THE BOARD OF SUPERVISORS OF THE COUNTY OF STANISLAUS ACTION AGENDA SUMMARY

ity Services Agency BOARD AGENDA # *B-8

Urgent Routine AGENDA DATE March 21,2006 CEO Concurs with Recommendation YES &O 415 Vote Required YES NO

(Infor ation Attached)

SUBJECT: Approval to Participate in the California Connected by 25 lnitiative, an Expansion of the Foster Youth Transitions-Connected for Life Project

STAFF RECOMMENDATIONS:

1. Approve the participation in the California Connected by 25 lnitiative, an expansion of the Foster Youth Transitions-Connected for Life Project.

2. Authorize the acceptance of a grant from the San Francisco Foundation Community lnitiative Funds for California Connected by 25 lnitiative (CC251) in Stanislaus County.

3. Authorize the Community Services Agency Director, or his Assistant Director Designee, to sign the agreement not to exceed the total contract amount of $150,000 for the period of February 27, 2006 through June 30,2008.

FISCAL IMPACT: The total grant award is $150,000. The agency will receive an annual payment of $50,000 for three years which include Fiscal Years 2005-2006 through 2007-2008. Appropriations and corresponding revenues for $50,000 or one-third of the grant are included in Fiscal Year 2005-2006 Midyear Budget for the Community Services Agency (CSA) Fund 1631-Se~iceS and Support. Appropriations and revenues for the two succeeding years will be included in the Community Services Agency's Services and Support budget requests to the Board. There is no cost to the County General Fund.

.................................................................................................................... BOARD ACTION AS FOLLOWS:

NO. 2006-1 88

On motion of Supervisor ----- ~ ~ g _ v _ e ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ , Seconded by Supervisor ---- Madelsl ---- 111111111111 and approved by the following vote, Ayes: S U ~ ~ N ~ S O ~ S : ~ Q ~ ~ ~ B ~ ~ ~ ~ ~ ~ ~ ~ ~ B ~ ~ ~ ~ I Q Y ~ I . ~ ~ ~ ~ ~ ~ ~ ~ O ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ S ' U D Q ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ - Noes: Supervisors:Non-e ..................................................................................... Excused or Absent: S U ~ ~ N ~ S O ~ S : N Q D ! ~ ........................................................................ . . Abstalnlng: Supervis0r:Nom ................................................................................ I) X Approved as recommended 2) Denied 3) Approved as amended 4) Other: MOTION:

ATTEST:

Approval to Participate in the California Connected by 25 lnitiative, an Expansion of the Foster Youth Transitions-Connected for Life Project Page 2

DISCUSSION:

Stanislaus County Community Services Agency has received a grant award of $1 10,000 from the Stuart Foundation for Fiscal Year 2005-2006. The Board of Supervisors approved acceptance of this award and start-up of the Foster Youth Transitions-Connected for Life project on August 23, 2005. The Stuart Foundation funding award currently supports development and implementation of a system of integrated supports and services to aid transitioning foster youth to become self-sufficient. Recently, the William and Flora Hewlett Foundation offered additional funding to allow expansion of the Foster Youth Transitions Project. The Hewlett Foundation is awarding $50,000 in funding each year for up to three years and has transferred these monies to the San Francisco Foundation Community lnitiative Funds, to administer and disburse these grant funds. With the additional Hewlett Foundation support, the Foster Youth Transitions lnitiative is now called the California Connected by 25 lnitiative. Stanislaus is one of five California counties participating in this national initiative, which has been made possible by the collaborative efforts of the Stuart, Walter S. Johnson, William and Flora Hewlett, Schwab, and Annie E. Casey Foundations.

The additional grant award of $150,000 to Stanislaus County for our local Foster Youth Transitions-Connected for Life project will allow us to expand opportunities for emancipating foster youth in several key areas:

(1) Provide assistance with start-up and development of a plan for sustainability for an educational advocacy and tutoring program (in partnership with local schools, Huntington Learning Center, the Stanislaus County Foster Parent Association, and foundations and charitable donors within the community);

(2) Enhance focus on part-time employment and career exploration during transitional independent living planning, and provide additional funding to support start-up and development of a plan for sustainability of our local Bridge to College and Career program, which is being developed in partnership with Modesto Junior College, the Stanislaus County Department of Employment and Training, and the Stanislaus Economic Development and Workforce Alliance (the local workforce investment board);

(3) Develop all aspects of the Jim Casey Youth Opportunity Passport for former foster youth up to age 24, in partnership with our Youth Advisors, Foster Youth Transition-Connected for Life Advisory Panel, United Way Power of the Purse, the Alliance Small Business Development Center, local banking partners, and other community members and youth supporters. An incentive program will be initiated and Opportunity Passport youth will receive financial literacv trainina and have a ~ersonal debit account and individual " development savings account. All ~ ~ ~ o r t u n / t ~ Passport youth as well as youth participating in the Independent Living Program will have access to door openers and training and services in the areas of financial literacy, entrepreneurship,' and asset development.

Each of the activities identified above is an important addition to our Foster Youth Transitions Project not only because youth opportunities are increased in key areas, but also because these activities promote the development of new partnerships and a system of shared community

Approval to Participate in the California Connected by 25 lnitiative, an Expansion of the Foster Youth Transitions-Connected for Life Project Page 3

services and supports. The partnerships developed between the child welfare agency, education, workforce development, and the community through this lnitiative will improve systems linkages, expand opportunities for former foster youth up to age 24, and expand community support, private sector investment, and sustainability of programs and resources for transition-aged youth over time.

Outcomes to be achieved during the next three years include:

lncrease the percentage of emancipating foster youth who have obtained a diploma, GED, passage of the proficiency exam, certificate of completion of high school or vocational education.

lncrease the percentage of emancipated foster youth who enroll in postsecondary education andlor vocational programs within one year of emancipation.

lncrease the percentage of foster youth participating in part-time employment prior to their emancipation.

lncrease in the percentage of foster youth who emancipate from care with a savings account established.

lncrease in the percentage of emancipating youth saving money using a Youth Individual Development Accounts.

lncrease in the percentage of emancipated youth who report savings of $100 or more 12 months post-emancipation.

We are now requesting to participate in the California Connected by 25 lnitiative, an expansion of the Foster Youth Transitions-Connected for Life Project and the authorization to accept this grant.

POLICY ISSUE:

The Board is asked to consider whether approval of this request supports the Board's priority of a safe community, effective partnerships and efficient delivery of public services.

STAFFING IMPACT:

There is no staffing impact associated with this request,

GRANT AGREEMENT

THIS GRANT AGREEMENT is made as of February 27, 2006, between The San Francisco Foundation Community Initiative Funds, a California nonprofit public benefit corporation ("Grantor"), and Stanislaus County Community Services AgencyIChild and Family Services, ("Grantee"), a public child welfare agency located in Modesto, Califomia

Grantee's address is P.O. Box 42, Modesto, C G 95353. Grantee's contact person for this grant is Ken R. Patterson, and his telephone number is (209) 558-2500 and e m d address is PatterK@co.stanislaus.caus.

In furtherance of its charitable and educational purposes, Grantor now wishes to make a grant to Grantee, in the amount and on the terms and conditions in this Agreement.

In consideration of the mutual rights and obligations set forth herein, the parties to this Agreement hereby agree as follows:

1. The purpose of this grant is to further the Grantor's charitable and educational purposes by funding activities to strengthen and sustain services for emancipating and emancipated foster youth residing or placed in Stanislaus County as part of the Califomia Connected by 25 Initiative. Grantee will abide by the terms of Grantee's project proposal (narrative and budget) attached as Exhibit 1.

