Merced Community Board · ii Section 3 Strategic Planning Process 46 Agency Progress in Achieving...

Merced

County Community

Action Board

Adopted September 11, 2012

Strategic Plan 2013 - 2018

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TABLE OF CONTENTS

Introduction 1 Executive Summary 2 Methodology 3

Section 1 Community Profile 5 Overview 5 Geographic Setting 6 Population Characteristics 6 Merced County Population Centers 7 Youth Dependency Ratio 8 Ethnicity 9 Educational Characteristics 10 English Proficiency 11 Early Child Education Needs 12 Economic Characteristics 13 Household Income 13 Poverty 14 Unemployment 15 Employment Patterns and Projections 15 Health and Nutrition Characteristics 18 Access to Health Care 18 Birth Rates, Prenatal Care and Breastfeeding Rates 18 Hunger 19 Housing Conditions and Homelessness 20 Housing Affordability 20 Housing Conditions 21 Foreclosures 22 Homelessness 22

Section 2 Agency Profile 25 Overview 25 Women Infants and Children (WIC) Supplemental Nutrition Program 27 Community Self Sufficiency Division 27 Cherish and Meals on Wheels Senior Nutrition Programs 27 Housing Programs 28 Weatherization 35 Utilities Assistance 37 Child Development 38 State Preschool 41 Finance 42 Human Resources 43 Information Systems 44 Partnerships and Community Resources 45

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Section 3 Strategic Planning Process 46 Agency Progress in Achieving 2008 Strategic Plan Goals 46 Agency Needs Assessment 53 Agency Vision and Mission Statements 55 Goals 56 Monitoring and Evaluation Plan 57 Evaluation Plan 57 Monitoring Plan 60

Appendices Goals and Strategies Matrix A Board Biographies B Map of Merced County Community Action Agency Programs C Map of Merced County Community Action Agency Programs within Merced County D Organizational Structure E Agency Focus Reports F

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LIST OF TABLES 1 Percent Population Growth Between 2000 – 2010 Rank by County 6 2 Population Change Between 2000 -2010 Merced County and California 7 3 Merced County Ethnicity 2010 9 4 Merced County Educational Attainment 2010 10 5 Merced County Language Spoken at Home by Population Age 5 and Over 11 6 Merced County Child Care Supply Versus Demand 2010 12 7 2010 Household Income Distribution Merced County and California 13 8 2010 Economic Indicators Merced County and State of California 14 9 Annual Unemployment Rates Merced County 15 10 Merced County Employment by Industry 2011 16 11 Merced County Fastest Growing Occupations 2008-2018 17 12 Households with Food Stamp / SNAP Benefits in the Past 12 Months 19 13 Free Meal Programs in Merced County 19 14 Merced County Housing Affordability 20 15 Merced County Housing Conditions 2010 21 16 Merced County Shelter Programs 24 17 MCCAB Employee Ethnicity June 2012 25 18 Merced County Cherish Senior Lunch Sites 2011 27 19 Merced County Cherish Site Volunteers 2011 27 20 Merced County Meals on Wheels Volunteers 2011 28 21 Number of Homeless Persons Sheltered in Agency Facilities 2011 31 22 Housing Program Facilities MCCAB 2013 32 23 Summary of Recommendations Merced County 10 Year Plan 34 24 Merced County Homes Weatherized 2011 35 25 Madera County Homes Weatherized 2011 35 26 Weatherization Program Waiting List June 2012 35 27 Merced County Homes Receiving Utilities Assistance in 2011 37 28 Survey of 270 Parents of Child Development and State Preschool Students 39 29 Number of Children on Waiting List for Child Development Programs Feb 2012 40 30 Number of Children on Waiting List for State Preschool Programs Feb 2012 41 31 Parent Satisfaction Survey May 2011 41 32 MCCAB Partnerships 2011 45

Merced County Community Action Board 2013-2018 Strategic Plan 1

INTRODUCTION Every five years, Merced County Community Action Board (MCCAB) completes a comprehensive analysis of community indicators and internal operations, and develops its future Strategic Plan based on those findings. The end result is a plan to alleviate poverty in Merced County that includes a needs assessment, strategies to address those needs, and MCCAB proposed operations for January 2013 through December 2018. The MCCAB Board of Directors approved its 2008 Strategic Plan in November 2007. The economic forecast for our low income constituents continues to be bleak. Unemployment, poor educational attainment, and housing foreclosures are at record levels. The financial future for Community Action Agencies nationwide is also uncertain. The coming years will bring continued instability with a high probability of funding cuts to our programs. Not all needs can be adequately addressed by MCCAB; the availability of resources often guides the direction of the Agency and its efforts. The 2013 Strategic Plan synthesizes a thoughtful and comprehensive analysis of how to best utilize Agency and community resources in moving forward. The Strategic Plan is a dynamic process that continues throughout the year, every year; assessment and planning does not stop with the publication of this plan. As conditions change, objectives will be adjusted in order to achieve long term goals. Outline of the Strategic Plan Section 1 reviews recent demographic trends in Merced County and suggests implications for future efforts to reduce poverty in the region. Section 2 analyzes the impact MCCAB has on poverty through its current programming. Most of the goals from the Agency’s 2008 Strategic Plan were accomplished, as well as many projects that could not have been anticipated. These events are discussed throughout Sections 2 and 3. Section 3 is the primary discussion of the Agency’s goals, strategies and expected results for the time period January 1, 2013 through December 31, 2018. The concepts articulated in this final section provide key areas for the MCCAB Board of Directors, Agency staff, Merced County’s policymakers, civic leaders, planners and advocates to consider during the next five years.


Merced County Community Action Board programs include: • Child development programs from 5

locations, serving 260 children annually

• Project CHERISH meals for seniors, serving nearly 33,000 meals annually

• Meals on Wheels program, delivering

more than 42,000 meals annually to homebound seniors

• The County’s largest year-round

emergency shelter • 12 affordable housing rentals & 14 units

of permanent supportive housing • Utilities Assistance serving 4,600 families

annually • Weatherization services to 675 homes

annually • WIC nutritional feeding program, serving

17,400 clients annually

EXECUTIVE SUMMARY In 1964, Congress passed the Economic Opportunity Act to begin America’s War on Poverty. As a result of this initiative, a network of Community Action Agencies sprang up all over the country to alleviate the impact of poverty at the local level. Merced County Community Action Agency – now known as Merced County Community Action Board (MCCAB) – was federally designated in 1965 as the agency to carry out anti-poverty work in Merced County, California. MCCAB provides a broad range of community service programs designed to have a measurable impact on poverty. Many of these programs are funded through the Community Services Block Grant (CSBG) program. As the needs of the region have changed, the Agency has grown accordingly. The Agency now delivers its programs via an annual operating budget of $28 million and 168 employees. Merced County is faced with numerous socioeconomic challenges and economic hardships. Without the services of MCCAB, many people would go unserved, and it is apparent that those services are sorely needed. MCCAB has undertaken a seven month long strategic planning process which concludes that over the next five years, the organization and the people it serves will benefit most by a continuous commitment to building capacity; through partnerships, and by careful selection of where to spend time and resources. Existing internal data collection will be amplified to continuously provide meaningful information to the Board of Directors so that more information based decisions result regarding those investments of money and people. Programs will be restructured where necessary. Programs will be continued or begun only if they are self sustaining. The Agency’s Strategic Plan for 2013-2018 includes a framework of articulated priorities that advance its mission to alleviate poverty, while allowing flexibility in the event of a changing and uncertain future. The Agency resolves to “measure what matters”, and to describe performance in terms of results as opposed to activity. Further, that performance will be communicated in ways that are meaningful to the community. This focus will result in better outcomes for low income constituents and other stakeholders in the Merced County region.


METHODOLOGY The Merced County Community Action Board Strategic Plan is intended for use in future planning and to satisfy the requirements of the Community Services Block Grant program administered by the California Department of Community Services and Development. The Plan is intentionally designed for consistency with Results Oriented Management and Accountability (ROMA) standards. ROMA is a performance based initiative designed to promote greater effectiveness among agencies receiving Community Services Block Grant funds. Primary tasks of facilitation, research, and writing the Strategic Plan were outsourced to Dossetti Consulting, a firm located in Merced. The Strategic Plan’s analysis and needs assessment draws on statistical data and other sources of publicly available information on the Merced County region. Responses from surveys conducted by MCCAB staff within the past 24 months were analyzed, and MCCAB staff provided several other reports and documents where available. Primary instruments include: • U.S. Census Bureau data; new data from the 2010 Decennial Census is presented, as

well as data from the 2008-2010 American Community Survey; the American Community Survey is conducted on behalf of the U.S. Census Bureau1

• Statistics published by the California Department of Education, California Employment Development Department, and other relevant governmental entities

• County rankings in health and other issues relating to children, published by the California Child Care Resource and Referral Network, the Annie Casey Foundation and the Robert Wood Johnson Foundation

• Studies and planning documents published by governmental entities; including the Joint Center for Political and Economic Studies Health Policy Institute, the County of Merced, the City of Merced, and Merced County Association of Governments

• Agency records from staff of the Merced County Community Action Board These records included customer satisfaction data from 270 parents whose children attend MCCAB early child education programs, and customer feedback received as a result of four public hearings held in the development of the Agency’s 2012-2013 CSBG Community Action Plan.

1 The Census Bureau no longer collects social characteristics data in its decennial census. Instead, it has substituted the American Community Survey for socioeconomic data collection. The reporting schedule for areas below 65,000 population is either a 3-year or 5-year average. Where American Community Survey data is believed reliable enough for analysis purposes, this report will provide 3-year average data.


Whenever possible, Merced County statistical data is presented alongside comparable data for the State of California. This facilitates an understanding of the county’s characteristics by illustrating how the region differs from the state in various aspects related to demographic, employment, and housing characteristics and needs. The tables and maps that accompany the text underscore the fact that the Strategic Plan presented here is a data rich study. Agency staff and local stakeholders will find it a useful resource over the next years, particularly in preparing grant proposals for projects addressing poverty in Merced County. Above all, the Strategic Plan is a tool for Agency-wide use throughout the planning period to document achievements of goals and to review as a starting point when it is time to begin the next strategic planning process. The 2013-2018 Strategic Plan establishes goals, objectives, and strategies for the Agency. Objectives and strategies were developed around five primary goals: 1. Increase capacity to make outcome-based decisions 2. Foster new allies in local political arena 3. Leverage partnerships to secure additional funding 4. Build organizational capacity 5. Broaden funding streams to develop, enhance and sustain programs and services Each of these goals is linked with objectives, strategies, a responsible party, a timeframe for completion, and the desired outcome. The Goals and Strategies matrix is presented in Appendix A.


With her anti-poverty budget stretched beyond its limits, Brenda Callahan-Johnson is braced for next Saturday: the day California’s chronically unemployed will be cut off from the nation’s jobless benefits. A drop in the state’s unemployment rate to 11 percent – its lowest mark in three years – is triggering the federal cutoff of emergency, long-term unemployment pay to at least 93,000 Californians. But in the state’s agricultural heartland, where Callahan-Johnson runs the Merced County Community Action Agency, a jobless rate of more than 20 percent – two and a half times the nationwide average of 8.2 percent – makes it difficult for some to believe that an economic recovery has begun. “I think Merced County is used to hardships, but we are stretched beyond our capacity here,” Callahan-Johnson said of the rural county that sits roughly midway between Fresno and Sacramento. “In Merced County there are no jobs to be had.” The cut-off is another blow to a region with the state’s highest percentage of people living below the poverty line, and where the bursting of the housing bubble has led to the highest foreclosure rate in the country. -For Chronically Unemployed, More Bad News in Calif, The Boston Globe, May 6, 2012

COMMUNITY PROFILE Merced County is one of America’s most impoverished places. Its high rates of unemployment, poverty, and foreclosures have been chronicled in recent years by the Boston Globe, Wall Street Journal and other nationally-known publications. Merced, the County’s largest city, has been pummeled by foreclosures and unemployment to such an extent that in February 2011, Forbes Magazine dubbed Merced number three on its list of America’s 20 “Most Miserable Cities”.1 In June 2011, Forbes ranked Merced at the bottom of its list of America’s 200 “Best Places for Business”. Its ranking considered unemployment, income, educational attainment, tax rates, crime rates and housing affordability.2 The following pages describe these characteristics.


GEOGRAPHIC SETTING Merced County is located in the center of California’s San Joaquin Valley. Merced County is bordered by Madera, Mariposa, Stanislaus, Santa Clara, San Benito, and Fresno Counties. More than half of the county’s land is made up of an agriculturally rich alluvial plain produced by the Chowchilla, San Joaquin, and Merced Rivers. Merced County’s soils, climate and water distribution system contribute to the production of more than 100 different agricultural crops; In terms of agricultural sales, Merced County is the fourth most productive agricultural region in the United States.3 POPULATION CHARACTERISTICS The Merced County Community Action Board (MCCAB) service area includes six cities and 11 unincorporated communities. The total service area comprises 1,935 square miles inhabited by almost 256,000 people. Merced County’s largest city, Merced, has a population of about 79,000. Some of MCCAB’s programs also serve the contiguous Mariposa County to the east, and Madera County to the south. Highway 99 runs through the middle of the area, through what is known as the Central San Joaquin Valley. Fresno is one hour away to the south. A contributing factor to Merced County’s challenges is its fast paced population growth. Population change in Merced County over the past decade has outpaced that of 50 other counties and was more than double that of California as a whole. With a population increase of 21.5 percent between 2000 and 2010, Merced County substantially outpaced the statewide growth rate of 10 percent.

Table 1 Percent Population Growth

Between 2000 and 2010 Rank by County

Rank County % Change 1 Riverside 41.7 2 Placer 40.3 3 Kern 26.9 4 Imperial 22.6 5 Madera 22.5 6 San Joaquin 21.6 7 Merced 21.5 8 Tulare 20.2 9 Sutter 20.0 10 Yuba 19.8 Source: 2010 Census


Immigration is a major source of the population growth in Merced County: 24.4 percent of the population is foreign born.4 This trend is typical of agriculturally-based communities that offer low-skill (and low-wage) jobs. Childbirth, however, is the primary driver of population growth in Merced County. As noted in an April 2012 article published in The Fresno Bee, more people are moving out of the Central San Joaquin Valley than are moving in, due to its high unemployment rates and economic recovery elsewhere in the state. However, in some areas of the Valley such as Merced County, the number of newborns is making up for the number of people moving out.5 Merced County Population Centers The table below shows the rate of population growth between 2000 and 2010 in each of Merced County’s six incorporated cities, many unincorporated communities, and the county in comparison to the state overall. Delhi and Los Banos experienced population increases of more than 30 percent, while Le Grand’s population decreased slightly. The opening of a University of California campus near Merced in 2005 has influenced its population growth. Population shifts in Los Banos are especially noteworthy. Its population increased 39 percent from 2000 to 2010, accounting for almost one-fourth of the county’s growth overall. The catalyst for its rapid growth was migration from San Jose and other “Silicon Valley” area communities, as families pursued more affordable housing on Merced County’s west side.

