1 Excerpt of ReCAST Grantee Manual: Appendix G: Community Strategic Plan Template
The template below is intended to be filled in directly by grantees as they develop their Community Strategic Plans and prepare to submit it to GPOs by May 31st, 2022. The template includes sections for all required report components. Please note that brief examples of the concepts that are required to be inserted by grantees are provided in italics throughout the template.
Grantees should revise the template tables to accommodate the goals, objectives, activities, and process and outcome measures that are being proposed (i.e., you may have more or fewer goals, objectives, activities, measures than the templates are structured for). The template tables are provided to give you a recommended way to structure the information being requested.
Similarly, grantees may feel free to revise the suggested Logic Model structure to meet their needs.
ReCAST Community Strategic Navigation Plan
Grantee Site:
Oakland, CA
Grant #:
1 H79 SM084923-01
Project Manager(s)
Name:
Desralynn Cole
Project Manager(s)
Email(s):
[email protected]
Data Plan Submitted:
Due May 31, 2022
May 31, 2022
GPO: Jennifer Winston
Introduction
2 Project Overview (to include the context for our ReCAST Program, including the historical factors that led to the creation of the project and a brief description of the community and population of focus) Oakland ReCAST promotes resilience, healing, belonging, joy, and equity for Oakland’s high -risk youth an d families. We focus on those most affected by the interrelated challenges of violence, civil unrest, and trauma, including trauma resulting from the disparate impact of the COVID-19 pandemic. This includes residents of low-income, high-stressed neighborhoods in East and West Oakland; youth attending high-stressed schools; victims of violence; Black youth and families; and Indigenous and other vulnerable populations of color.
As a backdrop for the development of Oakland ReCAST, the city is highly diverse and faced with significant and interrelated challenges related to poverty, homelessness, violent crime, and mental health, all of which have been intensified by the spread of COVID-19. The City’s 2019 Homeless Point-in-Time Count found 4,071 homeless individuals, 79% of whom were unsheltered. This number has grown in the intervening years and will likely grow exponentially as COVID-19 related eviction protections lapse.
After a near 50% decrease in homicides and shootings from 2012-2018 and a slight increase in 2019, Oakland saw a 47% increase in homicides and a 72% increase in shootings in 2020. That year, 102 lives were lost in Oakland due to gun violence and almost 500 people were shot. This trend continued into 2021; there were 15 homicides in January 2021, while in January 2020 there was just one.
Multiple factors have consistently limited the number of high-risk youth and families who seek out needed services, including real and perceived barriers to access, mistrust of government, fear of bias among service providers, and confusion about how to access services. This is particularly detrimental now, when miscommunication poses a very real risk to the city’s ability to reduce stress and trauma resulting from the pandemic and recent civil unrest. Further, local service providers and staff from across OUSD and city agencies have noted a considerable increase in demand for mental health services as the pandemic stretches on. More broadly, there are limited mental health resources for those who are not enrolled in Medi-Cal and/or do not have a formal diagnosis.
As a result, there is a tremendous need for upstream investments in training and capacity building for the teachers, mental health clinicians, and other staff who interact with high-risk youth and families to ensure their ability to deliver trauma-informed services. Oakland has a long history of systemic racism fueling civil unrest and tension between community members, law enforcement, and local government, as evidenced by the 1966 formation of the Black Panther Party whose primary focus was on challenging police brutality. In the past two decades, the City has spent $74 million to settle at least 417 lawsuits against its police
3 officers, and since 2003, the Oakland Police Department (OPD) has been under Federal Oversight as part of a negotiated settlement agreement stemming from a police misconduct case involving 119 plaintiffs.
The aforementioned challenges are not felt equally by all. The Oakland Community Stressors Index indicates that many intersecting sources of stress and trauma are concentrated in East and West Oakland, home to much of Oakland’s Black population. Hence, the Oakland ReCAST program has chosen these area residents as their target population.
Summary of Community Needs and Resource Assessment
Residents, particularly those in East and West Oakland, are continuing to experience trauma from a multitude of sources. Much of that trauma has been exacerbated by the COVID-19 pandemic and its disparate impact on already traumatized neighborhoods.
Currently, many of those neighborhoods have a disproportionate number of BIPOC residents. ● Based on a thorough review of existing data 1 related to community needs in Oakland that has been compiled for the past five years, the CNRA found that the following need areas were present:
o Access to culturally responsive behavioral health
o Physical health and access to affordable health care
o Access to quality education in a safe environment and other youth-centered issues o High prevalence of poverty and income inequality
o Lack of affordable housing and the resulting displacement of community members o Prevalence of violence in communities and criminal justice involvement among community residents ● Data suggests that these traumatizing factors disproportionately impact the BIPOC residents of Oakland. ● In each of these areas, the COVID -19 epidemic and the response to it (e.g., stay at home orders, loss of employment, limited resources, etc.) exacerbated the effect of these traumatizing factors.