2. The total amount of the grant contemplated by this Agreement is $150,000, subject to the last sentence of this pamgraph 2 (the "Grant"). Withii 21 days after the execution and delivery of this Agreement by Grantee to Grantor, Grantor shall pay to Grantee the sum of $50,000, with two additional payments of $50,000, each to occur on July 1,2006, and July 1,2007, subject to Grantee's satisfactory progress toward project proposal goals (see Exhibit 1). Grantee understands and agrees that Grantor's ability and obligation to pay any amount of the Grant to Grantee under this Agreement depends upon Grantor's receipt of sufficient funds from contributors in support of the purposes described in paragraph 1, and Grantee agrees not to take any action to require Grantor to pay to Grantee any amount under this Agreement to the extent that such funds on deposit with Grantor are insufficient on the date the amount is due to be paid to Grantee.

3. Grantee shall use the Grant solely for the purposes stated in paragraph 1, and Grantee shall repay to Grantor any portion of the Grant that is not used for those purposes. Any significant changes in the purposes for which grant funds are spent must be approved in writing by Grantor before implementation.

4. Grantee shall report to Grantor or Grantor's agent in writing, on May I*, 2007, and May 1": 2008, on the activities conducted by Grantee with the proceeds of the Grant and all expenditures made from Grant funds, and on Grantees compliance with the terms of this Agreement. The Grantee's report may be incorporated into and submitted as part of the California Connected by 25 Initiative Annual Report io the Stuart Foundation.

5. With regard to any subgrantees convenient or necessiuy to cany out the purposes of the Grant, Grantee shall retain 1 1 1 discretion and control over their selection, acting completely independently of Grantor. There is no agreemenf written or oral, by which Grantor may cause Grantee to choose any particular subgrantee.

6 . The Grant shall not be used in any attempt to influence legislation within the meaning of Code Section 491 1(d) as interpreted by applicable Treasury Regulations and rulings of the Internal Revenue Service. Grantee shall not use any portion of the Grant to participate or intervene in any political campaign on behalf of or in opposition to any candidate for public office, to induce or encourage violations of law or public policy, to cause any private inurement or improper private benefit to occur, nor to take any other action inconsistent with Section 501(c)(3) of the Code.

7. Grantee is solely responsible for the activity supported by the grant funds, the content of any product of the project, and the manner in which any such product may be disseminated. Grantee shall not transfer or assign this Agreement without the prior written consent of Grantor. This Agreement does not create any relationship of agency, partnership, or joint venture between the parties, and no party shall make any such representation to anyone.

8. Grantee shall notify Grantor immediately of any change in Grantee's executive staff or key staffresponsible for achieving the Grant purposes.

9. Neither this Agreement nor any other statement, oral or written, nor the making of any contribution or grant to Grantee, shall be interpreted to create any pledge or any commitment by Grantor or by any related person or entity to make any other grant or contribution to Grantee or any other entity for this or any other project. The Grant contemplated by this Agreement shall be a separate and independent transaction from any other transaction between Grantor and Grantee or any other entity.

10. Grantee shall defend, indemnify and hold Grantor, its officers, employees and agents harmless from and against any and all liability, loss, expense (including reasonable attorneys' fees), or claims for injury or damages arising out of the performance of this agreement but only in proportion to and to the extent such liability, loss, expense, attorneys' fees, or claims for injury or damages are caused by or result from the negligent or intentional acts or omissions of Grantee, its officers, agents, or employees.

Grantor shall defend, indemnify and hold Grantee, its officers, employees and agents harmless from and against any and all liability, loss, expense (including reasonable attorneys' fees), or claims for injury or damages arising out of the performance of this agreement but only in proportion to and to the extent such liability, loss, expense, attorneys' fees, or claims for injury or damages are caused by or result from the negligent or intentional acts or omissions of Grantor, its officers, agents, or employees.

11. In the event that Grantee violates or fails to carry out any provision of this Agreement, including, without limitation, failure to submit reports when due, Grantor may, in addition to any other legal remedies it may have, refuse to make any future grants or installment payments of this Grant to Grantee, and Grantor may demand the immediate return of all or any unexpended portion of the Granf and Grantee shall immediately comply therewith.

12. Grantee's recordkeeping and inspection requirements are as follows: Grantee shall maintain books to show these grant funds separately. All expenditures made in furtherance of the purposes of the grant shall be charged off against the grant and shall appear on those books. Grantee shall keep records to substantiate such expenditures. Grantee shall make such books and records available to Grantor at reasonable times for review and audit. Grantor may also monitor the Grant or verify any information contained in the Grantee's reports by interviewing the Grantee's personnel. Orantee shall keep copies of all such books and records at a location known to and accessible to Grantor for at least four years after completion of the use of the grant funds. The requirements of this paragraph shall survive any termination of this Agreement.

13. This Agreement supersedes any prior oral or written understandings or communications between the parties and constitutes the entire agreement of the parties with respect to the subject matter hereof. This Agreement may not be amended or modifred except in a writing signed by both parties hereto.

IN WITNESS WHEREOF, the parties have executed or caused to be executed this Grant Agreement on the dates set forth opposite their signatures below.

SAN F W C I S C O FOUNDATION COMMUNITY INITIATIVE FUNDS

DATED: ,2006 Signed: David S. Barlow. Executive Director

FOR STANISLAUS COUNTY COMMUNITY SERVICES AGENCY

DATED:, 2006 Signed: Ken R. Patterson, Director Community Services Agency

EXEIrSlT 1 : PROJECT PROPOSAL & BUDGET

STANISLA US COUNTY CONNECTED BY 25 PROPOSAL

ADDENDUM

SUMMARY: Stanislaus County will expand its Connected by 25 Project through broad community partnerships and implementation of key strategies focused onJinancia1 literacy, usset development, and postsecondary education, job training and employment. We will expand our planning start-up w d sustainability efforts for a bridge to college and careerprogram, implement all mpects of the Jim Casey Opportunity Passport, and develop and implement a Huntington Learning Center tutoring program ,for foster youth. These additional strategies, which build y o n and compliment the current activities of our youth and adult partnership boards and current project workplan activities, will result in a comprehensive and integrated system of local transition supports and services for emancipalin~emancipated foster youth ages 14 through 23. These addtional strategies will assist us to improve outcomes for transition-agedyouth in the areas ofK- I 2 education, housing, employment/ll.aining/postsecondq education, and Jinancial competency and asset development.

Funding Request: $50,000 Start Date: January 1,2006 Project End: June 30,2008

Submitted by: Crystal Luffbeny, Manager 111 Stanislaus County Community Services Agency Child and Family Services P. 0. Box 42 Modesto, CA 95353 (209) 558-2348

PROJECT SUMMARY

Stanislaus County, in collaboration with youth, caregivers and community partners, will build a range of transition services and improve outcomes for emancipating/emancipated,fOsfer youth. A primary goal of this project is to improve Stanislaus County foster youth readiness for emancipation by providing outreach, information, advocacy, services and supports that address basic needs, special needs and transitional needs of foster youth up to age 21. This project addendum outlines work plan goals and activities that develop the financial, educational, vocational, and entrepreneurial opportunities for youth leaving foster care up to age 24. As a result of the activities outlined in this project addendum the jinancial competency, post-secondary education, employment and housing outcomes of emanciputed foster youth in Stanislaus County will improve.