Table 2 Population Change Between 2000 and 2010

Merced County and California

Jurisdiction 2000 2010 Absolute Change % Change Atwater 23,113 28,168 5,055 21.9 Delhi (unincorporated) 8,022 10,755 2,733 34.1 Dos Palos 4,581 4,950 369 8.1 Gustine 4,698 5,520 822 17.4 Hilmar-Irwin (unincorporated) 4,807 5,197 390 8.1 Le Grand (unincorporated) 1,760 1,659 -101 -5.7 Livingston 10,473 13,058 2,585 24.7 Los Banos 25,869 35,972 10,103 39.1 Merced 63,893 78,958 15,065 23.6 Planada (unincorporated) 4,369 4,584 215 4.9 South Dos Palos (unincorporated) 1,385 1,620 235 17 Winton (unincorporated) 8,832 10,613 1,781 20.0 Remaining Unincorporated Areas 48,752 54,739 5,987 12.2 County Total 210,554 255,793 45,239 21.5 California 33,871,648 37,253,956 3,382,308 10 Source: 2010 Census


Youth Dependency Ratio Merced County’s birth rate trends have led to 40.2 percent of Merced County’s population being 18 years of age or younger, compared to 31.8 percent statewide.6 An important gauge to determine a workforce’s ability to absorb the dependency costs of children is known as the youth dependency ratio. This ratio is an indicator of persons who are economically dependent on those who provide for them, either by earning incomes or paying taxes. It is determined by the number of children ages 15 and under divided by the number of adults in the working population – adults ages 16 to 64. Merced County’s youth dependency ratio is 44, meaning that for every one hundred adults of a working age (ages 16 to 64) there are 44 children. In comparison, statewide there are only 33 children for every one hundred adults of working age.7


Ethnicity Merced County has experienced profound changes in the diversity of its population. The majority of Merced County residents are Hispanic; in 2010, approximately 55 percent of the County’s population was Hispanic in origin, compared to 38 percent statewide.8 During the past three decades, Merced County became home to the largest number of Southeast Asian refugees per capita in California. These Hmong, Laotian, and Cambodian immigrants were reportedly attracted by the agrarian economic base, and moved to Merced in large numbers. Between 1980 and 1990, the City of Merced’s Asian population (inclusive of Southeast Asians) increased by more than 1300 percent.9

Table 3 Merced County Ethnicity 2010

Asian Black Hispanic White Other Number % Number % Number % Number % Number %

Atwater 1,416 5.0 1,225 4.3 14,808 52.6 10,085 35.8 634 2.3 Gustine 95 1.7 73 1.3 2,769 50.2 2,518 45.6 65 1.2 Livingston 2,223 17 106 0.8 9,547 73.1 1,039 8 143 1.1 Los Banos 1,162 3.2 1,354 3.8 23,346 64.9 9,521 26.5 589 1.6 Merced 9,342 11.8 4,958 6.3 39,140 49.6 23,702 30 1,816 2.3 County 18,836 7.4 9,926 3.9 140,485 54.9 81,599 31.9 4,947 1.9 Source: 2010 Census, DP-1 Ethnicity percentages can vary greatly between communities and require significant response from the systems that serve them, in particular the education system. As educators seek to provide culturally sensitive programming, it is not uncommon to find a classroom with one child from a different country, two from another, and one more from a completely different part of the world. In Livingston, many families are immigrants from Mexico, India and Pakistan. Cultural differences have created considerable challenges; for instance, after a lengthy court battle which went to the United States Supreme Court, Sikh children as young as eight years old won the right to bring knives (kirpans) to school.

http://en.wikipedia.org/wiki/United_States_Supreme_Court

http://en.wikipedia.org/wiki/United_States_Supreme_Court


EDUCATIONAL CHARACTERISTICS Merced County residents are among the least educated in the State. According to the 2010 Census, only 67 percent of its residents over age 25 have a high school diploma. Just 12 percent hold a bachelor’s degree or higher, compared to 30 percent state wide.10

Table 4 Merced County Educational Attainment 2010

Persons Age 25 and Over

Atwater Los Banos Merced County Number % Number % Number % Number % Less than 9th grade 2,381 15.1 4,094 21.3 7,013 16 28,945 20.0 9th to 12th grade, no diploma

1,884 11.9 2,143 11.1 5,709 13 18,378 12.8

HS graduate 3,746 23.7 5,748 29.8 9,475 21.6 35,359 24.7 Some college, no degree 4,588 29.1 4,463 23.2 11,297 25.8 33,504 23.4 Associate degree 1,269 8 816 4.2 3,453 7.9 9,206 6.4 Bachelor’s degree 1,282 8.1 1,453 7.5 4,602 10.5 11,616 8.1 Graduate or professional degree

629 4 547 2.8 2,285 5.2 6,027 4.2

Percent HS grad or higher

73 67.6 71 66.9

Percent Bachelor’s degree or higher

12.1 10.4 15.7 12.3

Total Population Over Age 25

15,779 19,264 43,834 143,035

Note: Comparable data not published for other cities. Source: 2008-2010 American Community Survey 3-Year Estimates, DP-2


English Proficiency Almost a quarter of the county’s population was foreign-born in 2010, and more than half (52.8 percent) of people over the age of five speak a language other than English at home.11 Due to the high number of foreign-born residents, schools are faced with the challenges of serving many students with limited English proficiency. During the 2009-2010 school year, almost one in three (30.8 percent) students in Merced County public schools were assessed as having limited English proficiency. This compares with 23.7 percent of students in California as a whole who have limited proficiency in English.12 Census data gives us a more detailed picture. Table 5 shows change in Merced County residents’ language spoken at home. During the time period 2000 to 2010, the percentage of people in English-speaking households actually decreased. The largest increase was in the number of people who speak Spanish at home.

Table 5 Merced County

Language Spoken at Home by Population Age 5 and Over 2000 versus 2010

Language Spoken at Home 2000 2010 Number Percent Number Percent English only 105,364 54.8 109,014 47.2 Spanish 67,490 35.1 98,064 42.5 Asian/Pacific Islander 10,054 5.2 11,905 5 Other European 8,995 4.7 11,554 5.2 Other 356 0.2 378 0.2 Total Population Age 5 and Over 192,259 230,915 Source: 2000 Census and 2008-2010 American Community Survey 3-Year Estimates, DP-2


Early Child Education Needs Quality early child education is a fundamental component of developing the workforce of our future. Merced County’s children represent the very group who have been found in numerous research studies to derive the greatest benefits from high quality preschool; children who are poor, Latino, and whose parents have little education. Merced County parents confront a limited supply of care that does not meet the demand. In 2010, there were 3,487 licensed preschool slots for two to five year olds available in Merced County. But in that same year, there were 13,431 two, three and four year olds in Merced County, exceeding the number of available preschool openings by 9,944.13

Table 6 Merced County Child Care Supply versus Demand

2010 Number of Children by Age Number of Licensed Child Care Slots

Under 2 2 yrs 3 yrs 4 yrs Infant Preschool Shortfall 8,554 209 -8,345

4,728 4,419 4,284 3,487 -9,944 Source: 2011 Child Care Portfolio, CA Child Care Resource & Referral Network, www.rrnetwork.org Affordable child care is a significant challenge for Merced County families. The average annual cost of licensed preschool care in Merced County is $7,212 per year; and the cost for an infant is even higher, at $10,529 per year.14 For a family earning Merced County’s median income of $42,325, the cost of child care for one child represents 17 to 25 percent of the household’s total annual income. Not surprisingly, the Annie Casey Foundation reports that in 2009, 83 percent of Merced County children ages three to five did not attend preschool, nursery school, or Head Start for at least 10 hours a week.15 The quality of preschool care, in terms of adequately preparing children to enter school, is of equal concern. Based upon Merced’s demographics, many students have at least one parent who is not a high school graduate. It is reasonable to assume that many of these students are without supports at home to help them succeed in school. Indeed, Children Now reports that in 2010, only 78 percent of Merced County’s young children were read to often. Only five other California counties had lower percentages.16 Elementary schools across the county report that high percentages of their students perform below grade level in basic language arts and mathematics. As these students progressively fall further behind each year, they lose self confidence and many drop out of school. Overall, Merced students are not performing as well as students in other parts of the state; test scores are lower, lower percentages are graduating, and many are not ready for college.

http://www.rrnetwork.org/


ECONOMIC CHARACTERISTICS Demand for MCCAB services is significantly impacted by income, employment characteristics, and regional job growth. To effectively address the relationship with poverty, an understanding of local income and job profiles is required. Given the relationship between educational attainment and employability, it is not surprising that Merced County’s rates of poverty and unemployment are consistently among the highest in California. Merced County faces a number of challenges compared to the whole of California; prominent among them is that the workforce is young, under-educated and under-employed. The Merced County region is unfortunately well known for characteristics which have been causally linked to cyclical poverty and unemployment throughout generations of families. Household Income In one of the wealthiest states in the country, Merced County is on the lower end of California’s economic scale. The following table shows household income distribution and median household income for our service area in 2009, based on 2010 Census income data. In Merced County 41.9 percent of all households earned under $35,000 in 2009, compared to 29.5 percent of households in the state as a whole. Just 13.8 percent of Merced County households earned over $100,000 in 2009, much lower than 27.4 percent in California as a whole.

Table 7 2010 Household Income Distribution

Merced County and California Income Group Merced County California

Number Percent Number Percent Less than $10,000 6,274 8.5 685,711 5.5 $10,000 to $14,999 6,058 8.2 649,414 5.2 $15,000 to $24,999 9,834 13.4 1,204,419 9.7 $25,000 to $34,999 8,664 11.8 1,133,643 9.1 $35,000 to $49,999 11,013 15 1,579,823 12.7 $50,000 to $74,999 13,266 18.1 2,183,651 17.6 $75,000 to $99,999 8,199 11.2 1,552,084 12.5 $100,000 to $149,999 6,473 8.8 1,835,599 14.8 $150,000 to $199,999 1,886 2.6 782,368 6.3 $200,000 or more 1,764 2.4 785,635 6.3 Total Households 73,431 12,392,347 Median Household Income $42,325 $60,016 Source: 2008-2010 American Community Survey 3-Year Estimates, DP-3


Poverty In 2010, one in every five Merced County residents lived under the federal poverty line. Its poverty rate of 21.5 percent was more than double that of California’s (10 percent) average.17 Families were much more likely to be living in poverty; national health rankings published by the Robert Wood Johnson Foundation report that as of 2008, out of California’s 58 counties, Merced County had the 6th highest percentage (29 percent) of children under the age of 18 living in poverty.18 Due to its high poverty rates, Merced County residents have higher proportions of food stamp recipients than state and national averages. In fact, the proportion of the population that received food stamps from 2008-2010 (14.5 percent) was more than double the statewide rate (6.2 percent).19 Three of every four students (75.5 percent) in the 2010-2011 school year qualified for free or reduced price meals based on income eligibility, compared to 55.7 percent state-wide.20

Table 8 2010 Economic Indicators

Merced County and State of California Merced

County California

Poverty Rate 21.5% 10% Unemployment 18.8% 9.6% Reduced Lunch 75.5% 55.7% Food Stamps 14.5% 6.2% Sources: U.S. Census Bureau, CA Department of Education, & CA Employment Development Department


Unemployment Merced County’s unemployment rate is consistently among the worst in California. In 2011, California’s unemployment rate was 11 percent. In comparison, Merced County’s unemployment rate was more than 18 percent, which was fourth highest statewide.21

Annual Unemployment Rates 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Merced County 11 11.5 10.9 10 9.4 10.1 12.5 16.9 18.8 18.3 California 6.7 6.8 6.2 5.4 4.9 5.4 7.2 11.3 12.4 11.7 United States 5.8 6 5.5 5.1 4.6 4.6 5.8 9.3 9.6 8.9 Source: CA Employment Development Department Employment Patterns and Projections Merced County’s soils, climate and water distribution system contribute to the production of more than 100 different agricultural crops. Ample production and proximity to major shipping points provide the means to ship these products to over 50 countries. Internationally known food processors have located in Merced County to take advantage of this productivity. The region is home to some of the world’s largest food processing facilities, including Foster Farms Poultry, Hilmar Cheese, and Gallo Wines. Not surprisingly, food processing and production agriculture employs approximately a third of the County’s workforce. In 2011, farm-related jobs comprised 16.8 percent of the total occupations in Merced County, compared to less than 3 percent statewide.22

0

5

10

15

20

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Table 9 Annual Unemployment Rates

Merced County

Merced County California U.S.


Merced County’s economy has not diversified as fast as most counties in California and its dependence on low paying jobs threatens future economic growth in the region. Table 10 at right shows Merced County’s employment by industry in 2011. Government is clearly the largest employer, followed by agriculture-related jobs. Merced County has still not fully recovered from the impacts of Castle Air Force Base’s closure in September 1995. Castle AFB was the largest employer in the area, accounting for approximately 10 percent of all Merced County employment at the time. Merced County and its six cities have conducted numerous studies focused on increasing job opportunities. Since the passage of Proposition 13 in 1978, California cities have been faced with unprecedented challenges in financing the improvements demanded by growing communities. Cities can no longer adjust property tax rates to raise the funds for capital facilities such as roads, storm drains, or other infrastructure which attracts large employers. With the loss of Redevelopment funding in 2012, Merced County and its cities lost an important tool in attracting new jobs to the area. Economic development professionals quickly conclude, however, that Merced County’s economic potential overall is being held back by a low supply of highly skilled and educated workers. Its low educational attainment levels undermine the region’s ability to attract new businesses with higher paying jobs and thus, is a detriment to the County’s long term economic prosperity. On the heels of Castle’s closure, the University of California Board of Regents announced in 1995 that Merced County’s Lake Yosemite site had been selected for the University of California’s tenth campus. This selection completed a six-year evaluation process which began with a field of more than 80 possible sites. UC Merced opened September 2005. As UC Merced grows, it brings the greatest potential for a more diversified economy in the region. Table 11 presents the California Employment Development Department’s forecast of Merced County’s fastest growing occupations through the year 2018. The greatest projected job growth is for low-wage occupations which do not require a college degree.

Table 10 Merced County Employment by Industry 2011

Merced County Civilian Employment 90,000 81.7% Civilian Unemployment 20,100 18.3% Civilian Labor Force 110,200 100% Total Non-farm 56,400 83.2% Mining, Logging, & Construction 1,500 2.2% Manufacturing 8,100 12% Wholesale Trade 1,900 2.8% Retail Trade 7,400 10.9% Transport, Warehousing & Utilities 2,200 3.2% Information 1,200 1.8% Financial Activities 1,500 2.2% Professional & Business Svcs 3,800 5.6% Education & Health Svcs 6,300 9.3% Leisure & Hospitality 4,700 6.9% Other Services 1,400 2.1% Government 16,400 24.2% Total Farm 11,400 16.8% Total Employment 67,800 100% Source: CA Employment Development Department


For the majority of Merced County’s unemployed, this growth is promising news. The skills required for these jobs are attainable, particularly for those who at this time are without a high school diploma. The Merced County Department of Workforce Investment offers employment and training services for people who are out of work or low income. Special programs include on the job training, vocational training and work experience, and many are in the high-growth occupations listed below.

Table 11 Merced County Fastest Growing Occupations

2008-2018 Annual Average

Employment %

Increase Median Annual

Wage 2010 Occupation 2008 2018 Home Health Aide 240 300 25 $20,008 Truck Driver, Heavy & Tractor-Trailer 1190 1440 21 $39,742 Construction Laborer 740 890 20.3 $29,456 Carpenter 400 480 20 $43,490 Construction First-Line Supervisor 220 260 18.2 $59,861 Registered Nurse 510 580 13.7 $76,217 Electrician 220 250 13.6 $50,228 Mechanic Industrial Machinery 150 170 13.3 $58,336 Construction and Maintenance, Painter 150 170 13.3 $41,251 Bill and Account Collector 150 170 13.3 $28,895 Farming, Fishing & Forestry First-Line Supervisor 340 380 11.8 $34,763 Coaches and Scouts 170 190 11.8 $33,044 Sales Rep, Wholesale & Manufacturing 260 290 11.5 $60,285 Housekeeping & Cleaning 260 290 11.5 $19,253 Customer Service Representative 1220 1360 11.5 $25,650 Retail Sales 1870 2060 10.2 $19,254 Licensed Practical & Vocational Nurse 210 230 9.5 $48,291 Farm, Ranch & Other Agricultural Manager 1590 1740 9.4 $50,095 Cement Mason & Concrete Finisher 220 240 9.1 $30,128 Source: CA Employment Development Department


HEALTH AND NUTRITION CHARACTERISTICS Merced County’s health conditions are closely related to the various socioeconomic disadvantages that continue to challenge the region. Research demonstrates that poverty, access to healthy foods and medical care, and housing conditions are all predictors of who lives longer. A March 2012 study published by the Joint Center for Political and Economic Studies Health Policy Institute concluded that persons who live in the lowest-income zip codes of the San Joaquin Valley are twice as likely to die before the age of 65 than those who live in the highest-income zip codes.23 Access to Health Care Merced County health care providers have been confronted with challenges in serving a multi-ethnic constituency, and these challenges are not confined to barriers of language. Merced’s unique issues in providing health care to its Southeast Asian population were the subject of the book “The Spirit Catches You and You Fall Down”, published in 1997. The book described a young girl’s treatment for epilepsy and the hospital’s difficulty in considering the family’s cultural beliefs.24 The book sent repercussions throughout Merced’s medical and social services community, prompting renewed collaboration to develop appropriate responses. In what is believed to be a first in the United States, Merced’s Mercy Medical Center now formally recognizes the cultural role of Southeast Asian shamans and invites them to perform any of nine approved ceremonies in the hospital when desired to do so by Southeast Asian patients. As described in a 2009 New York Times article, Mercy Medical Center also provides training programs designed to introduce shamans to elements of Western-style medicine.25 Birth Rates, Prenatal Care and Breastfeeding Rates Teen birth rates are an important predictor of a community’s quality of life, and teen pregnancy continues to present challenges for Merced County. In 2011, Merced County’s teen birth rate was 58 per 1,000 births, well above California’s rate of 22 per 1,000 births.26 Pregnant teens are more likely to receive late or no prenatal care and have a pre-term delivery and low birth weight, increasing the risk of impeded childhood development. During the time period 2007-2009, only 60 percent of Merced County mothers received prenatal care by the end of the first trimester. Only three other California Counties had lower percentages.27 Merced County newborns are much less likely to be breastfed exclusively once they leave the hospital than in other counties; at 28 percent, only seven of California’s 58 counties had lower percentages.28 Research is replete with evidence that mothers who are low income are much less likely to breastfeed, compounding health risk factors for their child.


