understood their
culture (target: 100%).
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 50
that analyzes the list for possible negative effects and/or interactions.
If the program identifies a potential problem, the program alerts
Alameda County’s pharmacist, who reviews the medication list and
tries to contact the client’s doctor if a problem is confirmed.
• Happy, Healthy Me (HHM). HHM is a chronic condition self-
management program that helps participants identify problems
and healthy goals. The program utilizes a mix of cognitive behavior
techniques, motivational interviewing, and problem-solving
techniques. Problems and mid-range goals are established and a
health plan is developed utilizing short-term action steps.
• Health education groups. The program offers four health education
groups. The first is the Stanford Chronic Disease Self-Management
Program. The second is the Diabetes Education Group. One health
promoter has been trained to lead this group. The third is the Matter
of Balance (MOB) group, an evidence-based class that promotes fall
prevention. Four health promoters and two volunteers have been
trained as leaders. Fourth, one health promoter was trained to be a
certified instructor for Tai Chi for falls prevention.
Measure A Funding Summary
Measure A helped the Health Promoter Program achieve the following:
• Provide health promotion services to 161 older refugee, immigrant,
and low income residents over 60 years of age (target: 135)
• Provide assistance and referrals for 132 clients (target: 110)
• Ensure that 157 clients have a primary care physician (target: 110)
• Assist 113 older adult clients in accessing and receiving mental
health, health, and medically related services, including making
referrals and applying for services; assistance completing forms for
Medi-Cal, Medicare, and other health insurance; obtaining medical
supplies; providing or arranging transportation to mental health or
medical appointments; and providing translations services (target: 50)
• Conduct fall, home safety, mental health, and health screenings for
60 older adults and refer clients to appropriate services as needed
(target: 50)
• Assess or reassess 47 clients regarding their ability to self-manage
their chronic conditions using the Partners-In-Health Scale (target:
45)
• Develop 45 Wellness Plans (target: 45)
• Collaborate with 45 clients to monitor the successful completion of
their Wellness Plans (target: 40)
• Provide health education to 58 clients to improve chronic condition
self-management (target: 50)
• Provide medication review and/or assistance and education to 84
clients (target: 50)
highlights
97% of all Health Promoter clients
have a primary physician (target:
95%).
97%
Success Story
When Latifa went for a checkup for a
lump on her breast, she was advised
that the lump was harmless and
didn’t require any further testing.
She remained worried and reached
out to her health promoter. They
developed a wellness action plan in
which Latifa would seek a second
opinion. The second doctor ordered
a referral for a mammogram, whose
results confirmed that Latifa had
breast cancer. After much research,
the health promoter found a clinic
that would accept Latifa as a Medi-
Cal patient. The health promoter
scheduled and escorted Latifa
to the consultation. Latifa was
scheduled for surgery followed by
chemotherapy, and has been cancer-
free for two years.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 51
Background
The Alameda County Health Care Services Agency Health Insurance
Enrollment Assistance department provides information, referrals, and
application assistance to low income County residents and families who
are eligible for the following benefit programs: Medi-Cal, Covered CA,
Kaiser Child Health Plan, Health PAC, CalFresh, and CalWORKs.
The Health Insurance Enrollment Assistance department is a critical
resource for some of the hardest-to-reach and most vulnerable
populations in Alameda County. The department provides a client-
centric and culturally competent approach to help residents enroll into
health care and benefit programs and has the unique ability to serve the
whole family regardless of what program they are eligible for.
Measure A Funding Summary
The Health Insurance Enrollment Assistance department used its
Measure A allocation to achieve the following:
• 1,737 Alameda County residents received application assistance.
• The Health Insurance Technician (HIT) assistance toll-free line
received 2,637 calls.
health Enrollment for Children
achealthcare.org/about/project-updates/childrens-health-insurance-enrollment
FY 16/17 Allocation: $300,000 | Expended/Encumbered: $300,000
individuals served by Measure A: 1,737 (Total individuals served: 6,949)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health,
Substance Abuse
Service area: Countywide
Matching Funds
$150,000
from Medi-Cal Administrative
Activities (MAA).
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 52
health Services for Day Laborers: Community initiatives
(Day Labor Center)
FY 16/17 Allocation: $107,301* | Expended/Encumbered: $43,340
individuals served by Measure A: 204 (Total individuals served: 292)
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: Ashland, Cherryland, Fairview, Oakland, San Lorenzo
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Background
The Day Labor Center (DLC) works to enable low income, predominantly
migrant clients in the East Bay Area, including at-risk youth and re-entry
clients, to reach self-sufficiency through employment and community
integration programs.
The DLC provides services in the following areas:
• Mental health. The DLC provides meetings to help workers’ mental
health needs and issues related to domestic violence and sexual
assault.
• Alcohol and drug. The DLC provides workers with weekly meetings to
address alcohol and drug use and abuse.
• Public health prevention. The DLC offers Zumba classes for women.
• Youth and community services. The DLC was one of the founding
organizations of the South County Unaccompanied Minor and Migrant
Family Collaboration, which highlights the needs of unaccompanied
minors in Alameda County and coordinates needed services to this
clientele.
• Socialization. The DLC maintains a community garden to address the
workers’ ailments of depression, isolation, and loneliness due to being
separated from their families in their home countries.
Note: In January 2017, the DLC no longer had enough committed funding
to continue their work and made the decision to close the project.
Measure A Funding Summary
Measure A funding helped the DLC achieve the following:
• Distribute over 350 outreach flyers to inform workers about health
care services to over 99 clients (target: 100 health outreach activities
to at least 50 clients)
highlights
83% of clients received the follow-
up care needed (target: 30%).
56% of clients who needed three
or more medical treatment visits,
sessions, and/or referrals received
them (target: 50%).
83%
56%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 53
• Make 187 referrals; 99 health and/or dental assessments, referrals,
and/or follow-up; and over 36 follow-up referrals (target: 400 health
and/or dental assessments and /or referrals and at least 150 follow-
up referrals to a minimum of 100 clients)
• Identify and refer 41 uninsured clients to a health insurance eligibility
worker (target: 100)
• Identify, conduct community-based health outreach to, and/or refer a
minimum of six uninsured immigrant youth (UIY) and/or their sponsor
family members to health and/or dental services (target: 15)
• Host two quarterly meetings with appropriate staff from the DLC and
partner agencies to review and evaluate the monitoring system for
chronic conditions (target: four)
highlights
23% of clients who were contacted
through a health outreach encounter
came into the DLC for health and/or
dental assessments and/or referrals
(target: 10%).
23%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 54
health Services for Day Laborers: Multicultural
institute
mionline.org
Background
The Multicultural Institute (MI) accompanies immigrants in their
transition from poverty and isolation to prosperity and participation.
MI’s core constituencies are Latino immigrant families and other low
income youth and adults lacking access to critical services. Its programs
are focused on historically disadvantaged groups in neighborhoods in
Alameda and other counties.
The Life Skills/Day Laborer Program offers comprehensive wraparound
services focused on improving the economic and social lives of Alameda
County day laborers and other low income families. In addition, MI
contributes to health awareness and prevention by offering health
education, referrals, screenings and health services.
In addition to health referrals, services, and educational workshops,
participants also benefit from the following:
• Culturally and linguistically appropriate street outreach. In MI’s
on-the-street model, staff accompanies day laborers every morning
while they look for work in West Berkeley. This approach allows for
services to trickle down to those that otherwise would not seek
out these services. Referrals and job placements often occur at the
street corners. This program also works with local officials and area
businesses to ensure that the area is safe, that workers have access
to trash receptacles and portable bathrooms, and that there is no
harassment of workers.
• Workforce development and job placement assistance. This program
offers day laborers job matching services at no cost. They are
connected to employers for short-term, long-term, and permanent
jobs at a minimum of $20/hour. MI also aids workers in addressing
employment problems related to wage claims, unsafe conditions, and
occupational injuries.
• Referrals and follow-up services. This program’s health activities
help individuals navigate the health system by providing language-
FY 16/17 Allocation: $89,301 | Expended/Encumbered: $89,301
individuals served by Measure A: 817 (Total individuals served: 942)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Hospital Outpatient, Public Health
Service area: Berkeley, Oakland, Homeless or transient
highlights
93% of individuals served reported
that their health care needs were
met with MI’s assistance.
93%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 55
appropriate resources, information, case management, and referrals.
The focus is on health education and outreach. Even though MI does
not have doctors and nurses on staff, it provides free health services
through its partnerships with other health organizations or clinics. MI
also provides immigration resources and legal information thanks to
the help of volunteer and private lawyers that partner with MI.
• Vocational skill development. Various educational and vocational
courses offered through this program include a Spanish-language
GED preparation course, a computer skills development course, and
a business entrepreneurship course that includes yearlong coaching
to assist self-employed immigrants and immigrant small business
owners.
• Community-building. MI helps break down isolation and builds a
sense of community by hosting Thanksgiving and Christmas holiday
events every year and distributing holiday baskets to the homeless
and community members that need it the most. Once a month, MI
outreach staff and day laborers work together to clean the street. MI
distributes bags of groceries and healthy food baskets.
Measure A Funding Summary
Measure A funding helped MI achieve the following:
• Provide outreach to 817 unduplicated clients and 103 one-on-one
health-related consultations (target: outreach to 700 clients and 100
consultations)
• Host or co-sponsor nine health care trainings or workshops attended
by 132 participants, as well as 10 street-based health education
sessions on attended by 131 participants (target: eight trainings and
eight education sessions attended by 120 participants each)
• Arrange five health care screening events attended by 85 individuals
(target: four events attended by 100 individuals)
Success Story
Lorenzo, a 40-year-old Guatemalan
day laborer, commented to staff that
he had been experiencing blurry
vision. He didn’t think it was that
serious and had been ignoring it
for months. Staff insisted that he
get checked and encouraged him
to visit the mobile van. After his
initial checkup, he was referred to
Highland Hospital, where he had
two surgeries: one for cataracts and
the other on his retina. Thanks to
him enrolling in HealthPAC and his
referral from the mobile van, he paid
nothing to receive these services. His
vision is better and currently there is
no risk of him losing his eyesight.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 56
Background
Street Level Health Project is an Oakland-based health center dedicated
to improving the health and well-being of underserved urban immigrant
communities in the Bay Area.
Twenty-two percent of Street Level Health’s new patients had not seen
a doctor in over five years, and 61% of patients were uninsured. The
Street Level Health Access Program is a critical entry point to the health
care and social service system for a vulnerable population excluded in
Alameda County. Many of the community members that access Street
Level Health face a multitude of barriers that include issues related to
language and literacy skills, legal status, unemployment, and lost work
opportunities due to long wait times at Federally Qualified Health
Centers.
Street Level Health’s Whole Person Care Model strives to combat these
barriers by prioritizing Mam language interpretation as part of its free,
twice-weekly health screenings, drop-in health navigation, and onsite
health enrollment. In response to the issues related to food access and
malnutrition in the community, the Health Access Program provides a
nutritious, twice-weekly lunch service.
Mental health awareness has been an area of focus this year due
to heightened immigration enforcement in the community. Street
Level’s Mental Health team initiated a five-week seminar series to
provide guidance on how to reduce stress and establish internal peace.
Participants found the sessions to be a safe place to share personal
stories and learn the ways of reducing stress, such as meditation and
breathing exercises.
FY 16/17 Allocation: $89,301 | Expended/Encumbered: $89,301
individuals served by Measure A: 673 (Total individuals served: 742)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Mental Health
Service area: Countywide
health Services for Day Laborers:
Street Level health Project
streetlevelhealth.org
highlights
Street Level Health met or exceeded
its targets in all areas—for example,
distributing 2,292 free bags of fruits
and vegetables to 456 low income
households, compared to a target of
2,000 bags to 400 households.
2,292
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 57
Measure A Funding Summary
Measure A funding helped Street Level Health Project achieve the
following:
• Provide 1,130 health care screening and episodic care visits to 676
clients across multiple languages (target: 1,200 screenings/visits to
750 clients)
• Offer 2,785 health-related navigation and referral services across 76
local health care agencies (target: 2,100)
• Provide 347 mental health consultations to 181 low income clients
(target: 125 consultations)
• Provide 247 nutritionist/herbalist consultations to 180 clients (target:
100 consultations)
• Distribute 2,292 free healthy fruit and vegetable food bags to 456 low
income households (target: 2,000 bags to 400 households)
• Recruit and train 26 prospective and current health care providers to
provide them with experience working with uninsured low income
communities (target: 25)
• Provide medical service in the same day to 96% of clients who
checked in to the clinic (target: 95%)
• Refer 80% of clients who had no health care coverage to the
enrollment worker (target: 75%)
• Provide information on how to access services to 90% of clients who
screened positively for unmet mental health needs (target: 80%)
• Provide a glucose screening at first visit to 84% of clients who
reported a family history of diabetes (target: 60%)
Success Story
Yolanda came to Street Level Health
to address issues that were not
being taken seriously by her current
primary care provider. During her
visit, Yolanda received a health
screening, a nutritionist/herbalist
consultation, and a mental health
consultation. The mental health
consultation revealed that Yolanda
was undergoing extreme anxiety
and difficulty managing her stress
after her son was murdered two
months prior. The fear and pain from
this tragic event were in addition
to her medical issues. Yolanda was
immediately referred to Casa del Sol
for further evaluation and treatment.
She was also set up with a care plan
at Highland Hospital and Street
Level Health for continuous medical
treatment.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 58
Background
The Alameda County Getting the Most Out of Life (GMOL) program is
designed to reduce suffering and improve quality of care for terminally ill
residents of Alameda County. GMOL provides education and resources in
advance care planning and increased utilization of hospice services, and
helped with the creation of the In-Home Support Services Care Partners
Palliative Program.
For the No One Dies Alone (NODA) program, GMOL contracts with
Comfort Homesake, a nonprofit organization, to train culturally and
linguistically diverse residents in multiple topics such as empathy,
conversation starters, end-of-life services, and a three-part series that
covers advance care planning, advance directives, and physician orders
for life-sustaining treatment. The NODA Touching Souls pilot is designed
to develop interpersonal communication skills and create a resource in
the families of the formerly incarcerated.
Measure A Funding Summary
GMOL and Comfort Homesake used their Measure A allocation to
develop a process and outreach material to provide NODA services to the
terminally ill, unhoused, and re-entry populations. Specifically, Measure A
funding enabled GMOL and Comfort Homesake to achieve the following:
• Develop a training module on NODA for lay persons and clinical staff
at the Alameda County Health Care Services Agency homeless clinic
• Train over 30 NODA volunteers and maintain a team of at least eight
volunteers who provide dispatch, visits, and other services at Highland
Hospital and the Alameda County Social Services Agency Care Partners
palliative program
• Develop electronic and hard-copy manual NODA referral processes
• Develop a Touching Souls logo and written program outline for
formerly incarcerated persons to be involved in their own health care
or the care of a seriously or terminally ill family member
• Prepare a brochure for the Santa Rita Jail transition center
• Execute 46 and hand out over 130 Advance Health Care Directives
FY 16/17 Allocation: $50,000 | Expended/Encumbered: $50,000
individuals served by Measure A: 45 (Total individuals served: 2,000)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Hospital Inpatient, Hospital Outpatient
Service area: Countywide
increase hospice Utilization
gettingthemostoutoflife.org
volunteers provided
dispatch, visits, and
other services at
highland hospital
and the Alameda
County Social Services
Agency Care Partners
palliative program.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 59
Background
Alameda County Behavioral Health Care Services (BHCS) works to
maximize the recovery, resilience, and wellness of all eligible Alameda
County residents who are developing or experience serious mental
health, alcohol, or drug concerns.
BHCS oversees certain programs that provide services at the Alameda
County Juvenile Justice Center (JJC). Included in these programs are
services provided by the Juvenile Justice Health Services Director
(JJ Health Services Director).
Measure A Funding Summary
Measure A funds the position of the JJ Health Services Director, who acts
as an interagency liaison between BHCS, the Alameda County Health
Care Services Agency, the Probation and Public Health Departments, and
community providers. The JJ Health Services Director works to align all
of the partners to ensure youth involved in the juvenile justice system
have access to comprehensive health services inside the JJC as well as in
the community.
Examples of the JJ Health Services Director’s work include the following:
• Improved communication. The JJ Health Services Director has re-
established regular meetings between interagency partners to update
protocols and procedures related to delivery of primary and mental
health care services.
• Quality improvement: The JJ Health Services Director has
strengthened the quality improvement process between health care
partners and Probation, including more frequent interagency case
reviews with a focus on improving quality of care and coordination
of services. Youth needing intensive services are referred to
two agencies that operate four programs: Project Permanence,
Multidimensional Family Therapy, Intensive Case Management, and
Multisystem Therapy.
FY 16/17 Allocation: $261,000 | Expended/Encumbered: $261,000
individuals served by Measure A: 1,497 (Total individuals served: 1,497)
Populations served: Low Income, Uninsured Adults, Children
Services provided: Mental Health, Substance Abuse
Service area: Countywide
Medical Costs for Juvenile Justice Center:
Direct Service Planning and Administration
Success Story
A 17-year-old African American
man with severe developmental
delays and mental health needs
was detained at JJC for a minor
crime. He was released and
assigned a probation officer. The
probation officer had a difficult
time connecting the young man to
services and reached out to the JJ
Health Services Director for support.
The JJ Health Services Director
helped the probation officer connect
the youth with a program that had
culturally appropriate staff and
immediate availability. After two
weeks working with the program
clinician, the young man returned
to school. He continued to make
progress in school attendance and
with his therapist and has since
been dismissed from probation.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 60
• Connecting JJC youth to mental health/youth development supports.
The JJ Health Services Director ensures that youth—particularly those
in need of intensive services—transitioning from the JJC to Probation
get connected to mental health and other support services.
• Opportunities for care redesign. The JJC Health Services Director has
initiated a process to explore the redesign of comprehensive health
services for juvenile justice-involved youth.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 61
FY 16/17 Allocation: $58,939 | Expended/Encumbered: $58,939
individuals served by Measure A: 221 (Total individuals served: 221)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Countywide
Background
Mind Body Awareness (MBA) delivers mindfulness-based mental health
programming to at-risk, gang-involved, and incarcerated youth in three
Bay Area counties. MBA’s mission is to help youth transform harmful
behavior and live meaningful lives through the practices of mindfulness
meditation and emotional awareness. MBA also engages in customized
curriculum development and training for service providers working
with at-risk youth regionally and nationally. The heart of MBA’s work is
to provide the most at-risk youth in the most difficult environments—
probation detention facilities, youth detention camps, and at-risk
schools—with concrete tools to reduce stress, impulsivity, and violent
behavior and increase self-esteem, self-regulation, and overall well-
being.