Our original project activities were developed through multi-disciplinary Self--Evaluation Workgroup meetings. Between mid-October and early December 2004, weekly meetings involving Independent Living P r o p m (LLP) and Aftercare social workers, child welfare andprobation stafl youth, caregivers, and numerous other service providers and community members met to evaluute existing transition services, outcome data, systems issues, und gaps in service delivery. Organizations or aflliations represented in this planning process included California Youth Connection (CYC), Court-Appointed Special Advocates (CASA), faith-based community representation, foster family agencies, Stanislaus County Foster Parent Associdion, California State University Stanislaus, Stanislaus County Ofice of Education, Behavioral Health & Recovery Children's System of Care, Department of Employment and Training, and Stan WORKY.

Through data and systems analyses and review of a local s tdy on transition-aged youth, we recognized that there is a lack of access to tangible resources for youth emancipating)om our foster care system. Though locally youth have eligibility for and access to health and mental health services up to age 21 through continuing Medi-Cal and EPSDT services, there are significant barriers and systems issues preventing these youth )om developing assets and becoming self- suflcient, with two key meas of need being Transitional Housing and Employment/Job Training/Post-seconday Education opportunities. In preparation for development of this addendum, we have done further exploration in this urea and have also come to realize that our emancipating youth are provided with little formal training in the area offinanciul competency, and that without such training combined with housing, post-secondary education, entrepreneurial opportunities and/or vocational training leading to high-wage career pathways, it is unlikely that many of them will develop the needed skills and experience and accumulate the assets that will lead to se~-suficiency. We would like to support and expand our original project work plan to strengthen our program in these areas. We propose targeting our additioml activities and resources as follows:

(1) Provide assistance with start-up and development of a plan for suslainability for an educational advocacy and tutoringprogrum (in partnership with local schools, Huntington

Learning Center, the Stanislaus County Foster Parent Association, andfoundations and charitable donors within the community);

(2) Enhance focus on part-time employment and career exploration during transitional independent living planning, and provide additional funding to support start-up and development of a plan for sustainability of our local Bridge lo College and Career program, which is being developed in partnership with Modesto Junior College, the Stanislaus County Department of Employment and Training, and the Stanislaus Economic Development and Workforce Alliance (the local worl$orce investment board);

(3) Develop all aspects of the Jim Cmey Youth Opportunity Passport for former foster youth up to age 24, in partnership with our Youth Advisors, Fosfer Youth Transition-Connected for Life Advisory Panel, United Way Power of the Purse, the Alliance Small Business Development Center, local banking partners, and other community members and youth supporters. An incentive program will be initiuted and Opportunity Passport youth will receive $nuncia1 literacy training and have a personal debit account and individual development savings account. A11 Opportunity Passport youth as well as youth participating in the Independent Living Program will have access to door openers and training and services in the areas of $nuncia1 literacy, entrepreneurship, and asset development.

Each of the activities ider?t@ed above is an important addition to our work plan not only because youth opportunities me increased in key areas, but also because these activities promote the development of new partnerships and a system of shared community services and supports. The partnerships developed between the child weyare agency, education, workforce development, and the community through these work plan activities will improve systems linkages, expand opportunities for former foster youth up to age 24, and expand community support, private sector investment, and sustainability ofprograms and resources for transition-agedoth over time.

CIULLENGES AND STRATEGIES TO ADDRESS THEM

K-12 EDUCATION GOAL: YOUTH ARE PREPARED FOR POST-SECONDARY EDUCATION, JOB TRAINING, AND/OR EMPLOYMENT THROUGHSUCCESSFUL COMPLETION OF K-I2 EDUCATION

Strategy: ( I ) Expandpartnerships and Stanislaus County capacity to provide educational

advocacy, support and services for foster youth in Stanislaus County by start-up of a tutoring program for youth and development of a plan for susiainability. ( L e d : Manager 111 and Social Worker Supervisor II over ILP and CWS Educational Liaison.)

Year 1 Benchmarks:

Identzfy 15foster youth in need of additional academic support and coordinate with local school districts to implement student study teams to better address the academic needs of the student. A screening, statement of commitment and selection process has been developed for a local program of intensive tutoring services for older youth and several youth have begun to receive intensive tutoring +om Huntington Learning Center. A contract will be in place for community outreach and marketing of our tutoring program to build partnerships and $nuncia1 resources for sustainability.

Year 2 Benchmarh: Identzfi 30 foster youth in need of addirional academic suppori, and coordinate with local school districts to implement student study teams to better address the academic needs of the student. At least 5 youth will be enrolled in and receiving intensive Huntington Learning Center tutoring services. A community-based location for handling of charitable donations and payment to Huntington Learning Center for services rendered has been identiJied or developed. At least $2,000 in charitable donations will have been received @om the community for tutoring services for foster youth.

Outcomes: For Stanislaus County dependents or war& in foster care, increase percentage o j emancipating foster youth who have obtained a diploma, GED, passage of the pvo$ciency exam, certijicate of completion of high school or vocational education, +om baseline topercent determined appropriate.

Dkcusswn: With limited or no family support and a host of other emotional and educational impacts arising

@om a history of abuse, neglect, school change andplacement instabili& transitioning foster youth in StanisIaus County lack the full spectrum of supports traditionally associated with making a successJi1 transition to adulthood

The problems faced by transitioning foster youth and other disadvantaged youth are compounded by the broader challenges faced by all adults in moving into self-sustaining work without needed education, employment and social skills. In today's economy it is clear that some form of post-secondary education and training is needed to achieve economic self-sufficiency. Census data shows that individuals with some post-secondaq education earn a fill 50 percent more than those without a high school degree ($32,400 compared to $21,391 for those without a high school degree). The difference for a family of four is the difference between being above and below the poverty level. By 2006 economists estimate that almost two-thirds of all jobs will require education and skills greater than a high school diploma Yet only an estimated 20 to 40 percent of foster youth locally graduate ftom high school. These poor educational outcomes are not unique to Stanislaus County youth. A recent study by Chapm Hall comparing transitioning foster youth in the Midwest with a broad sample of youth, included the following findings:

Transilioning foster youth were more likely to have been held back a grade, were twice as likely to have been suspended &om school, and were four times as likely to have been expelled. At age 17, though mostly in the upper grades of high school, they were reading, on average, at a seventh grade level.

Other studies have documented the educational issues, needs and outcomes for foster youth as follows:

Children who expericnced multiple placement changes during the school year that resulted in changing schools were less likely to be at or above grade level or to be involved in extra-cunicular activities (Ayasse, 1995).

It takes four to six months for a child to recover academically after each change in schoois (Calvin, 2001).

Only 60% of foster youth perform at or above grade level as opposed to 80% of non-foster youth (White, Carrington, and Freeman, 1990).

Studies have found that a significant number of foster youth are below grade level in reading or math and score 15 or 20 %lower than non-foster youth on statewide achievement tests (Emerson and Lovitt, 2003).

4 Only 15% of foster youth take college preparatory classes as opposed to 32% of non-foster youth and only 9-10% of foster youlh enter a post-secondary educational program as opposed to 60% of non- foster youth (Emerson and Lovitt, 2003).

4 Little over half of all emancipating foster youth graduate from high school by the time they leave care (Propp and Ortega, 2003; Mech, 1994; Casey Family Services, 2003; Lindsey and Ahmed, 1999).