Hunger Hunger is a symptom of poverty. Health consequences are experienced when low wages can’t cover the cost of housing, utilities and food. When income is not sufficient, the cheapest foods are those high in fats and sugars. In September 2010, a study by the UCLA Center for Health Policy Research found that 34.3 percent of Merced County residents are obese, and that its rate of obesity was second highest in California.29 The study found that obesity is more prevalent among adults with low educational attainment levels, high poverty, and among certain ethnicities such as Hispanics. Food insecurity continues to plague Merced County residents. Households qualifying for the Supplemental Nutrition Assistance Program (SNAP), also known as food stamps, are more than double the statewide rate. The most basic criteria for SNAP benefits is that a household must have an income below 130 percent of the Federal Poverty level. Similarly, students whose household income is below 130 percent of the Federal Poverty line can receive free lunches while at school; children living above 130 percent but below 185 percent qualify for meals at a reduced price. As previously described, during the 2010-2011 school year 75.5 percent of Merced County’s students qualified for free or reduced price meals.30 Amidst the budget cutting at every level of government, local meal programs and food distribution efforts are critical elements in response to hunger. Table 13 shows the six nonprofit organizations in Merced County that provide free hot meals. There are several food distribution programs sponsored by nonprofit organizations and churches. Most of these programs rely heavily on volunteers and private donations. Merced County’s largest food distribution program is sponsored by the Merced County Food Bank. The Food Bank operates the USDA Commodity Supplemental Food Program, a federal initiative that provides a monthly box of nutritious USDA food to low-income seniors, mothers and children. The Merced County Food Bank serves almost 2,000 households every month. Member agencies such as community meal programs, senior centers and child care centers can also visit the Food Bank warehouse for fresh produce, packaged food, frozen food, bread, and dairy or meat items for their clients. This range of choice allows agencies to meet the varied nutritional needs and cultural preferences of the client communities they serve.

Table 12 Households in 2010

with Food Stamp / SNAP Benefits in the past 12 months

Merced County California 10,623 14.5% 772,999 6.2% Source: 2008-2010 American Community Survey DP-3

Table 13 Free Meal Programs in Merced County

Meal Served Sponsor Location B L D Rescue Mission Merced X X Salvation Army Merced X Second Baptist Church Merced X St Vincent De Paul Merced X Mcd Bethel Adventist Church Merced X MCCAB D Street Shelter Merced X Source: Merced County Association of Governments


HOUSING CONDITIONS AND HOMELESSNESS In 2011 Forbes Magazine dubbed Merced the third “most miserable city in America” due in part to its housing affordability and foreclosures.”31 Stable housing is fundamental to sustaining family living, to finding and keeping employment, and to our health and safety. Merced County faces numerous economic challenges that impact the ability of its residents to afford adequate housing. Housing is the single biggest monthly expense for most households. As discussed in a previous section, in 2011 Merced County’s unemployment rate was 18.3 percent and fourth-highest in California. Additionally, the median household income of a Merced County resident is roughly $17,700 less than California’s median. These trends result in lower income households paying a greater portion of their income for housing, forcing them into debt and undesirable housing situations. Housing Affordability Affordability is the most significant housing issue facing Merced County. A 2005 Wall Street Journal article listed Merced as “the least affordable housing market in the United States,” based on how many people earning the median income can afford a median-priced house (17.6 percent in Merced County).32 Data collected by the U.S. Census Bureau confirms the high number of households with affordability burdens in our service area. Housing affordability is determined by measuring housing cost in relation to gross household income. Current standards consider housing affordable if a household pays less than 30 percent of their income for housing. In Merced County, more than half of its renters pay more than 30 percent of income on housing. More than a third of Merced County homeowners are paying more than 30 percent of their household income on housing. The cost burden for lower income households reflect choices limited by a limited supply of housing affordable to these households. Unfortunately there is a shortage of affordable housing in our communities, creating hardship for individuals and families with low incomes. Lower income households find themselves with insufficient resources for food and other essentials.

Table 14 Merced County Housing Affordability

Housing Costs as a Percentage of Household Income 2010

OWNERS Number Percent Less than 20% 15,350 38.6 20 to 24.9% 5,127 12.9 25 to 29.9% 3,962 9.9 30 to 34.9% 3,175 8.0 35% or more 12,168 30.6 Total Owner-Occupied Units

39,782

RENTERS Number Percent Less than 20% 6,344 20.8 20 to 24.9% 3,390 11.1 25 to 29.9% 3,753 12.3 30 to 34.9% 2,674 8.8 35% or more 14,354 47 Total Renter-Occupied Units

30,515

Source: 2008-2010 American Community Survey 3-Year Estimates, DP-4


Subsidized housing is scarce in most of our communities. The Housing Authority of the County of Merced provides and manages public housing, including the Housing Choice Voucher program, also known as Section 8. The waiting list for this program typically exceeds 1,000 families.33 Clearly the lack of affordable, decent housing is a major issue in Merced County. Developing enough affordable housing in our area to meet the need is a huge challenge for stakeholders seeking to improve the quality of life for a large sector of our population. Housing Conditions Table 14 shows Merced County housing condition data from the 2010 Census. Fifty percent of Merced County’s housing was constructed prior to 1980. Almost 1,000 occupied housing units are without complete kitchen facilities, and more than 700 are without plumbing. These characteristics are predictors of housing stock in need of rehabilitation or weatherization. It will be noted that Merced County experienced an unusual spike in housing construction over the last decade, with 16,670 structures built since the year 2000. This was due in large part to the anticipated opening of the University of California, Merced. UC Merced opened in September 2005. Castle AFB has had a lingering effect on the condition of Merced County’s housing stock. The base closure in 1995 prompted approximately eight percent of the total county population to leave the area. The loss was felt in nearly every sector of the Merced community – and in ways which are not always easy to quantify. Residents still describe the change of “the feeling of community”. Rental units which previously had housed thousands of Castle Air Force military and civilian personnel soon became known as “Section 8” areas. The character of these neighborhoods rapidly deteriorated. The tenor and appearance of many Merced neighborhoods were permanently altered.


Housing Conditions 2010 Number Percent YEAR BUILT 2005 or later 5,406 6.5 2000 to 2004 11,264 13.5 1990 to 1999 12,624 15.1 1980 to 1989 12,410 14.8 1970 to 1979 14,940 17.8 1960 to 1969 9,391 11.2 1950 to 1959 8,763 10.5 1940 to 1949 4,669 5.6 1939 or earlier 4,238 5.1 Total housing units 83,705 HOUSE HEATING FUEL Utility gas 42,047 57.3 Bottled, tank, or LP gas 3,383 4.6 Electricity 24,254 33.0 Fuel oil, kerosene, etc 54 0.1 Coal or coke 0 0 Wood 1,696 2.3 Solar energy 18 0 Other fuel 1,167 1.6 No fuel used 812 1.1 OTHER Lacking complete plumbing facilities

729 1.0

Lacking complete kitchen facilities

992 1.4

No telephone service available

1,895 2.6

Occupied housing units 73,431 Source: 2008-2010 American Community Survey 3-Year Estimates, DP-4


Foreclosures A sure indicator of financial distress is the extent to which foreclosures have occurred within Merced County. Merced County’s foreclosure rate is nearly double that of California’s rate and close to triple the national rate.34 The national financial crisis of 2006 was characterized by rising distress in the mortgage market, with large numbers of defaulting loans. By July 2007, Merced County ranked second-worst in the entire nation for the number of homes in the foreclosure process, with one in 121 homes countywide being foreclosed.35 Fueled by an oversupply of new homes, high unemployment, and the national recession, by 2009 Merced County housing prices had collapsed to half of their 2006 property value. With the declining cost of housing, it could be assumed that more people would be able to afford to purchase a home. However, the tightening of loan underwriting practices and the larger down payments now required have limited the ability of many potential first time homebuyers to take advantage of the lower prices.36 A large influx of market buyers are outbidding low income families, paying cash for low market housing, and turning them into rentals.37 Homelessness High unemployment and a shortage of affordable housing have contributed to homelessness in Merced County. Given current economic conditions, it is doubtful that homelessness will be eradicated any time soon. Number of Homeless Persons in Merced County The true extent of Merced County homelessness has not been quantified, but some estimates include: • 483 unduplicated homeless persons were sheltered in MCCAB emergency facilities

during 2011. This description will be found in the “Agency Profile” section.

• 1,001 children attending high schools in Merced, Atwater and Livingston reported to school district officials in 2011 that they were homeless- living in a motel, on the streets, or some other homeless situation - or living in foster care.

• 496 homeless persons were counted throughout Merced County during a three hour period on January 24, 2012, only 13 of whom were children.

It is clear that homeless children are not being captured within Merced County’s point in time homeless counts. Additionally, children living in a homeless situation are not being differentiated from those sheltered but living in foster care. Although strides have been made in this area, at this time there is no reliable information on the true number of homeless persons in Merced County.


Merced Union High School District Homeless Student Data One in every 11 students attending high schools in Merced, Atwater and Livingston – 1,001 students total – reported to Merced Union High School District (MUHSD) in 2011 that they were either living on the streets, in a motel or some other homeless situation, or in foster care.38 A 2009 McKinney-Vento grant from HUD allowed Merced Union High School District to hire a part time Student in Transition Liaison, tasked with quantifying the extent of MUHSD’s homeless student population and conducting assessments to identify their needs. Up until that time, MUHSD’s student registration systems were not structured in a way to advise school administrators that a child was living in a homeless or foster care situation. While the total does include foster care students who are sheltered, it is also an indicator of a larger number of persons not included in this count – parents and siblings of the high school student who are also homeless. Point in Time Homeless Count Merced County Association of Governments coordinated 50 volunteers to conduct a point in time homeless count on January 24, 2012. This number included persons staying in homeless shelters on that date, or found on the street. On that date, 496 persons were counted, 483 of whom were adults.39 A similar homeless count conducted on January 27, 2011 reported that 485 persons were homeless, 474 of whom were adults.40 Homeless Shelter Services There are 86 emergency shelter beds available, all in the City of Merced (Table 16); this number of beds provides shelter to 17.3 percent of the known homeless population. MCCAB is the largest provider of emergency shelter services to Merced County’s homeless, with 62 of the total 86 beds throughout Merced County. There were significant differences concerning homeless shelter programs due to budget constraints since 2010. At the very time that emergency shelter, transitional housing, and permanent supportive housing programs are needed the most, some of these programs have been forced to shut their doors.


Table 16

Merced County Shelter Programs Name of Facility Provider Type 2010

Beds 2011 Beds

2012 Beds

Canal Creek MCCAB Emergency 16 16 Closed D Street Shelter MCCAB Emergency 62 62 62 Havenwood MCCAB Emergency 20 Closed Closed New Hope MCCAB Transitional 24 24 Closed Home Start MCCAB Perm Supp 4 4 4 Pacheco Place MCCAB Perm Supp 0 0 10

Subtotal Beds 126 106 76 Rescue Mission Merced County Rescue Mission Emergency 15 15 15 Domestic Violence Shelter

Valley Crisis Center Emergency * 9 9 9

New Life Merced County Rescue Mission Transitional 15 15 15 Hobie House (men’s rehab)

Community Social Model Advocates

Transitional 25 25 25

Tranquility Village (women’s rehab)

Community Social Model Advocates

Transitional 42 42 42

Subtotal Beds 106 106 106 Total Beds 232 212 182

* Valley Crisis Center provides shelter only to domestic violence victims. Source: City of Merced HUD2011 Annual Action Plan, MCAG Continuum of Care Plan, MCCAB Records


AGENCY PROFILE Merced County Community Action Board (MCCAB) has provided the community with a variety of programs and services for more than forty years. There are many ways that MCCAB provides employment support to the thousands of people served each year. The Agency assists in keeping the heat and electricity on, putting food on the table, and providing high quality early child education so that parents can go to school and to work. One-third of the MCCAB Board of Directors are publicly elected officials or their designees, one-third are selected by low-income residents of Merced County and one-third are appointed by major organizations. A summary biography of the Board members is presented as Appendix B. The MCCAB Executive Director, appointed by the Board of Directors, is a non-voting member of the Board, responsible directly to the Board for executing and overseeing the implementation of approved MCCAB policies, programs and strategic plans. The ethnicity of Agency employees mirrors that of the community it serves, as shown in Table 17. MCCAB manages several programs and delivers a broad range of services to economically disadvantaged individuals throughout Merced County. The geographic range of these program sites are shown in the maps found in Appendix C and Appendix D. MCCAB has implemented a seven-department structure intended to facilitate more efficient operation and accountability among many programs, as well as to give impetus to the development of new programs. Each department operates semi-autonomously, allowing management decisions to be made by people who are close to the direct service level. All MCCAB employees operate under the same personnel policies, payroll, e-mail system, and fiscal policies, and all programs receive administrative support in information technology, human resource management, accounting, and supervision. Overview Women Infants and Children (WIC) • Women Infants and Children (WIC) Supplemental Food Program provides food vouchers

and counseling in breast feeding, nutrition, anemia, and various health matters. In February 2012, 51 employees were assigned to the WIC department.

Community Self Sufficiency Department • Project Cherish offers group dining for seniors at seven lunch sites throughout the county.

In February 2012, three full time and 12 part time employees were assigned to Project Cherish.

Table 17 MCCAB Employee Ethnicity

June 2012 Hispanic 46% White 39% Black 7% Asian 5% Other 3% Source: Agency records


• Meals on Wheels lunches are delivered throughout the county. As of February 2012, six part time employees were assigned to Meals on Wheels.

• Housing programs include emergency shelter, transitional shelter, permanent supportive housing, affordable housing, emergency rental assistance, and the Homeless Management Information System (HMIS). As of February 2012, two full time and five part time employees were assigned to housing.

Weatherization Department • Weatherization programs are offered throughout the county to qualifying applicants. In

February 2012, Weatherization employed 34 persons.

• Utilities assistance is offered to qualifying applicants throughout the county. In February 2012, six employees were assigned to Utilities assistance.

Child Development Department • Child Development programs are offered in Le Grand, Los Banos and Merced. Child

Development employs 26 persons.

• State Preschool programs are offered in Delhi and Stevinson. In February 2012, 11 employees were assigned to State Preschool.

Finance Accounting program staff assure fiscal integrity and full compliance with applicable regulations and standards. MCCAB typically operates with fund sources from more than 15 different grant sources, and conducts business with approximately 600 vendors per year. Human Resources The Agency employs a workforce of 168 full and part time employees. Additionally, work experience trainees and volunteers are at Agency worksites throughout the county. The department provides the full spectrum of Human Resources functions on behalf of the Agency’s human infrastructure; recruitment, orientation, training, recognition and other similar tasks. Information Systems Information Systems staff provide technical support for all Agency information systems, its web site, social media page, and Homeless Management Information System.


WOMEN INFANTS AND CHILDREN (WIC) Merced County’s food insecurity characteristics require numerous strategies to address, and the WIC program is a major focus for MCCAB. The Special Supplemental Food Program for Women Infants and Children (WIC) program is targeted to low income pregnant, postpartum, and breastfeeding women, as well as for infants and children under five who are at nutritional risk. WIC includes nutrition education and health care referrals, with the intent to improve the health of program participants during critical times of growth and development. A Teen Coordinator specializes in pre-natal counseling to persons under 17 years of age. MCCAB began administering the WIC program in 1974. With a staff of 51, the Agency’s WIC program served more than 17,400 people in 2011. The WIC division administers over $1 million in food vouchers every month. COMMUNITY AND SELF SUFFICIENCY DIVISION Cherish and Meals on Wheels Senior Nutrition Programs MCCAB implemented its Senior Nutrition Programs beginning in 1974. Merced County utilizes Older Americans Act funds to sub-contract with MCCAB for the Cherish and Meals on Wheels programs. The program services Cherish lunch sites and delivers meals to homebound seniors throughout Merced County. The home deliveries are known as “Meals on Wheels”. Cherish and Meals on Wheels intend to reduce isolation and provide nutrition services to older individuals, empowering them to continue living independently. Originally, in 1974 the Cherish program served the cities of Atwater, Los Banos, and Merced. By 1986, Cherish was serving meals to seniors at nine sites throughout Merced County, including Atwater, Dos Palos, Gustine, Hilmar, Livingston, Los Banos, Merced, Planada, and Winton. A new contract with Merced County in 2011 based financial support on the number of meals served instead of the number of meals prepared. Low participation rates at Gustine and Hilmar led to the closure of these sites.