Measure A Funding Summary
MBA used its Measure A funds to teach mindfulness-based stress
reduction classes in several units of the Alameda County Juvenile Justice
Center (ACJJC), as well as at Camp Sweeney. Classes took place once a
week, for 1.5 hours. Specifically, Measure A funding helped MBA achieve
the following:
• Serve 221 unique youth through a 10-week mindfulness-based group
model (target: 270)
• Lead 247 groups run by meditation instructors trained in a trauma-
informed mindfulness-based curriculum (target: 240)
• Distribute mindfulness-based tools including books, posters
illustrating key principles, and postcards illustrating mindfulness tools
to 75% of youth at ACJJC (target: 60%)
Medical Costs for Juvenile Justice
Center: Mind Body Awareness
mbaproject.org
highlights
Based on evaluation surveys and
focus groups, 87% of youth reported
that groups were a safe space to
share.
87%
Matching Funds
$64,000
from the following sources:
• Quest Foundation
• Fenwick Foundation
• Kalliopeia
• APS Foundation
• Angell Foundation
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 62
Background
Niroga Institute fosters health, well-being, and social and emotional
learning by bringing Transformative Life Skills (TLS) or dynamic
mindfulness to at-risk and underserved individuals, families, and
communities. TLS develops social emotion learning and stress resilience
through mindful movement, breathing techniques, and meditation.
Measure A Funding Summary
Niroga Institute used its Measure A allocation to provide the following
at the Alameda County Juvenile Justice Center:
• 504 classes for youth
• 2,850 youth service encounters
• 108 classes for staff
• Three all-day retreats for youth
FY 16/17 Allocation: $83,224 | Expended/Encumbered: $83,224
individuals served by Measure A: 4,023 (Total individuals served: 4,023)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Mental Health
Service area: Countywide
Medical Costs for Juvenile Justice Center:
niroga institute
niroga.org
highlights
88% of participating youth reported
that the program was helpful for
managing emotions and stress.
88%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 63
Background
The Victim/Witness Assistance Division of the Alameda County District
Attorney’s Office supports and empowers crime victims and their
families by promoting their rights within the criminal justice system
and providing services to aid in their recovery from the emotional,
psychological, social, and economic impact of crime as they reclaim their
sense of safety, well-being, and dignity.
The Victim Compensation Program offers the following:
• Contacts to individuals whose compensation claim was “zero
awarded” (no expenses paid) for a determination as to why the client
did not submit a loss request or bill for payment consideration
• Crisis support referrals and follow-up to outside agencies
• Optimum compensation assistance through the investigation and
utilization of other applicable financial resources
• Support in navigating the client’s immediate access to critical needs
services: medical, mental health, pharmaceutical, etc.
• Swift processing of emergency claims to alleviate client financial
suffering and hardship
• Increased expansion of covered financial services and benefits, and
evaluation of their effectiveness in addressing the client’s needs
• Increased community outreach to help educate clients about the
existence of the program and its available economic services and
resources
Measure A Funding Summary
The Victim Compensation Program used its Measure A allocation to
expedite the processing of claims submitted by the Guidance Clinic
originating in the Alameda County Family Justice Center, Camp Sweeney,
FY 16/17 Allocation: $90,000 | Expended/Encumbered: $76,384
individuals served by Measure A: 2,733 (Total individuals served: 2,733)
Populations served: Indigent, Low Income, Uninsured Adult, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Hospital Outpatient, Public Health, Mental Health
Service area: Alameda, Albany, Berkeley, Castro Valley, Dublin, Emeryville, Fremont, Hayward, Livermore, Newark,
Oakland, Piedmont, Pleasanton, San Leandro, San Lorenzo, Union City, Outside of Alameda County, Homeless or
transient
Medical Costs for Juvenile Justice Center:
victims of Crime
alcoda.org/victim_witness/california_victim_compensation_program
Success Story
An application was filed on behalf
of a minor sexual assault victim,
Jane. The adult applicant who filed
for Jane did not utilize available
benefits to help Jane overcome
emotional trauma. Therefore, the
application was approved and issued
a zero payment award. When Jane
reached adult status, she followed
up on her claim. Staff explained all
available services and benefits and
helped Jane secure psychotherapy.
Because Jane desired to move from
the city where she was victimized,
staff also performed property
searches, made housing program
inquiries, and helped Jane fill out
rental applications. Staff also
provided emergency reimbursement
of Jane’s out-of-pocket hotel costs
and other temporary lodging
expenses.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 64
school-based health centers in Alameda County, and/or Crisis Service
Response Teams.
Staff identified and followed up to contact qualifying claimants who
were approved but did not access or use funds for covered medical,
mental health, relocation, wage loss, or other services.
Specifically, program staff funded by Measure A processed applications
for 2,733 victims of crime during FY 16/17. Of these, 57%, or 1,555
victims, submitted bills for approved benefits that were processed
by staff. The remaining 43%, or 1,178 victims, did not submit bills for
benefits. However, staff followed up to confirm that the victims were
aware they had an approved application and to find out what prevented
them from submitting a bill. Staff documented the reasons and provided
assistance to victims who requested help finding resources for their
approved benefits. Staff also documented reasons why victims chose
not to seek assistance for approved benefits or submit bills for approved
benefits.
1,555 victims
submitted bills for
approved benefits that
were processed by
staff.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 65
Background
Native American Health Center (NAHC) provides comprehensive services
to improve the health and well-being of American Indians, Alaska
Natives, and residents of the surrounding communities.
The NAHC School-Based Health Center Department provides health
services in collaboration with the Oakland, San Leandro, and Alameda
Unified school districts. NAHC School-Based Health Centers (SBHCs)
offer integrated comprehensive services including medical, behavioral
health, dental, and youth development. Family and community
engagement are essential elements in every health center.
Measure A Funding Summary
NAHC received a one-time Measure A allocation to support the opening
of its San Leandro site through the purchase of supplies, equipment, and
furniture. This funding allowed the site to open for services immediately.
Measure A funding helped the NACH SBHCs achieve the following:
• Provide comprehensive medical services to 27% of the students at
Madison Park Academy, San Leandro High School, United for Success/
Life Academy, and Skyline High School SBHCs (target: 25-50%)
• Provide dental services to 30% of students at the four SBHCs (target:
20-50%)
• Provide dental screenings for 1,450 students and additional dental
visits for cleaning, exams, and treatments for 1,074 students at the
Madison, San Leandro, and UFSA/Life Academy SBHCs
• Provide appointments for behavioral health services to 512 students
• Provide health education/promotion and youth development services
to 20% of the student body at the four SBHCs (target: 20-40%)
• Have each of the four NAHC SBHCs participate in at least one family
or community health event that promoted health services and
educated the community about services offered at the SBHCs
• Implement health career internship/leadership programs at all SBHCs
FY 16/17 Allocation: $35,000 | Expended/Encumbered: $35,000
individuals served by Measure A: 387 (Total individuals served: 3,971)
Populations served: Low Income, Uninsured Children, Families
Services provided: Public Health, Mental Health
Service area: Oakland, San Leandro
native American health Center
www.nativehealth.org
highlights
UFSA/Life Academy SBHC reduced
its no-show rate to less than 10%.
Madison SBHC increased the number
of students receiving clinical services
by 15% compared to the previous
year.
10%
15%
➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 66
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
for health education, providing health care services for individuals re-
entering the community from the prison system, and conducting health
fairs and community education presentations at schools, churches, and
other community sites.
Measure A Funding Summary
Preventive Care Pathways used its Measure A allocation to achieve the
following:
• Provide 4,093 medical service visits to 3,300 unduplicated low
income residents (target: 1,500 visits to 250 patients)
• Screen 333 patients for Hepatitis C (target: 30)
• Provide treatment to 47 patients who tested positive for Hepatitis C
• Coordinate four health fairs and/or workshops attended by 510
participants (target: four fairs/workshops with 50 participants)
• Provide Covered California or Medi-Cal application assistance to 484
residents (target: 30)
• Attend three Covered California CEE Alameda County Partnership
Meetings (target: two)
Preventive Care Pathways
healthcare.gov/coverage/preventive-care-benefits
FY 16/17 Allocation: $214,322 | Expended/Encumbered: $214,322
individuals served by Measure A: 1,978 (Total individuals served: 4,600)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Seniors
Services provided: Emergency Medical, Hospital Inpatient, Public Health, Mental Health
Service area: Countywide, Homeless or transient, Outside of Alameda County
Matching Funds
$210,000
from the following sources:
• Alameda County Social Services
Agency general Assistance funding
• Alameda County Foster Families
• Alameda County Probation
(AB109)
• Alameda County Health Care
Services Agency hepatitis C
Screening and treatment
• Environmental Analysis for TLS
Project
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 67
Primary Care Community-Based Organizations
FY 16/17 Allocation: $5,370,494 | Expended/Encumbered: $5,370,494
individuals served by Measure A: 18,660 (Total individuals served: 194,299)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Hospital Inpatient, Hospital Outpatient, Mental Health
Service area: Countywide
highlights
Patients number accessing care
for certain diagnoses increased,
sometimes dramatically, over the
previous year:
• 40,514 patients with hypertension
• 23,415 patients with diabetes
• 8,822 patients with asthma
• 6,713 prenatal patients
• 30,153 with mental health as
diagnosis
• 1,714 with HIV
40,514
Background
The Alameda Health Consortium is a regional association of community
health centers that work together and support the involvement of their
communities in achieving comprehensive, accessible health care and
improved outcomes for everyone in Alameda County.
The Alameda Health 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 our
communities.
• Racial and ethnic health disparities must be eliminated in order to
have healthy communities.
The Consortium’s outpatient services are provided at community health
center locations throughout Alameda County and are not hospital-
based. The health centers see patients regardless of income, insurance,
or immigration status. In addition to providing medical, dental, and
behavioral health care, the health centers provide a wide range of
support services to improve the lives of patients served. More than 20
different languages are spoken across the health centers.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 68
The Alameda Health Consortium’s eight member health centers are the
following:
• Asian Health Services
• Axis Community Health
• La Clinica
• LifeLong Medical Care
• Native American Health Center
• Tiburcio Vasquez Health Center
• Tri-City Health Center
• West Oakland Health Council
Measure A Funding Summary
The eight Alameda Health Consortium member health centers used
their Measure A allocation to ensure that low income uninsured
Alameda County residents have access to affordable health care at
community health centers under the Health Program of Alameda County
(HealthPAC). The funds enable the health centers to provide essential
medical services to HealthPAC enrollees, as well as health insurance
enrollment assistance for the uninsured.
Specifically, Measure A funding helped Consortium member community
health centers achieve the following:
• 16,634 low income Alameda County residents made a total of 63,159
service visits to access quality services through HealthPAC.
• 18,660 low income residents were enrolled in HealthPAC at one of
the health centers.
• Across three health centers, 39,465 patient screenings for HIV and
12,183 for Hepatitis C were conducted.
• Twelve Community Health Workers were added across the health
centers, increasing their capacity to support more than 800 medically
complex patients.
• LifeLong Medical Care opened a primary care health center site in
Pinole, increasing patient access to services.
• Two cohorts totaling 18 primary care professionals from across the
consortium completed the UC Davis Primary Care Psychiatry Fellows
program to better manage behavioral health patients with complex
needs.
• Three primary care professionals participated in the UC Davis Pain
Management Fellows Program to increase provider capacity in the
area of pain management and opioid addiction.
• The Training and Technical Assistance program for behavioral health
clinicians continued to grow to support primary care and behavioral
health integration at all health centers.
• Data sharing between specialty mental health providers and primary
care providers was improved to work towards a whole-person care
approach when caring for behavioral health patients.
Success Story
A young female patient came to
America from Mexico alone in
search of a better life. With no family
support, she was at a loss when
she became pregnant. Through
community members, she learned
about LifeLong Medical Care. At
LifeLong, she gained access to
prenatal care and learned how to
manage a healthy pregnancy. Her
providers at the clinic invited her
to join one of LifeLong’s Centering
Pregnancy Groups. In this group, she
met other Spanish-speaking women
who provided her with the support
she was lacking from being far away
from home. At LifeLong, this patient
received necessary medical care
and support from fellow community
members all in one place.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 69
Actual Visits for Each Consortium Health Center
total Patients
Primary Care,
Specialty
visits Dental visits
Mental health
visits total visits
Asian Health Services 332 992 - 42 1,034
Axis Community Health 1,642 6,255 - 129 6,384
La Clinica de la Raza 5,335 15,869 165 1,322 17,356
LifeLong Medical Care 1,147 3,750 467 304 4,521
Native American Health Center 608 1,517 1,088 127 2,732
Tiburcio Vasquez Health Center 4,737 13,551 3,111 709 17,371
Tri City Health Center 2,282 8,481 3,035 377 11,893
West Oakland Health Center 551 1,121 733 14 1,868
total 16,634 51,536 8,599 3,024 63,159
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 70
Background
Roots Community Health Center works to eliminate health disparities
in Oakland by providing culturally competent, comprehensive health
care, mental health, and wraparound services, and by emphasizing self-
sufficiency and community empowerment. Roots Community Health
Center accomplishes its mission by providing top quality health care;
conducting community-based participatory research; and offering
opportunities for rehabilitation, education, training, and employment
to reduce poverty and dependency in the community. They prioritize
services for African American men, the formerly incarcerated, homeless
residents, and those with substance use and mental health issues.
The Healthy Measures program expands access to health care services
to formerly incarcerated populations via a Transition Navigator at Santa
Rita Jail who bridges them post-release to a Roots Health Navigator,
who facilitates their engagement in clinical and wraparound services
at Roots Community Health Center. Roots Health Navigators facilitate
improved health care access through patient advocacy and care
coordination and successfully link reentry patients—many of whom have
never engaged in primary care—to Roots as their medical home, thereby
improving chronic disease management and health outcomes.
Healthy Measures not only diagnoses and treats medical conditions, but
addresses barriers such as housing and food security that exacerbate
chronic illness and ultimately lead to increased recidivism and
inappropriate utilization of costly and overburdened systems such as
emergency and psych emergency departments.
Measure A Funding Summary
Roots Community Health Center used its Measure A allocation to achieve
the following:
• Health navigation services:
- Enroll 173 individuals into Healthy Measures
FY 16/17 Allocation: $100,000 | Expended/Encumbered: $100,000
individuals served by Measure A: 173 (Total individuals served: 173)
Populations served: Indigent, Low Income Adults
Services provided: Public Health, Mental Health
Service area: Oakland
Roots Community health Center
Matching Funds
$63,396
from Medi-Cal Administrative
Activities (MAA) and targeted Case
Management (tCM).
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 71
- Conduct 390 post-release navigation and case management visits
to 173 individuals
- Connect 21 new clients to Medi-Cal enrollments and complete 27
CalFresh applications
• Medical services: Serve 93 unduplicated patients with a total of 151
patient visits
• Behavioral health services: Conduct 43 visits for 17 clients
Success Story
Rosita was referred to the Healthy
Measures program by her parole
officer when she was nearing the
end of her housing stipend and on
the brink of becoming homeless.
She was seen frequently by Roots’
primary health care provider and
a Health Navigator, who provided
wraparound care and management
services, including helping Rosita
find housing, scheduling her
doctor visits, and taking her to job
interviews. Thanks to this support,
Rosita has experienced healthy
outcomes including treatment
of chronic conditions, smoking
cessation, stable affordable housing,
and a well-paying job.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 72
Background
Tiburcio Vasquez Health Center, Inc. (TVHC) is dedicated to promoting
the health and well-being of the community by providing accessible
high quality care. TVHC’s individual and organizational commitment
is to ensure this human right through quality service, advocacy, and
community empowerment.
TVHC has over 40 years of history providing youth-based programs and
nearly 20 years of experience running school-based health centers.
These programs include the following:
• The teen pregnancy prevention program has contributed to reducing
teen pregnancy rates in the New Haven Unified School District.
Students receive individual counseling regarding family planning
education, pregnancy prevention options, and STI/HIV education.
• Through the Health Educators and Peer Health Educators programs,
students provide presentations about the health center and on a
wide range of health topics to their fellow students at Logan and
Tennyson High Schools. These presentations provide information on a
range of topics including pregnancy prevention, substance abuse, and
healthy relationships. Peer Health Educators also conduct classroom
presentations that meet requirements for sexual health education as
part of the school’s science/life skills classes.
• Café, the Spanish-speaking parent empowerment group, maintains a
group of over 90 parents at weekly workshops at Harder Elementary
and Tennyson and Hayward High Schools. Topics include natural
health nutrition, how to navigate the education system, immigration
laws, health care reform, college readiness, financial education,
effective communication, Internet 101, LGBTQ awareness, and
diabetes prevention.
FY 16/17 Allocation: $60,000* | Expended/Encumbered: $60,000
individuals served by Measure A: 350 (Total individuals served: 2,502)
Populations served: Low Income, Uninsured Children, Families
Services provided: Public Health, Mental Health
Service area: Hayward, Union City
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
tiburcio vasquez health Center, inc.
tvhc.org
highlights
In evaluation surveys, 95% of
respondents expressed that health
center staff helped them get services
they wouldn’t otherwise get.
95%
Matching Funds
$210,965
from private grants, the school
district, federal funding, and
organization funding.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 73
Measure A Funding Summary
TVHC’s Measure A funding helps support a continuum of care model
that incorporates health education, case management, youth and parent
leadership development programs, medical care, and behavioral health
at three school health center sites including Tennyson, Logan, and
Hayward High schools.
Measure A funding helped TVHC achieve the following:
• Provide medical services to 34% of the student body at each school
health center site (target: 10-15%)
• Provide oral health screenings to the student body at each school
health center site
• Pilot oral health screenings for at least one additional school campus
served by a school health center
• Provide the following medical coverage: 40 hours per week at Logan
High School, 16 hours per week at Tennyson High School, and 24
hours per week at Hayward High School
• Provide 40 hours per week of behavioral health-related services,
referrals, and linkages at Logan and Tennyson High Schools
• Provide an average of 16–35 hours per week of health education,
health promotion, and youth development services at each site
• Engage with family and/or community members through at least one
health-related events and/or activitiy at each school health center
Success Story
A teen who was very far along in
her pregnancy was referred to the
health center. Staff learned that the
teen had no prenatal care and no
primary care provider. She also didn’t
know her due date. Staff contacted
the prenatal coordinator at the main
school health center site and was
able to book an appointment to start
the teen with prenatal care in less
than a week. Staff also called the
family support service team who
work with pregnant or parenting
teens. The teen left very happy to
know of all the services she was
going to be receiving in such a short
period of time.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 74
Background
The Washington Hospital Healthcare Foundation works to enhance the
Washington Hospital Healthcare System by increasing public awareness
and providing financial support. The Washington Hospital Healthcare
System strives to meet the health care needs of district residents
through medical services, education, and research.