At 12-18 months afier discharge from foster care, only 55% of youth had graduated from high school; 32% of the youth were reading below an grade level; 30% had failed at least one grade, and 37% were in special education classes (Wisconsin Department of Health and Family Services).

+ Many foster youth that enter college have not learned basic study or time management skills (Newberger, 2004).

Only 13% of youth who age-out of foster care complete a four-year college education (Newberger, 2004).

It is critical to provide additional resources to meet the educational needs of foster youth in Stanislaus County. Beginning in early 2006, our Child Welfare Services (CWS) Educational Liaison will work with youth, caregivers, social work staff, and our local schools to identify youth who are struggling academically and would benefit from additional support. As youth are identified, the Educational Liaison will assist the local school district to formulate a student study team to address the academic needs of the student. This will allow the team an opportunity to identify school-based supports and services, including tutoring, to help the youth succeed in school. For some youth more intensive educational supports and s e ~ c e s will be required to meet their remedial needs. We would like to be able to offer these youth intensive academic tutoring, based on an authentic assessment measuring and identifying specific gaps in the youth's education. The Huntington Learning Center provides such services and as a result of outreach by

the Stanislaus County Community Services Agency Educational Liaison, they have agreed to partner with our agency to provide those services to local foster youth at a greatly reduced cost. They have agreed to waive any and all diagnostic and application fees for foster youth referred by our Agency, and they will provide the appropriate tutoring services to our foster youth at a rate of $20 per hour (see attached Huntington Learning Center letter). Even with the reduced rate services, the average yearly cost for tutoring for one student is $3,000, and the length of time appropriate to complete the needed services is likely to range from one to two years. Current state and federal fimding allocations to Child Welfare are insufficient to support this activity for the foster youth in our system that would benefit from it. Therefore we propose the utilization of foundation dollars to assist us with start-up of this program so we may work to develop community-based fundiig and resources to support sustainability.

The Stanislaus County Foster Parent Association, a non-profit organization highly invested in the safety, permanency and well being of foster children, has agreed to work in partnership with Stanislaus County Community Services Agency and Huntington Learning Center on start-up of this important new program. During early 2006, the Foster Parent Association will work collaboratively with Community Services Agency managers, supervisors and educational liaison in the developnlent of the screening process to identify appropriate youth for these services. The selection process will help identify youth who are motivated to receive these services and who recognize how these services will assist them to achieve future educationaVemployment goals. The screening process will also ensure that the youth's caregiver and social worker are committed to working together to ensure stability of the youth's placement, transportation to tutoring services, interface with the youth's school, and other needed supports for successful completion of this program. We anticipate having this process established by March 1,2006.

We propose utilizing regional funding during the next three years to pay for intensive tutoring services for foster youth at the substantially reduced rate that has been agreed upon with Huntington Learning Center. We also propose using regional funds to support a contract, starting in approximately March of 2006 and continuing into the 2nd and part of the 31d grant years, to pay for outreach and marketing to develop community awareness of the need for these tutoring services, encourage charitable donations to fund tutoring services, and to identify a private non- profit andlor foundation with the capacity and the willingness to handle donations and administer this program on an on-going basis. United Way has identified Stanislaus Partners in Education as a non-profit group currently assisting with development of tutoring services for youth through a partnership with the local University and students in the teaching credential program. Partnership with this organization may provide additional opportunities to expand the tutoring resources and options for foster youth in our community. Community Services Agency will ensure that one hundred percent of foundation andlor donated h d s will go toward direct tutoring services for foster youth and not be utilized to support administrative costs of the program. This tutoring program will broaden the educational supports and services available to foster youth during their K-12 education years, however the long-term impact of these services is likely to improve the post-secondary education and employment outcomes of our foster youth. In addition, these activities are critical in increasing public awareness of the needs of young people leaving foster care and will increase public fundiig and potentially private-sector involvement in addressing these issues in our community.

EMPLO YMENT/JOB TRAINJNCPO.STSECOND/IRY EDUCA TZON (;OAL: 1)EI'EI.OI' .4A'D IAIPROI'E :I(.'('E.Y.Y TO :1 ('00RL)lN.47'ED Sl'STLAl OI; SlII'I'ORTS AND SERVICES WHICH PROMOTE SUCCESSFUL POST-SECONDARY EDUCATlON AND EMPLOYMENT OUTCOMES FOR EMNCZPATED FOSTER YOUTH lN STANISLAUS COUNTJ'.

Strategies: (1) Integrate postsecondary education, work$orce and social service resources and implement

a Bridge to College and Career Program for Disadvuntaged and Former Foster Youth. (Leads: CSA Manager IZZ over ILP in partnership with Department of Employment and Training and Modesto Junior College leads (Jeff Rowe and George Boodrookas)

(2) Integrate a focus on one stop registration, part-time work activities, job shadowing, and/or exploration of career pathways in all Transitional Individual Living Planning with youth and their caregivers/connections, and link youth through "door opener" opportunities whenever possible. (Leak Social Worker Supervisor II over ILP and ZLP Interviewers)

Year 1 Benchmarks: Bridge curriculum and learning community structure developed and program started up during Summer 2006 with first cohort of 20 or more students. Transifiod independent living plan procedures have been revised to include one- stop registration, employment-seeking activities for part-time employment for youth in foster care, andjob shadowing andlor career exploration. At least 20 ZLP youth are registered with the local employment "one-stop. "

Year 2 Benchmarks: - Thirty-$ve youth have received remedial reading, math and college/job readiness skills andgraduatedfrom the first two Bridge cohorts. The work$orce investment board has approvedficnding support in the amount of $1 50, UUOjbr the Z"d year of Bridge. Communily Services Agency has applied for Food %amp Employment and Training (FSEr) firnding an& the Bridge Partnership has idenliJied or applied for alternative funding resources that will support Bridge sustainability.

Outcome: For Stanislaus-served Independent Living Program graduates and youth emancipating @om Stanislaus County foster care, increase percentage of emancipated foster youth who enroll in postsecondary education and/or vocational programs within one year of emancipation from baseline to percent determined appropriate. For Stanislaus County foster youth, increase the percentage of youth particwing in part-time employmentprior to their emancipation.

Discussion: Both locally and nationally, fosrer youth are ill prepared to handle their abrupt exit from state @nded foster care on their 18'' birthday (or alternatively, their date of grudwtion from high school). These issues are compounded by the realities of our current economy: some form ofpost- secondaiy edzlcation and training is important for adults entering the workjorce i f they are to become self-suflcienl. Veryfew foster youth locally, however, have the background, supports and services needed to access and successjidly complete postsecondary education andlor career training.

An in-depth Aging Out study by the Center for Public Policy Studies in partnership with the Master of Social Work Progrum at California State University Stanislaus (Garcia et al., 2004), attempted to determine the percentage of emancipated youth who continued their education after high school at institutions of higher learning. Though data was not available from the local junior college, data was compiled for the four-year institution Califonia State University Stanklaus (CSUS). Thirteen percent (20 out of 154) of the youth in the studj~ made contact with the University. This contact fypically involved the submission of a request for application, an application (or portion of an qplication) submitted, or a letter of inquiry/interest. Nevertheless, less than one percent of the group actually attended classes at the University. In the follow-along interviews conducted in the CSUS Aging Out study, it is noted that youth mentioned accessing or hying to access the local

junior college to improve their situation. Though this is an important resource for emancipated youth, the limited data available@om this study suggests that emuncipatedyouth 's lack of tangible resources to sustain housing, transportation, and other basic nee& is preventing many youthj-om participating in our localjunior college. Thk highlights a critical need for supportive services for emancipated foster youth to assist them to link with and be successfil in post-secondary education, training and employment.