Cherish Senior Lunch Sites 2011 Atwater

Dos Palos Livingston Los Banos

Merced Planada Winton

Number of lunches served in 2011

32,959

Source: Agency records

Table 19 Merced County Cherish Site

Volunteers 2011 AARP 84 Kiwanis 36 Courts/Probation 196 CalWORKS/ Work Exp 249 Other 112 Total 677

WIC employees promoting free Summer Lunch program in partnership with Merced City School District


In 2011, 32,959 lunches were served at the Project Cherish sites. The Meals on Wheels program delivered 42,031 meals to homebound seniors in 2011. All Meals on Wheels and Cherish lunches are prepared in MCCAB’s central kitchen, loaded into thermo-vats to maintain proper temperature, and delivered to the seven Cherish sites. The central kitchen is also where MCCAB prepares meals for the Child Development and State Preschool sites. Three complete meals (breakfast, lunch, and one snack) are prepared each day for 300 children. MCCAB also receives a small grant from the Merced County Housing Authority to prepare lunches for seniors located throughout the Housing Authority’s senior complex. The Housing Authority picks up these meals at the central kitchen and delivers them to their participating seniors. Cherish Staff provide outreach and referrals to appropriate programs such as the Low Income Home Energy Assistance Program (LIHEAP) and PG&E California Alternate Rates for Energy (CARE), both of which provide utilities assistance for income-eligible persons; and the Lifeline program funded by the California Public Utilities Commission, which offers discounted basic phone service for income-eligible residents. Cherish is well known within Merced County and enjoys the support of several retail establishments, service clubs and nonprofit agencies. These groups offer discounts on groceries and bring birthday cake for monthly birthday celebrations. Other community partners utilize Cherish sites to provide services to this population; Merced County Department of Public Health, fire departments and police departments all come to Cherish sites to offer services or conduct outreach to the senior population. Housing Programs MCCAB helps families with eviction prevention, emergency shelter, supportive services to the homeless, permanent supportive housing, affordable housing, and coordination of Merced County’s Homeless Management Information System. Homeless Management Information System MCCAB implements the countywide Homeless Management Information System (HMIS) web-based system designed to provide an unduplicated count of the Merced County’s homeless. HMIS includes demographic information such as age, gender, and veteran and disability status. HMIS intends to improve coordination of resources, and organizations who receive HUD grant funding are required to participate in HMIS. Local HMIS participants include Merced County Mental Health, Merced County Housing Authority, and local nonprofits such as Merced Rescue Mission, Sierra Saving Grace, Community Social Model Advocates, and Turning Point.


Meals on Wheels Volunteers 2011 Kiwanis 105 St Anthonys Church 83 Other 48 Total 236 Source: Agency records


“The (D Street) shelter costs approximately $205,000 per year to run. This includes all associated costs such as salaries, utilities, supplies, repairs etc. For the past 2 years the Agency has only been able to secure approximately $105,000 in funding, leaving an approximate $100,000 shortfall. This is due to increased competition for funds, diminished funding sources, increasing costs, and less interest by potential funders in funding temporary solutions. “ - Brenda Callahan-Johnson, Executive Director Memo to MCCAB Board of Directors, February 21, 2012

MCCAB provides training to all homeless service providers willing to use HMIS. The Continuum of Care grant funds provide for networking and security, maintaining the required software licensing, hosting and technical services, and operational expenditures. Eviction Prevention / Rental Assistance Whenever funding is available, MCCAB provides emergency rental assistance and eviction prevention, sometimes referred to as rapid re-housing. In September 2009, the City of Merced granted $270,000 to MCCAB in Neighborhood Stabilization Program funding.41 By September 2010, the Agency had used these funds to assist 309 Merced households (751 persons) at risk of eviction to stay housed. The program was so successful that in May 2012, the City of Merced granted an additional $19,980 in Community Development Block Grant funds to temporarily reinstitute the rapid re-housing program. Rental assistance is provided to five AIDS clients for approximately five months per year as a result of Housing Opportunities for Persons with AIDS (HOPWA) grant funding from HUD. Shelters MCCAB has been addressing homelessness since 1987. The Agency shelter programs operate within a context that is both unsettled and unsettling. Merced has been a “ground zero” for its rate of foreclosures and shortage of affordable housing. At a time when funding for shelter operations is most critical, state and federal funds have been cut and other potential funders are bombarded with competing requests. The Agency has therefore made significant shifts in program delivery. In its cost-benefit analysis process, the Agency seeks to implement housing programs that are sustainable, i.e., have identified sources of operating revenues and lead to overall self-sufficiency. As noted in the Homelessness discussion in Section 1 of this Plan, MCCAB is still the largest provider of shelter beds in the county. However, due to the cuts in operational funding from local, state and federal sources, since 2008 the Agency has closed two smaller emergency shelters and a transitional shelter, and closed a temporary day center. MCCAB has begun some new programs, as shown below, all of which have operating fund sources identified. The exception is the new D Street year-round emergency shelter which opened in May 2008. D Street is operating at a deficit. In April 2012, the Agency cut back on its operating hours, opening at 6 pm instead of 4 pm. At that time, to save on utility expenses the Agency also discontinued offering free laundry service for clients at the shelter.


• Havenwood, a 20-bed emergency shelter, closed in 2010 due to funding cuts Havenwood opened in 1991 and served women and children age 12 and under.

• Canal Creek, a 16-bed emergency shelter, closed due to funding cuts Canal Creek served women and children.

• New Hope, a 24-bed transitional shelter, closed in 2011 due to funding cuts New Hope opened in 1993 and served families with children, married couples, and single males. New Hope has since been converted to six units of affordable rental housing for former foster youth, UC students, or displaced SSI recipients.

• Community Opportunity Temporary Shelter (COTS) Day Center closed May 2008 In May 2001, MCCAB rented space for the COTS homeless day center in Merced which provided showers, laundry, telephones, computer access and a message and mail service. COTS was closed in approximately May 2008 so that those operating funds could be utilized for the new D Street Emergency Shelter.

• National Guard Armory emergency shelter closed spring 2007 For many years, MCCAB rented the National Guard Armory in Merced to offer 100 bed-emergency shelter during the time period November through April. The cost of this rental was contributed every year by the City of Merced and County of Merced. MCCAB discontinued this service when construction began on its new year round emergency shelter.

• D Street, a 62-bed emergency shelter, opened May 27, 2008 The $1.7 million facility was constructed at the corner of 15th and D Streets in Merced, and is the County’s first year-round emergency shelter. Construction was funded by MCCAB, contributions of $300,000 each from the City of Merced and County of Merced, and a $1 million loan/grant from the State.42 The $1 million State loan is forgiven if the shelter remains in operation for 10 years. CHECK BRENDA


• Pacheco Place, an eight-unit/ 10-bed permanent supportive housing facility in Los Banos, opened in 2012 Pacheco Place is an apartment complex purchased in January 2012 in partnership with the Merced County Department of Mental Health. A grant award of $1,072,900 Mental Health Services Act Housing Program funds includes $400,000 for future operating costs of Pacheco Place. In November 2010, the Merced County Department of Mental Health also applied for $287,576 in Continuum of Care funds from HUD with which to offer permanent supportive housing in Los Banos. Known as “Project Hope Westside”, a location had not yet been found by December 2011 when the Continuum of Care technical submission was due. The two projects were combined, and the $287,576 Continuum of Care award will contribute to the sustainability of Pacheco Place.

• Serenity Springs, a four-unit/ eight-bed affordable housing complex, will open by 2013.

Permanent Supportive Housing Merced County’s first permanent supportive housing program came to Merced County as a result of HUD’s award of Continuum of Care funds in June 2007. Known as Home Start, the Agency partners with Merced County Department of Mental Health in providing four dually diagnosed homeless individuals with housing and support services as appropriate. Affordable Housing As noted in the “Housing Conditions” discussion in Section 1, Merced has a severe shortage of affordable housing. A decline in operating funds necessitated the Agency’s closure of a transitional shelter and two small emergency shelters; instead, those facilities are now rented to low income persons in need of affordable housing. Additionally, the Agency is constructing a four-plex that will be offered as affordable housing beginning in 2013. During 2012, City of Merced staff have encouraged MCCAB to become certified as a Community Housing Development Organization (CHDO) in order to partner with the City in HOME- funded projects. At the current time, only one other organization in the County – Central Valley Coalition for Affordable Housing – is a CHDO. Annually, HUD provides the City of Merced with an allocation of HOME Investment Partnership Program (HOME) funds, 15 percent of which must be given to a CHDO for development of

Table 21 Number of Homeless Persons Sheltered

MCCAB Facilities Jan 2011 – Dec 2011

Number Shelter Name Shelter Type 471 D Street Emergency 12 Canal Creek * Emergency 17 New Hope * Transitional 4 Home Start Permanent supportive * Now closed as shelter operations due to budget constraints. Source: Agency records


affordable housing in Merced. In the year 2011, the City of Merced allocated $90,234 in HOME funding to Central Valley Coalition for Affordable Housing.43 The Central Valley Coalition for Affordable Housing develops programs throughout the State, and does not have the capacity to develop a new project in Merced every year. To qualify as a CHDO, a nonprofit must demonstrate that it is a nonprofit organization, has financial management capacity, staff capacity to carry out HOME-funded activities, experience serving the community, and has board representation by community members, with at least one-third of its members low income. CHDOs are dedicated to providing housing to impoverished or low income families, providing housing to the homeless, developing affordable housing communities, and similar activities. MCCAB has therefore begun the process to become certified as a CHDO, and this is a feature of the 2013-2018 Goals and Strategies Matrix.

Supportive Services for the Homeless The D Street Emergency Shelter is an accessible location for community stakeholders to contact and assist homeless persons. Service clubs such as Rotary, Lions and the Red Hats Society serve meals at the D Street Emergency Shelter, as well as local churches. MCCAB offers a “one stop” event at the shelter, where all community partners are invited to provide services. Participants have included Social Security, food stamp representatives, Merced County Department of Workforce Investment, Merced County Housing Authority, Merced County Department of Mental Health, the Employment Development Department, Merced County Department of Public Health, Merced County Veterans’ Services, and the faith-based organization known as Love INC.

Table 22 Housing Program Facilities 2013

Merced County Community Action Board

Shelter Facilities # Beds Shelter Name Housing Type 62 D Street (Merced) Emergency 4 Home Start (Merced) Permanent supportive 10

Pacheco Place (Los Banos)

Permanent supportive

Affordable Housing Facilities # Units Facility Name Housing Type 6

New Hope (Merced) Affordable housing rental, for aged out foster youth, UC students, or displaced SSI recipients (New Hope was formerly a transitional shelter until operational funding was lost due to budget cuts)

2 St Phillips (Merced) Affordable housing rental, for homeless or potentially homeless

4

Serenity Springs (Merced)

Affordable housing rental, for homeless or potentially homeless; opening 2013.

Source: Agency records


Golden Valley Health Clinic comes to the emergency shelter to take the blood pressure of participants and make referrals for medical care. Retail establishments donate sandwiches and pastries. Merced City School District donates milk and food, and local farmers donate produce to the shelter. MCCAB has deliberately focused its efforts on providing the supports that help its participants become steadily employable. A local nonprofit known as Lifeline provides clothing to the homeless to assist with job interviews, and other job-required clothing needs. As funds have come available, MCCAB has offered resume writing assistance and job interview coaching workshops at the Emergency Shelter. In 2011, MCCAB also launched “Wheel Solutions” – a program that accepts donations of used bicycles, shows homeless persons how to repair them, and gives bicycles away to the homeless. The intent is to provide an additional resource for transportation to a job. Regional Coordination Efforts MCCAB staff have made it a priority to participate in regional efforts relating to housing, including the Merced County Continuum of Care, committees guiding updates of city and county housing element update plans, the and the Merced County Housing Authority’s Family Self Sufficiency Housing Board. The Agency has been a change agent within its service area, paving the way for collaborative relationships whereby organizations may maximize their resources to serve those less fortunate. As a testament to MCCAB’s reputation for successfully accomplishing its goals, the May 2011 Merced County Ten Year Plan to End Homelessness set forth a total of 22 recommendations to be implemented over the subsequent 10 years. As seen in Table 23 on the following page, MCCAB was identified as the lead for more of those recommendations than any other single entity.

D Street Emergency Shelter in Merced


Table 23 Summary of Recommendations

Merced County 10-Year Plan to End Homelessness Recommendation Lead 1 Implement “Housing First” Model Unknown 2 Obtain Continuum of Care “Shelter Plus Care” funds for permanent supportive

housing (NOTE: Merced County Mental Health applied in 2011 and was awarded, however, in 2012 MCCAB was made the grantee)

MCCAB

3 Obtain Continuum of Care “Supportive Housing Program” funds for permanent supportive housing. (NOTE: Merced County Mental Health applied in 2011 in partnership with MCCAB and was awarded, however, in 2012 MCCAB was made the grantee)

MCCAB

4 Obtain Veterans Affairs Supportive Housing funds for homeless veterans’ permanent supportive housing

Unknown

5 Create “Business Leaders Committee” to identify employment opportunities for persons living in permanent supportive housing.

Unknown

6 Business Leaders Committee creates “Ready to Work Program” to assist homeless persons in addressing issues that are proving barriers to their employment (criminal history, bad credit, etc)

Unknown

7 Business Leaders Committee obtain support of Chambers of Commerce in finding employment for homeless persons

Unknown

8 Obtain funding for “homeless prevention” revenue stream (rent & utility emergency assistance) from Emergency Shelter Grant funding

MCCAB

9 Business Leaders Committee makes all employers aware of programs available to their employees who may be at risk of homelessness.

Unknown

10 Create “Discharge Planning Task Force” responsible for coordinating with jails, hospitals, etc to ensure that discharged persons have shelter

Unknown

11 Obtain funding for “homeless prevention” revenue stream targeted to discharged persons (rent, utilities, legal services, credit repair) from: A) Emergency Shelter Grant funding; and B) City of Merced Community Development Block Grant funding

MCCAB

12 Obtain funding for rapid re-housing from: A) Emergency Shelter Grant funding; and B) City of Merced Community Development Block Grant funding

MCCAB

13 Obtain funding from CA Department of Mental Health to provide mental health services to chronically homeless persons with mental illness.

County Mental Hlth

14 Create “Mainstream Resource Task Force” responsible for improving access to services

Unknown

15 Business Leaders Committee coordinate a twice-yearly “Merced Project Homeless Connect Day”

Unknown

16 Business Leaders Committee finds employers to volunteer and donate to “Merced Project Homeless Connect Days” and the annual homeless street count

Unknown

17 Encourage ALL homeless service providers to enter information into the local web-based Homeless Management Information System

MCCAB

18 Conduct annual homeless street count MCAG 19 Request UC Merced students to conduct “cost study” of chronically homeless Unknown 20 Create local “Implementation Team” Unknown 21 Name a “Community Champion” Unknown 22 Designate an “Implementation Coordinator”, funded by local governments,

responsible for implementing all Ten Year Plan recommendations. MCAG


WEATHERIZATION As described previously, many homes in Merced County are in need of rehabilitation, such as water heaters, windows and other measures which are provided to participants in the Agency’s Weatherization program. As described in the Housing Conditions section, 50 percent of Merced County homes are more than 30 years old, one indicator of weatherization needs. MCCAB began its Weatherization Program in 1982. It is made possible through funding from the US Department of Energy and California Department of Health & Human Services. Madera County also contracts with MCCAB to provide weatherization services. Almost 700 homes in Merced and Madera counties were weatherized in 2011. The program’s goal is to assist families in controlling their energy costs, thereby freeing income for other essential expenditures. The program is available to low income clients, with emphasis on senior citizens and families with a household member who is “at risk”. Eligibility is based on 60 percent of the State Median Income. Weatherization services include installation of attic insulation, door weather stripping, sealing drafts and air leaks, pipe wraps, low flow shower heads, electric water heaters and installing water heater blankets, replacing broken windows, and similar actions designed to render a home more energy-efficient. Area businesses who offer a discount to MCCAB for materials to provide Weatherization assistance include major chains such as Home Depot and Lowe’s, and local heating and air conditioning, electronics and glass companies. MCCAB purchases a significant amount of materials from these companies in the course of providing weatherization services. Between 2009 and 2012, MCCAB was granted an unexpected $5 million in one-time federal stimulus funds to provide additional weatherization. The end of this revenue stream has forced subsequent cuts to the program.