Patients referred to the Community Mammography Program at
Washington Hospital benefit from prompt screening and evaluation
at no cost. Timely access to preventative mammography screenings
can catch abnormalities early in the disease process, especially with
aggressive cancers. With the access this program provides and with
timely screening/mammogram appointments, patients stand the best
chance of quick medical follow-up for abnormal findings.
Measure A Funding Summary
Washington Hospital used its Measure A allocation to provide free
mammography screenings to 51 indigent, low income, and uninsured
patients referred to Washington Hospital by local partner health centers.
Forty percent, or 20 of these mammograms, showed suspicious findings
requiring follow-up. Seventeen of the 20 patients were called back
for additional evaluation, and three required a six-month follow-up
screening.
FY 16/17 Allocation: $33,000* | Expended/Encumbered: $33,000
individuals served by Measure A: 51 (Total individuals served: 51)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Hospital Outpatient, Public Health
Service area: Countywide, Homeless or transient
*Includes Board of Supervisors discretionary allocation from District 1/Supervisor Haggerty
Washington hospital
www.whhs.com
Washington hospital
provided free
mammography
screenings to 51
indigent, low income,
and uninsured
patients.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 75
FUNDS ALLOCATED BY THE ALAMEDA COUNTY BOARD OF SUPERVISORS
GROUP 4: PUBLIC HEALTH
Alameda Boys & Girls Club, Inc. ................................................................................................................................ 78
Asthma Start .................................................................................................................................................................... 80
Center for Early Intervention on Deafness ............................................................................................................ 82
City of Alameda: Community Paramedicine Services ......................................................................................... 83
City of San Leandro ........................................................................................................................................................ 84
Countywide Plan for Seniors: Getting the Most Out of Life ............................................................................ 85
Countywide Plan for Seniors: Home-Based Nursing Case Management .................................................... 87
Countywide Plan for Seniors: Injury Prevention, Meals, Nutrition ................................................................. 88
Eden Youth and Family Center ................................................................................................................................... 90
Emergency Medical Services (EMS) Corp ............................................................................................................... 92
Emergency Medical Services (EMS) Injury Prevention ...................................................................................... 93
Food as Medicine: Alameda County Community Food Bank ........................................................................... 96
Food as Medicine: Alameda County Deputy Sheriffs Activities League ...................................................... 97
Food as Medicine: Alameda County Public Health Department .................................................................... 98
Food as Medicine: UCSF Benioff Children's Hospital Oakland ...................................................................... 99
Genesis Worship Center ............................................................................................................................................. 100
Healthy Homes Department Fixing to Stay and Group Living Facilities Project .................................. 101
Health Services for Persons Who Inject Drugs HIV Education
and Prevention Project of Alameda County (HEPPAC) .................................................................................... 102
HIV Education and Prevention Project of Alameda County OPEND Program ......................................... 104
Home Visiting Services .............................................................................................................................................. 106
La Clinica de La Raza: Dental Clinic Expansion Project ................................................................................ 108
LifeLong Medical Care Heart2Heart ..................................................................................................................... 109
Mandela MarketPlace ................................................................................................................................................ 110
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Needle Exchange Emergency Distribution (NEED) .......................................................................................... 112
Nutrition Services in West Oakland: City Slickers Farm ................................................................................ 113
Public Health Prevention Initiative ....................................................................................................................... 114
Public Health Services for Homeless Residents: Abode Services ............................................................... 122
Senior Injury Prevention Program ......................................................................................................................... 124
Service Opportunities for Seniors (Meals on Wheels) .................................................................................... 126
Spanish Speaking Unity Council of Alameda County, Inc. DBA The Unity Council ................................ 127
Spectrum Community Services, Inc. ..................................................................................................................... 129
Youth and Family Opportunity Initiatives ........................................................................................................... 131
Youth UpRising ............................................................................................................................................................. 135
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 77
Alameda Boys & girls Club, inc.
alamedabgc.org
FY 16/17 Allocation: $107,161 | Expended/Encumbered: $107,161
individuals served by Measure A: 2,000 (Total individuals served: 2,000)
Populations served: Indigent, Low Income, Uninsured Children
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Alameda, Oakland
Background
Founded in 1949, the Alameda Boys & Girls Club (ABGC) provides high
impact, affordable youth development programs and services for youth
ages 6–18. The Club strives to inspire and enable all youth, especially
those who need it the most, to realize their full potential as productive,
caring, and responsible citizens.
The Club is open to all youth from all schools and backgrounds, every
day and evening after school and during school vacations. It specifically
targets low income and at-risk youth to provide them with equality of
opportunity and prepare them for a great future. Approximately 70% of
youth attending ABGC are living in poverty.
Daily programming at ABGC focuses on education and career
development; character and leadership; health and life skills; Science,
Technology, Engineering, and Mathematics (STEM); fine and performing
arts; and sports, fitness, and recreation. ABGC also provides onsite vision,
dental, and respiratory clinics as well as small group counseling sessions
for all youth.
Measure A Funding Summary
Measure A funding helped ABCG serve Alameda youth and teens with
a comprehensive culinary, nutrition, and health education program
integrated with physical fitness, recreational, and environmental
programming.
Specifically, ABGC used its Measure A allocation to achieve the following:
• Increase access to medical and mental health services to low income
youth
- 405 youth received 38 vision and/or respiratory screenings and
referrals to follow-up care (target: 12 screenings/referrals for 270
youth).
highlights
100% of members who received a
vision and/or respiratory screening
with a detected issue were referred
to needed follow-up services.
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 78
- Four health education events and/or workshops were conducted
with 425 youth attending (target: four events/workshops with 320
youth attending).
- 299 youth were served through 12 mental counseling sessions
(target: eight sessions serving 50 youth).
- 40 mental health visits were provided (target: 30).
• Increase access to culturally competent public health and mental
health services to low income youth through Life Skills workshops for
middle and high school students and daily programming for all youth
designed to guide youth towards choices and lifestyles that support
health, responsibility, and morality
- Four Passport to Manhood workshops were conducted serving 50
middle school male students (target: four workshops serving 50
students).
- Nine SmartGirls workshops were conducted serving 42 female
members (target: six workshops serving 75 members).
- 725 members participated in 40 Healthy Habits workshops (target:
40 workshops for 240 members).
• Increase access to culturally competent public health services
to youth through a comprehensive culinary, nutrition, and health
education program
- 264 unduplicated members participated in culinary and nutrition
education programming (target: 250).
- Three culinary, nutrition, and health workshops education
workshops/events were provided to all Club youth (target: one).
• Increase access to culturally competent public health services to
youth through a dynamic, garden-based nutrition and ecology
education program
- 428 unduplicated members participated in nutrition and ecology
education programming (target: 250).
- One garden-based nutrition and ecology education event/
workshop was conducted for all Club youth (target: one).
• Increase access to culturally competent public health services to
youth through a low and high impact recreation and sports program
- 2,450 unduplicated youths participated in low and high impact
recreation and sports (target: 1,000).
- Four low and high impact sports and recreation workshops/events
were conducted for all Club youth (target: one).
highlights
90% of youth learned a new skill
for handling the transition from
childhood to adulthood.
90%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 79
Asthma Start
acphd.org/asthma.aspx
FY 16/17 Allocation: $100,000 | Expended/Encumbered: $100,000
individuals served by Measure A: 39 (Total individuals served: 41)
Populations served: Indigent, Low Income, Uninsured Children, Families
Services provided: Public Health
Service area: Alameda, Hayward, Oakland, San Leandro, San Lorenzo
Background
Asthma Start works with families of children and adolescents diagnosed
with asthma to provide them with the tools needed to manage their
asthma, avoid the emergency department and hospital, ensure that
they have healthy homes, and live a healthy life avoiding the long-term
complications of asthma.
Asthma Start provides in-home case management to families of
children and adolescents with asthma. The program provides asthma
education related to the disease, symptoms, and medication and its
use. The program develops a care plan for the family, looks at their
home for asthma triggers, and partners with Healthy Homes and Code
Enforcement as needed to advocate with landlords to remediate triggers
or safety issues and provide environmental cleaning in the home.
Families are given supplies to assist in managing their child’s asthma
such as pillow and mattress encasings, non-bleach-based mold cleaner,
a vacuum, etc. Families are also linked to any needed services such as
food, housing, medical home, and insurance. The program also partners
with schools to case manage children that are missing school due to
asthma, participates in School Attendance Review Boards, and works
with the District Attorney when a child is truant due to asthma.
Ninety-five percent of the children served were insured by Medi-Cal
and from low income families. Asthma Start is the only program in the
County that provides this type of service to families.
Measure A Funding Summary
Asthma Start used its Measure A allocation to achieve the following:
• Open 356 cases in a 12-month period and close 54 cases, of which 41
were closed successfully (target: open 250 cases)
• Increase knowledge of asthma in 100% of caregivers (target: 95%)
• Help 98% of children maintain or reduce asthma symptoms to the
lowest level (target: 95%)
highlights
Prior to case management, 34% of
the clients had been hospitalized
and 76% had been to the emergency
room. Post case management, 0%
had been hospitalized and 5% had
been to the emergency room.
34%
Matching Funds
$50,000
from targeted Case Management
(tCM).
➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 80
• Help 100% of caregivers reduce at least one identified asthma trigger
(target: 95%)
• Reduce instances of children requiring hospitalization to 0% and
emergency department visits to 5% post-case management (target:
20% or less)
• Increase confidence in managing their child’s asthma in 100% of
caregivers (target: 95%)
• Ensure 100% of children have a medical home and insurance before
discharge (target: 100%)
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 81
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 essential hearing
health services for infants, children, and adults. Their diverse staff
provides clients with a safe and comfortable experience through their
appointment and testing. Staff are able to connect patients and parents
with important resources and support them as they navigate service
systems. CEID is one of the few clinics that provides services to seniors
whose hearing has deteriorated over time.
Measure A Funding Summary
CEID used its Measure A allocation to hire staff that is bilingual in
Spanish and English. In addition, Measure A funding enable CEID
to offer onsite pediatric resident training. Residents learned how to
understand and explain an audiogram, speak with parents about their
child’s hearing, and observe CEID teachers and therapists working with
students. This training is not available elsewhere and has a definite
positive impact on the ability of physicians to support their patients
with appropriate diagnoses, timely referrals, meaningful explanations
and information, and effective treatments.
Specifically, Measure A funding helped CEID achieve the following:
• Conduct 108 newborn hearing screenings (target: 150)
• Perform 718 audiological evaluations for children, youth, and adults
(target: 300)
• Dispense hearing aids and ear molds to 175 residents (target: 125)
• Train 42 pediatric residents (target: 75)
FY 16/17 Allocation: $53,581 | Expended/Encumbered: $53,581
individuals served by Measure A: 877 (Total individuals served: 1,361)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Alameda, Albany, Berkeley, Castro Valley, Dublin, Emeryville, Fremont, Hayward, Livermore, Newark,
Oakland, Piedmont, Pleasanton, San Leandro, San Lorenzo, Union City, Homeless or transient
Center for Early intervention on Deafness
ceid.org
highlights
100% of patients reported that their
quality of life (access to sound in
environments and communication)
had improved (target: 85%).
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 82
Background
The Alameda Fire Department’s Community Paramedic (CP) program
helps guide clients towards improved health and well-being, connect
clients with appropriate services, and intervene at critical junctures
when clients are most at risk and unable to maintain an active
participation in the management of their health care.
Specific services provided by the CP program include in-home
medication reconciliation, collaboration with family and significant
others for client care plan, phone visits, facilitation of residential
detox enrollment with transportation, immediate advanced life
support assessment and care with transport coordination, home safety
assessments with appropriate referrals, and smoke detector inspections
with battery replacement.
The CP Program is comprehensive in order to identify the diverse range
of client needs that often fall into separated domains of health and
medical care, mental and behavioral health care, substance abuse, and
social support. CP services are available regardless of an individual’s
medical insurance, socioeconomic status, or health status.
Measure A Funding Summary
The CP program used its Measure A allocation to achieve the following:
• Enroll 90 clients in the program
• Continue services for four frequent utilizer clients who were enrolled
prior to FY 16/17
• Provide 187 home visits and 570 phone visits to clients
• Perform 200 physical assessments, 766 bio-psych-social assessments,
and 90 home safety assessments
• Make one to two referrals per month to the Alameda Senior Fall
Prevention Program as a result of home safety assessments
• Perform 90 medication reconciliations and identify and address five
medication errors
FY 16/17 Allocation: $246,048 | Expended/Encumbered: $246,048
individuals served by Measure A: 94 (Total individuals served: 331)
Populations served: Indigent, Low Income Adults, Seniors
Services provided: Emergency Medical, Substance Abuse
Service area: Alameda, Homeless or transient
City of Alameda: Community Paramedicine Services
alamedaca.gov/fire/community-paramedic-program-0
highlights
The estimated cost to Alameda
hospital resulting from readmissions
was reduced by 34%.
Non-urgent utilization of 911 and
emergency services was reduced by
25%.
34%
25%
➔
➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 83
City of San Leandro
sanleandro.org
FY 16/17 Allocation: $53,581 | Expended/Encumbered: $53,581
individuals served by Measure A: 8,535 (Total individuals served: 64,918)
Populations served: Seniors
Services provided: Public Health
Service area: Castro Valley, San Leandro, San Lorenzo
Background
The San Leandro Recreation and Human Services Department strongly
emphasizes the importance of health and wellness. The department
strives to educate the public about how they can achieve improved
health and wellness and continually provides or partners in programs
that support health and wellness in the community.
The department has developed program guidelines and expectations
regarding healthy eating and physical activity.
Measure A Funding Summary
Measure A funding supported the City of San Leandro in offering
programs, services, and education aimed at prevention and improving
health and wellness outcomes.
The Recreation and Human Services Department used its Measure A
funds to increase the participation of San Leandro seniors and older
adults in opportunities and experiences designed to enhance health
and wellness. The department set a goal of participation by 50% of the
senior population in its health and wellness programs and services.
Specifically, the City of San Leandro used its Measure A allocation to
achieve the following:
• Hold 13 health checks, including blood pressure and weight checks,
serving 685 seniors (target: 360)
• Through the Mercy Brown Bag program, distribute 925 grocery bags
of nutritional food to 990 eligible seniors (target: 720)
• Provide 25 health education classes attended by 304 seniors (target:
12 classes)
• Conduct 33 Pull Up a Chair exercise classes attended by 535 seniors
(target: 36 classes)
• Hold 234 fall prevention exercise and balance classes attended by
228 seniors (target: 208 classes)
highlights
Recreation and Human Services
exceeded almost all of its targets
for senior services, sometimes
dramatically. For example, the Senior
Community Center conducted 685
health checks—an increase of over
100% compared to the previous year.
100%➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 84
Countywide Plan for Seniors: getting the Most Out of Life
gettingthemostoutoflife.org
FY 16/17 Allocation: $250,000 | Expended/Encumbered: $183,579
individuals served by Measure A: 838 (Total individuals served: 22,000)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Hospital Outpatient, Public Health
Service area: Countywide
Background
The Alameda County Getting the Most Out of Life (GMOL) program
strives to reduce suffering and improve quality of care for older adults
and the terminally ill through increased education about and utilization
of advance care planning, palliative, and hospice services in Alameda
County.
Advance health care planning is the foundation of the GMOL program,
while hospice utilization supports people when they are at end of life.
GMOL’s newly developed palliative service is a bridge for individuals to
receive curative care and have their stress, worry, and anxiety addressed
in a way that builds trust.
No One Dies Alone (NODA) services in a patient’s home or at the
hospital allow the patient to feel supported by the presence of
someone trained in the art of comfort and deep listening. In addition,
the Touching Souls program is designed to develop interpersonal
communication skills and create a resource in the families of the
formerly incarcerated.
Measure A Funding Summary
The GMOL program used its Measure A allocation to achieve the
following:
• Increase knowledge of palliative care planning through 23 advanced
health care trainings on aspects of advanced health care planning
and a NODA volunteer program to 34 individuals
• Complete over 150 advanced care directives
• Provide advanced care planning and hospice resources at various
community events/fairs such as the Healthy Living Festival, San
Quentin Health Fair, Bonita House, Center for Elder Independence, and
other senior centers
• Offers a National Health Decision that supported 13 people with
highlights
37% of training participants
reported executing an advanced
directive.
37%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 85
advanced care planning conversations and notarized advanced
directives in three locations throughout Alameda County
• Maintain monthly Hospice Providers Coalition meeting agendas and
notes
• Establish a handbook for the Alameda County Health Care Services
Agency/Social Services Agency In-Home Support Services (HCSA/
SSA IHSS) Care Partners program as the County’s first palliative care
program
• Increase outreach and generate 478 self-referrals that are now the
Care Partners client base
• Through its Care Partners program, collect data of hospice referrals
resulting in an increase in hospice utilization in Alameda County
highlights
92% of training participants
reported they would recommend the
training to others.
92%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 86
Countywide Plan for Seniors: home-Based
nursing Case Management
www.acphd.org/public-health-nursing.aspx
FY 16/17 Allocation: $500,000 | Expended/Encumbered: $332,663
individuals served by Measure A: 40 (Total individuals served: 1,450)
Populations served: Adults, Seniors
Services provided: Public Health, Mental Health
Service area: Castro Valley, Emeryville, Fremont, Hayward, Newark, Oakland, San Leandro, San Lorenzo, Union City
Background
The Alameda County Public Health Department works in partnership
with the community to ensure the optimal health and well-being
of all people through a dynamic and responsive process respecting
the diversity of the community and providing for present and future
generations.
Alameda County Public Health Nursing (PHN) works with clients 55+
years old to confront the psychosocial challenges that prevent clients
from maintaining or improving their health status. PHN case managers
perform comprehensive, multidomain assessments and advocate, refer,
and link clients to necessary services
PHN nurses provide assistance with health care system navigation,
interpretation of medical care plans, and assistance to caregivers, clients,
and health care teams on follow-through. Nurses play a key role in
care transitions out of emergency room or hospital settings back into
the community. Nurses are also able to identify risk factors and make
referrals for screening and early intervention to prevent disease and
injury as well as promote clients’ health and well-being.
Measure A Funding Summary
PHN used its Measure A allocation to achieve the following:
• Facilitate case management and care coordination focused on chronic
medical disease self-management for older adults
• Hire a PHN/program manager to plan and develop a dedicated
program model that began implementation in the fall of 2017
• Provide training to PHN Field Nursing units on the assessment of
complex, vulnerable adults
Success Story
A 67-year-old marginally housed
male with kidney disease, type II
diabetes, hypertension, obesity,
chronic back pain, and mental
health issues was referred to PHN.