Other local barriers exist for our youth in accessing post-secondaty educational opportunities. Local college programs are not well organized to serve low skilled or disadvantaged youth or adults, who must first access basic skills remediation before entering career related haining. Though accessible and affordable, disadvantaged youth who begin courses at our local community college ofien end them prematurely. There is seldom a comprehensive package ofneeded support services such as counseling, assistance in learning, study skills, assistance with financial aid, and social/emotional support and encouragement. These supportive services are potentially available to former foster youth from social savice, education, and/or workforce development systems, however they are not being accessed by these youth.

Though there are a substantial number of youth eligible for services fiom the social service, workforce, and community college systems in our county, local data analysis reveak that during fiscal year 2003-2004 only 16 of the 71 emancipated foster youth who received Independent LivindARercare services &om Stanislaus County also accessed employment and training services through local WorkForce Investment Act (WI.4) providers. It is estimated that only a handfhl accessed services fiom the local community college or 4 year university. Our workforce development, post-secondary education, and social service systems are supportive of each other, however each has largely engaged in planning and programming specific to their customer base, goals and funding sheams. As a result, linkage between these important youth-serving systems has been weak and there has been little coordination across programs.

Other local issues have involved youth being unaware of post-secondary education and haining opportunities available to them and how to access them. Many youth appear to believe that those opportunities are closed to them

or they are without the confidence or self-esteem to believe they can succeed in those opportunities. Many of our youth do not have the math, English, communication and study skills needed for postsecondary education opportunities or other WIA haining leading to high wage career opportunities. As indicated in the Foster Care Work Group's Connected by 25 Report, "Part-time work while in foster care is a strong predictor of long-term educational and economic success." Unfortunately, many emancipated foster youth in Stanislaus County do not have part-time jobs or work experience during high school, and those who are employed after leaving foster care tend to drift between part-time and full-time "service" industry jobs, particularly fast food. For our emancipated youth, these are low-wage entry-level jobs that cannot support local housing and transportation, and which provide little opporhmity for career advancement leadimg to economic self-sufficiency.

There is a critical local need to develop a long-term and comprehensive college and career program for disadvantaged youth with high quality supportive services, in order to create a successful pathway to higher wage employment and career opportunities. The Stanislaus Bridge Partnership for Youth is based on a strong partnership between the Department of Employment and Training (DET, Modesto Junior College (MJC and Community Services Agency (CSA) Child WeIfare and Independent Living programs, and will integrate worlFforce, post-secondmy, foster care and other social support resources into a comprehensive educational and career pathway fir transitioning foster youth and other disadvantaged youth in Stanislaus County. This is a critical strategy in o w development of an integrated nehvork ofpost-secondaiy education and employment supports and services for meeting the special needs of emancipanng foster youth and was included in our original workplan.

The Stanislaus Bridge Partnership for Youth is intended to create a sustainable pathwqy to college and career for the couniy's transition-aged foster and disadvantaged youth. This Bridge program is being developed with the technical assistance of Gruber & Pereira Associates and builds on growing regional experience, including similar programs in Sun Mateo and Contra Costa counties. li will start up in May 2006, be targeted for emancipated youth who are performing at approximately a Th or gh grade reading and math level, and be organized as aficll-time enrollment learning community with cohort students all attending the same cowses at the same hours. The program will serve 40 to 50 youth each year in afull-time fourteen week (one semester) college credited preparatory program operating over the summer and fall sessions at the college. The coursework is designed to help students satisfj, math and English pre-requisites and develop the needed skill levels to succeed in community college level education and/or postsecondary vocational training. The primary population to be served is former foster youth. Any remaining slots will he used for WIA-eligible disadvantaged youth. The Stanislaus Bridge will nurture the soft skills, interpersonal and life-management skills, needed to succeed in college and the workplace such as time management, effective communication and decision-making, and consistent and punctual attendance.

This program will be delivered at Modesto Junior College with coordination andservicesprovided through the Extended Opportunity Programs and Sen~ices (EOP). EOPS is a state-fimded initiative designed to provide individuals with histories of economic and educational disadvantage a wide range ofpersistence and retention-based services, including counseling, academic support, economic support, pre-employment and university transj2r services to facilitate each student's completion of vocational/technical certijcates, associate degrees and university transfer programs of study. Through the EOPSprogram Bridge students will be provided "outreach services" to

facilitate college matriculation and Bridge program admission, assistance with applying and acquiring available federal and state financial aid and admission fee waivers, case management services to facilitate access to needed housing, transportation and related basic services, and high quality individualized and group educational and career-oriented counseling and academic support services designed to promote student retention and success in pursuing an individualized post-secondary education andor WZ4 sponsored training plan.

Students completing the Bridge program will have access to two k ids of career pathway opportunities:

1) Continued college enrollment at MJC in a certificated or degree granting program that will lead to employment in high wage, high growth occupations, combined with part-time employment and a fiancial aid package. Successful Bridge graduates will be enrolled at MJC with full access to f m c i a l aid and placement in part-time jobs that are related to the career path of their choice. With counseling assistance, participants will be assessed for occupational interest and aptitude and accordingly will be encouraged to enter college career pathways in high growth occupations. For some participants, occupational training and job placement may also be achieved through W1S sponsored vocational training programs offered at institutions other than MJC.

2) Continued college enrollment in an educational program leading to transfer to a four-year university and an advanced college degree. Participants choosing this path will also receive placement in part time employment and a financial aid package to assist them in meeting their living needs.

The Stanislaus County Department of Employment and Training (DET), the program and fiscal agent responsible for performance, receipt and expenditure of local WLA services and h d s , is highly committed to serving former foster youth and other disadvantaged youth with a sustainable Bridge program model. As the fiscal lead for our local developing Bridge program, they will soon be submitting a funding proposal to Walter S. Johnson Foundation for st&-up funding in the amount of $125,000 for a Stanislaus County Bridge Partnership for Youth program. Due lo a high concentration of eligible youth locally, DET also recently applied for $75,000 in WIA 15% grant funds, and bas been notified that they will receive $62,500 to further assist with Bridge start-up this year. These WIA 15% grant funds require a three to one match. In order to leverage this WIA funding this year and ensure that critical supportive counseling services are available to foster youth participating in Bridge, we propose utilizing regional funds to support MJC planning and curriculum development prior to Bridge start-up ($9,500), as well as to fund supportive counseling services during the first and second year of Bridge ($20,000 for Bridge cohorts running May 2006 to December 2006, and $22,500 for Bridge cohorts running May 2007 to December 2007).

Planning dollars of $9,500 will be utilized by a team of faculty and staff at Modesto Junior College to design and implement the Bridge program between January and May 2006. The team will include an Employability Skills Lnstructor, Guidance and Study Skills Counselor, the EOPS Director, and others, who will work to create a seamless curriculum and coordinate all aspects of this learning community program. Additional regional grant funds of $20,000 durimg Year 1 of this grant will help cover the costs of supportive counselimg services during the f ~ s t year of Bridge. These supportive conmeling services are a key ingredient in assisting this population of youth to be successful in Bridge and continue with post-secondary education or vocational training. To ensure continuance of these supportive counselmg services during the 2* year of Bridge, we propose utilizing regional grant funds in the amount of $1 1,250 &om each of the final two years of this grant period to support the 2" year of Bridge operation (May through December 2007). The funds will be critical to ensuring an adequate level of supportive counseling services in this program and may again be used to leverage WIA funds should DET be successful in securing WIA 15% grant funds for a 2* year.