1 California Healthy Kids Survey. (2019). Retrieved from https://calschls.org/reports-data/ Applied Survey Research. (2019). City of Oakland Homeless Count & Survey. Retrieved from https://cao-94612.s3.amazonaws.com/documents/2019-Oakland-Point-In-Time- Count.pdf
Oakland Community Stressors Index. (n.d.). City of Oakland. Retrieved from https://www.oaklandca.gov/resources/oakland-community-stressors-index Oakland Fund for Children and Youth. (2020). Oakland Fund for Children & Youth FY 2019-20 Evaluation Report City of Oakland. (2021). Oakland Reimagining Public Safety Task Force, Report and Recommendations.
City of Oakland. (2018). Oakland Equity Indicators Report.
Alameda County-Oakland Community Action Partnership. (2021). Data Profile: Alameda County and Oakland.
4 ● While there are sever al HSD Divisions and other city departments as well as some community organizations that provide some support, no one organization or resource emerged as the most used by Oakland residents. ● Overall, community members seemed appreciative of the services they received; however, the available services were often insufficient to meet the level of need displayed by residents. ● Some of the programs that existed in Oakland pre-pandemic are no longer available to residents as a result of closings ● Across many of the traumatizing factors examined, residents relied on family, friends, and other informal supports to meet many of their needs.
● Many community members cited a need for more socially or culturally responsive providers and services, as well as services and resources offered in alternative languages.
● Residents cited a need for trauma-informed services across multiple areas and contexts. ● Relative to mental health, residents identified a need for non-police related services and response options for communities. ● Increased access to support programs and options (e.g., early childhood education, behavioral health services, individualized youth-led spaces and support programs, affordable and nutritious food, etc.) Oakland residents highlighted certain community resource s that serve as sources of cultural wealth, which will fuel our ReCAST work.
● Across many of the traumatizing factors examined, residents relied on family, friends, and other informal supports to meet many of their needs.
● There are several HSD Divisions and other city departments as well as some community organizations that provide support across the several stated areas of need, including early education, varied behavioral health programs, and case management. ● The City has seen significantly improved response to violent crime, thanks to the Department of Violence Prevention.
Summary of Behavioral Health Disparities Impact Statement
Findings from the 2017 Oakland ReCAST CNRA revealed that mental health stigma, system navigation, and provider capacity a ll posed barriers to behavioral health services in Oakland. For many members of the community, youth in particular, any programs that a re perceived as part of the mental health system are viewed as negative. Even if members are open to services, many community members are unaware of existing behavioral health services and navigating the system without support can be especially difficult. Once connected, community-based service providers are challenged to meet community needs as there is a high level of
5 demand that exceeds the number of available resources to properly respond. In addition, there is a need for more socially- or culturally responsive providers and services as not enough mental health consultants share the same lived experience (e.g . racial and ethnic background, engagement with similar community stressors or traumas) as the community they serve and many services and resources are not offered in alternate languages. In addition, socioeconomic factors such as high household cost burden, child poverty, citizenship status and educational attainment pose large barriers to behavioral health service accessibility. Prior to t he onset of the COVID-19 pandemic in March 2020, there was an exponential increase in social, emotional, and behavioral health needs for California children including suicide, suicidal ideation, self -injury, anxiety, and depression. With the stress of the pandemic a nd the addition of distance learning, these behavioral health needs have been exacerbated for children with additional social isolation, economic instability , and general family strain. A national study found declining parental mental health and subsequent child behavioral health due to COVID -19, and CDC data revealed a rise in pediatric mental health -related visits compared to 2019.In addition, multiple studies have found significantly increased anxiety or depressive symptoms due to COVID -19, in particular for women, young adults, healthcare workers, people with pre-existing mental health conditions and transgender or non-binary people.
Substance abuse continues to be a leading behavioral health issue in the US as drug -related deaths have more than tripled since 2000. In the past year, deaths among Alameda County’s unhoused population have increased by 40%, with overdose and chronic substance use contributing heavily to this increase. In the first nine months of 2020 alone, drugs or alcohol played a role i n more than a third of unhoused populations’ deaths compared to less than a quarter in 2017. Both COVID -19 restrictions (e. g., social distancing and reduced social gatherings) and drug criminalization have contributed to the increase in drug overdoses. Healt h professionals typically advise drug users to use with someone else in case of an overdose, however gathering has been discouraged during a pandemic, so many are using alone. Additionally, the criminalization of substance use discourages people who use dr ugs from accessing emergency services, including lifesaving overdose prevention, emergency housing, and risk-reducing practices such as syringe exchanges.