PHN completed an assessment that
included physical health, behavioral
symptoms, medications, psychosocial
supports, cognition, and other risk
factors. PHN set up a nephrology
appointment, follow-up nutrition
consultation, urology appointments,
immunizations, and an eye check for
the client, and provided education
regarding the client's diseases. The
client has attended all appointments
and is working on integrating
exercise into his routine. PHN is
helping him apply for food stamps
and has supplied him farmers
market vouchers.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 87
Background
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 senior and family involvement in
the planning and delivery of services.
AAA’s goal is to enhance the health, safety, and well-being of older
adults by offering coordinated services that promote health and
wellness, with an emphasis on prevention and early access to
behavioral health services. AAA partners with community-based
organizations to provide evidence-based Health Promotion Programs
via delivery of services in community clinic settings such as senior
centers, community centers, and senior housing communities.
AAA’s programs include the following:
• Senior Nutrition Program. This home-delivered meals program is
designed to provide meals for consumers 50-60 years old while
eliminating or minimizing the wait list.
• Brown Bag Nutrition Program. This senior nutrition program
regularly provides bags of food to older adult citizens living on
limited incomes. Services are provided throughout the entirety of
Alameda County with a special emphasis on low income minority
seniors.
• SNAP-Ed Community Gardens Program. This program works to build
out four community gardens and provide nutrition education at
senior housing sites.
FY 16/17 Allocation: $750,000 | Expended/Encumbered: $702,369
individuals served by Measure A: 3,982 (Total individuals served: 3,982)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Countywide
Countywide Plan for Seniors:
injury Prevention, Meals, nutrition
www.alamedasocialservices.org/public/services/elders_and_disabled_adults/area_agency_on_aging.cfm
highlights
In several areas, AAA greatly
exceeded its targets. For example,
the Senior nutrition program served
809 participants compared to a
target of 114—an increase of 710%.
710%
Matching Funds
$49,579
from federal, state, and local
funding sources administered by
the Area Agency on Aging as well as
federal SnAP-Ed dollars to support
additional community gardens at low
income senior housing.
➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 88
Measure A Funding Summary
AAA used its Measure A allocation to provide the following:
• Serve 58,340 meals to 809 seniors in Oakland through Service
Opportunities for Seniors (SOS) Meals on Wheels, with no Priority A
seniors on a waiting list anywhere in Alameda County (target: 59,523
meals to 114 seniors)
• Provide a 20-pound bag of groceries two times per month to 500
older adults through the Mercy Brown Bag Program (target: 500)
• Offer nutrition and physical activity classes to 82 people through the
senior community garden project
• Complete six garden projects in Oakland, Hayward, and Newark
(target: four)
Success Story
Mr. M. was a firefighter in Oakland
for most of his life. He is now
homebound and mostly bedbound,
and has several chronic health
conditions. His pension is not
enough to support full-time paid
assistance, and he has no other
resources to pay for help. He has a
part-time caretaker assist him in
the mornings and spends the rest
of his day alone, with his television.
He depends on someone from SOS
Meals on Wheels coming by daily to
give him lunch. He feels blessed to
have someone who comes daily to
check on him.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 89
Eden Youth and Family Center
eyfconline.org
FY 16/17 Allocation: $75,000* | Expended/Encumbered: $75,000
individuals served by Measure A: 110 (Total individuals served: 408)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Ashland, Castro Valley, Cherryland, Fremont, Hayward, Newark, Oakland, San Leandro, San Lorenzo,
Union City
*Includes Board of Supervisors discretionary allocation from District 2/Supervisor Valle
Background
Eden Youth and Family Center (EYFC) provides and supports a
comprehensive array of services and advocacy for children, youth, and
families in the City of Hayward and the unincorporated Eden Area of
Alameda County, enhancing the economic, social, educational, and
healthy well-being of the community.
The EYFC youth team serves over 400 culturally and ethnically rich
and diverse students and families per year. Services are designed to
address and circumvent negative experiences students encounter,
such as school system inequalities, unemployment, high levels of
violence, and incarceration. The EYFC team provides youth with tutoring,
academic skills, GED preparation, college readiness, career coaching, and
completion of college and scholarship applications.
EYFC programs include the following:
• New Start Tattoo Removal helps young people remove the
stigmatized markings of their past and increases their likelihood of
success in the future. Through mentorship and case management, the
New Start Tattoo Removal team works with participants to assist in
rebuilding their self-esteem and their lives.
• The Step Forward program offers wraparound case management
services to all of EYFC program participants. This program teaches
soft skills including communication and listening skills, anger
management skills, and empathy for others.
• The Computer Clubhouse provides creative, safe, and free out-of-
school learning environments where youth can work with peer
mentors to express ideas, develop skills, and build self-confidence
through learning new technologies.
• Community Connection Peer Navigation provides culturally tailored
information and personal mentorship to high risk youth and their
Matching Funds
$206,000
from Substance Abuse and Mental
health Services Administration
(SAMhSA) Drug-Free Communities,
the Kaiser Permanente tattoo
Removal Program, and the Best Buy
Foundation.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 90
families to facilitate access to services, encourage better self-care, and
promote treatment success to improve long-term healthy behaviors
and outcomes.
• The Hayward Coalition for Healthy Youth aims to strengthen
collaboration among Hayward's residents, nonprofit and government
agencies, schools, and law enforcement to prevent and reduce
substance abuse.
Measure A Funding Summary
Note: Program outcomes were affected by a 47% loss in total program
budget in FY 16/17.
EYFC used its Measure A allocation to achieve the following:
• Provide 50 life skills training sessions to 171 youth and young adults.
The trainings covered health, wellness, drug prevention, and nutrition
information, as well as communication and life skills, financial literacy,
job readiness, resume building, and technology skills (target: 75).
• Coordinate Youth Advisory Councils (YACs) to provide Alcohol, Tobacco,
and Other Drugs (ATOD) awareness education and prevention to over
261 youth and families at a community event, and present to parent
groups (target: 75).
• Organize, coordinate, and sponsor the first annual “Reach for a Better
Community” event designed to promote healthy/positive activities for
youth in parks, nutritional and physical health, and community health.
The event was attended by 150 youth and families.
• Provide case management to 24 youth and young adults with ATOD-
focused workshops and one-on-one sessions, and refer youth with
substance abuse and other health concerns for services to improve
their overall health and wellness (target: 75).
• Provide 53 at-risk youth and young adults with wraparound case
management support via the Step Forward and Computer Clubhouse
programs, and link them to community resources to support their
overall health and well-being.
• Refer 459 youth and families to onsite service providers for health
screenings, pediatric health care, behavioral health needs, and early
childhood education and child care (target: 100).
highlights
82% percent of program evaluation
survey respondents reported they
are able to get along better with
friends and others after taking part
in EYFC’s programs.
90% reported they are better able to
cope when things go wrong.
100% of YAC members agreed or
strongly agreed that participating in
the YAC helped them stay away from
negative activity.
82%
90%
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 91
Emergency Medical Services (EMS) Corp
acphd.org/ems-corps.aspx
FY 16/17 Allocation: $604,942 | Expended/Encumbered: $604,942
individuals served by Measure A: 30 (Total individuals served: 30)
Populations served: Indigent, Low Income Adults, Children, Families
Services provided: Emergency Medical, Public Health, Mental Health, Substance Abuse
Service area: Countywide, Outside of Alameda County, Homeless or transient
Background
The Emergency Medical Services (EMS) Corps works to increase the
number of underrepresented Emergency Medical Technicians through
youth development, mentoring, and job training.
The EMS Corps targets young men of color from low income and
underserved communities. This program is designed to interrupt a
pattern of behavior that leads to violence and an unhealthy lifestyle.
By guiding them through life coaching, transformative mentoring, and
health and wellness training, the program supports young men in
making personal transformation and giving back to their community.
Participants volunteer at middle and high schools, teach CPR, and
conduct blood pressure screenings at churches, health fairs, and job
fairs.
Measure A Funding Summary
The EMS Corps used its Measure A allocation to achieve the following:
• Receive 200 applications for the EMS Corps (target: 200)
• Operate two cohorts (target: two)
• Interview 60 potential candidates (target: 80)
• Select 40 participants for the program
• Train 30 EMTs (target: 35)
• Employ 70% of graduates (target: 60%)
• Conduct 10 volunteer community service events (target: five)
highlights
85% of program graduates were
offered employment (target: 70%).
90% of graduates found the program
impacted their lives in a positive
way.
85%
90%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 92
Emergency Medical Services (EMS)
injury Prevention
acgov.org/ems
FY 16/17 Allocation: $210,112 | Expended/Encumbered: $210,112
individuals served by Measure A: 721 (Total individuals served: 721)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Hospital Outpatient, Public Health, Mental Health, Substance Abuse
Service area: Countywide
Background
Alameda County Emergency Medical Services (EMS) provides quality
emergency medical services and prevention programs to improve health
and safety for residents in Alameda County. The Senior Injury Prevention
Program (SIPP), an EMS program, works to prevent unintentional injuries
or accidents among older adults and to raise awareness of the need for
injury prevention programs for older adults.
SIPP providers, and the services they offer, include the following:
• City of Fremont. The Afghan Elderly Association’s Health Promotion
Program connects seniors to health services in the community and
provides emotional support. The program includes the Linkages
Program, which provides information, referrals, and assistance to
participants; medication assistance and counseling; the Happy,
Healthy Me Program, a chronic condition self-management program;
and health education groups. The program also offers chronic disease
self-management training to help clients identify goals and an action
plan to lessen the impact of chronic disease.
• DayBreak Adult Care Centers. In the Medication Safety program, a
nurse or social worker visits the elderly in their home to assist with
their day-to-day management of medications. DayBreak also provides
medication management education to In-Home Support Services
(IHSS) caregivers to review the basics of medication management.
• St. Mary’s Center. St. Mary’s offers a medication safety program, as
well as programs for nutrition and fall-risk prevention and consumer
education regarding how to access basic needs.
• United Seniors of Oakland and Alameda County (USOAC). For physical
activity and nutrition, USOAC makes presentations to participants on
healthy living and USOAC Walk Clubs throughout Alameda County.
They outreach to older adults to participate in the USOAC Annual
Healthy Living Festival to have seniors come and participate in
healthy activities, receive resources provided by exhibitors, and
properly dispose of unwanted medications at this event.
highlights
City of Fremont Health Promotion
exceeded its target for assisting
clients in accessing and receiving
mental health, health, and medically
related services by over 200%.
USOAC exceeded its target for senior
outreach by 2,000%.
200%
2000%
➔
➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 93
• Senior Support Program of the Tri-Valley. The medication safety
program assists clients to have the tools and knowledge necessary
to safely take their medications, serves as a double-check for medical
systems to ensure medications are being taken safely, and provides
seniors in the Tri-Valley with a free resource to reduce fall risks
related to medication errors.
Measure A Funding Summary
SIPP providers used their Measure A allocation to achieve the following:
• City of Fremont Health Promoter Program
- Provide Health Promoter services to 161 refugee, immigrant, and
low income residents over 60 years of age (target: 135)
- Provide assistance and/or referrals for 132 clients (target: 110)
- Ensure that 156 clients have a primary physician (target: 110)
- Assist 113 older adult clients in accessing and receiving an array of
mental health, health, and medically related services (target: 50)
- Conduct falls, home safety, mental health, and health screenings for
60 older adults and refer clients to appropriate services as needed
(target: 50)
- Assess or reassess 47 clients regarding their ability to self-manage
their chronic conditions (target: 45)
- Develop 45 Wellness Plans and collaborate with clients to monitor
the successful completion of their Wellness Plans (target: 45)
- Provide health education to 58 clients through four evidence-
based group trainings to improve chronic condition self-
management (target: three groups to 50 clients)
- Provide medication review and/or assistance and education to 84
clients (target: 50)
• DayBreak Adult Day Centers
- Complete medication safety assessments to 34 participants (target:
40)
• Senior Support Services of the Tri-Valley
- Provide medication safety services to 38 low income residents 60
or older living in the Tri-Valley (target: 38)
• St. Mary’s Center
- Facilitate a 12-week medication safety program for 60 older adults
(target: 47)
- Provide health screenings to 43 participants in the medication
safety program (target: 37)
- Provide 31 medication interaction reports to participants' primary
care physician or pharmacist for further assessment (target: 31)
- Complete 1,804 weekly medication safety compliance calls (target:
1,128)
- Conduct 1,240 face-to-face medication safety conversations with
participants (target: 564)
- Conduct a 12-week review with 41 participants enrolled in the
program (target: 24).
Success Story
St. Mary’s Center
Brenda, 62, has multiple chronic
health conditions. She enjoys
cooking and spending time with
friends, but because of her chronic
conditions and all of the medication
she is taking, she often doesn't
feel well enough to socialize. St.
Mary’s staff evaluated Brenda’s
medication for possible interactions.
The interaction indicated four
medications Brenda was taking that
interacted with one another and her
food. As a result of the medication
review assessment, Brenda’s primary
care physician was able to change
one of her medications to reduce
the dry-mouth she had been
experiencing. Brenda feels very
grateful to the collaboration among
partners to make a change that is
helping her feel better.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 94
- Give information and guidance to 47 participants regarding
disposal of expired, misused, or unused medication (target: 28)
- Give nutrition education and exercise encouragement to 36
participants (target: 37)
- Give medication management assistance devices to 26 participants
(target: 24)
• United Seniors Oakland Alameda County (USOAC) Medication
Education
- Provide medication safety training to 296 seniors through one-on-
one and/or group sessions (target: 150)
- Outreach to 5,000 seniors through community sites (target: 250)
highlights
76% more Senior Support Program
of the Tri-Valley clients disposed
of unused/expired medications
compared to program inception
(target: 40%).
76%➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 95
Food as Medicine: Alameda County
Community Food Bank
www.accfb.org
FY 16/17 Allocation: $15,479* | Expended/Encumbered: $15,479
individuals served by Measure A: 60 (Total individuals served: 180)
Populations served: Low Income, Uninsured Adults, Children, Families
Services provided: Public Health
Service area: Hayward, Oakland
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Background
Alameda County Community Food Bank (ACCFB) pursues a hunger-free
community where children, adults, and seniors of Alameda County do not
worry about where their next meal is coming from.
Through the Food as Medicine program, ACCFB worked in partnership
with the Alameda County Deputy Sheriffs Activities League, Dig Deep
Farms, UCSF Benioff/Children’s Hospital Oakland, and the Alameda
County Public Health Department to provide food deliveries to 60
youth program participants and their families (344 total household
members) as part of a study to determine the effects of these activities
on participant health. The study is targeted towards children, but the
parents/caregivers are included in the activities as well.
Fifty-four percent of the families included in the study were food
insecure, including 20% who were food insecure with hunger. About a
quarter of families reported that someone in the household had used
emergency food or a food bank in the past 12 months.
Measure A Funding Summary
ACCFB used its Measure A allocation to achieve the following:
• Provide 492 food packages across the life of the program, delivered
by Dig Deep Farms (target: 400). Participants received nonperishable
food packages from the Food Bank twice monthly that emphasized
whole grains and high fiber foods.
• Ensure that 100% of food packages meet the nutritional requirements
set by the Food as Medicine initiative.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 96
Food as Medicine: Alameda County
Deputy Sheriffs Activities League
www.acdsal.org
FY 16/17 Allocation: $84,693 | Expended/Encumbered: $84,693
individuals served by Measure A: 328 (Total individuals served: 328)
Populations served: Low Income Adults, Children, Families
Services provided: Hospital Outpatient, Public Health
Service area: Ashland, Berkeley, Cherryland, Emeryville, Oakland, San Leandro
Background
The Alameda County Deputy Sheriffs’ Activities League (DSAL) unites
Sheriff’s Office personnel, citizens, and youth in Alameda County to
pursue and implement initiatives that reduce crime, better the lives
of area residents, and enhance the community through action and
collaboration with its partners.
Through a program in partnership with Dig Deep Farms, UCSF Benioff/
Children’s Hospital Oakland, and the Alameda County Public Health
Department, DSAL provided food deliveries, nutrition education and
cooking classes, educational events, home visits, and special events to
60 families as part of a study to determine the effects of these activities
on participant health. The study is targeted towards children, but the
parents/caregivers are included in the activities as well.
Measure A Funding Summary
DSAL/Dig Deep Farms used its Measure A allocation to achieve the
following:
• Employ and create internship opportunities for local residents who
have been involved in the criminal justice or social services system to
grow pesticide-free produce on local parcels of land.
• Package and deliver up to 60 bags of produce per week to patients
prescribed through the Food as Medicine program out of Children's
Hospital. Approximately 940 total deliveries were made during the
project period.
• Pick up prepackaged boxes of dry goods from the Alameda County
Community Food Bank to deliver alongside the produce bags to
ensure a wholesome variety of grains and vegetables.
highlights
100% of families responding to
a survey by Children’s Hospital
indicated that they were eating
the majority of the foods in their
deliveries.
80% of the families who utilized the
food prescriptions to eat healthier
showed improvements in the
children’s/youth’s health status.
100%
80%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 97
Food as Medicine: Alameda County
Public health Department
www.acphd.org/nutrition-services
FY 16/17 Allocation: $6,000* | Expended/Encumbered: $6,000
individuals served by Measure A: 8,000 (Total individuals served: 40,000)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Background
The Alameda County Public Health Department works in partnership with
the community to ensure the optimal health and well-being of all people
through a dynamic and responsive process that respects the diversity of
the community and provides for present and future generations.
Through the Food as Medicine program, the Public Health Department
Nutrition Services Program worked in partnership with the Alameda
County Community Food Bank, Alameda County Deputy Sheriffs Activities
League, Dig Deep Farms, and UCSF Benioff/Children’s Hospital Oakland
to conduct nutrition education classes, along with hands-on cooking
practice, to 60 youth program participants and their families (344 total
household members) as part of a study to determine the effects of these
activities on participant health. The study is targeted towards children,
but the parents/caregivers are included in the activities as well.
Class offerings included child care, translation, all food, ingredients,
lesson handouts, cooking equipment, and a small incentive or
reinforcement item. All classes were held at accessible sites located in
specific ZIP codes targeted by the Food as Medicine Pilot Initiative.
Measure A Funding Summary
The Nutrition Services Program used its Measure A allocation to achieve
the following:
• Conduct seven nutrition education class series
• Provide hands-on cooking practice of three healthy recipes featuring
whole grains provided under the ALL IN Food as Medicine Pilot
Initiative
Measure A funds were used primarily to obtain cooking equipment and
pay for the time of the staff nutrition educator.
highlights
100% of the study participants
reported preparing a healthy recipe
provided by nutrition Services
Program.