Table 24 Weatherization Program Merced County Homes

Weatherized in 2011 Atwater 60 Delhi 35 Dos Palos 25 Gustine 3 Hilmar 23 Le Grand 11 Livingston 16 Los Banos 43 Merced 258 Planada 10 Santa Nella 3 Winton 41 Total 528 Source: Agency records

Table 25 Weatherization Program Madera County Homes

Weatherized in 2011 Ahwahnee 2 Coarsegold 2 Chowchilla 16 Firebaugh 1 Madera 133 North Fork 2 Oakhurst 3 Total 159 Source: Agency records


Significant training and certification (such as for lead based paint abatement) is required of Weatherization staff. The Agency would like to make full use of these trained employees, as well as the equipment and tools that the program has procured. As of June 2012 there was a waiting list of more than 1,000 households for the Weatherization program. It is clear that there is great demand for these services in the Merced County region. Given these waiting lists throughout the county, the Agency believes that there may also be demand for Weatherization services among Merced County residents who are not low income. By implementing a client-pay option for Weatherization, economies of scale may be realized. Initially, establishing an LLC may be necessary for client-pay Weatherization. The MCCAB Board of Directors recently established an LLC for the Pacheco Place permanent supportive housing project in Los Banos, and so has had some recent experience with these requirements. Exploring the client-pay Weatherization option is therefore a feature of the 2013-2018 Goals and Strategies Matrix found in Appendix A.

Table 26 Weatherization Program

Waiting List June 2012

Atwater 148 Ballico 2 Cressey 2 Delhi 58 Dos Palos 67 El Nido 3 Gustine 26 Hilmar 40 Le Grand 25 Livingston 35 Los Banos 131 Merced 560 Planada 30 South Dos Palos 4 Santa Nella 8 Stevinson 3 Winton 77 Total 1,219 Source: Agency records

MCCAB Weatherization Staff


Utilities Assistance The Utilities Assistance Program assists low income families with their utility expenses. Low income persons in need of this assistance are referred to MCCAB by Pacific Gas and Electric, every city hall, churches, the Salvation Army, the Merced County Human Services Agency, Merced County Senior Center and the City of Merced Senior Center. The Utilities Assistance Program provides emergency utility assistance to qualifying families through Low Income Home Energy Assistance Program (LIHEAP) grant funding from the U.S. Department of Health and Human Services. In California, LIHEAP is administered by the California Department of Community Services and Development. In the year 2011, 4,672 persons received this assistance. Intake occurs at the MCCAB administrative office in Merced, at the Los Banos Child Development Center, and the Dos Palos Housing Authority. MCCAB also conducts Utilities Assistance outreach to seniors at its Cherish sites in Atwater, Dos Palos, Livingston, Los Banos, Merced, Planada and Winton. During intake, MCCAB staff also assist qualifying applicants in signing up for the Pacific Gas & Electric California Alternate Rates for Energy (CARE) rates. The Pacific Gas and Electric CARE program offers a utility discount for low income persons. During the year 2011, MCCAB enrolled 249 families in the Pacific Gas and Electric CARE program.44 Similarly, the California Public Utilities Commission’s Lifeline program provides basic phone service at a discount for income-eligible households. As described in the “Housing Conditions” section of this Plan, more than 1,800 Merced County households lacked basic phone service at the time of the 2010 U.S. Census. MCCAB staff screen applicants for utilities assistance and assist them in signing up for the Lifeline program whenever possible. LIHEAP applicants are also screened and advised of the Weatherization program as a longer-term solution to defraying their utility expenses.

Table 27 Merced County Homes

Receiving Utilities Assistance in 2011

Atwater 536 Ballico 2 Cressey 2 Delhi 86 Dos Palos 242 El Nido 2 Gustine 89 Hilmar 49 Le Grand 64 Livingston 130 Los Banos 682 Merced 2,443 Planada 117 Santa Nella 1 Snelling 5 South Dos Palos 19 Stevinson 22 Volta 1 Winton 180 Total 4,672 Source: Agency records


CHILD DEVELOPMENT The families of Merced County face a variety of socio-economic disadvantages which are significant in overcoming poverty. Subsidized early child education is a priority to the Agency, both as a means to prepare children for future academic success, and to empower low income parents to work. During the 1960s, new federal and state monies were added to promote the school readiness of disadvantaged children and support the child care needs of low income working families. MCCAB has 47 years of experience in providing kindergarten readiness programs to children whose parents cannot afford private preschools. MCCAB delivers early child education through the State Preschool and Child Development programs, both funded by the CA Department of Education. Regulated by the Community Care Licensing Division of the California Department of Social Services, the programs are licensed to meet minimum health and safety standards and staff-child ratios set by the state legislature. MCCAB is funded to serve 260 children via child development programs in five locations, including Le Grand, Los Banos, Delhi, Stevinson and Merced. Due to State budget cuts in 2011, the program suffered a reduction of 40 children.45 There is a high demand for these programs: as of February 2012, 189 children were on waiting lists.

State Preschool Program Child Development Program • Children age 3 to 5 • Children age 3 to 5 • Family income 70% State median • Family income 70% State median • half day program • full day program • Parents pay no fees

(changing in 2012) • Parents pay fees on a sliding scale

• Parents must be working, seeking employment, medically incapacitated, or enrolled in an education or training program

Site Location Child Capacity Site Location Child Capacity

Delhi 24 Le Grand 20 Stevinson 20 Los Banos 96 Total Capacity 44 Merced 100 Total Capacity 216


As demonstrated in Table 28, parents surveyed in May 2011 responded that it had been easier for them to keep a job thanks to enrollment in MCCAB early child education programs, especially if their child was in the full-day child development program.

Table 28 Survey of 270 Child Development and State Preschool Parents

Child Development

Site Parents (Full Day Program)

State Preschool Site Parents

(Half Day Program) Has your child’s enrollment in this program made it easier for you to:

% Yes % No % NA % Yes % No % NA

Keep a job? 71 3 26 36 4 60 Accept a job? 58 5 37 15 7 78 Accept a better job? 46 10 44 8 6 86 Attend educational or training

programs? 56 9 35 21 7 72

Source: MCCAB Desired Results Parent Survey, May 2011 In recent years, California has introduced new early child education programs with funding from the 1998 California Children and Families Act, also known as Proposition 10. These funds have been awarded for supplemental activities and raising program quality, such as staff professional development and classroom materials. Locally, the Merced County First Five Commission administers Proposition 10 funding. MCCAB staff members participated in over 1,000 hours of professional training during 2010, due to a grant from Merced County First Five. The MCCAB Child Development Program Director advances collaboration and professional development through participation in the Merced County Child Care Planning Council and the Gateway Association Educators of Young Children. The early child education programs enter their artwork in Merced County Fair, participate in Week of the Young Child, and occasionally visit City Council meetings. MCCAB’s early child education programs are designed to assist preschoolers so they enter school ready to learn and succeed. Language and cultural barriers are often difficult to overcome for many students - especially for students whose primary language is not English. It is a struggle for financially strapped early child educators to provide culturally sensitive programming, but over time, more MCCAB child development staff are bilingual, and are becoming more familiar with customs, food, traditions, and basic words from many different cultures. MCCAB’s early child education programs begin with assessment and include planned experiences in language, mathematics, art, science, music and multicultural education. The “Desired Results System” is utilized, which consists of a parent survey, the Early Childhood Environmental Rating Scale (ECERS), and the Desired Results Developmental Profile (DRDP), an assessment conducted twice each year.


Child Development The California Child Development program is a full day program for children ages three to five whose family income falls below 70 percent of the State median. Additionally, the child’s parents must be employed, seeking employment, participating In a vocational training program, homeless seeking permanent housing, or medically incapacitated. Families pay on a sliding scale depending on income and family size. In February 2008 the City of Los Banos opened a new child development center, constructed for MCCAB to lease and operate its child development center programs. The building was constructed with a combination of Redevelopment, Community Development Block Grant, and Merced County First Five funds. The new building is licensed for 96 children, an increase from the previous facility which was licensed for 75.46 As will be discussed later in this report, the child development program fell victim to state budget cuts in November 2011 and the number of children served had to be cut. As of July 2012, the State of California has announced additional cuts which will result in an 11 percent cut to MCCAB’s child development program. Among other significant changes, the State of California is proposing that some parents will be required to provide co-pays.47

Table 29 Number of Children On Waiting List

for Child Development Programs Feb 2012

Los Banos 87 Merced 63 Total 150 Source: Agency records

New Los Banos Child Development Center facility, opened in February 2008


State Preschool California’s State Preschool program was implemented in 1965, and was one of the first state funded early education initiatives in the nation.48 It is a part day program designed to provide preschool to three and four year olds from low income families. As it is still a part day program, State Preschool does not always meet the needs of employed parents. Children are eligible for the program if, at the time of enrollment, their family income falls below California Department of Education-established income ceiling for their family size. The State Preschool program is required to offer comprehensive educational based activities that are developmentally, linguistically, and culturally appropriate.

Table 31 Parent Satisfaction Survey (270 Respondents) Child Development and State Preschool Sites

May 2011 % Very

Satisfied %

Satisfied % Not

Satisfied How satisfied are you with the overall quality of this program? 83 17 0 How satisfied are you with these characteristics of your child’s program?

Hours of operation 76 22 1 Location of program 70 28 3 Number of adults working with children 77 23 1 Background & experience of staff 74 25 1 Languages spoken by staff 78 22 0 How program staff communicate with you 77 23 1 Meeting the individual needs of your child 78 22 0 Interaction between staff & children 80 20 0 Interaction with other parents 62 36 2 Parent involvement 60 38 2 Equipment & materials 76 23 0 Cultural activities 72 27 1 Daily activities 81 19 0 Environment 79 20 0 Nutrition 76 23 1 Health and safety policies & procedures 79 21 0 How the program promotes your child’s learning &

development 79 21 0

Source: MCCAB Desired Results Parent Survey, May 2011

Table 30 Number of Children On Waiting List

for State Preschool Programs Feb 2012

Delhi 38 Stevinson 1 Total 39 Source: Agency records


FINANCE MCCAB managed over $28 million of federal, state, local, and private funding during 2011 and has developed expertise in fiscal oversight of multiple funding streams and subcontracts. CSBG typically accounts for approximately $400,000 of the Agency’s budget per year. Local community members and organizations contribute approximately three percent of MCCAB’s annual budget. Therefore, MCCAB programs rely heavily upon grants from a variety of state and federal sources, including the U.S. Department of Housing and Urban Development (HUD), the Department of Health and Human Services, U.S. Department of Agriculture, and the California Department of Education. In the Agency’s 48-year history, there has never been an incident of fiscal misconduct; 85 percent of MCCAB’s grants are consistently renewed, a testament to its fiscal stability and organizational capacity. The Agency’s Finance Department is responsible for providing support services to all facets of the financial operations of the MCCAB. The Agency typically conducts business with 600 vendors every year. The Finance Department routinely provides information that accurately reflects the financial position of the Agency as a whole, as well as details of its various programs individually. As the majority of MCCAB contracts are “cost reimbursement”, the Agency only receives funds after services are rendered. The Finance Department’s monitoring of these accounts and the Agency’s cash flow is central to the financial health and cost effectiveness of the Agency.


HUMAN RESOURCES The Human Resources Department provides Agency-wide program support through the recruitment and screening of applicants for positions within the Agency. In 2012, the Agency employed 168 full and part time staff. Human Resources is a conduit for productive employee-employer relations. Benefits, employee evaluations, merit salary increases, personnel policies and procedures, health and safety manuals, labor negotiations and skills training are all within the responsibility of Human Resources. Most Agency programs consist of a variety of workers, from semi-skilled to professionals. Positions require a minimum of a high-school education or GED, while approximately 20 percent of the MCCAB workforce requires a minimum of an Associate Arts degree. Positions within the Agency vary from custodians, cooks, delivery drivers, preschool teachers, nutrition educators (including Registered Dietitians), clerks, secretaries, accountants and managers. Additionally, more than 800 volunteers are placed throughout Agency sites. During the year 2011, a total of 286,500 hours were volunteered to the Agency.49 MCCAB is a training site for community partners such as Merced County Human Services Agency. Persons who have been assigned to provide community service hours as part of a court sentence or probationary agreement are also accepted by the Agency in some positions. Employee skills training is a continuous priority, and Human Resources arranged for 12,500 man hours of in-service staff training during 2011.50 Human Resources coordinates employee and volunteer recognition events on behalf of the Agency, which are held at least once each year. Employee skills training and volunteer recruitment, retention and recognition are all featured in the Goals and Strategies Matrix presented in Appendix A.

Human Resources Director Tracy Yoder leading an Employee Recognition event.


INFORMATION SYSTEMS The Information Systems Department provides support for all MCCAB program areas and operations. Its intent is to increase staff productivity through the use of available technologies, and to collect accurate information for use by the Board and Agency administration. The Information Systems Department plays a vital role in the Agency’s capacity to report its performance to grant funders. Many state contracts come with a pre-condition that the Agency not charge for indirect expenses such as information technology or accounting, or they restrict what the Agency can request to a level far below actual cost. CSBG funds have been critical in positioning the Agency favorably with funders, as it documents performance using increasingly more sophisticated data management systems. Information Systems has also coordinated the Homeless Management Information System (HMIS) on behalf of all agencies in Merced County who are HUD grantees and/or providing services to homeless persons. HMIS is a web-based data collection system that enables all Merced County homeless providers to track and report matters relating to homeless services. The Agency’s Information Systems staff provide training to all Merced County providers using HMIS and maintain the system, while preserving the confidentiality necessitated by law.


PARTNERSHIPS AND COMMUNITY RESOURCES MCCAB recognizes that it cannot mitigate Merced County’s challenges alone; therefore collaborations are vital to eliminate the effects of poverty. Table 32 is a list of the Agency’s linkages in 2011. It is by no means an exhaustive list. As it has grown over the years, MCCAB has developed areas of focus and supported other organizations in maintaining theirs by participating in groups that coordinate services, and by applying cooperatively for funding when mutual participation would strengthen an application. The Board of Directors, Agency employees, and volunteers are recruited from both private and public sectors. The staff and Board members of MCCAB participate in over 30 events annually outside of business hours. These events bring opportunities to increase public awareness regarding poverty, the economically disadvantaged individuals and communities in Merced County, and the programs and services offered by MCCAB. MCCAB strives to ensure that low income voices are heard through representation on various advisory committees and taskforces. These include the Merced County Child Care Planning Council, Gateway Association Educators of Young Children, Merced County Area Agency on Aging Advisory Board, Merced County Adult Services Interdisciplinary Team, FEMA Emergency Food and Shelter Program Local Board, Merced County Alcohol and Other Drugs Board, Merced County Continuum of Care, and Merced County Workforce Investment Board.

Table 32 MCCAB Partnerships 2011

Non-Profit 10 Faith Based 30 Local Government 10 State Government 5 Federal Government 4 For-Profit Business 20 Consortiums 2 Housing Consortiums 2 School Districts 6 Institutions of post-secondary ed 2 Financial / banking institutions 3 Health service institution 1 State wide associations 4

Total 99 Source: MCCAB Community Services Block Grant Annual NPI Report, Jan 2012, pg 22

Los Banos Child Development Center students visit a Los Banos City Council meeting


STRATEGIC PLANNING PROCESS The planning process entailed presentations and interactive discussion at MCCAB Board of Directors meetings, meetings with management staff, review of service area demographics, and analysis of feedback developed during meetings and discussions. The chronology of the Strategic Planning process took place as follows: • Introduction to Strategic Planning Process; discussed purpose and benefits of strategic

planning • Reviewed Agency progress toward achieving goals set in last Strategic Plan • Vision and Mission Statement • Agency Needs Assessment: Strengths Weaknesses Opportunities and Threats (SWOT)

analysis • Goal development criteria • ROMA training • Goal selection • Objectives, Strategies and Outcomes for each Goal • Draft Plan • Final Plan published Agency Progress in Achieving 2008 Strategic Plan Goals The MCCAB’s goals in its 2008 Strategic Plan were: • Build the Agency’s assets • Increase the Agency’s operating income • Promote effective qualified leadership • Increase the Agency’s marketing • Establish Political Advisory Component • Expand programs to fulfill Agency’s mission • Offer exemplary programs The following discussion describes the progress made in achieving these goals.