Although the long -term behavioral health effects of COVID -19 are unknown, many Oakland children experience potentially traumatic events outside of the pandemic that increase their risk of negative, long lasting health is sues. These Adverse Childhood Experiences (ACEs) are disproportionately experienced by children of color compared with White children. In a UCSF study, 20% of mostly Black and Latinx children in Oakland experience discrimination before they are 12 years old. In addition, more than half have endured four forms of ACES including food, housing insecurity, community violence and d iscrimination that lead to chronic health conditions that disproportionately affect communities of color.
Process Used to Develop Strategic Plan (including how your coalition of stakeholders was involved)
6 The strategic plan was developed based upon a review of the CRNA results, as well as contributions from the residents of the communities of East and West Oakland through community listening sessions and surveys.
In April 2022, two listening sessions were held via Zoom in which community members were invited to share their feedback on the mission and goals of ReCAST as well as on what they perceive to be the most pressing community needs and gaps in existing services. The sessions were attended by community residents, community-based service providers, City of Oakland Human Services staff and other stakeholders and partners. In addition to the listening sessions, community residents were provided an opportunity to complete an online survey that included the same discussion questions as those in the listening sessions.
Ten community members responded to the survey. They were residents of east and west Oakland. all between the ages of 25 and 70, with most being over the age of 40. Several of the respondents were known in the community and have been active in community reform and support efforts over the years. The information gathered from both the surveys and listening sessions were combined and analyzed and the results have been incorporated into the goals and objectives outlined in this strategic navigation plan.
Mission, Vision, and Project Value Statements
Mission Statement: Use this section to describe the purpose of your project, what the project does, how it does it, and for whom.
Oakland Resiliency in Communities After Stress and Trauma (ReCAST) promotes resilience, healing, belonging, joy, and equity for Oakland’s high-risk youth and families most affected by the inter related challenges of violence, civil unrest, and trauma. A mul ti- sector coalition works together to improve behavioral health and reduce trauma among the highest -risk youth and families, empower residents, and improve community-police relations.
Populations of focus for Oakland ReCAST include residents of low-income, high-stressed neighborhoods in East and West Oakland; children attending high-stress schools; victims of violence; Black children and youth; as well as other vulnerable populations.
Through a multi-sector, participatory approach aligned to the work of Oakland Thrives, the Oakland ReCAST initiative builds upon existing local efforts and the work accomplished through the City’s 2016-2021 ReCAST grant to promote resiliency, healing,
7 belonging, joy, and equity among Oakland residents most affected by trauma and unrest. All ReCAST activities are aligned to two primary strategies:
First, Oakland ReCAST provides culturally appropriate, evidence-based, and community-designed and driven interventions for high-risk youth and families impacted by civil unrest, violence, and COVID-19. This approach recognizes that violence and civil unrest fueled by systemic racism have an intergenerational impact that can be disrupted by providing and promoting nurturing and healing relationships; that high-risk youth and families who receive community-driven trauma and resilience supports have increased likelihood of improving their behavioral health, creating more resilient communities, and reducing incidents of violence; and that the impacts of stress and trauma can be healed and prevented by connecting youth and families to evidence-based, culturally appropriate services.
Second, Oakland ReCAST works to strengthen, heal, and reimagine the systems that community members seek when in distress through training, capacity building, coaching, and fostering cross-system collaboration and coordination. This approach recognizes that these systems often perpetuate systemic racism through toxic practices, policies, and procedures; that they risk retraumatizing residents most affected by violence and civil unrest when services are not provided through a trauma-informed lens; and that a lack of coordination across systems limits community access to resources that mitigate inequities.
Vision Statement: Use this section to paint a picture of the future the project is seeking to create.
Oakland will be a more equitable, healthy, and thriving community for all residents by the acknowledgment of historical trauma and promotion of healing and resilience. The work of the agencies that support the residents of Oakland through ReCAST will be informed by the lived experiences of community members and will center race and equity in building sustainable and healthy communities.
Project Values: Describe the values that help shape the work of the project (hint! They might connect to trauma informed and healing-centered principles!).