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 98
Food as Medicine: UCSF Benioff
Children's hospital Oakland
www.childrenshospitaloakland.org
FY 16/17 Allocation: $27,966* | Expended/Encumbered: $27,966
individuals served by Measure A: 328 (Total individuals served: 328)
Populations served: Hospital Outpatient
Services provided: Low Income Adults, Children, Families, Seniors
Service area: Hayward, Oakland, San Leandro, San Lorenzo
*Includes Board of Supervisors discretionary allocation from District 3/Supervisor Chan
Background
The mission of UCSF Benioff Children's Hospital Oakland is to protect
and advance the health and well-being of children through clinical care,
teaching, and research.
Through the Food as Medicine program, Children’s Hospital worked in
partnership with the Alameda County Community Food Bank, Alameda
County Deputy Sheriffs Activities League, Dig Deep Farms, and the
Alameda County Public Health Department to provide food deliveries,
nutrition education and cooking classes, educational events, home visits,
and special events to 60 youth program participants and their families
(344 total household members) as part of a study to determine the
effects of these activities on participant health. The study is targeted
towards children, but the parents/caregivers are included in the
activities as well.
Measure A Funding Summary
Children’s Hospital used its Measure A allocation to achieve the
following in the Food as Medicine program:
• Enroll 60 children with or at high risk for prediabetes
• Conduct 108 office visits
• Coordinate 941 food deliveries
• Offer cooking classes to four participant families
• Assess 60 participating families for household food security
• Make three presentations to community health clinics and pediatric
providers to promote food as medicine
highlights
100% of enrolled families that
received food deliveries reported
that the program helped them
maintain their diabetes diet plan.
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 99
genesis Worship Center
genesiswc.com
FY 16/17 Allocation: $5,000* | Expended/Encumbered: $5,000
individuals served by Measure A: Unknown
Populations served: Low Income Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Oakland
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Background
The Genesis Worship Center feeding program provides food to those in
need once per week, four times per month.
Measure A Funding Summary
Genesis Worship Center used its Measure A allocation to provide
emergency food assistance to an average of 100 children, adults, and
seniors weekly. The program served a total of 882 clients.
Concern
This provider did not supply any Measure A funding information for
FY 16/17, despite repeated calls from Health Care Services Agency staff
to obtain this information. Therefore, the Committee cannot evaluate
whether funds were spent in accordance with the strictures of Measure A.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 100
healthy homes Department Fixing to Stay and
group Living Facilities Project
www.achhd.org
FY 16/17 Allocation: $229,337 | Expended/Encumbered: $229,201
individuals served by Measure A: 219 (Total individuals served: 443)
Populations served: Indigent, Low Income Adults, Families, Seniors
Services provided: Public Health
Service area: Albany, Ashland, Castro Valley, Cherryland, Dublin, Newark, Oakland, Piedmont, San Lorenzo, Union City
Background
The Alameda County Healthy Homes Department promotes an
integrated approach for safe and healthy housing through collaborative
community initiatives, applied research, and policy development to
improve the lives of vulnerable populations.
One of the main goals of the Healthy Homes Department Fixing to
Stay program is to ensure that clients can stay in their homes as long
as possible in a way that contributes to their well-being. The program
offers home repairs and modifications as well as a health and risk
assessment of their home which includes client education on how to
prevent housing-based hazards that could make their home unhealthful.
The Healthy Homes Department also works with group living facility
operators to improve housing conditions ranging from overcrowding
to unsanitary conditions. Many of these hazards can lead to respiratory
issues, unintentional injuries, and other health problems.
Measure A Funding Summary
The Healthy Homes Department leveraged its Measure A allocation to
achieve the following:
• Fixing to Stay:
- Conduct outreach to 188 older adults (target: 150)
- Complete 143 assessments (target: 100)
- Complete 70 home modifications (target: 80)
- Provide additional assistance and referrals to 44 clients
• Group Living Facilities project:
- Hold three working group meetings (target: four)
- Complete 31 health and safety risk assessments (target: 30)
- Conduct nine cooperative compliance efforts (target: eight)
- Have seven facility operators make at least one improvement
- Have three operators resolve all the deficiencies found
Matching Funds
$101,398
from the Minor home Repair
Program of the healthy homes
Department.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 101
FY 16/17 Allocation: $150,000 | Expended/Encumbered: $150,000
individuals served by Measure A: 2,124 (Total individuals served: 4,051)
Populations served: Low Income, Uninsured Adults, Seniors, Other residents: Undocumented immigrants
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Substance Abuse
Service area: Oakland
Background
The HIV Education and Prevention Project of Alameda County (HEPPAC)
works to stop the further spread of preventable diseases among people
who use drugs in the community. HEPPAC’s primary population of active
substance users are marginally housed or chronically homeless. HEPPAC
is the only program in Oakland that addresses their increased risk for
HIV and HCV due to their active substance use.
HEPPAC’s average participant is an African American male, 45 years of
age and homeless, with an average of 30 years of substance use.
Harm reduction services include syringe access, distribution of sterile
drug-using materials, and naloxone distribution. Drug consumption
spaces, also known as supervised injection facilities, decrease overdose
deaths, the volume of littered syringes in public spaces, and the volume
of public drug use. Syringe exchange participants receive information
on available services including wound care, antibody screening, crisis
counseling services, educational workshops, hygiene kits, and referral
services for substance use treatment services and other basic needs
services. Mobile harm reduction services occur in communities that don’t
surround HEPPAC’s fixed exchange sites.
Wound care services include primary medical and holistic health
services and are offered during HEPPAC’s fixed exchange sites. Basic
wound care services range from lancing, packing and cleaning, and some
antibiotic medication dispensary services. HEPPAC’s herbal/acupuncture
services includes auricular acupuncture services and distribution of
tinctures for pain management, stress management, and skin infections.
Among people who inject drugs who are aware of their positive HIV
and/or HCV status, HEPPAC works to improve access to primary care
health Services for Persons Who inject Drugs
hiv Education and Prevention Project of
Alameda County (hEPPAC)
www.casasegura.org
highlights
Of the 294 syringe exchange and
clinic participants who completed
an unstructured workshop, 90%
self-reported to have increased
knowledge of at least one protective
behavior.
90%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 102
and specialty services for treatment. The Roots Clinic assists this
effort by providing primary care services for participants who make
the decision to assign the clinic as their medical home. In addition,
antibody screening and phlebotomy for viral load testing is available
across HEPPAC’s service delivery. Mobile harm reduction services capture
participants who rove the community.
Measure A Funding Summary
HEPPAC used its Measure A allocation to achieve the following:
• Exchange 51,326 sterile syringes (target: 50,000)
• Provide an average of 23 weekly hours of syringe exchange services
in Northern Alameda County (target: 25)
• Collect 121,015 used syringes during non-fixed exchange site service
hours (target: 100,000)
• Link 41 participants to medical assisted treatment programs
• Through its street team medicine team, provide care to address soft
tissue infections to 214 people who inject drugs at fixed exchange
locations and during non-exchange hours (target: 150)
• Through its Community Health Promoters, refer 241 people who
inject drugs to HEPPAC’s onsite medical team at the Roots Clinic for
emergency triage care (target: 150)
• Provide herbal/acupuncture services to 1,304 syringe exchange
participants
• Facilitate unstructured workshops to 294 syringe exchange and clinic
visitors (target: 300)
• Administer pre and post tests to measure participants’ knowledge of
identifying at least one risk reduction practice
• Offer HIV and HCV counseling and testing services to workshop
participants, including antibody screening to 204 syringe exchange
participants
Success Story
Raul was referred to HEPPAC’s site
by a peer who informed him he
could get free food and medical
care. Raul is a meth user and his
wife is an injection opioid user.
She was diagnosed with HCV last
year and Raul was never tested.
After receiving food during his first
visit, Raul and his wife returned
and utilized HEPPAC’s syringe
access services. After one month of
utilization, Raul tested for HIV and
HCV. He was positive for HCV and
was linked with the Roots Clinic,
where he receives treatment. Raul
also created a social network of
other participants and does day
labor work at least twice per week.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 103
Background
The HIV Education and Prevention Project of Alameda County (HEPPAC)
works to stop the further spread of HIV/AIDS and Hepatitis C among
injection drug users in Alameda County. Through prevention, education,
care, and treatment, HEPPAC helps reduce the harm caused by injection
drug use in the community.
The HEPPAC Overdose Prevention Education and Naloxone Distribution
(OPEND) project trains individuals to recognize and respond to an opioid
overdose. The trainings provide individuals who are at risk for overdose
with increased awareness about their risk and dialogue within their
community regarding how to prevent overdose and overdose death.
Staff distribute opioid overdose rescue kits including naloxone, the drug
that can reverse a potentially fatal overdose, to each individual who is
trained.
To increase access to services and community awareness of the project,
OPEND provides staff trainings at agencies within the County including
substance use treatment and mental health programs, organizations
focused on homelessness, re-entry and HIV/AIDS organizations, and
harm reduction agencies. OPEND also presents at conferences and
events and held an Overdose Awareness Day event to raise awareness
about the opioid overdose public health crisis for the general public.
Measure A Funding Summary
HEPPAC used its Measure A allocation to achieve the following:
• Conduct outreach to 25 social service programs to propose becoming
OPEND sites (target: 15)
• Administer one-on-one trainings to 513 clients who access services at
an OPEND site (target: 200)
• Distribute 781 naloxone kits to OPEND clients and service providers
(target: 200)
FY 16/17 Allocation: $150,000 | Expended/Encumbered: $150,000
individuals served by Measure A: 513 (Total individuals served: 513)
Populations served: Indigent, Low Income, Uninsured Adults, Families, Seniors
Services provided: Public Health, Substance Abuse
Service area: Countywide, Homeless or transient
hiv Education and Prevention Project of
Alameda County OPEnD Program
www.casasegura.org
highlights
100% of service providers trained
would recommend the training to
other providers in Alameda County
(target: 90%).
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 104
• Provide five OPEND “train the trainer” trainings to 50 service providers
to establish five new OPEND sites (target: five trainings to 20
providers to establish five new sites)
• Provide 19 OPEND trainings to 361 staff from 34 community-based
organizations in Alameda County to increase opioid overdose capacity
(target: 20 trainings to 80 staff from 20 organizations)
• Make 10 presentations on current trends of opioid use, activities
and accomplishments, and challenges for the OPEND project to 150
key community stakeholders including Alameda County Board of
Supervisor members, funders, collaborators, and those who support
and/or access services (target: four presentations to 50 stakeholders)
Success Story
Tim was with his wife when she
began overdosing on opioids, but
he didn’t know what to do or how
to intervene. He called 911, but she
died before they arrived. When he
told staff at the HEPPAC syringe
exchange site about his wife, they
informed him about naloxone and
how to reverse an overdose. He got
trained and began carrying his kit
with him everywhere. When one
person, Darryl, was using heroin
a few houses down from where
Tim lived and started to overdose,
Darryl’s friends called to Tim across
the backyards. Tim was able to
administer naloxone, and within
three minutes, Darryl was breathing.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 105
home visiting Services
www.tvhc.org/ | www.acphd.org/mpcah.aspx
FY 16/17 Allocation: $1,250,000 | Expended/Encumbered: $878,568
individuals served by Measure A: 316 (Total individuals served: 316)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health
Service area: Ashland, Castro Valley, Cherryland, Dublin, Fremont, Hayward, Livermore, Newark, Pleasanton, San
Leandro, San Lorenzo, Sunol, Union City, Homeless or transient
Background
Measure A funds were used to support two components of the Early
Childhood Home Visiting and Family Support System of Care: the hiring
of a Home Visiting Integration Manager into the MPCAH unit and the
provision of home visiting and family support services to pregnant and
parenting teens and other families with young children by Tiburcio
Vasquez Health Center.
MPCAH
The Alameda County Public Health Department works in partnership
with the community to ensure the optimal health and well-being of
all people through a dynamic and responsive process that respects
the diversity of the community and provides for present and future
generations. Within the Public Health Department MPCAH program,
the Home Visiting Integration (HVI) manager provides oversight
of continuous quality improvement (CQI) activities; integration of
numerous home visiting programs into a system of care with common
outcomes and standards; professional development; and opportunities
for community feedback and engagement, implementation of change,
and overall improved service delivery with a goal of addressing health
inequities.
The addition of the HVI manager position allows the MPCAH unit to
further its mission to better serve multistressed, low income pregnant
women, mothers, fathers, and families in Alameda County through well-
coordinated, culturally responsive, and client-centered services.
Tiburcio Vasquez
Tiburcio Vasquez Health Center (TVHC) promotes the health and well-
being of the community by providing accessible, high quality care. TVHC
is committed to ensuring this human right through quality service,
advocacy, and community empowerment. Family Support Services (FSS)
Matching Funds
$131,973
from targeted Case Management
(tCM).
highlights
85% of screened TVHC clients were
able to follow through on referrals
and obtain a permanent medical
home.
85%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 106
is a program of TVHC that provides comprehensive case management
services to pregnant and parenting teens and adults in the community.
Services provided range from health education and parenting skills to
financial and housing assistance. FSS case managers also link clients to
TVHC and enroll them as new patients.
Measure A Funding Summary
MPCAH
MPCAH used its Measure A allocation to fund the HVI manager position.
Due to delays in the hiring process, the HVI manager did not come on
board until near the end of the FY 16/17 fiscal year. During this time
frame, the HVI manager achieved the following:
• Worked with staff to operationalize evaluation metrics and quality
improvement measures for the home visiting system of care and lay
the groundwork for the development of a Family Advisory Committee
(FAC)
• Supported MPCAH home visiting programs in preparing for the
submission of reports that monitor service delivery and outcomes
• Met with MPCAH program managers to learn about the client
population, service delivery successes and challenges, and outreach
strategies and needs
• Attended or committed to attend trainings in the next fiscal year that
support professional development, quality improvements, and service
delivery
TVHC
TVHC used its Measure A allocation to achieve the following:
• Assess 356 clients to determine if they had a medical home and refer
them to local medical providers
• Screen 67 children for developmental concerns, identify concerns
in 21 children, and refer them to the Regional Center of the East
Bay and/or their local school district for additional assessment and
services
• Screen 263 parents for parental depression, identify 24 parents with
a high risk for parental depression, and refer 10 clients for additional
mental health supports and/or treatment
Success Story
TVHC
A 29-year-old mother and her two
children, originally from Honduras,
have been living in the United States
for eight years. Their TVHC case
manager has supported the family
in accessing mental health, legal,
and immigration services, as well as
navigating social services benefits.
When assessed for mental health
safety, the mother shared that she
was a victim of sexual abuse by a
family member, which caused her
to fall into deep depression and
attempt suicide. The case manager
linked the mother to mental health
services. The mother was able to
work through her trauma and make
peace with her experience, and her
most recent assessment showed a
significant improvement.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 107
La Clinica de La Raza: Dental Clinic
Expansion Project
www.laclinica.org
FY 16/17 Allocation: $1,000,000 | Expended/Encumbered: $1,000,000
individuals served by Measure A: NA (Total individuals served: NA)
Populations served: Low Income, Uninsured Children
Services provided: Public Health
Service area: Countywide
Background
La Clínica de La Raza works to improve the quality of life of the diverse
communities it serves by providing culturally appropriate, high quality
and accessible health care for all.
The relocation and renovation of the La Clínica Dental at Children’s
Hospital Oakland clinic is intended to provide necessary pediatric
dental services to a larger number of patients. La Clínica is one of
the few pediatric dental health centers in Northern California to offer
dental care to children with special needs including medical issues,
developmental challenges, and more. The priority is to treat patients
who cannot be treated elsewhere and to provide routine care to
children from the local community.
The relocation/renovation will increase La Clínica’s dental operatories
from six to thirteen. By increasing service capacity, La Clínica will
improve access for 25% of the current pediatric outpatient clinic
population with an unmet oral health need upon entering school.
La Clínica CHO currently serves 5,778 patients a year, and proposes to
serve 8,819 total patients per year by 2017 as a result of the proposed
services expansion project.
Measure A Funding Summary
Because commencement of renovation of the building at 4881
Telegraph Ave. in Oakland was delayed, construction did not begin until
after FY 16/17. No Measure A funds were spent during this fiscal year.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 108
FY 16/17 Allocation: $100,000 | Expended/Encumbered: $100,000
individuals served by Measure A: 1,776 (Total individuals served: 1,776)
Populations served: Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Berkeley
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 works to build relationships
and strengthen social cohesion between community members by
linking residents with needed resources and services to reduce the
rates of hypertension, heart disease, and stroke occurrence in the H2H
neighborhood in South Berkeley.
Measure A Funding Summary
The LifeLong H2H program used its Measure A allocation to achieve the
following:
• Organize 11 community outreach events, in partnership with
community organizations, to increase visibility and promote healthy
behaviors (target: three). 443 individuals participated in outreach
events.
• Provide 14 Neighborhood Health Advocate (NHA) community health
education training sessions to 33 residents (target: 20 residents).
• Coordinate with 32 NHAs to participate in 203 community engagement
activities to educate and link 617 community members to medical
resources (target: 30 events to 100 community members).
• Administer mini-grants totaling $10,500 to six individuals/groups who
implement a variety of health and wellness programs (target: four
individuals/groups). 96 individuals attended activities funded by mini-
grants.
• Provide health education and services including hypertension
education, screenings, linkage to resources, and information on health-
related topics to 644 community members through 109 community
health events (target: 100 community members at 50 events).
LifeLong Medical Care heart2heart
lifelongmedical.org
Matching Funds
$72,349
from the Community Development
Block grant awarded by the City of
Berkeley.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 109
Mandela MarketPlace
mandelamarketplace.org
FY 16/17 Allocation: $10,000* | Expended/Encumbered: $10,000
individuals served by Measure A: 1,520 (Total individuals served: 1,520)
Populations served: Low Income Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Ashland, Cherryland
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Background
Mandela MarketPlace, Inc. works in partnership with local residents,
family farmers, and community-based businesses to improve health,
create wealth, and build assets through cooperative food enterprises in
low income communities. The Eden Area Food Alliance (EAFA), which
receives fiscal sponsorship from Mandela MarketPlace, Inc., provides
public health services to residents by increasing healthy food access and
expanding the presence of urban agriculture and community gardens
in the Eden Area: the unincorporated Alameda County communities of
Ashland, Castro Valley, Cherryland, Fairview, and San Lorenzo.
Members of the EAFA engage groups of Eden Area residents in healthy
eating and active living initiatives through building and sustaining a
local network of community gardens to increase healthy food access
and strengthen community food security, while also teaching residents
the skills necessary to garden and grow their own food. EAFA members
also have developed curricula for and lead workshops for Eden Area
residents to learn how to grow fresh produce, glean local produce, and
care for chickens and bees.
Measure A Funding Summary
Mandela MarketPlace used its Measure A allocation to achieve the
following:
• Coordinate installation and restoration of two garden sites in the
Eden Area to educate 20 low income youth about growing fresh
produce.
• Install one community garden located at an affordable housing site in
the Eden Area.