Bridge sustainability is substantially achieved using Workjorce Investment Board WlAfirnding and community college state apportionment- (FTEs). RegionalJicnds of approximately $3,50Oper

year during Years 2 and 3 of this grant will further support sustainability by providing consultant or profssional fees for the purposes of researching identrfyig, appplying for, and budgeting alternative finding to supplement WL4 and MJC FTEs finds for Bridge. Stanislaus County is already initiating conversations with partners and key staff regarding school ADAhnding for jth year students who may participate in Bridge, the Food Stamp Employment and Training (FSET) allocation, a 2"' year WU 15% grant application, and ZLP as potential funding sources to assist with Bridge sustainability and/or expansion Some of these potential funding streams will require outreach, consultation, assessment, development of a county plan, or other contracted assistance by someone knowledgeable in a particular field. For instance, FSET requires a county plan be submitted to the Califonia Department of Social Services by January 2007 and utilizing the expertise of someone familiar with Cal WORm to research the viability of such a strategy andlor develop such aplan would be helpjitl.

Though our Bridge program is an important resource ,fir emancipated foster youth who do not have the educational prerequisites and skills developed for entry into and success in postsecondary education, our planning group also recognized the need to provide opportunities to youth while still in care to understand career pathwuys, the soft skills needed in an employment setting, and an understanding of the edztcation and experience required for career pathways that may interest them. Though we do not have data regarding part-time employment of our foster youth, we know that very few access part-time employmeni while they are in foster care, and there is no formal mentoring program which can provide information and support to youth regarding employmenl, career pathways, and economic success. We believe our system gaps in this area must he addressed to support the long-term economic success and well being of our foster youth. As a result, we have developed work plan activities to develop job shadowing opportunities, career mentors, part-time jobs, and other resources that support the development of employment skills and understanding of potential career pathways for our tramitioning foster youth. We will integrate these opportunities aspart of our development of "door openers" for our youth.

Our Independent Living Program Supervisor and Manager, in partnership with the Foster Youth Transitions-Connected for Lifz Youth and Adult Advisory Panel will he the lead in ensuring outreach and networking to develop these door opener opportunities. As both our youth and adult partnership boards are in place, we will begin this work immediately. In order to ensure foster youth are linked with these resources, we will also develop policies andprocedures that ensure our Social Workers and Youth Interviewers include discussion ofpart-time job-seeking activities, job shadowing, exploration of career pathways, and/or identification of career/employment mentors in all TransitionaI Individual Living Planning with youth and their caregivers/connections. Ow. ZLP Social Worker Supervisor will make changes in our written policies and procedures by June 30, 2006.

FINANCIAL LITERACY/ENTREPRENEURSHIP/ASSET DEVELOPMENT GOAL: DEVELOP AND IMPROVE ACCESS TO A COORDINATED SYSTEM OF FZiWNCL4L LITERACY TRAINING, SUPPORTS AND SERVICES AND PROMOTE SAVINGS AND ASSET DEVELOPMENT OF EMANCIPATING/ElWNCIPATED FOSTER YOUTH

Strategies: (1) With input from youth advisors, integrate a focus on financial literacy training, savings

accounts, and other asset development in all Transitional Individual Living Planning with youth and their caregivers/connections. (Leah: ILP 1nterviewer.s)

(2) Partner with The ALLlANCE Small Business Development Center to incorporate training in the realities of entrepreneurship for Independent Living Skills classes and link current and former foster youth interested in this area with more extensive entrepreneurial training, counseling opportunities and door-openers. (Zeade ILP and Aftercare Coordinators)

(3) Partner with ILP youth and our Youth Advisors to identify needed door-opener opportunities. Partner with adult advisors and community representatives/ agencies to develop door-opener opportunities for ILP and Opportunity Pussport youth. (Leads: Manager IIIand Social Worker Supervisor mover ILP)

(4) Develop a Connected by 25 incentive p r o p for youth leadership ofthe Youth Advisory Council and for other Opportunity Passport activities. Coordinate this incentive p r o p with the current ILP incentive program (Leads: ILP Coordinator and Youth Advisory Council)

(5) Implement Individual Development Accounts (IDAs) and all aspects of the Jim Casey Youth Opportunity Passport for 40 lo 60 current and former foster youth (14 to 24 years old) over the next 3 years. (Lead: Social Worker Supervisor I1 over ILP)

Year 1 Benchmarks: Financial literacy and entrepreneurship training incorporated into ILP curriculum and delivered to 20 or more youth. Connected for Life Permanency and Transition Planning (TILP) procedures are revised in the CWS Handbook to include a focus on financial literacy and savings and asset development. Youth h e taken on the leadersh@/fcilitation role for the Youth Advisory Council meetings/ageencla and a program of incentive payments is in place for this and other Connected by 25 activities. At least 10 youth have Individual Development Accounts (including savings and debit accounts).

Year 2 Benchmarks: A community-based location for handling of IDA match/distribution has been identiied and supports expansion of the Opportunity Passport/IDA program to youth 21 to 24 years old At least 30 youth have Individual Development Accounts (including savings and debit accounts). During Independent Living planning and services, youth are being linked with "door opener opportunities" developed through adult advisory board and other community partner participation.

Outcomes: Increase in the percentage of Stanislaus-sewed ILP and CWS youth who emancipate from care with a savings account established. Increase in the percentage ofyouth saving money using a Youth IDA account. Increase in the percentage of Stanislaus-sewed ILP and CWS aaftrcare youth who report savings of $100 or more 12 months post-emamipation.

Discussion: An in-depth Aging Out study by the Centerfor Public Policy Studies in partnership with the Master ofSocial Work Program at Calfornia State University Stanislaus (Garcia et al., 2004), conducted follow-along interviews with a group of I7 emancipated foster youth and several focus groups with caregivers, agency staff and community providers. A major theme to emerge from the in-depth interviews with youth involved their struggle to obtain and maintain housing, employment, transportation, and other tangible resources to meet their basic nee&. Many of the participants hadj?equent changes in their living and/or employment situations. They expressed concerns over irregular and inconsistent work hours, low wages and the ability to cover basic expenses. Most of the participants indicated that they relied heavily on piends and other adults for transportation. Others walked, rode a bicycle or hitchhiked Regarding money, at one point or another virtually every parficipant spoke about the dzficulties o f surviving on the money that they make or receive, including a lack of money lo cover basic expenses us well as any additional type of recreational activities. Only one of the participants had hemd of and was getting an Earned Income Tax Credit. Less than a third of the seventeen young adults indicated that they owned or possessed a vehicle. In addition to highlightingpoor employment outcomes for our youth, the results of this local study suggest that local foster youth have limited skill in money management and accumulating assets. They have had only a fav hours of training on money management if they participared in our Independent Living classes and most teen faster youth experience placement changes and instability during and afrer their &en foster care years, not providing the consistent family environment where$nancial skills can be modeled andtaught.