● Providing first-rate programs for children, youth, and other adults through direct services, grants, and collaboration with other public and community-based agencies
● Embedding a culture of trauma-informed and trauma-lived service delivery that incorporates the lived experiences that impact the lives of children, youth, and other adults in East and West Oakland
8 ● Promoting social equity—particularly for children and youth—by developing new resources and leveraging existing resources
● Developing and supporting collaborations that improve community health and safety, with an emphasis on violence prevention and community building
● Creating opportunities for community engagement and raising community awareness of our services by enhancing department visibility and outreach
Goals, Objectives, and Program/Policy Activities and Measures
Goals Objectives Activities & IPP
Measures Persons Responsible Progress Measures
Goal 1: Increase the
capacity (knowledge,
skills, and dispositions)
of City workforce in
agencies, local service
provider networks, and
community
interventionists to
provide and collaborate
in the provision of
trauma-informed and
culturally relevant
services and activities
for youth and families
Objective 1: HSD
Staff Capacity
Building: Oakland
ReCAST will increase
trauma awareness,
trauma lived and
trauma informed
service delivery
models to 250 HSD
staff and community
interventionists.
Activity 1: Create a
training/train the
trainer approach for
trauma informed
delivery model to be
implemented to
systems leaders and
service providers. (TR1,
WD2 & AW1)
ReCAST Program
Director, Admin
Assistant, and
Contracting Partners
Roster of learning,
training, and capacity
building tools / # held
per year
Activity 2: Implement
trauma informed
training programs for
HSD staff (TR1, WD2 &
AW1)
Contracting Partners,
ReCAST Program
Director
Increase the number
of individuals who
have received training
in trauma informed
approaches, and
9 impacted by stress and
trauma.
Activity 3: Implement
trauma informed
training programs for
all City Department
staff (TR1, WD2 &
AW1)
Contracting Partners,
ReCAST Program
Director
other related trainings
that will be sustained
through year 5 and
measured by
attendance data from
trainings
Rating results from
Participation
Feedback Survey
collected from
individuals attending
the training
Post-test knowledge
questionnaire to
measure awareness
shift
Impact of trainings on
service provider
systems that are
comprised of training
participants & trainers
Increased
interpersonal growth
& skills, knowledge,
and attitude,
expanded ability to
use skills in
Activity 4: Implement
trauma-informed
training programs to
adults, families, and
youth most impacted
by stress and trauma in
East and West Oakland
(TR1, WD2 & AW1)
Contracting Partners /
ReCAST Program
Director
10 leadership, as
measured by post-
training survey
Objective 2: Oakland
ReCAST will award
funding to community-
based organizations to
train 1,500 mental
health service providers
in the implementation
of evidence based,
trauma informed
behavioral health
models and peer
support activities over
the course of the
ReCAST grant.
Activity 1: Conduct
RFPs for organizations
to provide trauma
informed trainings
ReCAST Program
Director, Admin
Assistant, and
Contracting Partners
Registration data
across all CBO
trainings
Pre and post training
surveys for CBOs
Increase in CBOs
receiving trauma
informed training
Number of registrants
from training who
attended the
Resiliency Symposium
Activity 2: Facilitate the
implementation of
evidence-based and
culturally defined
trainings in behavioral
models to support
individuals working at
community-based
organizations. (TR1,
WD2 & AW1)
Contracting Partners /
ReCAST Program
Director
Activity 3: Serve as a
convener for
community-based
organizations by
providing peer
resourcing and
trainings to maximize
collaboration and
communication (TR1,
WD2 & AW1)
Contracting Partners,
ReCAST Program
Director
11 Objective 3:
Design, establish and
implement the Oakland
Capacity Building
Institute (CBI)
that addresses: 1)
Trauma Awareness-
raising & education; 2)
Healing & Resiliency;
and 3) Policy & Systems
change for city staff,
CBOs that serve youth,
and community
members in our focus
areas.
Activity 1: Draft and
send out RFPs for
organizations to
provide technical
assistance in evidence-
based models to
develop learning
curriculum in year one
and two.
ReCAST Program
Director, Admin
Assistant
Increase number of
RFP responses
Activity 2:
Implement trauma
informed training
program that address
the needs of
community members,
CBOs and City staff in
year two and three
(TR1, WD2 & AW1)
Contracting Partners,
ReCAST Program
Director
Number of
participants
completing training
sessions
Goal 2:
Expand practice of
community and youth
partnership to promote
the trauma informed
principles of voice,
choice, collaboration,
and mutuality in
Objective 1: Ensure
informed community
input from target
population impacted by
stress and trauma to
provide continuous
quality improvement of
ReCAST program
implementation.
Activity 1: In Year One,
recruit & convene
community and staff
stakeholders to advise,
inform and partner in
ReCAST
Implementation
Advisory Team that
represents populations
ReCAST Program
Director, Admin
Assistant, and
Contracting Partners
Number of RFP
created
Number and
frequency of meetings
conducted
12 Oakland City agency and
local provider network.
from our areas of
focus, City staff, and
partner agencies (PC2)
Number of
partnership
agreements
Activity 2: Train
advisory team
members in trauma-
informed service
delivery annually (PC2)
ReCAST Program
Director, Admin
Assistant, and
Contracting Partners
Activity 3: Facilitate
advisory team
meetings with regular
updates on program
implementation and
evaluation (PC2)
ReCAST Program
Director, Admin
Assistant, and
Contracting Partners
5 meetings per year
Number of agendas
sent out
Number of meeting
minutes recorded
Activity 4: Facilitate
interagency
collaboration and
resources sharing
across advisory team
members and their
organizations annually
(PC2)
ReCAST Program
Director, Admin
Assistant, and
Contracting Partners
Increased
collaboration,
coordination, and
resource sharing
among participating
community
organizations and
agencies as measured
by a tracking form of
organizations and
agencies.