• Provide training to 20 low income residents, especially youth, at the
affordable housing site with a focus on increasing skills to grow fresh
produce.
Matching Funds
$13,868
from the Alameda County Public
health Department.
highlights
50% of Eden Area youth and
residents trained in the program
reported an increase in knowledge
and skills to grow fresh produce.
50%
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• Plan and host two trainings or informational workshops for 30 Eden
Area residents to build awareness of policies that could support
increased opportunities to grow healthy food locally.
• Plan and host two trainings or informational workshops for 30 Eden
Area residents on Alameda County chicken and bee ordinances as a
strategy to increase community food security.
• Plan and host one training for 30 Eden Area residents to learn how to
glean local produce as a strategy to increase healthy food access.
• Conduct community outreach to 600 Eden Area residents to increase
awareness and participation in EAFA, the Eden Area Livability
Initiative (EALI), and other local food and urban agriculture initiatives.
• Schedule bi-annual meetings with the Alameda County District 4
Supervisor to provide updates on community food access challenges
and recommend programs/policies to improve health for Eden Area
residents.
highlights
50% of Eden Area residents served
reported increased access to fresh
produce, healthy eating, and social
cohesion.
50%
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needle Exchange Emergency
Distribution (nEED)
www.berkeleyneed.org
FY 16/17 Allocation: $25,000* | Expended/Encumbered: $25,000
individuals served by Measure A: 350 (Total individuals served: 2,380)
Populations served: Indigent, Low Income, Uninsured Adults
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
Background
Needle Exchange Emergency Distribution (NEED) is a collectively run
needle distribution and exchange program dedicated to reducing drug-
related harm among people who use drugs, including preventing the
transmission of HIV/AIDS, Hepatitis C, and other blood-borne diseases.
NEED offers free, anonymous services that are participant-driven and
views supporting and improving the physical and social health of drug
users, and communities affected by drug-related harm, as crucial public
health work.
NEED’s harm reduction services include syringe exchange, syringe
disposal, and referrals to other health services. Services are provided
three times per week at three locations in the Berkeley.
Measure A Funding Summary
NEED used its Measure A allocation to achieve the following:
• Provide 2,380 service contacts (target: 1,750)
• Distribute 914,691 syringes (target: 350,000)
• Dispose of 356,156 syringes through a licensed medical waste
disposal company (target: 200,000)
• In 127 service contacts, refer participants to other services provided
by community partners including HIV/HCV/STI testing, medical care,
drug treatment, and wound care
• Ensure that 77% of weekly sites were adequately stocked with
syringes and other supplies (target: 80%)
• Have 71% of participants report using the services for more than one
year (target: 75%)
highlights
96% of participants who needed
syringes received the syringes they
requested (target: 70%).
76% of participants reported that
they would not know where else to
go to get sterile syringes (target:
70%).
96%
76%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 112
nutrition Services in West Oakland: City Slickers Farm
www.acphd.org/nutrition-services
FY 16/17 Allocation: $50,000* | Expended/Encumbered: $50,000
individuals served by Measure A: 8,000 (Total individuals served: 40,000)
Populations served: Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Countywide
*Includes Board of Supervisors discretionary allocation from District 5/Supervisor Carson
Background
The Alameda County Public Health Department works in partnership
with the community to ensure the optimal health and well-being of
all people through a dynamic and responsive process that respects
the diversity of the community and provides for present and future
generations.
A program of the Public Health Department’s Community Health
Services Division, Alameda County Nutrition Services promotes and
supports healthy eating and physical activity through committed
partnership with communities to reduce chronic disease and improve
long-term health.
Measure A Funding Summary
Using its Measure A allocation, Nutrition Services subcontracted with
City Slicker Farms to achieve the following:
• Build eight school-based garden beds at four sites in West Oakland
• Conduct garden-based nutrition education reaching 800 students
• Build eight raised garden beds at senior housing sites throughout
Alameda County
• Conduct quarterly technical assistance visits
highlights
100% of participants demonstrated
an increase in knowledge of garden-
based nutrition education (target:
80%).
100% of participants reported eating
produce grown from the garden beds
(target: 50%).
100%
100%
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Public health Prevention initiative
FY 16/17 Allocation: $5,230,000 | Expended/Encumbered: $5,230,000
individuals served by Measure A: 64,959 (Total individuals served: 144,093)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Emergency Medical, Hospital Outpatient, Public Health, Mental Health, Substance Abuse
Service area: Countywide, Homeless or transient
Background
The Alameda County Public Health Department 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 Measure A Prevention Initiative aims to reduce health disparities in
three priority areas:
• Chronic Disease & Injury Prevention
• Health Inequities & Community Capacity-Building
• Obesity Prevention & School Health
The programs that make up these three priority areas are not designed
to operate as standalone efforts but rather are complementary to other
departmental programs and strategies.
The programs and organizations receiving Initiative funding include the
following:
• Asthma Start (see the separate "Asthma Start" entry on page 80)
• Berkeley School-Linked Health Services Program
• CAL-PEP
• Child Health Disability Prevention Program
• City and County Neighborhood Initiative
• Community Assessment, Planning, and Evaluation Unit
• Diabetes
• East Oakland Boxing Association
• Healthy Retail Project
• Home Visiting and Family Support
• Immunization
• Lotus Bloom
• Mandela MarketPlace
• Niroga Institute
Matching Funds
$1.16 M
from the following sources:
• Maternal, Child, and Adolescent
health (MCAh)
• Children’s Health and Disability
Prevention (ChDP)
• OFCY funds
• Medi-Cal Administrative Activities
(MAA)
• Targeted Case Management (TCM)
• In-kind contributions from
volunteer medical professionals
• Kaiser Community Benefit Grant
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• Nutrition Services
• Office of Dental Health (see the separate "Alameda County Dental
Health" entry on page 38)
• Project New Start
• Public Health Nursing
• Public Health Nursing Healthy Living Project
Measure A Funding Summary
The Public Health Prevention Initiative programs used Measure A
funding to help achieve the following.
Berkeley School-Linked Health Services Program
• Hold monthly meetings of the Berkeley Healthy Schools Collaborative
attended by Public Health Department staff, Berkeley Unified School
District (BUSD) representatives, community-based organizations, and
2020 Vision representatives.
• Provide over 10 programmatic consultations to fellow Public Health
programs working with BUSD.
• Provide over 15 school-linked referrals to and case consultations with
public health nurses.
• For BUSD’s Attendance Awareness Month, distribute over 500 health
and attendance flyers; hand out over 5,000 stickers; and send letter/
materials to all Berkeley Child Health and Disability Prevention
(CHDP) providers.
• Provide over 45 health consultations to the family engagement
coordinators for students with chronic absenteeism.
• Attend 12 SART/SARB meetings.
• Support 11 elementary school-based oral health screenings for
second and fifth graders, in partnership with Alameda County Public
Health and BUSD, at which over 1,200 students were screened and
over 500 received dental sealants.
• Provide over 100 health consultations covering topics such as vision,
food allergies, medications, nutrition and obesity, health insurance,
and health conditions including asthma, head lice, ADHD, diabetes,
ring worm, and more.
• Provide over 40 consultations regarding SB 277/school
immunizations.
• Participate in five 504/IEP/SST meetings with school staff and
families.
• Conduct 10 public health nurse family visits .
• Conduct three health trainings at staff meetings on the topics of
cystic fibrosis, immunizations, and asthma.
• Assist BUSD in planning and implementation of the Northern
California Breathmobile® at three school sites.
highlights
CAL-PEP
In post-tests, 100% of CLEAR clients
maintained or achieved a perfect
score regarding learning new risk
reduction techniques, while 81% of
HIV-positive clients maintained or
achieved a perfect score regarding
awareness of viral suppression.
100%
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CAL-PEP
• Provide HIV testing and education services to those at highest risk for
HIV infection and their sexual partners
• Enroll six individuals with HIV-positive status in need of extra support
services into CLEAR case management for one-on-one support with
behavior change support.
• Provide education workshops to promote healthy choices and sexual
wellness with positives and their sexual partners.
• Provide some basic resources to clients as needed.
• Increase the risk reduction skills of nine CLEAR clients (target: eight).
• Screen and enroll 10 unduplicated HIV-positive African Americans in
CLEAR.
• Have 80% of clients make a commitment to reduce at least one high
risk practice to reduce the spread of HIV.
• Ensure that four newly diagnosed or out-of-care clients are retained
in primary care services for a minimum of six months (target: five).
• Increase the awareness of partner services in 67 HIV-positive clients
(target: 50).
• Increase the awareness of viral suppression in 59 HIV-positive clients
(target: 50).
• Conduct five HCPI events designed to increase knowledge of HIV
disease, medication adherence, and viral suppression among African
American HIV-positive individuals and their sexual partners.
• Increase knowledge of HIV status for 50 HIV high risk partners of HIV-
positive clients (target: 50).
• Provide HIV testing to 50 sexual and/or drug-using social network
partners of HIV-positive individuals.
• Conduct outreach in high risk communities and other venues
where African American positive and high risk negative individuals
congregate.
• Distribute partner services information and safer sex materials to all
outreach contacts.
• Refer high risk social network partners of HIV-positive individuals to
CAL-PEP’s HIV testing program.
• Refer high risk negative partners to other social services.
Child Health & Disability Prevention Program (CHDP)
• Offer onsite training to 21 CHDP provider offices to implement
developmental screening or add a screening interval in their practice.
• Screen 11,266 children were using the ASQ and MCHAT in pediatric
sites or clinics.
• Increase screenings by 51% in the first six months of 2017, compared
to the previous year.
• Add a screening interval at 35% of sites.
• Refer 2,955 of children who scored of concern to community and
health care services for follow-up, with an additional 1,976 referred to
the Help Me Grow (HMG) phone line for follow-up.
highlights
CCNI
100% of CCNI RACs have found a
fiscal sponsor and have established
protocols to access and manage their
money.
80% of SP resident leaders
completed the transition planning
and leadership development training
sessions.
75% of participating youth attended
all youth leadership development
sessions and have continued
to participate in other civic
engagement activities.
100%
80%
75%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 116
City and County Neighborhood Initiative (CCNI)
• Engage 20 Sobrante Park (SP) resident leaders in co-designing a self-
sustainability plan (target: 15).
• Hold three SP transition planning meetings (target: six).
• Provide 10 Leadership Development trainings sessions in SP (target:
11).
• Provide 25 technical assistance hours per month apiece to SP and
West Oakland (WO) Resident Action Council (RAC) leaders (target: 25
apiece).
• Elect five leaders to the WO RAC executive body.
• Provide six leadership development trainings for WO RAC leaders and
community members (target: six).
• Secure fiscal sponsors for WO and SP RACs.
• Have four youth participate in youth leadership development
activities (target: 10).
• Identify and engage one new resident leader to provide adult
support to the future RAC youth leadership development and civic
engagement program.
Community Assessment, Planning, and Evaluation (CAPE) Unit
• Complete approximately 112 data requests.
Diabetes
• Provide 16 hours of self-management education to adults with type 2
diabetes and pre-diabetes.
• Hold 18 classes attended by 145 clients.
• Serve approximately 1,000 clients in monthly or bimonthly support
groups.
• Produce a monthly newsletter that is sent to over 400 past
participants.
• Train six peer educators to work with the program.
• Achieve the following outcomes among program participants:
- 83% implemented a positive nutrition lifestyle changes at the end
of the course (target: 75%).
- 88% lost weight (target: 50%).
- 78% decreased their blood pressure (target: 50%).
- 84% became more physically active (target: 50%).
- 83% had an A1c < 7% or were lower than their original A1c
measurement (target: 75%).
East Oakland Boxing Association (EOBA)
• Provide organic gardening, access to healthy food and fresh
vegetables, nutrition and cooking classes, and daily physical activities.
• Have 34 high school gym participants participate in the community
service program (target: 30).
• Have 21 Youth Leadership Interns and aspiring interns participate in
garden, cooking, and gym programs (target: 20).
• Have 200 youth participate in daily physical activity and maintain
awareness of the importance of being active to improve their health.
highlights
EOBA
100% of youth participated in daily
physical activity and maintained
awareness of the importance of
being active to improve their health.
95% of high school gym members
completed the community service
program and reached their
community service hour goals. the
gym members contributed a total of
720 hours of community service.
100 % of Youth Leadership Interns
remained in the program at the end
of the year.
100%
95%
100%
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• Provide over 23,000 hours of tutoring to children ages 5-20.
• Have youth from the fitness program and cook club help to distribute
over 25,000 pounds of fresh produce and over 100,000 pounds of
food to the low income Oakland community.
• Take youth on 45 field trips, including hiking, camping, rafting, youth
fitness events, and health fairs.
Healthy Retail Program
• Refine and expand the activities by developing tools to outline and
track the work progress in each store, as well as reporting templates.
• Create Levels of Engagement (LOE), a programmatic tool to outline
the program activities for each store.
• Remove most alcohol and tobacco ads inside and outside the stores,
reorganize stores to highlight healthier items, and add fresh produce
sections.
• Enroll four new corner stores into the program, expanding the number
of stores from six to ten (target: four).
• Reach 2,301 community members during nutritional education
outreach events (target: 2,500).
• Create a learning community comprised of county staff, CBO members,
and contractors to meet and discuss the program development and
improvement strategies, share resources, and learn from each other
every month.
Home Visiting and Family Support
• Increase the percentage of interpreters who are present with home
visiting case managers during home visits and who accompany clients
to health care provider visits.
• Serve 425 non-English speaking families.
• Have interpreters make 213 face-to-face contacts with home visiting
clients.
• Have interpreters accompany home visitors to clients or accompany
clients to visits with health care providers 100% of the time they
were requested.
Immunization
• Ensure that 90 % of previous providers continued participating in the
California Immunization Registry (CAIR).
• Facilitate the transition and training for approximately 200 front-end
users to the new CAIR2 software.
• Verify that Community Health Care Network providers and major
providers such as Kaiser and Sutter continued data exchange with
CAIR.
• Perform monthly data quality reviews to correct duplicates and errors.
• Help ensure that new immunization records were entered properly
into the CAIR system.
• Analyze information about how to enhance programs and make
improvements in over 8,000 students and staff that were vaccinated
against the flu at 101 Oakland schools.
Success Story
Home Visiting and Family Support
A two-year-old girl was diagnosed
at birth with Down syndrome and
congenital heart disease. She has
been followed a case manager from
the home visiting program since
discharge from the hospital. The
parents speak Vietnamese only.
The case manager has worked with
the same interpreter from the very
beginning. Having this consistent
interpreter has made a positive
impact on the family, as they have
developed a relationship with the
interpreter and feel comfortable
sharing their fears and concerns with
the case manager, who can respond
in a culturally sensitive manner. The
case manager has also coordinated
the interpreter’s time with the child’s
physical therapy visits.
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• Work with the State of California to ensure that over 200 laboratories
reported test lab results of Alameda residents through the California
Reportable Disease Information Exchange (CalREDIE).
• Receive and process 21,373 patients with at least one disease
incident.
• Establish a system to run CalREDIE daily data extracts.
• Help users of CalREDIE software resolve issues.
Lotus Bloom
• Recruit seven parent leaders who participated in meetings and
wellness activities (target: six).
• Hold nine parent leader meetings attended by 171 parents (target: 40
parents).
• Uphold the Physical Movement and Healthy Food Policy at four sites
(target: four).
• Have four partner organizations adopt and implement the policy
(target: three).
• Train 20 Lotus Bloom staff to present and reinforce the policy (target:
20).
• Conduct workshops at UCSF Benioff/Children’s Hospital Oakland for
94 residents.
• Host dental screenings at the Uptown/West Oakland location.
• Lead parent/child dance and movement classes, as well as Tae Kwon
Do classes for elementary-aged students.
• Hold 11 community playtime events attended by 731 children and
434 adults (target: eight events).
Mandela MarketPlace
• Complete an Ashland Cherryland Food Policy Council (ACFPC) vacant
land survey to identify parcels that are eligible for agriculture use
under AB 551.
• Connect ACFPC members to resources and trainings to increase food
and health policy advocacy skills.
• Build relationships with local and regional nonprofit, community, and
County partners.
• Engage at regional and state levels with legislators, other food policy
councils, and other partners to develop equitable food and agriculture
policies.
• Work with ACFPC, the Alameda County Health Care Services Agency
(HCSA), and the District 4 Supervisor’s office to negotiate and execute
a contract to provide $10,000 to ACFPC.
• With the Hayward Food Access Committee, engage service providers
and community, nonprofit, and city/County partners to increase
membership and build awareness of the Food Access Committee, and
establish a Food Access Committee leadership structure.
• Support the Food Access Committee’s grant writing to expand
community cooking classes to other facilities.
highlights
Lotus Bloom
100% of parent leaders attended
monthly meetings.
100% of the wellness ideas and
activities created were implemented
100% of partner organizations
adopted and implemented the
healthy Food Policy.
100%
100%
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 119
• Provide technical assistance to Hayward City Council members to
sustain and inform the direction of the Task Force and Food Access
Committee.
• Assist a Hayward City Council member with research and writing of
the first Hayward Homeless Count, which addressed service gaps for
the hungry and homeless community in Hayward.
• Translate client needs into projects that address expressed food
access gaps, including establishment of a community garden and
community-led cooking classes at South Hayward Parish.
• Develop a grid listing all food access service providers in the Hayward
area.
• Begin engagement to develop a food recovery program.
• With the Tri City Food Coalition, support brokering of relationships
among partners to participate in local food access-related projects,
including a mobile food pantry program.
• Engage and collect data and surveys on food access gaps and
challenges among food pantry service providers, nonprofits, farmers,
food waste service providers, and city/County partners.
• Connect local food entrepreneurs with trainings to build business
capacity, and provide support in entering markets.
• In Livermore, engage community, nonprofit and city/County partners
to conduct research and collect data on food access gaps in
Livermore.
• Develop a proposal for Mandela to provide technical assistance and
capacity-building support to train special needs youth to grow food
and launch a weekly produce stand in partnership with the city.
• Share the results of the community needs assessment shared with
County and city staff.
Niroga Institute
• Accept seven students into the Integral Health Fellows (IHF)
Transformative Life Skills training program, all of whom graduated.
• Have IHF graduates provided 766 hours of service (766 classes) at
approximately 33 sites.
• Have six of the nine graduates complete all 100 hours of their service
within the year.
• Teach yoga and stress-reduction classes to 11 Alameda County Public
Health Department (ACPHD) Chronic Disease Program sessions.
• Provide a yoga session and hand out yoga protocols to attendees at
ACPHD’s Diabetes and Wellness Day in San Leandro.
• Conduct weekly classes held at Tiburcio Vasquez Clinic with between
10 and 20 participants.
• Provide yoga therapy modules to four yoga teachers.