Build the Agency’s Assets The Agency separated from Merced County in 2005, freeing approximately $200,000 in annual administrative fees and allowing the Agency to pursue entrepreneurial business interests. In 2007, the Agency set a goal to own three additional properties; by May 2012, the Agency exceeded this goal by acquiring nine. A combination of decreased property values and partnerships with other agencies made these acquisitions possible. 1. Agency Administration and Merced WIC offices moved from rented space to its own

building on Main Street in Merced

2. Child Development Center administrative offices moved to its own building on 22nd Street in Merced

3. A site on Third Street in Atwater was acquired for WIC

4. A site in Le Grand was acquired for the Child Development Program

5. D Street Emergency Shelter finished construction in May 2008

6. Pacheco Place, an eight unit apartment complex in Los Banos, was purchased to provide permanent supportive housing

7. St Phillips, two homes in Merced, were acquired to provide affordable rental housing

8. Canal Creek, two homes providing 16 beds of emergency shelter for women and children were acquired, but have since been closed due to a loss in operating revenues

9. Serenity Springs, a four-plex at 12th & H Streets in Merced, is being constructed to provide affordable rental housing

Pacheco Place in Los Banos, purchased through a grant partnership with the Merced County Department of Mental Health


Increase the Agency’s Operating Income The measurable outcomes established in 2007 were: a) increase private funds by 20 percent by 2014; b) increase grant funding by $100,000 each year; c) hold one major fundraising event per year. The Agency was partially successful in meeting these goals. The goal to increase private (non-CSBG) funds by 20 percent between 2008 and 2014 was exceeded. Private funds doubled between 2008 and 2011, increased from $172,000 in 2008 to $407,000 in 2011. Overall, $28 million in grants were awarded between 2008 and 2011. Two major fundraisers were held in 2011, led by the Agency’s Marketing Manager. The “Dine Out for Meals on Wheels” event was held in October 2011. The “Empty Bowl” fundraiser was held in November 2011. While each was successful both in raising funds and raising Agency visibility, both were labor-intensive. The Agency recognizes that its capacity to raise funds must be improved, and this intent is reflected in its goals and strategies for the 2013 through 2018 planning period. The Agency must put more emphasis on funding strategies that do not include such a high degree of reliance on federal and state funding and on CSBG. Additionally, the Agency must position itself to pursue large grants of longer duration. Otherwise, a tremendous amount of time and money is spent in grantwriting, reporting, and seeking replacement funds. The approach is inherently inefficient.


Promote Effective Qualified Leadership The measurable outcomes established in 2007 were to keep a full board with an interest list of potential board members; and for all Program Directors to attend at least one Community Action Agency National, State or Regional conference annually. These goals were met; the Executive Director and the Deputy Director also became Certified Community Action Professionals during 2011.51 During the last five years, Board members intensified their advocacy on behalf of MCCAB and its constituents, by assisting with two major fundraising events during 2011 and participating regularly in Agency events honoring employees and volunteers. The Agency is gradually broadening the leadership role of its Board members by utilizing their unique skill sets and experience. In one instance, Board members Joan Faul and Yvonne Davis are now assisting the Early Child Education program with its “Desired Results System” self assessment process, detailed elsewhere in this document. During the last planning period, the Agency was restructured; four divisions were flattened to seven departments, with each department head reporting to the Executive Director. Each department head monitors and evaluates the effectiveness of its programming area. These written evaluative reports are submitted to the MCCAB Executive Director for review and to the Board of Directors for approval. Currently, these reports evaluate program activities in relation to the identified needs of the low income population; assess staff progress in achieving Agency goals and objectives; and evaluate cost effectiveness of programs based on cost per person. These reports assist in the Board’s provision of effective leadership, however, there is room for improvement and an enhanced cost-benefit analysis process and more standardized data collection throughout the Agency are features of the 2013-2018 Goals and Strategies Matrix.

MCCAB Board President Carole Roberds reading to Child Development Center students.


Increase the Agency’s Marketing One of the measurable outcomes established in 2007 was to increase its advertising by 20 percent. This goal was met. A part time Marketing manager was hired during 2011 to provide assistance in this area. This approach brought opportunities to augment local funding and tap into opportunities for greater visibility in supporting the well being of Merced County low income. During the last planning period, MCCAB used social media to promote quality of life issues for Merced County low income. A facebook page was launched to increase awareness of MCCAB constituents and programs. As of June 2012, almost 400 people follow Agency activities through this medium by virtue of having “liked” the facebook page. At least eight different newspaper releases on Agency projects were published throughout 2011 in three different locally published newspapers. Through the print medium, the campaign reached approximately 18,000 persons, primarily through the Merced Sun Star, which has a daily circulation of almost 16,000. The other measurable goal in this area was to publish reports regarding the economic impact of Agency programs, and distribute them to the Merced County Board of Supervisors, each city, and other community decision makers. This goal was accomplished in 2008. Establish Political Advisory Component The measurable outcomes established in 2007 were to support three local political campaigns annually, and to explore establishing a Political Action Committee. These goals were partially met. A Political Action Committee requires 501c4 status with the IRS. As of July 2012, the Agency has not yet established a Political Action Committee. It should be noted, however, that the organization has enhanced its public information and advocacy efforts, opening new avenues to address issues affecting low income persons with potential results at the policy level. These efforts have engaged the larger community in such discussions as food insecurity and addressing chronic homelessness.

An Employee Recognition event, with Merced County Supervisor Linn Davis, MCCAB Board Member Rita Spaur, City of Merced Mayor Pro Tem Noah Lor, & MCCAB Board Member/ City of Atwater Mayor Joan Faul


Expand Programs to Fulfill Agency’s Mission The measurable outcomes established in 2007 were to increase child care slots by 50; and to open an additional Cherish site, targeting the Southeast Asian population. Due to circumstances beyond the Agency’s control, not only were these goals not met, but cuts were made in both areas. Instead of child care slots being increased, due to State budget cuts in November 2011 amounting to 14 percent of the departmental budget, there was a decrease of 40 slots.52 2 Additionally, due to County of Merced budget cuts to the Cherish program, instead of opening an additional Cherish site, two sites were closed. At the time the 2008 Strategic Plan was developed, the possibility of one-time federal stimulus funding was not known. With these funds, the Agency was able to temporarily increase its homelessness prevention, weatherization, and WIC services. The Agency also increased its outreach in the community to enroll people in Utilities Assistance, the Pacific Gas and Electric CARE program and Lifeline, as well as making referrals to food stamps and other services that would help. The sudden contraction of services when the stimulus funding was gone was expected but nonetheless difficult; significant community needs had been alleviated.

2 Further State budget cuts in July 2012 amount to approximately 11 percent of the departmental budget; at this writing, the local impact of these cuts is not yet known.


Offer Exemplary Programs There were several measurable outcomes established in 2007 by which to accomplish this goal. a. 25 percent of staff would attend skills training annually. This goal was met.

b. A benefit versus risk analysis process would be developed and applied prior to taking on

new programs or grants. This goal was met, however, the Board believes that there is still room for improvement. Therefore this strategy is again found in the 2013-2018 Goals and Strategies Matrix.

c. At least two new ventures would be pursued, and then evaluated to determine whether to continue. This goal was met. A deli/catering business was launched in 2008, using the central kitchen at the MCCAB Administrative offices at that time. The central kitchen is used for preparation of meals for Cherish, Meals on Wheels, Child Development sites and State Preschool sites. A small restaurant/deli was launched on site with catering offered. This business was not successful, and the restaurant/deli was closed down after a year. With a CSBG discretionary grant, a new project was implemented in 2010 named “Wheel Solutions”. The project involves accepting used bicycle donations from various sources, mainly police departments who recover bicycles and then have to store them. Funding was used to hire a part time temporary employee to teach homeless persons to repair a bicycle, and then give them the repaired bicycle. Funds were also used for repair parts, new tires, and bicycle licensing fees. Between August 2010 and February 2011, 305 persons were trained in bicycle repairs and 56 bicycles were given away. The project was successful and is ongoing.

d. Three existing Agency programs would be evaluated to determine appropriate corrective actions (consolidate programs, relocate sites, etc.). This goal was met. As described earlier in this report, the D Street Emergency Shelter is not self sustaining and is operating at a deficit. Some corrective actions were taken in April 2012, consisting of cutting back on operating hours and discontinuing offering free laundry service to homeless clients. The Cherish and Meals on Wheels programs have also gone through some budget cutbacks, and a different formula is now used for reimbursement. When the new formula is applied in tandem with the diminished funding, some of the Cherish sites were not self sustaining. Therefore, two of the original nine sites have now been closed. A transitional homeless shelter known as New Hope lost operating funds due to State budget cuts. The facility is no longer operating as a shelter, but is now being rented to low income persons in need of affordable housing.


Agency Needs Assessment: Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis In summary, the Agency’s analysis of its strengths, weaknesses, opportunities and threats concluded that: • Merced County Community Action Board is a high-achieving leader in anti-poverty

programs

• Demand for programs outpaces Agency capacity

• Projected funding cutbacks necessitate new strategies to continue delivery of quality programming

MCCAB a Leader in Anti-Poverty Programs MCCAB has over 40 years of anti-poverty programming upon which to build. Program quality is high, as evidenced by constituent surveys and grant monitoring reports. Locally the Agency is more frequently acknowledged as having the best organizational capacity to deliver programming. This emergence does not always come with the funding streams required to sustain these programs. Demand for Programs For virtually every program area, there are waiting lists or lines of people waiting at the doors for our services. MCCAB offers programming that other organizations are not offering. Demand for Weatherization and Utilities Assistance programs is fueled by high poverty rates, poor housing affordability, utility expenses and an aging housing stock. Demand for WIC and senior nutrition programs is supported by high rates of obesity and diabetes, and shrinking household discretionary budgets available for healthy food choices. Demand for subsidized early child education programming is evidenced by the number of persons on waiting lists for the programs, and underscored by survey respondents indicating that these programs help them keep their job. On the part of the children themselves, this programming is important to assist low income children in becoming ready to succeed in school. Demand for services to the homeless is unparalleled in a region with high rates of unemployment, poverty, foreclosures, and limited affordable housing. During the last planning period, revenue streams from State, Federal and local sources have declined. Therefore, despite the demand, services and programming have been reduced, particularly in the area of services to the homeless.


Funding Shortfalls Demand New Strategies Most of the Agency’s programs are significantly underfunded relative to the need in the community. This circumstance is compounded by a deep lack of understanding among local governments and the public regarding the nature of funding available to MCCAB, especially relating to shelter programs. At times this lack of communication appears to have impacted the potential of local partnerships and/ or funding. During 2011, a Marketing Manager contributed significantly to furthering the Agency’s reputation as a convener and leader. Marketing or public information is powerful, not only as a means of informing community members and service providers about available services and eligibility requirements, but also as a way of shaping the discourse in our community about issues related to poverty. Unfortunately, marketing has been one of the first things to suffer when budgets must be trimmed. Taking the time to inform the community of these matters has become a priority to an extent that it must be internalized by all Agency staff as the nature of the work – not an interruption of it. This acknowledgement represents a significant systemic change on the part of MCCAB. Incorporating public information tasks as a responsibility of each Program Director is therefore a feature of the 2013-2018 Goals and Strategies Matrix. Further, the Executive Director will publish Agency Focus Reports at least annually that give an overview of the Agency’s work in each Merced County Supervisorial District. Examples of these Focus Reports are found in Appendix F. These deliverables are some of the methods the Agency will employ to better inform constituents. As the key to any successful partnership is communication, the Agency expects that this continuous focus on public information will result in additional future partnerships with other organizations. As the Agency strives to better inform the public, the Goals and Strategies Matrix also features a set of strategies with which the Agency will better inform itself, i.e., increase its capacity to make outcome-based decisions. Data collection, data reporting, client feedback, and cost-benefit analysis tools will all be refined as a means of giving the Board better information with which to make planning decisions. Programs must provide evidence that they are self-sustaining. Programs must provide evidence that they advance the Agency’s mission to alleviate poverty. Finally, the third strand of this strategic focus is an emphasis on collaboration with other organizations. Agency staff and Board members will be expected to continuously seek partnerships, and be partners to other organizations contributing in a positive way to Merced County’s quality of life. The Goals and Strategies Matrix quantifies this effort by seeking to increase connections with other organizations by at least 20 percent. Existing collaborations have been described throughout this document. It must be noted that some grant programs are only available through partnering with another organization, particularly with local government agencies. MCCAB will continue to put focus on these mutually beneficial grant partnerships.


Agency Vision and Mission Statements The Agency’s success in its work begins and ends with its vision and its mission. The desired outcomes MCCAB generates are closely tied to the Agency vision and mission; or put another way, “the way we see the world and our role in it”. Vision “To eliminate poverty in Merced County through individual and organizational dedication, collaboration, and innovation.” Mission “To serve, advocate, and collaborate for those in need by developing innovative strategies for self-empowerment.”


GOALS During the planning process, it was never the intent of MCCAB to simply generate a new list of tasks for the next five years. Further, it is not realistic at this time to set goals which may not be achievable given the current economic climate. The Agency simply does not have the resources to take on new projects without new funding. Our revised goals therefore focus on developing a stronger framework of priorities and guidance that can be applied to the unpredictable future while advancing our mission to alleviate poverty. The foundation of this framework increases the capacity of MCCAB by building upon resources and collaborations that have already been established. In this manner, better outcomes for Merced County low income constituents will result. MCCAB intends to direct new energy toward Results Oriented Management and Accountability (ROMA) standards. The ROMA system is an effective tool to measure the impact of programs upon people’s lives. The MCCAB Board of Directors received training in ROMA standards in May 2012 before goal selection. The goals contained within this Plan are aligned with these standards. A matrix of goals, strategies, expected outcomes, and alignment with specific National Performance Indicators (NPI) and Results Oriented Management and Accountability (ROMA) standards is provided in Appendix A. MCCAB’s 2013-2018 Strategic Plan goals will: 1. Increase capacity to make outcome-based decisions 2. Foster new allies in local political arena 3. Leverage partnerships to secure additional funding 4. Build organizational capacity 5. Broaden funding streams to develop, enhance and sustain programs and services


MONITORING AND EVALUATION PLAN The Agency has committed to increase its capacity to achieve its mission in alleviating poverty throughout Merced County. The two year evaluation plan below is intended as a driver to assure that the Strategic Plan does not “sit on a shelf”. It is aligned with the Goals and Strategies Matrix presented in Appendix A. It is essential that implementation of this plan not be unreasonably burdensome on the day to day delivery of Agency programs. This initial two year monitoring and evaluation plan is designed to accomplish two fundamental aims: • It is important to “measure what matters”.

Therefore, regular written reports need to remain focused on data which measures outcomes, giving our Board the tools by which continuous improvement can be achieved. Performance will be described in terms of results as opposed to activity.

• Performance will be communicated in ways that are meaningful to the community, Agency staff, Board, and local political leaders.

Evaluation Plan Increase Capacity to Make Outcome-Based Decisions Strategy 1.1 Produce reports that show which Agency services have achieved results

Strategy 1.2 Cost-benefit data readily available to assess whether to move forward with new

programs

Strategy 1.3 Client feedback surveys standardized for all Agency programs, aligned with National Performance Indicators (NPI) and Results Oriented Management and Accountability (ROMA) standards.

Evaluative Outcomes:

75 percent or more of Community Services Block Grant/ National Performance Indicator Workplan targets are met.

50 percent or more of survey results indicate high levels of customer

satisfaction by Jul 2015. “Achieving” or “Thriving” CSBG Standards of Excellence rankings are received

in Agency results category. “Achieving” or “Thriving” CSBG Standards of Excellence rankings are received

in Customer Focus category.


Foster New Allies in Local Political Arena Strategy 2.1 Increase Agency visibility and recognition as a local leader in addressing

poverty Evaluative Outcomes:

Agency connections with other organizations are increased by at least 20 percent every year (3 additional boards, commissions, etc)

10 organizations per year will link to Agency on their website or quote Agency in

print media 25 percent additional facebook page “likes” per year 25 percent additional web page “hits” per year 2 Agency customer success stories published per year 10 percent increase in community donations per year 5 percent increase in number of community donors per year 5 percent increase in number of public sector organization partnerships per year

(government or school) “Achieving” or “Thriving” CSBG Standards of Excellence rankings are received

in Constituent and Partner Focus category Leverage Partnerships to Secure Additional Funding Strategy 3.1 Increase funding support resulting from partnerships Evaluative Outcomes:

5 percent increase in grant dollars per year resulting from partnership with public sector organization (government or school)

Build Organizational Capacity Strategy 4.1 Board will be trained in governance, legislative matters impacting anti-poverty

programs, ROMA standards, etc. Strategy 4.2 Employees will receive skills training which supports ROMA standards and

strengthens service to clients Strategy 4.3 Increase number of hours volunteered to the Agency Evaluative Outcomes:

At least 9 of 15 (60 percent) of board members will increase governance skills as evidenced by attending training prior to Jan 2015.

