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CITY COUNCIL AGENDA ITEM NO. 17

Meeting Date: April 12, 2005

Subject/Title: Accept annual report on the Village Community Resource Center (VCRC) 2005 Strategic Plan, approving City involvement and continuing the seven-year Community Investment Grant to the VCRC.

Prepared by: Brian Kelleher, Accountant II

Submitted by: Pamela Ehler, Director of Finance and Information Systems


RECOMMENDATION
Accept annual report on the Village Community Resource Center (VCRC) 2005 Strategic Plan, approving City involvement and continuing the seven-year Community Investment Grant to the VCRC.

PREVIOUS ACTION
On July 27, 2004, by Resolution No. 2004-191, City Council approved a seven-year community investment grant of $801,133.92 to the Village Community Resource Center.

BACKGROUND
Village Community Resource Center is a family resource center that offers a variety of essential services for underprivileged children and their families, such as social, health, educational and recreational programs. The target population is mostly underprivileged families that are often isolated due to cultural differences, language, geographic and economics. VCRC services are focused on empowering families to improve their health, children’s education and quality of life in our community and throughout East Contra Costa and San Joaquin Counties.

In 1995, the tragic death of a 15-year-old boy brought the Village Drive community together to address the problems of that neighborhood. Everyone, including community agencies and City officials, agreed that the solution lie within the community.

After two years of planning and fund development, the Village Drive Resource Center opened its doors in 1997. Using funding from grants and with the City’s support, the Center was maintained and operated by Delta 2000, in partnership with the City. In December 2000, Delta 2000 lost their matching grant funds. At that time, there was no specific funding budgeted by the City for services for Village Drive. City staff, however, provided services in-kind, on-going support and assistance in grant writing.

In order to preserve the programs and activities provided at Village Drive until a more permanent solution could be found, on November 14, 2000, City Council approved moving the Village Drive Program Coordinator into the City to become a full-time City employee in the Parks and Recreation Department, effective December 1, 2000. The intent of the original City support was to assist as the Village Drive Board worked to develop a strategic plan and become a self-supportive 501(c) 3 non-profit organization. While the VCRC has applied and received some grant funding, and the City was originally only requested to provide staff costs, the majority of funding to support the program has come from the City of Brentwood. The approved 2003/04 Village Resource Center budget totaling $136,022, which was funded through the General Fund, covered:

• Payment of salary and benefits of one full-time staff member (Recreation Coordinator)
• Money for office expenses, computers, communication equipment, postage, publications and dues
• Payment of rent, maintenance, insurance, alarm system and utilities.
• $12,500 for program supplies and equipment
• Money for advertising and promotions
• Money for travel, lodging, meals, training and conferences

The program and members have outgrown the current center site. As a result, the Village Drive residents approached City Council in June of 2001 to consider expanding the Center on City property. A staff recommendation to hold an option for expansion of the center on the City-owned 2-acre property at Sycamore Avenue and Sycamore Court was approved by Council in October 2002. This Council action allowed the VCRC Board to begin a strategic plan to pursue private and public funding to build a larger center on this property.

At this time, there was no specific plan on how to move the organization toward becoming a self-sufficient, non-profit organization. Since that time, the VCRC has obtained their non-profit status from the State (January 24, 2003) and from the IRS (February 11, 2003). The VCRC had also developed a strategic plan with a consultant in 2002 for 2003-2005.

Through meetings with former City Manager, John Stevenson, and Chair of the Village Community Resource Center, Ike Montanez, a Community Investment Grant was developed that would provide a long term City commitment toward helping VCRC become and stay a self-supportive non-profit provider. This agreement will provide VCRC continued financial assistance for a minimum of seven years. Highlights of the agreement are as follows:

• Provides for a seven-year financial commitment of $801,133.92 for staffing, operations and maintenance
• Provides an opportunity for consideration of renewal of funding after the seven-year agreement
• Allows the VCRC to hire an Executive Director and other staff as needed as employees of VCRC
• Commits to matching $500,000 in funds for development of a social service center
• Commits up to $100,000 for future landscaping of the 2-acre site as an expansion of Windsor Way Park
• Provides for a City staff liaison to VCRC

A stipulation of this agreement is that the VCRC has to provide an annual report, brought to City Council each March for approval. This is necessary in order to continue the seven-year Community Investment Grant.

FISCAL IMPACT
Fiscal Year 2004/05 $153,899.60*
Fiscal Year 2005/06 $146,599.94
Fiscal Year 2006/07 $128,348.25
Fiscal Year 2007/08 $112,368.89
Fiscal Year 2008/09 $ 98,378.97
Fiscal Year 2009/10 $ 86,130.78
Fiscal Year 2010/11 $ 75,407.49
Total 7-Year Grant $801,133.92

*Payment would be for 11 months, not to include July 2004.

Attachments
Resolution
Strategic Plan 2005-2006 - Village Community Resource Center

RESOLUTION NO. _______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BRENTWOOD TO ACCEPT THE ANNUAL REPORT ON THE VILLAGE COMMUNITY RESOURCE CENTER (VCRC) 2005 STRATEGIC PLAN, APPROVING CITY INVOLVEMENT AND CONTINUING THE SEVEN-YEAR COMMUNITY INVESTMENT GRANT TO THE VCRC.