• Present a conference on youth and stress resilience with 150
attending.
highlights
Niroga Institute
100% of IHF program students
finished the course.
78% of students completed their
100 hours of service within one year.
90% of students report they have
gained knowledge and skills to
enhance their own health and well-
being.
100%
78%
90%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 120
Nutrition Services
• Staff an epidemiologist in the CAPE unit.
• Fund subcontractors East Oakland Boxing Association and Lotus
Bloom (see individual entries for specific accomplishments).
• Support a Program Specialist in Nutrition Services who receives all
requests coming from the community and organizational partners
and identifies the appropriate staff to promote nutrition, water, and
physical activity in Alameda County.
• Enable Nutrition Services to attend 40 community events/fairs to
reach over 5,000 Alameda County residents.
Project New Start
• Conduct 23 no-cost tattoo removal clinics.
• Provide 1,850-2,200 treatments for 51-62 high risk youth, of whom
75% are underinsured or uninsured.
• Rent lasers and purchase medical supplies and clinic-supplied food
and beverages.
• Provide support service linkage, care coaching, and guidance for
personal and professional development.
Public Health Nursing
• Draft a cross-departmental plan to place Community Health Outreach
Workers in county WIC sites to provide basic services including
enrolling eligible families in medical insurance programs and linking
them to primary care homes.
Public Health Nursing Healthy Living Project
• Conduct four training sessions consisting of a total of 43 classes.
• Enroll 54 students who set health-related goals and attended the
classes.
Success Story
Healthy Living Project
One of the students in the program
belonged to a low income family and
lived with a parent who was diabetic.
The student didn’t understand how
nutrition and physical activity could
play a role in diabetes, never paid
attention to what she ate, and only
exercised during PE because it was
mandatory. During the course she
gained interest in nutrition value
and food labels. She began to make
healthier choices and went from
drinking two sodas a day to half a
cup each day, while increasing her
water intake. She signed up for the
soccer team and enjoyed playing for
the season.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 121
Public health Services for homeless Residents:
Abode Services
www.abodeservices.org
FY 16/17 Allocation: $100,000 | Expended/Encumbered: $100,000
individuals served by Measure A: Information not submitted by provider (Total individuals served: 49)
Populations served: Information not submitted by provider
Services provided: Information not submitted by provider
Service area: Fremont, Newark, Union City, Homeless or transient
Background
Abode Services works to end homelessness by assisting low income,
unhoused people, including those with special needs, to secure stable,
supportive housing and by advocating for the removal of the causes of
homelessness.
Part of the Abode Services HOPE Project, the Tri-City Housing Navigation
program works with homeless clients who frequently come from
traumatized backgrounds and unstable family/social environments,
with anxiety and depression impacting their ability to positively relate
to the world. They also frequently have feelings of isolation, paranoia,
and frustration around traditional social services. Housing Navigators
work with clients to develop a sense of self-empowerment and strength,
boost self-esteem, and build up their resiliency to face the extreme
stresses that the homeless face.
Housing Navigators often act as a brokering or mediating party in the
referral process to other services for individuals who may not have been
able to navigate services on their own. Navigators work with clients on
developing coping skills to enable them to engage with staff at other
agencies.
After someone is housed, Housing Navigation staff continue to check on
participants, first focusing on their basic survival needs and then moving
into assisting them in finding deeper forms of fulfillment and support in
their new community.
Measure A Funding Summary
The HOPE Project Tri-City Housing Navigation program used its Measure
A allocation to fund one Housing Navigator position. The Housing
Navigator provided the following services:
• Manage a caseload of 25 chronically homeless individuals from the
highlights
14 clients completed exits from
Housing Navigation services in
South County, of which 12, or 86%,
obtained permanent supportive
housing (target: 80%).
86%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 122
Tri-City area at any one time (target: 40-50)
• Serve 49 total individuals over the course of the fiscal year (target:
60)
• Have 14 individuals submit Homestretch documentation, with eight
completing all housing match documentation by the end of the fiscal
year (target: 50)
• Provide a total of 410 contacts that resulted in service provisioning
for enrolled participants (target: 3,120)
Success Story
When a chronically homeless deaf
couple and their developmentally
disabled son received a Section
8 voucher, the Tri-City Housing
Navigator assisted them in the
housing search. He utilized a wide
variety of techniques to keep them
engaged during this process despite
frequent disappointments in the
difficult housing market. When a
unit was identified, the Housing
Navigator assisted the family
throughout the move-in process,
including working with movers to
get their belongings, assisting with
shopping for their new furniture,
and applying for subsidized utility
programs. He continued to work with
them for several months after they
were housed, including mediating
conflicts with the landlord and
teaching basic good tenancy skills.
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Senior injury Prevention Program
acphd.org/ipp/sipp.aspx
FY 16/17 Allocation: $115,000 | Expended/Encumbered: $115,000
individuals served by Measure A: 409 (Total individuals served: 409)
Populations served: Indigent, Low Income, Uninsured Adults, Seniors
Services provided: Public Health
Service area: Countywide
Background
The Alameda County Area Agency on Aging (AAA) works to ensure and
sustain a life free from need and isolation for all older Alameda County
residents. Through leadership and collaboration, AAA’s community-based
system of care provides services that support independence, protect
the quality of life of older Californians and persons with functional
impairments, and promote senior and family involvement in the
planning and delivery of services.
AAA’s Senior Injury Prevention Program (SIPP) includes the following
components:
• Minor home modifications. SIPP provides residential modifications of
homes that are necessary to facilitate the ability of older individuals
to remain at home and that are not available under other programs.
• Home Meds. Home Meds is a medication management program
designed to address medication-related problems and errors that
endanger the lives and well-being of community-dwelling elders. A
contact includes individualized in-home screening, an assessment
and alert process to identify medication problems, and computerized
screening and pharmacist review based on protocols to help prevent
falls, dizziness, confusion, and other medication-related problems for
elders living at home.
• Tai Chi: Moving for Better Balance. This physical activity program is
designed to improve balance, strength, and physical performance for
older adults to reduce fall frequency.
• A Matter of Balance. This physical activity program is designed
to reduce fall risk, reduce fear of falling, improve falls self-
management, improve falls self-efficacy, and promote physical activity.
Activities include group discussion, problem-solving, skill building,
assertiveness training, videos, sharing practical solutions, and exercise
training.
• Lifestyle-integrated Functional Exercise (LiFE). This physical activity
program is designed to improve the overall functional fitness and
well-being of older adults.
highlights
The Enhance Fitness program served
84 participants compared to a target
of 11—an increase of 764%—while
the ger-Fit program served 109
participants compared to a target of
13—an increase of 817%.
817%➔
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 124
• Geri-Fit®. This is a progressive resistance strength program designed
to the increase strength, flexibility, range of motion, mobility, gait, and
balance of older adults.
• Enhance Fitness. This program is designed to improve the overall
functional fitness and well-being of older adults.
Measure A Funding Summary
SIPP used its Measure A allocation to provide the following:
• Minor home modifications to 37 consumers (target: 30)
• Home Meds medication management to 29 consumers (target: 35)
• 782 Tai Chi: Moving for Better Balance classes to 116 participants
(target: 1,175 classes to 41 participants)
• 103 Matter of Balance classes to 13 participants (target: 366 classes
to 42 participants)
• LiFE sessions for 21 participants (target: 87)
• 869 Geri-Fit sessions to 109 participants (target: 638 sessions to 13
participants)
• 674 Enhance Fitness sessions to 84 participants (target: 487 sessions
to 11 participants)
Success Story
Client V. suffers from osteoarthritis
and had hip replacement surgery
about one year ago. She feels quite
unsteady on her feet and utilizes a
wheelchair to move from place to
place. Determined to improve her
balance, Client V. registered for the
Tai Chi: Moving for Better Balance
program and faithfully attended
every class. In the beginning,
she completed the movements
seated, but, eventually, she started
completing more of the movements
standing. Through physical
assessments, she improved in every
single category tested. Client V.
constantly expresses gratitude for
the program and now feels she is
strong enough to transition to a
group exercise class, where she can
continue progressing.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 125
Service Opportunities for Seniors
(Meals on Wheels)
sosmow.org
FY 16/17 Allocation: $16,000* | Expended/Encumbered: $16,000
individuals served by Measure A: 52 (Total individuals served: 1,958)
Populations served: Indigent, Low Income, Uninsured Seniors
Services provided: Hospital Inpatient, Hospital Outpatient, Public Health
Service area: Castro Valley
*Includes Board of Supervisors discretionary allocation from District 4/Supervisor Miley
Background
Service Opportunity for Seniors (SOS) Meals on Wheels assists
homebound seniors who are in need of supplemental balanced nutrition
and a wellness check through a daily home-delivered meal service to
prevent early institutionalization and to allow clients to remain safely at
home for as long as they can.
Meals on Wheels targets low income seniors who are age 60 and older,
homebound, alone, recently discharged from the hospital, or with a
physical or mental impairment.
Measure A Funding Summary
Meals on Wheels used its Measure A allocation to deliver 8,471 meals
and provide wellness checks to 52 unduplicated seniors in Castro Valley
(target: 5,000 meals to 20 seniors).
highlights
89% said that receiving a daily meal
and wellness check improved their
health and overall living situation.
89%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 126
Spanish Speaking Unity Council of
Alameda County, inc. DBA the Unity Council
unitycouncil.org/program/lmb/
FY 16/17 Allocation: $400,000 | Expended/Encumbered: $400,000
individuals served by Measure A: 240 (Total individuals served: 240)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families
Services provided: Public Health, Mental Health, Substance Abuse
Service area: Oakland, San Leandro
Background
The Unity Council helps families and individuals build wealth and assets
through comprehensive programs of sustainable economic, social, and
neighborhood development.
The Unity Council Latino Men and Boys (LMB) program works to
increase high school graduation rates and access to health services for
its target youth. Its model focuses on health, well-being, and cultural
healing.
LMB mentors provide comprehensive support to students, teachers/
administrators, and health staff, including counseling and mentoring
for youth. In addition, mentors provide coordinated and individualized
culturally relevant services and opportunities for youth and their
families to connect them to formal and informal supports, providers, and
community to support achievement of positive health and life outcomes.
Care coordination services include facilitation of and/or participation
in Coordination of Services Teams (COST); orientation, assessment, and
tracking; translation and interpretation; service coordination meetings
with principals, teachers, health providers, probation, and/or family
members; and referrals.
Measure A Funding Summary
The Unity Council LMB program used its Measure A allocation to achieve
the following:
• Serve 240 total participants (target: 275)
• Provide nine mentors who mentored 113 middle school youth
• Place four male participants in peer health group trainings
• Offer four health workshops at school health centers (SHCs) on topics
including manhood development, sex and healthy relationships,
mental health, the effects of drugs and alcohol, and the importance of
a nutritious diet and active lifestyle
Matching Funds
$495,443
from the following sources:
• The California Endowment
• Oakland Unified School District
(OUSD)
• Comcast
• OUSD Schools
• Corporations
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 127
• Ensure that 168 workshop participants had an annual well visit at the
SHC
• Conduct meetings and planning sessions with school and school
health center staff to recruit and coordinate care for participants
• Participate in COST and individual meetings
• Deliver values-based curriculum facilitated by mentors, AmeriCorps,
and SHC health educators at 10 school sites
• Host four parent engagement meetings for over 100 parents
facilitated by LMB mentors on topics including neglect, drug and
alcohol use and abuse, cultural differences, and understanding ways
children are exposed to trauma
• Work with SHC staff at 10 sites to build their capacity to engage
Latino young men and boys in health care access and services
highlights
In FY 16/17, the graduation rate
for LMB participants was 95%,
compared to OUSD's graduation
rates of 45% for Latino boys.
100% of participants have access or
have obtained information to receive
health services at ShC or outside
providers.
95%
100%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 128
Background
Spectrum Community Services improve the health and safety of seniors
and low income residents in Alameda County by enhancing their quality
of life and helping them age at home with dignity.
Spectrum’s Fall Risk Reduction Program (FRRP) classes and workshops
help seniors to avoid falls by working on cardiovascular endurance,
upper-body and lower-body strengthening, balance, and flexibility. The
program includes the Enhanced Fitness exercise class, which includes
fall prevention tips, and the I Have Fallen and I Can Get Up workshop
covering topics including home safety, medication management, how
to get up from a fall, ways to ask for help, using adaptive devices,
accountability partners, exercises, and resources in Alameda County. The
classes and workshops are offered free to participants, 44% of whom are
extremely low income.
FRRP uses a multi-pronged approach to address the physical, behavioral,
and environmental factors that contribute to falls. The physical aspect
focuses on balance, strength, and flexibility. The behavior aspect
educates participants about medication management, primary care
physician visits, vision and hearing checks, and healthier eating habits.
The environmental aspect educates participants about ways to make
the home safer or tips outside of the home to prevent from falling and
going to hospitals.
The Spectrum Senior Nutrition Program offers weekly evening meals
that include whole grains, fruits, vegetables, and dairy, thus helping
to supplement clients’ nutrient intake. The program also provides
socialization to participants.
FY 16/17 Allocation: $76,128 | Expended/Encumbered: $76,128
individuals served by Measure A: 465 (Total individuals served: 4,614)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Health
Service area: Ashland, Castro Valley, Cherryland, Fairview, Fremont, Hayward, Newark, Oakland, San Leandro, San
Lorenzo, Union City, Outside of Alameda County, Homeless or transient
*Includes Board of Supervisors discretionary allocations from
District 2/Supervisor Valle, District 3/Supervisor Chan, and District 4/Supervisor Miley
Spectrum Community Services, inc.
spectrumcs.org
highlights
Between 75 and 90% of participants
maintained or improved arm
strength, leg strength, and dynamic
balance and agility from the
beginning of the classes (target:
80%).
88% of participants reported being
fall-free during the most recent
quarterly reporting period (target:
75%).
75-90%
88%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 129
Measure A Funding Summary
Spectrum Community Services used its Measure A allocation to help
achieve the following:
• FRRP:
- Provide fall prevention class sessions to 317 seniors through 11
one-hour sessions each week (target: 400)
- Conduct 294 Enhanced Fitness assessments (target: 180)
- Provide Enhanced Fitness classes to 311 participants
- Offer 49 fall prevention tips in these classes (target: 48)
- Provide nine fall prevention workshops to 98 participants (target:
four workshops)
• Nutrition Program:
- Provide 1,960 meals to 43 participants (target: 1,920 meals)
- Provide 170 quarterly nutrition education materials
Success Story
Joanne found Spectrum’s FRRP
when her doctor diagnosed her
with a compressed fracture in
her back. The doctor gave her a
list of vitamins to help with the
osteoporosis but listed her health
condition as irreversible. When she
started attending classes, Joanne
was hunched over, and staff saw her
hair but never her face. After two
years of classes, she is walking more
upright. Instructors have noticed
her smile and how she is walking
with more confidence. Joanne
comments on her improvement: “I
feel great. Everything in class—from
the balance, to the aerobics, to the
strength training, to the stretches—is
helping me on a daily basis.”
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 130
Youth and Family Opportunity initiatives
achealthyschools.org/youth-development.html
FY 16/17 Allocation: $2,597,818 | Expended/Encumbered: $2,597,818
individuals served by Measure A: 14,083 (Total individuals served: 14,083)
Populations served: Indigent, Low Income, Uninsured Adults, Children, Families, Seniors
Services provided: Public Heath, Mental Health, Substance Abuse
Service area: Countywide
Background
The Center for Healthy Schools and Communities (CHSC) works to foster
the academic success, health, and well-being of Alameda County youth
by building universal access to high quality supports and opportunities
in schools and neighborhoods.
The countywide Youth and Family Opportunity (YFO) initiative provides
coordination of care, referrals, mental health services, and other types of
health supports to underserved youth and families across the County.
The YFO organizations provide services focusing on mental health,
public health, alcohol and drugs, and youth and community. In addition,
YFO organizations provide a continuum of integrated and high quality
programs and services through effective care coordination. Care
coordination ensures that youth and families are connected to formal
and informal supports, providers, and community across their lives to
support achievement of positive health and life outcomes.
YFO partners are situated in the County’s areas of highest need per
social determinants of health and work to address those needs in order
to interrupt cycles of inequity and create schools and communities that
support all young people to thrive.
The organizations involved in the YFO initiative include the following:
• Alameda Family Services (AFS)
• Alternatives in Action (AIA)
• Berkeley Youth Alternatives (BYA)
• East Bay Asian Youth Center (EBAYC)
• Fremont Family Resource Center
• La Familia Counseling Service
• Newark Unified School District (NUSD)
• REACH Ashland Youth Center
• Tri-Valley Health Initiative
• Union City Kid Zone (UCKZ)
• Youth Radio
highlights
In YFO surveys of youth and families,
90% of respondents agreed or
strongly agreed they now had a
place to go for health and wellness
services.
90%
Matching Funds
$2M
from the following sources:
• Medi-Cal Administrative Activities
(MAA)
• Alameda County funding:
Board of Supervisors, Probation
Department, Social Services
Administration
• Local and national foundations
• Federal grants
• Cities
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 131
The YFO organizations 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.
• AFS provides an array of health and wellness services to families,
including information and referrals, health and benefit enrollment
assistance, case management, and workshops.
• AIA provides critical care coordination, and health and wellness, youth
development, and family support services to address the needs of its
student and family population.
• BYA provides culturally competent case management, behavioral
health, and youth development services to low income children and
youth ages 6–18 and their families.
• 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 provides case management and
referrals to a wide array of health, wellness, and basic needs supports
to families, including behavioral health services for individuals and
groups, food and emergency housing, and family financial stability.
• La Familia 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), including outreach, case management, health
and wellness workshops, and referrals to HUSD youth and their
families.
• Newark Unified School District provides family support, health
education, and support services to NUSD youth and families.
• 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.
• The Tri-Valley Health Initiative supports Community Health and
Wellness Events in Pleasanton, Dublin, and Livermore to provide
physical, dental, and vision health screening and referrals, as well as
health care enrollment to youth and families.
• UCKZ offers a range of onsite supports and referrals to children and
families in the New Haven Unified School District, specifically in the
Decoto neighborhood of Union City.
• Youth Radio provides wraparound health and wellness support
to youth enrolled in their media arts education and internship
placement program, with services including assessment, case
management, behavioral health services, healthy food, and individual
mentoring.
Measure A Funding Summary
YFO used its Measure A allocation to achieve the following client results
across a variety of service areas:
• Health access
Success Story
Youth Radio
The Case Manager worked closely
with a young woman, Molly, to help
her access critical medical care.
