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My Brother's Keeper Sacramento;
This guide identifies steps toward improving opportunities for boys and men of color in Sacramento, and highlights policy and systems reform opportunities within four impact areas: Healthy Development, Education, Workforce Development and Justice Systems.
American Institutes for Research;
The Mental Health Services Act (MHSA)—funded by Proposition 63—supports five unique components: (1) Community Services and Supports, (2) Prevention and Early Intervention, (3) Workforce Education and Training, (4) Capital Facilities and Technology, and (5) Innovative Programs. In September 2010, the Sacramento County Division of Behavioral Health Services (DBHS) initiated a community planning process to develop Sacramento's first Innovation Project. DBHS convened an Innovation Workgroup that developed the Innovation Plan and the Respite Partnership Collaborative (RPC) Innovation Project.
Through a competitive selection process, Sacramento County DBHS awarded Sierra Health Foundation: Center for Health Program Management (the Center) a contract to administer the RPC Innovation Project. The RPC Innovation Project is a public-private partnership of the Sacramento County DBHS and the Center. The Center uses MHSA Innovation funding to support the RPC, whose members are from the community at large. RPC members make recommendations for respite service grants to community organizations. The RPC's goal is to increase local mental health respite service options to offer alternatives to hospitalization for community members experiencing a crisis in Sacramento County.
American Institutes for Research (AIR) conducted an evaluation of the RPC Innovation Project from April 2013 through March 2016. Evaluation objectives were to assess the extent to which the RPC Innovation Project achieved the following:
1. Promoted successful collaboration between public and private organizations (i.e., DBHS and the Center) in Sacramento County
2. Demonstrated a community-driven process
3. Improved the quality and outcomes of respite services in Sacramento County This report presents findings from evaluation activities, which included stakeholder interviews, RPC member surveys, and document reviews.
This report emphasizes data collected in the third year of the evaluation after June 2015. The report begins with a brief history of the RPC Innovation Project. Next we describe evaluation objectives and methods for conducting the evaluation. Finally, we present findings, organized by evaluation objective.
California HealthCare Foundation;
Since the last round of this study in 2011-2012, the Sacramento economy has largely rallied from its long post-recession slump. While the health care sector has remained mostly stable overall, it has grappled with capacity constraints and access challenges stemming largely from the Affordable Care Act (ACA) insurance coverage expansions. In addition, the competitive standing among the four major hospital systems in this region-- Dignity Health; Kaiser Permanente; Sutter Health; and University of California, David-- has shifted somewhat over the past few years.
Center for Community Health and Evaluation;
Sierra Health Foundation (Sierra Health) launched the Clinic Capacity Building Program in 2013 as part of the Sacramento Region Health Care Partnership. The goal of the Clinic Capacity Building Program was to respond to the anticipated growth in demand (i.e., number of patients) created by the implementation of the Affordable Care Act by strengthening community health centers' administrative and operational capacity. The program aimed to improve clinic leadership, care quality and financial sustainability, thereby increasing the number of high performing Federally Qualified Health Centers in the region.
In July 2014, Sierra Health contracted with the Center for Community Health and Evaluation (CCHE) to evaluate the effectiveness of its Clinic Capacity Building Program. The goal of the evaluation was to assess the effectiveness of the Clinic Capacity Building program and contribution of the program to changes in capacity among the five grantees. This is the Executive Summary of the final evaluation report, which was submitted to Sierra Health in December 2015.
American Institutes for Research;
The Mental Health Services Act (MHSA)—funded by Proposition 63—supports five unique components: (1) Community Services and Supports, (2) Prevention and Early Intervention, (3) Workforce Education and Training, (4) Capital Facilities and Technology, and (5) Innovative Programs. In September 2010, the Sacramento County Division of Behavioral Health Services (DBHS) initiated a community planning process to develop Sacramento's first Innovation Project. DBHS convened an Innovation Workgroup that developed the Innovation Plan and the Respite Partnership Collaborative (RPC) Innovation Project. American Institutes for Research (AIR) is conducting an evaluation of the RPC Innovation Project. Evaluation objectives are to assess the extent to which the RPC Innovation Project does the following:
Promote successful collaboration between public and private organizations (i.e., DBHS and the Sierra Health Foundation: The Center for Health Program Management [the Center]) in Sacramento County
Demonstrate a community-driven process
Improve the quality and outcomes of respite services in Sacramento County
To address the evaluation objectives; the evaluation includes interviews, an RPC survey, a community survey, and a document review. This report presents findings from evaluation activities conducted from June 2014 to April 2015 to DBHS, RPC members, and the Center.
American Institutes for Research;
The Mental Health Services Act (MHSA)—funded by Proposition 63—was enacted in California in November 2004. MHSA funding supports five unique components: (1) Community Services and Supports, (2) Prevention and Early Intervention, (3) Workforce Education and Training, (4) Capital Facilities and Technology, and (5) Innovative Programs. Innovative programs contribute to learning by testing new approaches to inform current and future practices.
In September 2010, the Sacramento County Division of Behavioral Health Services (DBHS) initiated a community planning process to develop Sacramento County's first Innovation Project. Through community input, the Respite Partnership Collaborative (RPC) Innovation Project was created with the goal to create alternatives to hospitalization by increasing local mental health respite service options for community members experiencing a mental health crisis in Sacramento County. The project seeks to: (1) create learning opportunities on how the project is developed and administered, (2) integrate community feedback into program development and implementation, and (3) expedite the release of funds of respite services to community organizations. The RPC Innovation Project is administered by the Sierra Health Foundation: The Center for Health Program Management (the Center).