Activity 5: Design and
facilitate a Trauma-
Informed Service
Delivery Taskforce, to
be composed of
ReCAST Program
Director, Admin
Assistant
Increase the number
of individuals who
have received training
in trauma informed
approaches, mental
13 representatives across
various City
departments, in order
to ensure alignment of
trauma-informed
system plans. (PC2)
health literacy, and
other trainings related
to behavioral/mental
health trauma-
informed approaches
that will be sustained
through year 5 as
measured by
attendance data from
trainings.
Train 1,000 City staff
in trauma informed
approaches, violence
prevention, mental
health literacy, and
other related trainings
in mental health, or
related workforce
trained in
behavioral/mental
health trauma-
informed approaches.
Train number of
Community based
Organizations in
trauma informed
approaches, violence
prevention, mental
health literacy, and
14 other related trainings
in mental health, or
related workforce
trained in
behavioral/mental
health trauma-
informed approaches.
Train number of
community members
in trauma informed
approaches, violence
prevention, mental
health literacy, and
other related trainings
in mental health, or
related workforce
trained in
behavioral/mental
health trauma-
informed approaches.
Objective 2:
Annually, increase youth
partnerships through
youth mini-grants that
support youth-led
activities that focus on
resiliency, healing,
belonging, joy.
Activity 1: Design and
develop program for
Youth Mini grant
initiative
ReCAST Program
Director
Number of mini-grant
applicants
Activity 2: Provide
Training & Technical
Assistance in year 2 to
youth mini grant
recipients
Contracting partner Number of people
completing training
15 (TR1, WD2 & AW1)
Activity 3: Implement
Mini Grant Program in
year 2 and throughout
the grant
Contracting partner Number of mini-
grants awarded
Activity 4:
Mentor/Coach
Program Participants in
Monitoring,
Implementation, &
Evaluation throughout
the grant cycle (PC2)
Contracting partner Number of hours
provided to
participants
Activity 5: Award 5
Youth-to-youth Mini
Grants in year 2, and
increase number of
awards each
subsequent year
Goal 3: Increase
opportunities for
community-driven
resilience and healing
among and between
community members
most affected by
Objective 1:
Annually, the Oakland
Cultural Strategists (CS)
will use art-based and
culturally responsive
approaches to deliver
three (3) healing
Activity 1: Trauma-
informed, therapeutic
activities using art-
based and culturally
responsive modalities
that address trauma
and healing (TR1)
Contracting partner Number of programs
provided to
community
16 violence and trauma in
Oakland.
activities to youth and
families in our areas of
focus that promote
resiliency, healing,
belonging, joy, and
equity.
Activity 2: A
collaborative showcase
to uplift community
efforts that respond to
the impact of
displacement and
health disparities in
East and West Oakland
by uplifting artists,
makers, and creatives
(PC2)
Contracting partner Number of attendees
of showcase
Activity 3: Use art-
based strategies to
develop citywide
messaging on
displacement,
gentrification, safety,
and culture (AW1)
Contracting partner At least 20 new
Murals painted on
private and
commercial
structures in East
Oakland and
Downtown by end of
the grant
Activity 4: Host a
healing and belonging
conference (such as
Resilience Symposium)
to showcase liberation
among cultural
communities most
impacted by stress and
trauma
ReCAST Program
Director, Admin
Assistant, Contracting
partners (DVP, OFCY)
Number of
community-driven
events
Number of mental
health and wellness
events that market
ReCAST values
17 Number of registrants
to Resilience
Symposium with
Oakland residents by
end of the grant.
Number of registrants
to Racial Reckoning
Symposium by the
end of 2023.
Objective 2:
Increase awareness of
and access to tools,
resources, and training
opportunities within
community(ies) & the
City through a trauma-
informed
communications plans.
Activity 1: Targeted
messages and multiple
channels of
communications, such
as website w/ stressors
map, resources &
programs (AW1)
ReCAST Program
Director
Contractors (graphic
designers & marketing
subject matter experts
potentially artists)
Communication &
marketing plan
developed
Activity 2: Develop
Oakland ReCAST
website.