In order to address these issues, we recognize a need to substantially increase the focus when creating Transitional Independent Living Plans and during Independent Living Program classes on financial literacy, entrepreneurship, and asset development. Our current process for developing Transitional Independent Living plans with youth is called the "Connected for Life" process. We will integrate a focus on financial literacy, establishing a savings account, and other asset development strategies in our Connected for Life processes and procedures. In addition, we will establish a partnership with The ALLIANCE Small Business Development Center and integrate their financial literacy and entrepreneurship trainimg and expertise within our Independent Living Program training classes. The ALLIANCE is an organization that helps new and existing businesses with financial marketing, production, organization, and technical problems. They are part of a regional network serving Stanislaus, Tuolumne, Merced and Mariposa Counties. The main office is located in Modesto, California, and staff and consultants provide up-to-date consulting (fkee), skill-building workshops, seminars, comprehensive managerial training classes, and

research assistance in all aspects of business operation, management and start-up procedures. The Director of The ALLIANCE is experienced in providing training in financial literacy and entrepreneurship to youth as well as adults. We have already built these presentations into our ILP Class schedule starting in January 2006, and Community Services Agency will utilize project fhnding to contract with The ALLIANCE to provide 16 to 26 hours a year of financial literacy and entrepreneurship kaining within the Independent Living Program curriculum each year. The Alliance Director will use the Opportunity Passport financial literacy curriculum, which we have already obtained from Toni Cooke. In addition, he will adapt a teen business entrepreneurial curriculum for our needs. This partnership will also provide linkage and access for current and former foster youth considering start-up of a small business with free consulting. a 36-hour entrepreneur training program, and other services available from The ALLIANCE. In addition, we are building into our contract that ILP training presentations by The ALLIANCE may include discussion with foster youth to identify needed "door opener" opportunities which may assist emancipatinglemancipated foster youth (i.e., agency, business or community contacts that could assist with education, mentor relationships, internships, jobs, business placement, youth leadership opportunities, educational or training enrollment opportunities, etc.), and that trainer preparation time may include outreach by the trainer and networking to establish "door opener" opportunities identified by foster youth as helpful and important to their successhl transition. The Director of The ALLIANCE participates on the local workforce investment board and has extensive contacts with businesses within our community to assist with door opener opportunities for youth.

In addition, as one of the most exciting aspects of our Connected by 25 Initiative, we are initiating individual development accounts and the Jim Casey Youth Opportunity Passport for up to 60 youth over the nexl3 years. To get us started, United Way Power of the Purse has matched $10,000 from Stuart Foundation for Individual Development Accounts for emancipated foster youth. We will continue to receive those matching funds for years 2 and 3 of the Stuart grant and beyond, and we would l i e to supplement those IDA funds with dollars from the 2"d and 3d years of this regional grant. This will not only enable us to expand our IDA program. We are in the process of identifying banking parme% to assist in developing our IDA program dming year 1 . We have a small local banking institution, MOCSE, who has expressed interest, however access is a concern to us and the banking institution is not knowledgeable regarding how to set up such a program. We are discussing these issues with this banking partner and the United Way and exploring other parmerships with banking institutions who have experience with IDA'S and where access for youth would be easier. We expect to have these issues resolved and to have IDA accounts beginning to be set up for emmcipating/emancipated youth by May 1,2006. Through the ILP program youth will he receiving the Opportunity Passport financial literacy training, however we will also be working with our banking partner@) to provide alternative locations and opportunities for Opportunity Passport youth to complete the financial literacy training.

Community Services Agency bas traditionally only served emancipated foster youth up to age 21, as this is the age when eligibility for Independent Living and Aftercare services ends. However we believe strongly that our IDA program should be set up to enable youth to participate up to age 24. We will work to identify a community foundation or parlner to administer the matching funds. We hope to have this in place by January of 2007. As soon as this is in place we will expand the Opporhmity Passport and IDA program to include youth between 21 and 24 years of age. Therefore, we have budgeted additional regional funds for IDA accounts in years 2 and 3 to support expansion.

As part of the Jim Casey Youth Opportunity Passport we will need a whole network of supporters to help create "door opener" opportunities for youth (agency, business or community conhcts that could assist with education, mentor relationships, internships, jobs, job shadowing, business placement, youth leadership opportunities, educational or training enrollment opportunities, etc.). In addition to the efforts of The ALLIANCE director mentioned above, we have a Foster Youth Transitions-Connected for Life (FYT-CFL) Advisory Panel that meets monthly to provide oversight and evaluation of our project. This advisory panel includes former foster youth, parents, caregivers, foster family agencies, Deparlment of Employment and Training, County Office of Education Foster Youth Services Coordinator, and numerous other agency and commnnity reprqsentatives. As a part of the FYT-CFL Advisory Panel there is a regular monthly FYT-CFL Youth Advisory Panel meeting. These youth are coming together to develop leadership skills and provide input and recommendations to the adult Advisory Panel and the child welfare agency regarding improving local permanency and transitions services. As a part of our implementation of the Opportunity Passporf we will utilize the input of our FYT-CFL Youth Advisory Panel to identify needed door openers for the youth. The FYT-CFL adult Advisory Panel and other existing local boards and agencies (Child Welfare Advisory Board, United Way Power of the Purse, The ALLIANCE, the local workforce investment board, etc.) will provide a broad community network to assist us in developing door openers identified by the youth. Not only is this activity critical to implementation of the Opportunity Passpa* it is also critical to developing supportive community relationships and development of new public/private pa~tnersl~ips. The "door opener" opportunity offers many meaningful opportunities for those in our community to invest both personally and professionally in our youth and our community.

TRAINING & TECHNICAL ASSISTANCE

We have very little local experience or knowledge regarding Individual Development Acconnts, and will benefit greatly from technical assistance from Toni Cooke and the Jim Casey Youth Opportunity Initiative as we develop banking partnerships and a community-based location for our IDA program. As this aspect of our work plan and also our tutoring program depend upon community support, foundation h d s andlor charitable donations, our plan for sustainability requires that we make in-roads with our local community foundation and other benefactors and funders so community resources and supports continue to be available after the project ends. We would greatly benefit from San Francisco Community Foundation assisting with outreach and engagement with Stanislaus Community Foundation, as our outreach efforts to date have not received a response.

We are currently utilizing Dave Gruber and Lmda Collins for technical assistance regarding Bridge. We find their ideas and expertise incredibly helpful and would like to continue to have access to their TA as we start-up our Bridge program, further develop our plan for sustainability, and consider enhancements such as the development of a local gateway and/or extended high school program that links education, workforce developmenf and social service resources earlier.

We are receiving technical assistance in the area of K-12 education from Mental Health Advocates and our staff and educational liaison will continue to utilize this resource as issues and challenges develop in our implementation of K- 12 education strategies. In addition, peer TA between Fresno and Stanislaus Counties' educational liaisons seems to benefit both our systems.

How Proposed Strategies fit with existing FAMILY TO FAMILY AND SIP WORK

Stanislaus County SIP activities are strongly focused on reducing recurrence of maltreatment and other safety outcomes. However we have recently expanded our SIP to include team decision-making or Connected for Lie meetings for placement decisions, with a goal to increasing the number of foster youth that experience no more than two placements dusing their first 12 months in care. Through our Family to Family effo~ts, we are continuously striving to recruit more families in the communities where children are removed and maintain a child's connections to their school and community. These SIP and Family to Family strategies are designed to improve placement

stability and permanency for foster youth, and these same efforts are likely to maintain children in the same school setting and help us to improve the educational outcomes identified in our Connected by 25 Project.