Though fully covered with health
insurance through Kaiser, Molly had
difficulties advocating for herself
and scheduling appointments. This
difficulty was exacerbated by her
homeless status, and the fact that
Molly did not have a cellphone. The
Case Manager sat with Molly for
hours, helping her navigate Kaiser’s
system and getting appointments for
the consultation and procedure. After
the procedure, the Case Manager
met with Molly to make sure
everything went smoothly, and they
are still meeting on an as-needed
basis for 1-on-1 check-ins.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 132
- 738 families received onsite application assistance to enroll in
Medi-Cal, HealthPAC, or Covered California coverage.
- 698 families received onsite application assistance to enroll in
CalFresh, CalWORKs, or other public benefits.
- Over 3,000 families were provided information about health
insurance and benefits eligibility or referred to an offsite location
for application assistance.
• Youth-focused individual and group counseling, case management,
and behavioral health services
- 566 youth were served through Coordination of Services Teams
(COST) coordinated and/or or attended by YFO grantees.
- 370 youth received case management.
- 307 youth received individual services.
- 45 youth were seen in groups.
- 158 youth received crisis intervention support.
• Family-focused individual and group counseling, case management,
and behavioral health services
- 1,800 parents/caregivers received case management.
- 776 parents/caregivers received crisis intervention, including basic
needs support.
- 138 parents/caregivers received home visits.
- 12 parents/caregivers received one-on-one services.
- 31 families participated in family counseling.
- 81 parents/caregivers participated in family support groups.
• Health and wellness, leadership, and life skills
- 1,239 youth participated in health and wellness workshops focused
on health education and healthy lifestyle choices.
- 733 parents/caregivers participated in health and wellness
workshops focused on health education and healthy lifestyle
choices.
- 317 youth participated in leadership development activities that
increase resiliency by focusing on personal growth, health and
wellness, leadership, and life skills.
- 578 parents/caregivers participated in leadership development
activities that increase resiliency and ability to support their
children’s healthy development and success.
- 419 youth participated in additional life skills activities, such as
the Fremont Youth Empowerment Academy, mentoring programs, El
Joven Noble, and a Tier 1 friendship room.
• Referrals made for additional health and wellness services
- 370 youth received case management.
- 1,800 families received case management.
- 776 families were served with crisis intervention, including basic
needs referrals.
• Community events focused on raising awareness of free and
affordable health care services
- 87 community events were held.
- 14,683 contacts were made at the events.
highlights
91% of families agreed or strongly
agreed that the YFO program
helped them understand how to get
resources for themselves and their
family, and learn information or
skills they can use with their family.
77% of youth reported that they eat
healthier foods and/or exercise more
because of their YFO program.
91%
77%
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- 534 children and families in Livermore, Dublin, and Pleasanton
were provided with health information and services through the
Tri-Valley community health fairs.
- 105 physicals, including sports physicals, were given.
- 27 immunizations, including DTaP, MMR, VZ, IPV, and Hep B, were
given.
- 140 dental screenings, 159 vision screenings, and 66 hearing
screenings were provided.
Specifically, the YFO Initiative member organizations used their Measure
A allocation to achieve the following.
Fremont Family Resource Center
• Run the Youth Empowerment Academy, a seven-week program for
youth on probation that included instruction in health, self-advocacy
for health, education and basic needs services, substance use
education and referrals, and healthy communication and decision-
making skills
La Familia
• Train 45 parent ambassadors in topics ranging from facilitating a
meeting to health analysis and advocacy, plus HUSD topics such
as COST, full-service community schools, and child welfare and
attendance
• Conduct outreach and engagement to HUSD families on services and
opportunities available at La Familia and other health and wellness
organizations to over 5,000 people
NUSD
• Offer the Newark Parents Program, which provided health access
and family support services, including home visits, health and
benefits enrollment referrals, other health and basic needs referrals,
and regular workshops on topics including positive parenting and
nutrition
REACH AYC
• Provide more than 1,200 clients with more than 5,300 clinic visits at
the Fuente health clinic
Tri-Valley Health Initiative
• Through health fairs, provide 534 children, youth, and families with
health screenings, referrals, and direct services
UCKZ
• Provide case management and referrals to almost 1,200 families at
their hub and at New Haven Unified School District school sites
• Provide health and wellness workshops on topics such as nutrition,
positive behavioral interventions, depression, and loss and grief
Success Story
Fremont Family Resource Center
Samantha, a 38-year-old East Indian
woman with daughters aged 12
and 8, divorced her husband due to
domestic violence. Samantha came
to the Fremont Family Resource
Center because her time at the
shelter where she was living had
expired. She wanted to get resources
for mental health, food/clothing,
physical health, employment, and
child care. The Case Manager linked
Samantha to Alameda County
Social Services, helped her apply
for CalWORKs and CalFresh, and
assisted with choosing a managed
care provider. The Case Manager
also worked to secure transportation
and mental health services for
both daughters. She helped
Samantha rent a room and linked
her to a psychiatrist to stabilize her
depression.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 134
Youth UpRising
youthuprising.org
FY 16/17 Allocation: $71,535 | Expended/Encumbered: $71,535
individuals served by Measure A: 1,765 (Total individuals served: 14,480 service hours provided)
Populations served: Low Income Adults, Children, Families
Services provided: Mental Health
Service area: Countywide
Background
Youth UpRising (YU) works to transform East Oakland into a healthy and
economically robust community by developing the leadership of youth
and young adults and improving the systems that impact them.
In partnership with Castlemont Community Transformation Schools
(CCTS), First 5, Jewish Family Children Services, Kidango Preschool, and
Alameda County Behavioral Health Care Services, YU coordinated a
continuum of early childhood services in CCTS for the 2016/17 school
year. YU was responsible for implementing the necessary partnerships,
teacher consultations, and professional development to successfully
address the mental health and wellness needs of students attending
CCTS. The behavioral interventionist coordinated and provided school-
based behavioral support, early intervention groups, student mental
health consultation to teachers, staff development, parent engagement,
and 0-8 Early Childhood Hub Stakeholder collaboration.
Measure A Funding Summary
YU used its Measure A allocation to achieve the following at CCTS:
• Provide mental health consultation as an integrated, consistent
component of instructional staff professional development
• Provide a coordinated service referral and monitoring system
• Provide behavioral health interventions to reduce students’ mental
health barriers to attendance, engagement, and learning
• Facilitate parents’ ability to engage in school-based mental supports
for their child and family
Success Story
When a kindergarten student
demonstrated behavioral challenges
including hitting, biting, and hiding
from adults, the YU behavioral
health consultant worked with
the child’s caregiver and family,
teacher, school administrators, and
district services to have the child
evaluated. The child was offered a
placement in a setting that could
provide individualized attention and
support. The following summer, the
child attended summer school at
Parker Elementary School. Classes
in a different environment made
a significant impact. The child
had more language skills, which
resulted in less behavior problems
and more friendships. The child was
reunited with peers from the first
kindergarten class and was able
to experience mutually satisfying
interactions and relationships.
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 135
APPEnDiCES
APPEnDiX A: Measure A Revenue Received
APPEnDiX B: FY 16/17 Budget Information
APPEnDiX C : FY 16/17 Measure A Fund Distribution by Provider or Program
APPEnDiX D : Maps: Geographic Distribution of Providers Funded by Measure A in FY 16/17
Map 1 Alameda County Public Health Programs
Map 2 Alameda County Behavioral Health Care Services
Alcohol and Other Drug Providers
Map 3 Alameda County Behavioral Health Care Services
Mental Health Community-Based Organization Providers
Map 4 School Health Centers
Map 5 HealthPAC Provider Network
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 136
APPEnDiX A
Measure A Revenue Received
FY 04/05 through FY 16/17
tOtAL REvEnUE EARnED (FY 04/05 thROUgh FY 16/17)
$1.7 BiLLiOn
REvEnUE EARnED EACh FiSCAL YEAR (FY 04/05 thROUgh FY 16/17)
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
Alameda County Board of Supervisors$427 MiLLiOn
Alameda health System Board of trustees$1,274 M i LL iOn
130 140 1501201101009080
Millions of dollars
706050403020100
$71,756,087 $23,918,696
$82,401,622 $27,467,208
$85,377,759 $28,459,253
$86,889,558 $28,963,185
$75,929,787 $25,309,929
$70,587,890 $23,529,297
$79,135,112 $26,378,371
$84,405,378 $28,135,126
$90,786,904 $30,262,301
$95,191,659 $31,730,553
$ 102,925,182 $34,308,394
$106,982,790 $35,660,930
$99,321,959 $33,107,320
75%
25%
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 137
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2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 139
APPEnDiX C:
FY 16/17 MEASURE A FUnD DiStRiBUtiOn
BY PROviDER OR PROgRAM
gROUP 1: BEhA viORAL hEALth
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
Alameda County Behavioral health Care Services (BhCS) Community-Based Organizations (CBOs)
Mental Health Providers
Alameda County Mental Health Association 37,503 18,300
Alameda Family Services 7,377 0
Asian Health Services, Inc. 9,576 0
Axis Community Health, Inc. 4,990 0
Berkeley Addiction Treatment Services, Inc. 5,132 0
Bi-Bett Corporation 2,421 0
Bonita House, Inc. 57,234 45,701
Building Opportunities for Self-Sufficiency (BOSS) 31,665 31,665
Carnales Unidos Reformando Adictos, Inc. 36,694 36,694
Center for Independent Living 2,452 2,452
Community Health for Asian Americans 2,378 2,378
Crisis Support Services of Alameda County 33,119 1,578
East Bay Community Recovery Project 34,083 1,590
Filipino Advocates for Justice 15,359 15,359
Horizon Services, Inc. 7,560 0
Humanistic Alternatives to Addiction 2,328 0
Institute for the Advanced Study of Black Family Life and Culture 70,736 36,456
Magnolia Women's Recovery Programs, Inc. 11,027 359
Native American Health Center, Inc. 24,575 21,937
New Bridge Foundation, Inc. 33,937 29,218
Second Chance, Inc. 81,034 76,265
Senior Support Program of the Tri Valley 32,664 32,664
Southern Alameda County Committee for Raza 51,272 47,233
Southern Alameda County Committee for Raza 42,955 37,930
St. Mary's Center 37,262 37,262
Thunder Road-Adolescent Treatment 8,627 -
Uplift Family Services 30,719 30,719
West Oakland Health Council, Inc. 20,269 0
Unallocated 40,900 0
total Allocation 775,848 505,760
Center for Empowering Refugees and immigrants (CERi) 80,371 80,371
Center for healthy Schools and Communities (School-Based Behavioral health initiative)
Emery Unified School District 37,506 37,506
Hume Center 133,952 133,952
Other Program Expenses 450,898 450,898
total Allocation 622,356 622,356
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 140
gROUP 1: BEhA viORAL hEALth
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
Cherry Hill Sobering and Detoxification Center 2,143,224 2,122,733
Criminal Justice Screening and in-Custody Services 4,306,000 4,306,000
health Services for Unaccompanied immigrant Youth: La Familia Counseling Services 164,902 164,902
La Familia Counseling Services 50,000 50,000
Mental health Services for Juvenile Justice Center 360,000 360,000
Safe Alternatives to violent Environments (SAvE) 25,000 25,000
Senior Support Program of tri-valley 20,000 20,000
gROUP 2: hOSPitAL, tERtiARY CARE, OthER
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
St. Rose hospital 1,500,000 1,500,000
UCSF Benioff Children's hospital Oakland 2,000,000 2,000,000
gROUP 3: PRiMARY CARE
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
Alameda County Dental health 257,580 227,580
Axis Community health 98,300 98,300
Center for Elders' independence 53,581 53,581
Center for healthy Schools and Communities (School health Centers)
Alameda Family Services 203,607 203,607
City of Berkeley 170,250 170,250
East Bay Agency for Children 49,434 49,434
East Bay Asian Youth Center 51,834 51,834
Hayward Youth & Family Services 8,900 8,900
La Clinica de La Raza, Inc. 277,811 277,811
LifeLong Medical Center 113,500 113,500
Seneca Family of Agencies 48,223 48,223
Tiburcio Vasquez Health Center 219,681 219,681
UCSF Benioff Children's Hospital Oakland 103,668 103,668
Other Program Expenses 710,876 710,876
total Allocation 1,957,784 1,957,784
Community initiatives 18,000 18,000
Connecting Kids to Coverage (CKC) initiative 188,386 188,386
Davis Street Community Center, inc. 80,000 80,000
Direct Medical and Support Services (Oakland): Preventive Care Pathways 214,322 214,322
Fremont Aging & Family Services 53,581 53,581
health Enrollment for Children 300,000 300,000
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 141
gROUP 3: PRiMARY CARE
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
health Services for Day Laborers
Health Services for Day Laborers: Community Initiatives (Day Labor Center) 89,301 25,340
Health Services for Day Laborers: Multicultural Institute 89,301 89,301
Health Services for Day Laborers: Street Level Health Project 89,301 89,301
total Allocation 267,903 203,942
increase hospice Utilization: getting the Most Out of Life Program 50,000 50,000
Medical Costs for Juvenile Justice Services
Medical Costs for Juvenile Justice Center: Direct Service Planning & Administration 261,000 261,000
Medical Costs for Juvenile Justice Center: Mind Body Awareness Project 58,939 58,939
Medical Costs for Juvenile Justice Center: Niroga Institute 83,224 83,224
Medical Costs for Juvenile Justice Center: Victims of Crime 90,000 76,834
Unallocated 12,800 0
total Allocation 505,963 479,997
native American health Center 35,000 35,000
Primary Care Community-Based Organizations
Alameda Health Consortium:
Asian Health Services 580,741 580,741
Axis Community Health Center 607,166 607,166
La Clínica de La Raza 1,708,699 1,708,699
LifeLong Medical Center 660,149 660,149
Native American Health Center 256,088 256,088
Tiburcio Vasquez Health Center 827,442 827,442
Tri-City Health Center 562,651 562,651
West Oakland Health Council 167,558 167,558
total Allocation 5,370,494 5,370,494
Roots Community health Center 100,000 100,000
tiburcio vasquez 60,000 60,000
Washington hospital 33,000 33,000
gROUP 4: PUBLiC hEALth
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
Alameda Boys & girls Club, inc. 107,161 107,161
Alameda County Asthma Start 100,000 100,000
Center for Early intervention on Deafness 53,581 53,581
City of Alameda (Community Paramedicine Services) 246,048 246,048
City of San Leandro Senior Services 53,581 53,581
Countywide Plan for Seniors (home-Based nursing Case Management) 500,000 323,663
Countywide Plan for Seniors (injury Prevention, Meals, and nutrition) 750,000 702,369
Countywide Plan for Seniors (getting the Most Out of Life) 250,000 183,579
Eden Youth and Family Center 75,000 75,000
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 142
gROUP 4: PUBLiC hEALth
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
EMS Corps
Berkeley Youth Alternatives (BYA) 40,000 40,000
Other Program Expenses 564,942 564,942
total Allocation 604,942 604,942
Food As Medicine: Alameda County Community Food Bank 15,479 15,479
Food As Medicine: Alameda County Deputy Sheriffs' Activities League 84,693 84,693
Food As Medicine: Alameda County Public health Department 6,000 6,000
Food As Medicine: UCSF Benioff Children's hospital Oakland 27,966 27,966
genesis Worship Center 5,000 5,000
healthy homes Department: Fixing to Stay and group Living Facilities Project 229,337 229,201
hiv Education and Prevention Project of Alameda County (hEPPAC): Syringe Exchange Program 150,000 150,000
hiv Education and Prevention Project of Alameda County (hEPPAC): OPEnD Project 150,000 150,000
home visiting Services 1,250,000 878,568
La Clínica de La Raza, inc. (Dental Clinic Expansion Project) 1,000,000 1,000,000
LifeLong Medical Care: heart 2 heart 100,000 100,000
Mandela MarketPlace, inc. 10,000 10,000
needle Exchange Emergency Distribution 25,000 25,000
nutrition Services in West Oakland: City Slickers Farm 50,000 50,000
Public health Prevention initiative
CAL-PEP Inc. 48,566 48,566
Center for Oral Health 180,000 180,000
City of Berkeley 180,835 180,835
City Slicker Farms 70,000 70,000
East Oakland Boxing Association 52,530 52,530
HIV Education and Prevention Project of Alameda County 194,150 194,150
International Contact Inc. 47,162 38,717
Lotus Bloom 34,145 34,145
Mandela MarketPlace 122,024 122,024
Native American Health Center 153,151 153,151
Niroga Institute, Inc. 51,771 51,771
The Mentoring Center 51,425 51,425
Tiburcio Vasquez Health Center 590,000 589,382
Tides Center (Hope Collaborative) 80,000 80,000
Subtotal Program Expenses 1,855,759 1,846,696
Other Program Expenses 1,118,137 1,063,718
total Allocation 2,973,896 2,910,414
Public health Prevention initiative: EMS injury Prevention 210,112 210,112
Public health Services for homeless Residents: Abode Services 100,000 100,000
Senior injury Prevention Program 115,000 115,000
Service Opportunity for Seniors (Meals on Wheels) 16,000 16,000
Spanish Speaking Unity Council of Alameda County, inc. DBA the Unity Council (Latino Men and Boys Program) 400,000 400,000
Spectrum Community Services, inc. 76,128 76,128
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 143
gROUP 4: PUBLiC hEALth
MEASURE A ALLOCAtiOn FY 16/17
EXPEnDED /EnCUMBERED FY 16/17
Youth and Family Opportunity initiatives
Alameda Family Services 107,161 107,161
Alternatives in Action (AIA) 267,903 267,903
Berkeley Youth Alternatives (BYA) 107,161 107,161
City of Fremont 160,742 160,742
Dublin Unified School District 17,860 17,860
East Bay Asian Youth Center (EBAYC) 107,161 107,161
Fremont Unified School District 107,161 107,161
La Clinica de la Raza 112,519 112,519
Livermore Unified School District 3,563 17,860
Newark Unified School District 107,161 107,161
New Haven Unified School District 107,161 107,161
Pleasanton Unified School District 17,860 17,860
Southern Alameda County Committee for Raza dba La Familia Counseling Services 160,742 160,742
Spanish Speaking Unity Council (LMB) 64,297 50,000
Youth Radio 107,161 107,161
Other Program Expenses 1,042,205 1,042,205
total Allocation 2,597,818 2,597,818
Youth UpRising 71,535 71,535
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 144
APPEnDiX D
MAPS : gEOgRAPhiC DiStRiBUtiOn OF
PRO viDERS FUnDED BY MEASURE A in FY 16/17
Map 1 Alameda County Public Health Programs
Map 2 Alameda County Behavioral Health Care Services
Alcohol and Other Drug Providers
Map 3 Alameda County Behavioral Health Care Services
Mental Health Community-Based Organization Providers
Map 4 School Health Centers
Map 5 HealthPAC Provider Network
2016-2017 M E A S U R E A C I T I Z E N OV E R S I G H T CO M M I T T E E R E PO RT | 145
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Map 4
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Map 5
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