Announcements,
stories, links. Trauma
resources/data. Blog
posts.This will include a
public awareness
campaign that helps
develop understanding
of how trauma affects
the brain. This will also
ReCAST Program
Director
Contractors (graphic
designers & marketing
subject matter experts)
Number and
frequency of new
sign-ups for online
newsletter
Number of many page
visits to website with
high concentrations
of trauma-informed
service information
18 include the
dissemination of
resources through
online newsletters
housed on the Oakland
ReCAST website.
Activity 3: Promotional
presentations across
ReCAST identified
neighborhoods, cultural
communities, and
stakeholders. These
communications will
reach all ReCAST
stakeholders, including
community members.
ReCAST Program
Director
Number of
promotional
presentations to
priority partners in
identified areas
Objective 3: Increase
the number of
individuals (youth and
family members)
receiving free to low-
cost services for trauma
informed behavioral
health as a result of the
ReCAST grant.
Activity 1: Use RFP
process to award
funding to trauma-
informed behavioral
health providers in
Oakland that serve our
populations of focus
and are value-aligned
(T3)
ReCAST Program
Director
Contracting Partners
Number of individuals
(youth and family)
receiving behavioral
health direct services
as a result of the
grant.
Service provision
tracking sheets,
19 Activity 2: Track and
monitor service
delivery (T3)
including attendance
and continuity.
Plans for Meeting Data Collection, Performance Measurement, and Local Evaluation Requirements, and Persons Responsible
Below is a detailed description of our plans to collect all required data, and carry out all required evaluation methods.
(1) GPRA (IPP) DATA
GPRA WD2: The number of people in the mental health or related workforce trained in behavioral/mental health trauma- informed approaches as a result of the ReCAST grant.
Persons Responsible
How will you collect this data?
Consider training/ event registration
questions
Sign-in sheets will identify the types of trainings
and the number of individuals who have received
trainings in the respective types (these counts will
not be unduplicated)
ReCAST team and/or contracting
training partners
Who will you collect this data from
and at what time points?
Trainers will be required to collect and enter sign-
in sheet data within one week of each training.
ReCAST team, Contracting Training
Partners
What are your annual targets for
this measure?
Year 1 Year 2 Year 3 Year 4 Year 5
100 200 250 300 400
20 GPRA TR1: The number of individuals who have received training in trauma-informed approaches, violence prevention, mental health literacy, and other related trainings as a result of the ReCAST grant.
Persons Responsible
How will you collect this data?
Consider training/ event registration
questions
Sign-in sheets will identify the types of trainings
and the number of individuals who have received
trainings in the respective types (these counts will
not be unduplicated)
ReCAST team, and/or contracting
training partners
Who will you collect this data from
and at what time points?
Trainers will be required to collect and enter sign-
in sheet data within one week of each training
What are your annual targets for
this measure?
Year 1 Year 2 Year 3 Year 4 Year 5
100 200 250 300 400
GPRA T3: The number of people (youth and family members) receiving services for trauma-informed behavioral health services as a result of the ReCAST grant.
Persons Responsible
How will you collect this data? ReCAST Program Manager will confer with ReCAST partners to aggregate the number of
referrals/contacts for trauma-informed
behavioral health services provided by each
funded agency to Oakland residents.
ReCAST team
Who will you collect this data from
and at what time points?
Providers will record each referral/contact at the
time of service. ReCAST will collect data from
partners and providers on a bi-annual basis (or as
agreed upon by partners)
ReCAST team and Contracting service
providers
What are your annual targets for
this measure? Note that annual
targets and obtained data/measures
need to be submitted quarterly into
the TRAC system.
Year 1 Year 2 Year 3 Year 4 Year 5
50 250 500 1250 1500
21 GPRA PC2: The number of [new] community organizations and agencies that are collaborating, coordinating, and sharing resources with each other as a result of the ReCAST grant
Persons Responsible
How will you collect this data? Knowledge acquisition surveys (e.g. pre and post tests) and/or progress reports
ReCAST team
Who will you collect this data from
and at what time points?
Each funding agency will be responsible for
collecting this information from their funded
programs at the end of each year. For advisory
team, ReCAST staff will summarize information on
a yearly basis
What are your annual targets for
this measure? Note that annual
targets and obtained data/measures
need to be submitted quarterly into
the TRAC system.
Year 1 Year 2 Year 3 Year 4 Year 5
20 20 20 20 20
GPRA AW1: The number of individuals exposed to mental health awareness messaging as a result of the ReCAST grant.
Persons Responsible
How will you collect this data?
Be mindful of your team and
system’s capacity to track and
monitor data.
Information from the ReCAST resources displayed
on the website will be collected to record the
number of visits to the site. Data regarding
attendance or exposure will also be collected at
any site where ReCAST advertising is used and at
any ReCAST program trainings.