Partnerships are another critical aspect of our Family to Family and SIP work. Stanislaus County has many swong partnerships to provide sewices for our youth. We have been working with youth as well as adult partners for the past few years to implement new strategies to improve permanency for foster youth. We have expanded this work with youth and adult advisors to address transition as well as permanency for foster youth. In addition, the Connected by 25 Initiative continues to help us expand the breadth and depth of our vision regarding partnership and collaborative work. We continue to build upon our existing partnerships and initiate new partnerships to serve transition-aged youth.

Though other aspects of our California Connected by 25 lnitiative are not directly linked to our SIP, we believe our original work plan, this addendum, and the data tracked withim our ILP database are assisting us to identify and track important well-being measures that are being integrated into Family to Family self-evaluation and may he included in future system improvement plan activities.

The intent of the Stanislaus County Connected by 25 Initiative is to create a sustainable network of supports and services that will meet the needs of the emancipating foster youth population in Stanislaus County. The Community Services Agency and the many local partners who are assisting with various work plan activities within this addendum are committed to indefinite sustainability of these strategies. The requested package of grant funding for this addendum is considered a launching point for project start-up and not necessary for continuance. Continued funding for the work plan activities within this addendum will be accomplished as follows:

> Bridge Partnership for Youth: The local workforce investment Board currently spends approximately $2500-3500 per pdcipant for youth programs. A similar allocation will result in a minimum of $125,000 annually in local WIA formula funding support for the Bridge program. Community colleges can sustain and support Bridge programs through using state post-secondary fundig to support the ongoing costs of the program. Modesto Junior College (MJC) will institutionalize the Bridge model for participating Stanislaus County youth by drawing down state community college per capita student funding to support the third set of Bridge cohorts and subsequent bridge classes. MJC's estimated contribution is $75,000 annually. In addition, colleges can provide youth with cash grants drawn fmm state and federal resources including Pell, Chafee, State Equal Opportunity Grants (SEOG) and other resources. These financial aid resources can total $6,250-$11,250 per student. The Community Services Agency currently provides foster youth and emancipated foster youth with supportive counseling, transitional assistance and emergency financial support. The agency will use these same resources to support those foster youth participating in the Bridge and college programs. In addition, CSA will work with the Bridge Partnership to identify finding of $20,000 to $50,000 annually for Bridge sustainabiiity and/or expansion. We have targeted a small amount of project h d s that can be utilized to research, evaluate and if appropriate, develop a county plan and submit an application to California Department of Social Services for a Food Stamp Employment & Training allocation to be utilized for Bridge. In addition, the DET, MJC and CSA leads for Bridge will receive technical assistance by Dave Gruher and Linda Collins and work to establish a pattnaship with Stanislaus County Office of Education or other local education agency that could result in draw-down of 5" year high school student ADA for certain Bridge participants and assist with Bridge funding and sustainability. Other sources of sustainability for Bridge include the Independent Living Program allocation and EOPShded supports and services at MJC.

9 Financial Competency and Individual Development Accounh: Financial competency and entrepreneurship training will he sustained through the Independent Living Program allocation andlor through in-kid contributions by IDA banking partners, the Small Business Development Center, or other

community partners. We have built into our 3 year budget and work plan funds to be utilized for outreach and resource development. These funds will assist us to identify a community-based foundation or agency that is willimg to seek and manage charitable donations by local community members, benefactors, or foundations, in order to sustain our lDA program. We will be working with United Way, local banking institutions, and hopefully Stanislaus Community Foundation to develop a communitybased program that is sustainable. Incentives for youth will be sustained through a combination of donations, our Independent Living Program allocation, and our county's ILP trust funds.

P Tutoring Services: As stated above, we have built into our 3 year budget and work plan funds to be utilized for outreach and resource development. The management of both our IDA program and our Huntington Learning Center intensive tutoring progratn for foster youth will be most successful if a comuniQ pahe r is identified who is both willing and has the capacity to seek and manage charitable donations afcer tbis grant period is over. We will be outreaching to Stanislaus Community Foundation and hope to engage them in efforts to sustain funding for our program, especially the intensive tutoring program. We are anticipating that a combination of our child welfare, Chafee Education and Training Voucher, Independent Living Program and other funding resources or IVE revenue maximization strategies will be utilized to maintain our CWS educational liaison position. This educational liaison position will ensure that youth needing additional academic intervention and support are identified and student study team meetings arranged.

How Proposed Strategies fit with existing CC25I stratepies

The work plan activities identified in our original proposal are strong in the area of identifying and supporting caring and committed adult relationships for foster youth and mobilizing those relationships to support youth resiliency, transitional housing, and emancipation planning. By incorporating the additional strategies outlined in the addendum above, we believe we are strengthening our program in critical areas to help emancipating foster youth achieve economic success. As we integrate the activities outlined above with our initial work plan activities, we will W e r strengthen our practices in the area of K-12 education and preparing youtb for success in post-secondary education, job lmining and employment. In addition, we have included significant new activities to address a program gap in the area of financial literacy, asset development and entrepreneurship.

Stanislaus County Community Services Agency is privileged to be participating in the California Connected by 25 Initiative and working to improve the outcomes for emancipated foster youth. We appreciate your consideration of this addendum proposal.

Dated: January 5,2006

Respectfnlly Submitted Stanislaus County Community Services Agency

Crystal Luffberry, Manager EI Child & Family Services

CTED BY 25 INITIATIVE (Stanislaus County Foster Youth Trans STANISLAUS COUNTY COMMUNITY SERVlCES AGE

NOTES:

%ost of Social Workers includes salaries, fringe benefits and allocated overhead and administrative support in accordance with Ct Department of Social Services approved cost allocation plan for County Welfare Departments. '"Costs included in Social Worker costs as noted above. (1) Required match in excess of maximum Foundation Funding to be covered by CSA In-Kind. (2) CSA must maintain the flexibility to use funds for new positions in order to maximize Federal and State resources for all childre (3) Bridge Program planning costs of $9,500 are for curriculum & program development. (4) Partners will work together during 200612007 to identify "undesigned" funding source for sustainability (CSA FSET, School ADA

February 27,2006

Ms. Crystal Luffberry Manager I11 Child and Family Services Stanislaus County Community Services Agency Post Office Box 42 Modesto, California 95353

Dear Crystal:

Congratulations! The Stanislaus County California Connected by 25 Initiative (CC25I) Addendum has been approved. We appreciated receiving additional clarification earlier this month regarding proposed strategies.

We are attaching a grant agreement between the San Francisco Foundation Community Initiative Funds and the Stanislaus County Community S e ~ c e s Agency. Please review this document and return the original with the Agency Director's signature to:

Mr. David S. Barlow Executive Director San Francisco Foundation Community Initiative Funds 225 Bush Street, Suite 500 San Francisco, California 941 04

As you know, Toni Cooke of the Jim Casey Youth Opportunities htiative is planning a technical assistance session with the County on the aflernoon of Tuesday, March 28,2006, from 2:00 p.m. - 4:00 p.m., in Modesto. We anticipate that any questions we have regarding the implementation of the Opportunity Passport will be discussed at that time.

Good luck on the implen~entation of CC25I. We look forward to learning of your achievements in building a comprehensive continuum of services for foster youth.

With best regards,

Acting Program Officer Enclosure

650.134-4500 I FAX 650-234-4101 1 WWWHEWLETTORG I Zi21 SAND HILL ROAD I MENLO PARK, CA 94025