At least 50 of 168 employees (29 percent) increase job skills as evidenced by

attending skills development training prior to Jul 2015


50 percent of customer surveys indicate high levels of customer satisfaction by

Jul 2015 Increase by 5 percent each year the number of hours volunteered by community

members Increase by 5 percent each year the number of hours volunteered by low

income residents Increase by 5 percent each year the number of hours volunteered by service

clubs (Rotary, etc) Increase by 5 percent each year the number of hours volunteered by persons

assigned by Courts or Probation “Achieving” or “Thriving” ranking is received in CSBG Standards of Excellence

Agency Results category “Achieving” or “Thriving” CSBG Standards of Excellence rankings are received

in Performance Management category Broaden Funding Streams to Develop, Enhance and Sustain Programs and Services Strategy 5.1 Increase operating income via new (non-CSBG) grants

Strategy 5.2 Pursue client-pay Weatherization option Evaluative Outcomes:

5 percent increase in grants per year (may include partnership grants)

If Board determines client-pay Weatherization program is feasible, begin

implementation by Jul 2015. If client-pay Weatherization program is initiated, 50 percent or more of

Weatherization client survey results will indicate high levels of customer satisfaction by Jul 2017


Monitoring Plan Year One: Jan 2013 – Jun 2013 Strategy 1.2 Cost-benefit data tool in place for Board use in determining whether to move

forward with new programs Deliverable: Cost-benefit assessment tool presented to Board by Jul 2013. Strategy 1.3 Client feedback surveys standardized for all Agency programs and aligned

with NPI and ROMA Deliverable: Cost-benefit assessment tool presented to Board by Jul 2013. Strategy 2.1 Increase Agency visibility and recognition as a local leader in addressing

poverty Deliverable: Update on Agency programs completed for publishing on Agency

web site and facebook page; one each from Community Self Sufficiency, Nutrition and Health, and Child and Family Divisions; published by Feb 2013 AND by May 2013.

Deliverable: 5 updated Agency Impact fliers (1 per district) published annually

on web site, facebook, and press releases; first update by Aug 2013. Deliverable: Publish success story on Agency program partnership with

another organization. Emphasize outcomes achieved – employability, housing, etc. Publish by May and January every year, first story by May 2013.

Strategy 4.2 Employees receive skills training which supports ROMA standards and

strengthens service to clients Deliverable: On-site skills training provided annually; no later than Aug 2013. Strategy 4.3 Increase number of hours volunteered to Agency Deliverable: Report to Board on best practices from other Community Action

Agencies to recruit and retain volunteers, by Aug 2013. Deliverable: Report to Board on number of hours (by category) currently

volunteered by community members, low income residents, service clubs, Courts/ Probation, and Work Experience/ CalWORKS; report by Jun 2014.

Strategy 5.1 Increase operating income via new (non-CSBG) grants Deliverable: CHDO designation achieved by Jan 2013


Year One: Jul 2013 – Dec 2013 Strategy 1.1 Reports that show which Agency services have achieved results Deliverable: Data summary aligned with NPI and ROMA received by Board

twice yearly; first report no later than Jan 2014. Strategy 1.3 Client feedback surveys standardized for all Agency programs and aligned

with NPI and ROMA Deliverable: Client feedback survey response analysis report received by

Board twice yearly; first report no later than Jan 2014. Strategy 2.1 Increase Agency visibility and recognition as a local leader in addressing

poverty Deliverable: Update report to Board listing all community boards,

commissions, task forces, councils, etc. in which Board members and Agency staff are participating; first report no later than Jan 2014.

Deliverable: Update on Agency programs completed for publishing on Agency

web site and facebook page; one each from Community Self Sufficiency, Nutrition and Health, and Child and Family Divisions; published by Aug 2013 AND by Nov 2013.

Deliverable: Publish success story on Agency program partnership with

another organization. Emphasize outcomes achieved – employability, housing, etc. Publish by May and January every year, second story by Jan 2014.

Deliverable: Report to Board at least annually on progress; including: number

of organizations quoting Agency in print media or linking to Agency on their web site; number of additional facebook page “likes”; number of additional web page “hits; amount of community donations; number of community donors; number of partnerships with public sector organizations. First report to Board by Jan 2014.

Strategy 3.1 Increase funding support resulting from partnerships Deliverable: Report to Board at least annually on progress; including

increased amount of grant dollars resulting from partnership with public sector organizations. First report to Board by Jan 2014.

Strategy 4.1 Board trained in governance, legislative matters impacting anti-poverty

programs, ROMA standards, etc. Deliverable: At least five Board members will attend off-site training by Jan

2014.


Strategy 4.2 Employees receive skills training which supports ROMA standards and strengthens service to clients

Deliverable: At least one employee from every dept receives off-site training

by Oct 2013. Deliverable: Employee recognition event held annually, with local political

leaders invited, by Oct 2013. Strategy 4.3 Increase number of hours volunteered to Agency Deliverable: Report to Board on model implemented to recruit and retain

volunteers and progress to date; and (increase in) number of hours volunteered by community members, low income residents, service clubs, Courts/ Probation, and Work Experience/ CalWORKS; report by Aug 2013.

Deliverable: Hold volunteer recognition event annually for Agency volunteers;

no later than Dec 2013. Strategy 5.1 Increase operating income via new (non-CSBG) grants Deliverable: Report to Board how much in operating income currently

received thru non-CSBG grants by Dec 2013 Strategy 5.2 Pursue client-pay Weatherization option Deliverable: Business Plan submitted and Board decides whether to

implement client-pay Weatherization program, report by Feb 2014


Year Two: Jan 2014 – Jun 2014 Strategy 1.1 Reports that show which Agency services have achieved results Deliverable: Data summary aligned with NPI and ROMA received by Board

twice yearly. Strategy 1.3 Client feedback surveys standardized for all Agency programs and aligned

with NPI and ROMA Deliverable: Client feedback survey response analysis report with discussion

of any improvements made as result of survey responses received by Board twice yearly; first report with both elements no later than Jun 2014.

Strategy 2.1 Increase Agency visibility and recognition as a local leader in addressing

poverty Deliverable: Update on Agency programs completed for publishing on Agency

web site and facebook page; one each from Community Self Sufficiency, Nutrition and Health, and Child and Family Divisions; published by Feb 2014 AND by May 2014.

Deliverable: 5 updated Agency Impact fliers (1 per district) published annually

on web site, facebook, and press releases; update by Aug 2014. Deliverable: Publish success story on Agency program partnership with

another organization. Emphasize outcomes achieved – employability, housing, etc. Publish by May and January every year, third story by May 2014.


strengthens service to clients Deliverable: On-site skills training provided annually; no later than Aug 2014. Strategy 4.3 Increase number of hours volunteered to Agency Deliverable: Report to Board on (increase in) number of hours volunteered by

community members, low income residents, service clubs, Courts/ Probation, and Work Experience/ CalWORKS; report by Jun 2014.

Strategy 5.1 Increase operating income via new (non-CSBG) grants Deliverable: At least five Agency staff receive grant writing training by Jul 2014 Deliverable: Certified wellness worksite designation achieved by Jul 2014


Year Two: Jul 2014 – Dec 2014 Strategy 1.1 Reports that show which Agency services have achieved results Deliverable: Data summary aligned with NPI and ROMA received by Board

twice yearly. Strategy 1.3 Client feedback surveys standardized for all Agency programs and aligned

with NPI and ROMA Deliverable: Client feedback survey response analysis report, including

discussion of any improvements made as result of survey responses, and percentage of surveys indicating high levels of customer satisfaction, received by Board twice yearly; report all elements no later than Jul 2014.

Strategy 2.1 Increase Agency visibility and recognition as a local leader in addressing

poverty Deliverable: Update report to Board listing all community boards,

commissions, task forces, councils, etc. in which Board members and Agency staff are participating, including information on whether the number increased by 20 percent from the previous year.

Deliverable: Update on Agency programs completed for publishing on Agency

web site and facebook page; one each from Community Self Sufficiency, Nutrition and Health, and Child and Family Divisions; published by Aug 2014 AND by Nov 2014.

Deliverable: Publish success story on Agency program partnership with

another organization. Emphasize outcomes achieved – employability, housing, etc. Publish by May and January every year, fourth story by Jan 2015.

Deliverable: Report to Board at least annually on progress; including: number

of organizations quoting Agency in print media or linking to Agency on their web site; number of additional facebook page “likes”; number of additional web page “hits; amount of community donations; number of community donors; number of partnerships with public sector organizations. Second report to Board by Jan 2015.

Strategy 3.1 Increase funding support resulting from partnerships Deliverable: Report to Board at least annually on progress; including

increased amount of grant dollars resulting from partnership with public sector organizations. First report to Board by Jan 2015.

Strategy 4.1 Board trained in governance, legislative matters impacting anti-poverty

programs, ROMA standards, etc. Deliverable: At least five Board members will attend off-site training by Jan

2015.



strengthens service to clients Deliverable: At least one employee from every dept receives off-site training

by Oct 2013. Deliverable: Employee recognition event held annually, with local political

leaders invited, by Oct 2013. Deliverable: Report to Board whether at least 50 percent of customer surveys

indicate high levels of customer satisfaction, report by July 2015. Year Two: Jul 2014 – Dec 2014 Strategy 4.3 Increase number of hours volunteered to Agency Deliverable: Report to Board on (increase in) number of hours volunteered by

community members, low income residents, service clubs, Courts/ Probation, and Work Experience/ CalWORKS; report by Jan 2015.

Deliverable: Hold volunteer recognition event annually for Agency volunteers;

no later than Dec 2014. Strategy 5.1 Increase operating income via new (non-CSBG) grants Deliverable: Agency will submit at least five grant proposals per year by Jul

2015 Deliverable: Report to Board how much in non-CSBG grants awarded to

Agency over past year; whether it is an increase over year before; and which of the grant awards are partnerships with another agency; report by Jul 2015

Strategy 5.2 Pursue client-pay Weatherization option Deliverable: If Board authorized client-pay Weatherization program, begin

implementation by Feb 2015

Appendix A

Tiles hand-painted by homeless persons staying at the D Street Emergency Shelter; the tiles are now part of a mural at Merced Main Street’s Bob Hart Square.

Appendix A 1

GOALS AND STRATEGIES MATRIX Goal Strategies Lead Person Deliverables Outcomes ROMA / NPI

Objectives Supported STRATEGIC THEME #1: Maximize ability to alleviate poverty / Deliver High Impact Programs Increase capacity to make outcome-based decisions

Produce reports that show which Agency services have achieved results in reducing effects of poverty

Dep Director By Jul 2013, data reporting standardized for all Agency programs, and aligned w/ NPI & ROMA By Feb 2013, Board receiving CSBG / NPI Annual Report every year By Aug 2013, Board receiving CSBG / NPI Semi-Annual Report every year

75% or more of CSBG/ NPI Workplan targets are met “Achieving” or “Thriving” CSBG Standards of Excellence rankings are received in Agency results category

ROMA 5

Cost-benefit data readily available to assess whether to move forward with new programs

Dep Director By Jul 2013, cost-benefit tool in place which is aligned with NPI & ROMA

Client feedback surveys standardized for all Agency programs, aligned w/ NPI & ROMA

Dep Director By Jul 2013, survey system in place By Jan 2014, Board receiving bi-annual survey response analysis reports By Jun 2014, Board receives first bi-annual report of improvements made as result of survey responses

50% or more of survey results indicate high levels of customer satisfaction by Jul 2015 “Achieving” or “Thriving” CSBG Standards of Excellence rankings are received in Customer Focus category

ROMA 3, NPI 3.2

Appendix A 2

Goal Strategies Lead Person Deliverables Outcomes ROMA / NPI Objectives Supported

STRATEGIC THEME #2: Expand and Strengthen Partnership Capacity to Address Needs of Low Income Foster new allies in local political arena

Increase Agency visibility & recognition as a local leader in addressing poverty

Exec Director Agency staff & Board members increase participation in other organizations; by Jan 2014, Agency will be represented on at least 15 boards, commissions, task forces, councils, etc. By Feb 2013, each Program Director will submit an update at least quarterly for publishing on Agency web site and facebook page. By Aug of every year, publish 5 Agency Focus Report fliers (1 per district) on web site, facebook, and press releases By May and January of every year, publish success story on Agency program partnership with another organization. Emphasize outcomes achieved – employability, housing, etc.

Agency connections w/ other organizations increased by at least 20% (3 additional boards, commissions, etc) every year

ROMA 4, NPI 4.1

10 organizations per year will link to Agency on their website or quote Agency in print media

25% additional facebook page “likes” per year

25% additional web page “hits” per year

2 Agency customer success stories published per year

10% increase in community donations per year

5% increase in # of community donors per year

5% increase in # of public sector organization partnerships (govt or school) per year

“Achieving” or “Thriving” CSBG Standards of Excellence rankings are received in Constituent and Partner Focus category

Leverage partnerships to secure additional funding

Increase funding support resulting from partnerships

Exec Director Partner with at least 1 public sector organization (govt or school) per year on a grant proposal

5% increase in grant dollars per year resulting from partnership w/ public sector organization (govt or school)

ROMA 4, NPI 4.1

Appendix A 3

Goals Strategies Lead

Person Deliverables Outcomes ROMA / NPI

Objectives Supported

STRATEGIC THEME #3: Build Organizational and Financial Capacity Build organizational capacity (continued next page)

Board will be trained in governance, legislative matters impacting anti-poverty programs, ROMA standards, etc.

Exec Director

By Jan 2014, send at least 5 Board members to off-site training opportunities By Jan 2015, send at least 5 Board members to off-site training opportunities

at least 9 of 15 (60%) Board members will increase governance skills by attending training prior to Jan 2015

ROMA 5

Employees will receive skills training which supports ROMA standards and strengthens service to clients

Human Resources Director

By Aug 2013, contract at least annually w/ qualified trainer(s) to provide on-site skills training to employees By Oct 2013, send at least one employee from every dept to off-site training opportunities (i.e., local community college, regional and national conferences)

at least 50 of 168 employees (29%) increase job skills as evidenced by attendance at skills development workshops prior to Jul 2015

ROMA 5, NPI 5.1

50% of customer surveys indicate high levels of customer satisfaction by Jul 2015

“Achieving” or “Thriving” CSBG Standards of Excellence rankings are received in Performance Management category

Appendix A 4

Goal Strategies Lead Person

Deliverables Outcomes ROMA / NPI Objectives Supported

STRATEGIC THEME #3: Build Organizational and Financial Capacity Build organizational capacity (continued from previous page)

Increase # hours volunteered to Agency

Human Resources Director

By Aug 2013, report to Board on best practices from other Community Action Agencies to recruit & retain volunteers By Jan 2014, implement recommended model to recruit volunteers In March of every year, nominate Agency volunteer(s) for recognition by the Merced County Board of Supervisors Annually hold a volunteer recognition event for Agency volunteers

Increase by 5% each year # hrs volunteered by community members

ROMA 2, NPI 2.3

Increase by 5% each year # hrs volunteered by low income residents

ROMA 3, NPI 3.1

Increase by 5% each year # hrs contributed by service club volunteers (Rotary, etc)

ROMA 5

Increase by 5% each year # hrs volunteered by persons assigned by Courts or Probation

ROMA 5

Dep Director By Jul 2013, volunteer categories and #

hours are captured in standardized Agency wide data reporting system Report to Board at least twice annually number of volunteers and # hours by category (community members, service clubs, etc)

“Achieving” or “Thriving” ranking is received in CSBG Standards of Excellence Agency Results category

ROMA 5

Appendix A 5

Goal Strategies Lead

Person Deliverables Outcomes ROMA / NPI

Objectives Supported

STRATEGIC THEME #3: Build Organizational and Financial Capacity Broaden Funding Streams to Develop, Enhance and Sustain Programs and Services

Increase operating income via new (non-CSBG) grants

Exec Director

By Jul 2014, at least 4 Agency staff will have received grant writing training

5% increase in grants per year (NOTE: may include partnership grants)

ROMA 5

By Jul 2015, Agency will submit at least 5 grant proposals per year

By Jan 2013, Community Housing Development Organization (CHDO) designation achieved

WIC Director

By Jul 2014, certified wellness worksite designation achieved (strengthening WIC proposals)

Pursue client-pay Weatherization option

Exec Director

By Feb 2014, business plan is submitted to Board; decision will be made whether to implement client-pay Weatherization program.