ReCAST team and community
partners
Who will you collect this data from
and at what time points?
This data will be collected from the RDA (for the
website) and any community partners who display
advertising on a bi-annual (twice a year) basis.
ReCAST, community partners, and
RDA
22 What are your annual targets for
this measure? Note that annual
targets and obtained data/measures
need to be submitted quarterly into
the TRAC system.
Year 1 Year 2 Year 3 Year 4 Year 5
200 350 500 750 750
(2) Outcome Performance Measures
Outcome Performance Measure Focused on Youth Needing Intensive Support Persons Responsible
What specific outcome performance measure
will you focus on for youth needing intensive
support (e.g., “high-risk youth”)?
The number of youth and young adults who
are exposed to violence and/or engaged in
violence that participate in programming and
services.
ReCAST Team, HSD, DVP, OFCY
What tool will you use to measure/identify a
baseline for this outcome (i.e., a tool that
provides data that shows what the outcome
was prior to program implementation)?
With the support of Social Policy Research
Associates (SPR), HSD will utilize administrative
record review via the Cityspan database to
capture baseline program data.
ReCAST Team, HSD, DVP. OFCY
What tool will you use to measure/identify
the impact of the program (i.e., a tool that
provides data that shows what the outcome
will be after program implementation) ?
Wherever possible, Oakland ReCAST’s
evaluator will work with SPR and any
additional evaluation partners already
providing evaluation for DVP, OFCY, and
Head Start to determine the impact of
participation by identified youth and
young adults. Additionally, Oakland
ReCAST’s evaluation team will conduct
interviews, focus groups, and surveys to
assess the impact of this program.
ReCAST, Team, HSD, DVP, OFCY
Who will you collect the data from and
when/at what time points?
HSD Program Officers on a quarterly basis. HSD program officers
23 How will you establish that/when you have
achieved your desired result/outcome?
The Project Manager will work with the
Oakland ReCAST evaluator to determine a
measurable outcome.
ReCAST team and Evaluation
Team
Outcome Performance Measure Focused on Family Engagement Persons Responsible
What specific outcome performance measure
will you focus on for family engagement?
Percentage of families receiving services
through HSD programming who report
receiving culturally responsive behavioral
health services and consultation
PM, HSD
What tool will you use to measure/identify a
baseline for this outcome (i.e., a tool that
provides data that shows what the outcome
was prior to program implementation) ?
Recruitment and retention relational strategies
as well as pre and post-satisfaction survey
tools.
PM, HSD, Evaluators
What tool will you use to measure/identify
the impact of the program (i.e., a tool that
provides data that shows what the outcome
will be after program implementation)?
Pre / post participation surveys (measuring
voice, choice, belonging and safety in ReCAST
leadership programs)
PM, HSD, Evaluators
Who will you collect the data from and
when/at what time points?
Data collected pre and post partnership from
participants
HSD, Contract Partners,
Evaluators
How will you establish that/when you have
achieved your desired result/outcome?
post- satisfaction survey tool results and in
addition leveraging HSD programs such as
Head Start, OFCY citywide partnership with
DVP program strategies to determine the
impact of participation by identified families
PM, Head Start, OFCY, HSD,
Evaluators
24 (3) Local Evaluation Plan
Plans for Disaggregating Data to Focus on Intended Population of Focus and Disparate Subpopulations
Our plans for disaggregating our data so that we can focus on our intended population(s) and subpopulations include the following:
Oakland ReCAST plans to disaggregate data by the following descriptors:
● Neighborhood
● Race/Ethnicity
● Age
● Gender Identity
● Income/Socioeconomic status
Plans to Assess Changes in Disparities in Access to Care/Use of Care/Outcomes
Our plans for assessing changes in disparities in access to care, use of care, and related outcomes include the following:
We will assess the baseline number of therapeutic services provided to youth and families through ReCAST community providers trained in trauma-informed approaches compared to the number being served at yearly grant intervals.
25 Policies and Procedures for Health Disparities and Persons Responsible
Our plan, which aligns with the enhanced National CLAS Standards, for implementing policies and procedures that address behavioral health disparities for the populations indicated in our disparities impact statement include the following:
Principal Standard:
Ensure cultural and linguistic diversity of members of potential community advisory committee and provide translation services when needed including print materials.
Governance, Leadership and Workforce.
Oakland ReCAST key partner, Alameda County Behavioral Health Care Services, requires all contracted providers to provide plans on how they will adhere to the CLAS standards and offers trainings to them on the 15 CLAS standards along with conducting yearly follow-up training to ensure implementation.
HSD Staff and leadership are committed to promoting social equity particularly for children and youth—by developing new resources and leveraging existing resources.