As part of the Innovation Project, an evaluation contract was awarded to American Institutes for Research (AIR) to evaluate the 5-year RPC Innovation Project. The main evaluation objectives are to assess the extent to which the RPC Innovation Project does the following:
Promotes successful collaboration between public and private entities (i.e., DBHS and the Center) in Sacramento County.
Demonstrates a community-driven process.
Improves the quality and outcomes of respite services in Sacramento County.
The purpose of this annual report is to present early findings from evaluation activities conducted from June 2013 through June 2014. Evaluation methods employed include interviews, surveys, and document review.
Pew Charitable Trusts;
The Great Recession created fiscal challenges for the 30 cities at the centers of the nation's most populous metropolitan areas that continued well past the recession's official end in June 2009. For most of these cities, the fiscal brunt was borne later than for the national and state governments and recovery has been slow.
Cities dealt with fiscal strain in a variety of ways: dipping into reserve funds, cutting spending, gaining help from the federal or state governments, and increasing revenue from tax and nontax sources. Although these strategies offered short-term solutions, many cities still faced declining revenue in 2011, the consequence of reduced spending, shrunken reserves, and rising pension and retiree health care costs.
Property taxes, which can be slow to respond to economic swings, helped delay the early fiscal effects of the Great Recession for most of these cities, but they began to decline in 2010, reflecting a deferred impact of the housing crisis. This trend was compounded by increasingly unpredictable aid from states and the federal government that were dealing with their own budgetary constraints.
Researchers from Pew standardized data from the Comprehensive Annual Financial Reports from 2007 through 2011, the latest year of complete data available, for all of these 30 cities. This report examines key elements of each city's fiscal conditions, including revenue, expenditures, reserves, and long-term obligations, and adjusted them for inflation to facilitate comparison across the years. These adjustments allow insight into fiscal trends across cities and over time. Direct comparisons between cities may be limited, however, by differences in cities' tax structures and the range of services each city provides
Center on Reinventing Public Education (CRPE);
The Center on Reinventing Public Education (CRPE), with funding from the Bill & Melinda Gates Foundation, has been monitoring, supporting, and analyzing the cross-sector collaborative work undertaken in 16 District-Charter Compact cities. CRPE tracks progress on agreements and reports on local political, legal, and financial barriers to collaboration, and also facilitates networking and problem-solving among participants. Using data and documents from interviews with district and charter leaders, this interim report details the first two years of Compact work and finds evidence that these cities have made mixed progress on a number of fronts, such as facilities sharing, equitable funding for charter schools, more high-performing schools, and improved access to high-quality special education. But challenges like leadership transitions, local anti-charter politics, and key leaders' unwillingness to prioritize time and resources for implementation have thwarted efforts in some cities. The report includes key Compact agreements and measurements of progress for each city, plus a checklist for district and charter leaders considering a collaboration Compact.
Cottage Housing Incorporated;
Poverty is a well-documented risk factor for family involvement with child protective services and other elements of the child welfare system.Recent studies show that homeless families have higher rates of being involved in the child welfare system than the general population.However, there is little known about how supportive housing programs for homeless families can affect their long-term outcomes.
This report describes the outcome evaluation of Cottage Housing Incorporated's Serna Village program in Sacramento, California. Serna Village is a supportive housing program serving homeless families. Outcomes from the program illustrate that it is possible to end recidivism into the child welfare system for homeless families by providing them with permanent housing and comprehensive support services. Although homeless and marginally housed families have high support and case management services can prevent these disenfranchised families from re-entering the foster care system.
The intervention of supportive housing -- housing and services focused on the unique needs of adults and their children exiting homelessness -- may break the cycle of abuse and neglect among these families.
Conducted in 2011, this study involved a sample of 293 children and youth from approximately 150 families who lived with one or more parents in Cottage Housing Incorporated's Serna Village between 2002 and 2009, thefirst seven years of the program.
The findings from this study indicate that comprehensive supportive housing programs following a best-practice model can provide homeless parents and their children with stable living for a significant period of time. Supportive housing programs also may give homeless parents an opportunity to find and maintain employment, work on their education, save a substantial amount of money for move-out costs, learn daily living skills, experience a real-world living situation and prevent re-entry into the child welfare system. The outcomes from this study may help inform policymakers and child welfare administrators with recommendations to better assist marginalized families and save valuable funding dollars.
Council of State Governments Justice Center;
On January 22, 2013 the Council of State Governments Justice Center released The Impact of Probation and Parole Populations on Arrests in Four California Cities. The unprecedented study answers one question that to date has been a matter of speculation among law enforcement and corrections officials everywhere: to what extent do people on parole and probation contribute to overall crime rates?
The Chiefs of the Los Angeles, Redlands, Sacramento, and San Francisco Police Departments commissioned the analysis in 2010. Collecting and analyzing the data required an extraordinary effort spanning 11 independent agencies, including four local police jurisdictions, county law enforcement and probation agencies, two county sheriffs' departments and the California Department of Corrections and Rehabilitation (CDCR). Researchers at the CSG Justice Center collected and matched more than 2.5 million arrest, parole, and probation records generated between January 1, 2008 and June 11, 2011.
Among the most notable findings in these four jurisdictions:
The majority of all adult felony and misdemeanor arrests were of people who were not currently under supervision. People under supervision accounted for only 22 percent of total arrests.
Whereas people under probation and parole supervision accounted for one out of every six arrests for violent crimes, they accounted for one out of every three drug arrests.
During a 3.5 year period in which total arrests fell by 18 percent, the number of arrests involving individuals under parole supervision declined by 61 percent and by 26 percent for individuals under probation supervision.
Sierra Health Foundation;
This strategic plan offers a road map to develop an integrated health care delivery system model for the four-county Sacramento Region. The plan to build capacity and efficiently coordinate care would expand access to high-quality and culturally sensitive services for low-income adults and children across the region.