Client-pay Weatherization program implemented by Jul 2015 (if Board determines the program is feasible). 50% or more of Weatherization client survey results indicate high levels of customer satisfaction by Jul 2017.

ROMA 5

By Feb 2015, organizational mechanism and funding structure in place to begin implementation.

Appendix B

Appendix B 1

Board Biographies Merced County Community Action Board has a tripartite board structure designed to represent a cross section of community members interested in the reduction or elimination of poverty. One-third of the Board members are publicly elected officials, one-third are selected by low-income residents of Merced County and one-third are appointed by major organizations. The Executive Director, appointed by the Board, is a non-voting member and responsible directly to the Board for executing and overseeing the implementation of approved policies, programs and strategic plans. The following brief biographies of these Board members illustrate a variety of qualities and experiences which bring value to the Board and to the Agency at large. Private Sector / Major Organization

Yvonne Davis is a member of the Merced Chamber of Commerce, NAACP, and attends St. Matthew Baptist Church. Ms. Davis has a degree in Social Science – Psychology, and has worked in education for 35 years, specifically with children who have disabilities. Ms. Davis also chaired the Multicultural Connection Organization for 12 years, guiding young students to prepare themselves for college. She currently works with Vision and Image Association that assists low-income minority young men and women with their self-esteem and cultural experiences.

Andre Matthews is a Lieutenant with the City of Merced Police

Department. Matthews chairs the Merced Community Violence Intervention and Prevention (ComVIP) Task Force, is a member of Merced Kiwanis, and serves on the United Way Community Investment Committee and the Boys and Girls Club Board.

Elizabeth Johnston is Vice President and Branch Manager of

Rabobank’s Merced branch. A resident of Snelling, she is active in many agriculture-related organizations including the Merced River 4-H Club, Merced County Fair Junior Livestock Auction, Merced Mariposa Cattleman’s Association, Merced Horseman’s Club, Merced River Ag Boosters, Merced County Farm Bureau, and California Women in Agriculture. Ms. Johnston is also a member of the Friends of the Fair Board.

Appendix B 2

Nellie Muniz Smith is a Community Liaison for Christian Life Center, and coordinates its “Rock Da Block” crime prevention and neighborhood watch effort. She is the former director of the Merced County Hispanic Chamber of Commerce; she participates in Merced Community Violence Intervention and Prevention (ComVIP) Task Force, Relay for Life, and the Upward Merced Basketball league. Ms. Muniz Smith is also a board member of Sol del Valle, a Merced nonprofit which promotes the culture of Mexico through Folklorico dancing.

Rita Spaur is the founding Chief of Police with UC Merced Police Department, appointed in 2005 before the campus opened. Chief Spaur is a member of the Merced County Council of Chiefs and Sheriff, the Merced Community Violence Intervention and Prevention (ComVIP) Task Force, the UC Merced Violence Prevention Advisory Group, and an advisor for Merced County Crime Stoppers. She is a member of Merced Soroptomists and active with Merced United Way and Relay for Life events. Chief Spaur also facilitates a UC Merced Police mentor program, which focuses on mentoring and tutoring fourth and fifth grade students with emphasis on those most at-risk. The Mentor program also conducts annual community cleanup efforts throughout the Merced area. Chief Spaur’s professional organizations include: The Society of Police Futurists International Association, International Association of Campus Law Enforcement Administrators, International Association of Chiefs of Police, California Peace Officers Association, FBI National Academy Associate, American Society of Industrial Security

MCCAB Board Members Rita Spaur and Nellie Muniz Smith volunteering at a “Rock Da Block” event

Appendix B 3

International, ASIS Women in Security, American Society for Public Administration and the National Association of Women Law Enforcement Executives.

Public Sector / Public Official

Joan Faul is the Mayor of the City of Atwater, the first woman to hold that position. She is a retired administrator with Merced Union High School District and holds two Master’s Degrees. Mayor Faul is a member of the Atwater Chamber of Commerce and the Governing Board of the Merced County Association of Governments, which has oversight of the countywide public transit system.

Dave Honey is a Merced Union High School District Board Trustee. He is also the President of the Winton Cemetery District and is a past member of the Atwater Elementary School Board. He is the Director of Educational Services at Winton School District, where he oversees its curriculum programs.

Margaret “Peggy” Merritt was appointed to the Board by former

Merced County Board Supervisor Mike Nelson and subsequently by current Board Supervisor Linn Davis, due to her involvement with schools and community associations for many years. Ms. Merritt was born in Merced, and has lived here all her life. She is committed to alleviating poverty and its effects on the area she calls home. Ms. Merritt is an active member of the local American Association of Retired Persons and volunteers for the Atwater Library, the Merced County Courthouse Museum, and several other community groups.

Nollie Smith worked at the Agency’s Project Cherish site for

approximately 20 years. She participates in Relay for Life, is co-chairperson of Atwater’s 4th of July Committee and very interested in strengthening relations between MCCAB and the community it serves.

Appendix B 4

Joe Sousa is a City Council member with the City of Los Banos. Prior to his election, Sousa was employed by the City of Los Banos for 26 years, with responsibilities for public works, parks, and recreation. His interest in quality child care for low income families was instrumental in leading to the construction of the Los Banos Child Development Center.

Low Income Sector / Elected Representative

Rosa Gomez is the mother of five. Three of her children attended MCCAB’s early child education program, where she served as a volunteer. Ms. Gomez currently serves on the Recreation Committee in Livingston. She found her way to the MCCAB Board of Directors through volunteer efforts for other boards and councils; MCCAB presented an effective way to meet her desire for helping low-income people.

Rebecca Guerra was an employee of MCCAB for a number of

years, working with Cherish lunch program and other projects of the Agency. She is currently a Counselor with The Independence Resource, an organization working with developmentally disabled adults. Ms. Guerra works closely with the socio-economically disadvantaged and is dedicated to empowering every person reach their full potential.

Carole Roberds is the retired principal of Merced Adult School.

She spent 35 years as an educator, and has a Master’s Degree in Special Education and Educational Management. She is very interested in issues facing the poor, immigrant populations, housing, and employment strategies. She is interested in helping the mentally ill deal with challenges they face and participates in the National Association for the Mentally Ill (NAMI).

Claudia Silva is a stay at home parent and a volunteer at the Los

Banos Child Development Center. She is very interested in issues surrounding education, and is attending school to become certified as a teacher.

Appendix C

Appendix D

Appendix E

Community Action Board

Executive Director

Executive Secretary

Finance Child Development

Information Systems

WIC Human Resources

Community Self-Sufficiency

Weatherization

Utilities Assistance

Cherish &

Meals on Wheels

Housing &

Shelter

ORGANIZATIONAL STRUCTURE

Appendix F

District 1 Update 2011

• Includes El Nido, Le Grand, Livingston, Planada & south Merced

• Planada’s 39.3% unemployment rate was highest in the District

• 4,539 residents on fixed income (age 60 & over)

Merced County Community Action

Agency 2011

Accomplishments in District 1

• Cherish served 1,941 lunches to Livingston seniors and 2,389 lunches to Planada seniors

• Meals on Wheels delivered 1,313 lunches to Livingston seniors and 1,347 lunches to Planada seniors

• 3,265 residents were enrolled in WIC

• 37 Le Grand, Livingston and Planada residents received weatherization help for their homes

• 313 El Nido, Le Grand, Livingston and Planada residents received emergency assistance so utilities wouldn’t be shut off

• 14 children whose parents were in school or working attended subsidized preschool in Le Grand

Merced County Community Action Agency

eliminating poverty in Merced County through dedication, collaboration and innovation

www.mercedcaa.org

Focus Report: Merced County District 1


• Includes Merced

• Merced’s 18.1% unemployment rate was almost double the 9.6% national unemployment rate



Agency 2011


• Cherish served 6,664 lunches to Merced seniors

• Meals on Wheels delivered 17,035 lunches to Merced seniors

• 258 Merced residents received weatherization help for their homes

• 2,443 Merced residents received emergency assistance so utilities wouldn’t be shut off


• 90 children whose parents were in school or working attended subsidized preschool in Merced; 63 children were on a waiting list

• 504 Merced homeless persons were sheltered

Merced County Community Action Agency eliminating poverty in Merced County through dedication, collaboration and innovation

www.mercedcaa.org



• Includes Atwater and northwestern Merced

• Atwater’s 18.6% unemployment rate was almost double the 9.6% national unemployment rate


Merced County

Community Action Agency 2011


• Cherish served 3,906 lunches to Atwater seniors

• Meals on Wheels delivered 5,856 lunches to Atwater seniors


• 60 residents received weatherization help for their homes

• 536 Atwater residents received emergency assistance so utilities wouldn’t be shut off



www.mercedcaa.org



• Includes Ballico, Cressey, Delhi, Hilmar, Gustine, Stevinson, Snelling & Winton

• Winton’s 26.2% unemployment rate was highest in the District



Agency 2011


• Cherish served 7,361 lunches to Winton seniors

• Meals on Wheels delivered 7,556 lunches to Gustine, Hilmar & Winton seniors

• 102 Delhi, Gustine, Hilmar & Winton residents received weatherization help for their homes

• 435 residents in Ballico, Cressey, Delhi, Gustine, Hilmar, Snelling, Stevinson & Winton received emergency assistance so utilities wouldn’t be shut off


• 82 children whose parents were in school or working attended subsidized preschool in Delhi & Stevinson

Merced County Community Action Agency eliminating poverty in Merced County through dedication, collaboration and innovation

www.mercedcaa.org



• Includes Dos Palos, Los Banos, Santa Nella, South Dos Palos & Volta

• South Dos Palos’ 42.4% unemployment rate was highest in the County



Agency 2011


• Cherish served 3,903 lunches to Dos Palos seniors and 6,795 lunches to Los Banos seniors

• Meals on Wheels delivered 8,893 lunches to Dos Palos & Los Banos seniors

• 71 Dos Palos, Los Banos & Santa Nella residents received weatherization help for their homes

• 945 residents in Dos Palos, Los Banos, Santa Nella, South Dos Palos & Volta received emergency assistance so utilities wouldn’t be shut off


• 96 children whose parents were in school or working attended subsidized preschool in Los Banos; 87 children were on a waiting list



www.mercedcaa.org


REFERENCES 1 America’s Most Miserable Cities, Forbes, February 2, 2011, http://www.forbes.com/2011/02/02/stockton-miami-cleveland-business-washington-miserable-cities.html 2 200 Best Places for Business and Careers, Forbes, June 29, 2011, http://www.forbes.com/best-places-for-business 3 Top 5 Counties in Agricultural Sales 2007, USDA Economic Research Service, http://www.ers.usda.gov/StateFacts/US.htm#TCEC, accessed June 2012 4 American Community Survey 3-Year Estimates 2008-2010, Table DP02, U.S. Census Bureau, www.factfinder2.census.gov 5 Census: More people moving out of Valley than in. But population grows due to high birth rate, Fresno Bee, April 5, 2012, www.fresnobee.com 6 2010 US Census, Table DP-1, U.S. Census Bureau, www.census.gov 7 Ibid. 8 Ibid. 9 Merced Vision 2030 General Plan, City of Merced, August 2010, pg 1-19 10 2010 US Census, US Census Bureau, www.census.gov 11 American Community Survey 3- Year Estimates 2008-2010, Table DP02, US Census Bureau, www.factfinder2.census.gov 12 Education Data Partnership, California Department of Education, www.ed-data.k12.ca.us 13 2011 California Child Care Portfolio, California Child Care Resource & Referral Network, www.rrnetwork.org 14 Ibid. 15 Kids Count Data Center, Annie Casey Foundation, http://datacenter.kidscount.org, accessed March 2012 16 2010 California County Scorecard, Children Now, www.childrennow.org, accessed June 2012 17 2010 US Census, US Census Bureau, www.census.gov 18 County Health Rankings, Robert Wood Johnson Foundation, http://www.countyhealthrankings.org/california/, accessed March 2012 19 American Community Survey 3-Year Estimes 2008-2010 , Table DP03, U.S. Census Bureau 20 Education Data Partnership, California Department of Education, www.ed-data.k12.ca.us 21 California Employment Development Department Labor Market Information, http://www.labormarketinfo.edd.ca.gov 22 Ibid. 23 Place Matters for Health in the San Joaquin Valley, Joint Center for Political and Economic Studies Health Policy Institute, March 2012. 24 The Spirit Catches You and You Fall Down: A Hmong Child, Her American Doctors, and the Collision of Two Cultures, Anne Fadiman: Farrar, Straus and Giroux, 1997 25 A Doctor for disease, a Shaman for the Soul, The New York Times, September 20, 2009 26 County Health Rankings, University of Wisconsin Population Health Institute and the Robert Wood Johnson Foundation, www.countyhealthrankings.org, accessed June 2012 27 Merced County Health Status Profile 2011, Merced County Department of Public Health, April 2012, pg 35 28 2010 California County Scorecard, Children Now, www.childrennow.org, accessed June 2012 29 Merced County Second Highest in State for Obesity, Diabetes; Merced Sun-Star, September 1, 2010, www.mercedsun-star.com 30 Education Data Partnership, California Department of Education, www.ed-data.k12.ca.us 31 America’s Most Miserable Cities, Forbes, February 2, 2011, http://www.forbes.com/2011/02/02/stockton-miami-cleveland-business-washington-miserable-cities.html 32 Wall Street Journal, July 14, 2005 33 City of Merced Annual Action Plan FY 2012-2012 Draft, City of Merced, Report to Merced City Council April 9, 2012, pg. 49 34 Merced County General Plan Housing Element, County of Merced, adopted June 22, 2010, pg. 1-12.

http://www.forbes.com/2011/02/02/stockton-miami-cleveland-business-washington-miserable-cities.html

http://www.forbes.com/best-places-for-business

http://www.forbes.com/best-places-for-business

http://www.ers.usda.gov/StateFacts/US.htm#TCEC

http://www.rrnetwork.org/

http://datacenter.kidscount.org/

http://www.childrennow.org/

http://www.countyhealthrankings.org/california/

http://www.countyhealthrankings.org/

http://www.childrennow.org/

http://www.forbes.com/2011/02/02/stockton-miami-cleveland-business-washington-miserable-cities.html

35 Modesto Bee, July 2007 36 Merced County General Plan Housing Element, County of Merced, adopted June 22, 2010, pg. 1-7. 37 City of Merced Annual Action Plan FY 2012-2012 Draft, City of Merced, Report to Merced City Council Apr 9, 2012, pg. 40 38 Program a Lifeline for Merced’s Homeless Students, Merced Sun-Star, Dec 16, 2011 39 County of Merced 2012 Homeless County: Preliminary Report, Institute for Urban Initiatives, March 2012, www.mc10yearplan.com 40 Merced County 2011 Homeless Count and Survey, Institute for Urban Initiatives, Apr 2011, www.mc10yearplan.com 41 Merced City Council Passes $500K to Social Service Agencies for Homeless, Merced Sun-Star, Sep 9, 2009 42 After Delay, Shelter Opens Its Doors to City’s Homeless, Merced Sun Star, May 28, 2008 43 City of Merced Annual Action Plan FY 2012-2012 Draft, City of Merced, Report to Merced City Council April 9, 2012, pg. 3 44 Community Services Block Grant Annual NPI Report, Merced County Community Action Board, Jan 2012, pg 11 45 Budget Cuts Lead to Waiting List for Preschool Programs, Merced Sun-Star, Nov 22, 2011 46 Childhood Development Center Opens for Business, Los Banos Enterprise, Feb 15, 2008 47 New Fees Coming for Merced Preschool Classes, Merced Sun-Star, Aug 3, 2012 48 Early Care and Education in the Golden State, Lynn Karoly, Elaine Reardon & Michelle Cho, the RAND Corporation, 2007, http://www.rand.org 49 Community Services Block Grant Annual NPI Report, Merced County Community Action Board, Jan 2012, pg 16 50 Community Services Block Grant Annual NPI Report, Merced County Community Action Board, Jan 2012, pg 24 51 Community Services Block Grant Annual NPI Report, Merced County Community Action Board, Jan 2012, pg 24 52 Budget Cuts Lead to Waiting List for Preschool Programs, Merced Sun-Star, Nov 22, 2011

http://www.mc10yearplan.com/

http://www.mc10yearplan.com/

Merced Community Board · ii Section 3 Strategic Planning Process 46 Agency Progress in Achieving...

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