Communication and Language Assistance.
The City of Oakland’s Equal Access Ordinance (EAO) ensures that Oakland residents, regardless of their English proficiency, have full and equal access to all city services, including many basic and potentially life-saving city services through specific language needs.
EAO requires City departments to hire a sufficient number of bilingual employees in Public Contact Positions, translate vital written documents, and provide recorded telephone messages in languages spoken by at least 10,000 Oakland residents.
All departments must inform all residents of the availability of language assistance services in their preferred language.
Oakland’s Head Start programs, in adherence to federal Head Start Performance Standards and Personnel Policies on cultural competency, must ensure staff, consultants, contractors, and volunteers respect and promote the unique identity of each child
26 and family and do not stereotype on any basis, including gender, race, ethnicity, culture, religion, disability, sexual orientation, or family composition.
Head Start must also ensure staff and program consultants or contractors (such as mental health providers) are familiar with the ethnic backgrounds and heritages of families in the program and are able to serve and effectively communicate, either directly or through interpretation and translation, with children who are dual language learners and to the extent feasible, with families with limited English proficiency.
In addition, whenever a majority of children in a class speak the same language, typically Chinese or Spanish, at least one class staff member speaks that language. Head Start’s contracted mental health providers are required to provide group consultation and training to staff and parents including special training for staff with limited English proficiency. This standard of practice is used across all programs of Oakland Human Services Department.
All trainings to HSD staff and providers will be culturally responsive and translated into other languages as needed.
Engagement, Continuous Improvement, and Accountability.
Both Oakland Violence Prevention Department and Oakland Fund for Children and Youth (OFCY) require applicants to address their experience and capacity to work with the intended target population and to provide linguistically and culturally appropriate services in the proposal. Applicants must also address whether and how proposed services are appropriate to the target population’s developmental needs, gender, sexual orientation, and cultural identification. Post-award, services offered by grantees are evaluated upon these requirements.
All HSD divisions require grantees to collect accurate and reliable demographic data. This data will be used to monitor and evaluate CLAS impact on health equity and outcomes and to inform service delivery. For any new program, HSD will partner with the appropriate community to design, implement and, evaluate policies, practices, and services to ensure cultural and linguistic appropriateness and competency.
27 All HSD evaluation processes will track demographic data and will plan to include question to participants if services are culturally and linguistically responsive and appropriate.
28 The persons responsible for overseeing and implementing this plan include:
Human Services Department (ReCAST Program Director) and Alameda County Behavioral Health Care Services
29 Sustainability Strategies and Persons Responsible
The sustainability strategies and plans that we have identified in order to sustain the services, supports, and infrastructures developed through ReCAST include the following:
Sustainability Strategies Timeframe for Implementation Persons Responsible Systems Partnership & Collaboration
Oakland ReCAST is a highly collaborative
Program of the Human Services
Department working across City
departments, and community-based
organizations to, align across efforts,
grow capacity, and ensure healing, equity
and resiliency remain a central theme
within the organization.
Oakland ReCAST has continued to engage
many local systems and community
partners to ensure that the goals of the
project are institutionalized and sustained
past the end of the project timeline.
Ongoing Human Services Department Staff,
Community partners, and Oakland
ReCAST Team
Authentic Community Engagement &
Partnership
Oakland ReCAST is intentional about
cultivating deep relationships with the
stakeholders to continuously
incorporate feedback from
community members during each
Continuous Human Services Department Staff,
Oakland ReCAST Team
30 phase of the ReCAST project. Oakland
ReCAST will further our reach
leveraging our Community Advisory
Board.
Oakland ReCAST intends to
incorporate trauma-informed
trainings for community members to
build capacity in Oakland
neighborhoods to deepen
understanding and access to trauma-
informed services.
Oakland ReCAST will also expand
existing online resources for
community residents related to
available training, programming, and
support services.
Leveraged Funding Opportunities
The Human Services Department uses
voter approved tax initiatives and
local city government funds to
leverage state and federal funds and
create sustainability for this.
The Human Services Department uses
voter approved tax initiatives and
local city government funds to
leverage state and federal funds and
create sustainability for this
Continuous Human Services Department Staff
31 important work.
Oakland Violence Prevention
Department: Funded by Measure Z,
work around violence
prevention/intervention is funded in
Oakland through 2025. These funds
provide stability and sustainability as
well as support continued efforts to
obtain additional leveraged funding in
the near and long-term.
OFCY receives 3% of unrestricted
general funds from the City of
Oakland to fund after school/violence
prevention programs and can
leverage millions of dollars to sustain
this work.
Head Start/Early Head Start: Federal
and state funds are the primary
sources of funding for Head Start.