WHEREAS, on July 27, 2004, by Resolution No. 2004-191, City Council approved a seven-year community investment grant of $801,133.92 to the Village Community Resource Center; and

WHEREAS, Village Community Resource Center is a family resource center that offers a variety of essential services for underprivileged children and their families, such as social, health, educational and recreational programs. The target population is mostly underprivileged families that are often isolated due to cultural differences, language, geographic and economics. VCRC services are focused on empowering families to improve their health, children’s education and quality of life in our community and throughout East Contra Costs and San Joaquin Counties; and

WHEREAS, in order to preserve the programs and activities provided at Village Drive until a more permanent solution could be found, on November 14, 2000, City Council approved moving the Village Drive Program Coordinator into the City to become a full-time City employee in the Parks and Recreation Department, effective December 1, 2000. The intent of the original City support was to assist as the Village Drive Board worked to develop a strategic plan and become a self-supportive 501(c) 3 non-profit organization. While the VCRC has applied and received some grant funding, and the City was originally only requested to provide staff costs, the majority of funding to support the program has come from the City of Brentwood; and

WHEREAS, the program and members have outgrown the current center site. As a result, the Village Drive residents approached City Council in June of 2001 to consider expanding the Center on City property. A staff recommendation to hold an option for expansion of the center on the City-owned 2-acre property at Sycamore Avenue and Sycamore Court was approved by Council in October 2002. This Council action allowed the VCRC Board to begin a strategic plan to pursue private and public funding to build a larger center on this property; and

WHEREAS, Through meetings with City Manager, John Stevenson, and Chair of the Village Community Resource Center, Ike Montanez, a Community Investment Grant was developed that would provide a long term City commitment toward helping VCRC become and stay a self-supportive non-profit provider; and

WHEREAS, a stipulation of this agreement is that the VCRC has to provide an annual report, brought to City Council each March for approval. This is necessary in order to continue the seven-year Community Investment Grant.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Brentwood hereby accepts the annual report on the Village Community Resource Center (VCRC) 2005 Strategic Plan, approving City involvement and continuing the seven-year Community Investment Grant to the VCRC.

STRATEGIC PLAN 2005-2006
VILLAGE COMMUNITY RESOURCE CENTER

BRENTWOOD, CALIFORNIA

February 2005
Submitted and Revised by Executive Director: Claudia Lomeli

STRATEGIC PLAN 2005-2006 FOR VILLAGE COMMUNITY RESOURCE CENTER
BRENTWOOD, CALIFORNIA

CORE IDEOLOGY OR VISION
Core ideology defines the enduring character of an organization. The Core Ideology is composed of a Value and a Purpose.

VCRC Core Values:

• Community is first and knows best what it needs
• Responsive to families
• Safe haven at all times
• Recipients of services must be decision makers through representation
• Services and activities will be multi-lingual and multi-cultural

1) Core Purpose or Vision

The core purpose of an agency is the most ambitious goal that the agency can hope to accomplish; this goal may be even humanly impossible to achieve. Yet, its existence is the passion of the agency’s board and staff.

VCRC’s Vision is: (This goal will be pursued through interventions in three areas: Education, Health and Social Services)

To shape community children into future professionals who will
achieve economic stability.

To achieve this vision, VCRC has articulated a mission statement that reflects its core purpose or reason for being:

VCRC exists to provide information, support and coordination
of resources to empower and improve the quality of life of disadvantaged
children and their families in a culturally sensitive environment.

VCRC exists to support, serve, orient and empower with information the Brentwood community so that they can:

• Live with dignity and unity
• Respond to community needs
• Become involved in civic and cultural activities

This mission drives the agency’s goals and strategies which need to be consistent with the larger vision. It is important to point out that whereas the agency might achieve a goal or complete a strategy, the vision stated above can never be completed. “It is therefore a guiding star on the horizon, forever pursued but never reached”- James Collins.

VCRC’S ENVISIONED FUTURE AND CURRENT MODEL

VCRC articulated ambitious goals for the next six years. These goals are:

Organizational:
• To open a multi-service center by 2007 and to fund-raise at least $500,000 (FY 2005-2011) for this purpose

Programmatic:

• Education: To increase academic performance of children in K-12 grades
• Health: To reduce teen pregnancy and to increase access to health services and health education
• Social Services: To provide families with stabilization services leading to better employment

The Board of Directors of VCRC has determined that all new and current programs must be linked around these three larger goals. Any program, service or activity that does not promote any of these goals, shall be phased out. To accomplish these goals, the VCRC board articulated work plans that outline the steps the agency needs to take in the next six years; these work plans include:

1. Facility
2. Fund-raising
3. Board Performance

The work plans are described below and are based on a logic model that connects all the current programs offered by VCRC. The logic model is described in the table below. The indicators of success for the goals stated above include:

• Education: To ensure that 80% of the families who received child-focused services see their children enter college
• Health: To ensure that 80% of the girls participating in activities avoid pregnancy, and 90% of the BrentwoodCommunity has access to health services
• Social: To ensure that 50% of the families who use social/support services secure employment.

VCRC is fortunate to rely on an organizational structure that has a core principle and strong partnerships with the public sector and the City of Brentwood. To better appreciate this partnership, it is important to understand the model under which VCRC has operated.

Current Service Model for Village Community Resource Center

A partnership has evolved to include the School District, the three equally important stakeholders in this model are: The Brentwood Community, The City of Brentwood, and the School District.

These partners are described as follows:
City of Brentwood
The City provides operational support through direct funding through a seven-year Community Investment Grant. The Director’s position receives programmatic guidance and priorities directly from the VCRC’s Board of Directors. The City’s ability to finance these important operational elements enables VCRC to focus on service delivery and to a lesser degree on raising operational funds.
School District
VCRC’s overall goal is to shape community children into future professionals who will achieve economic stability. For this reason, formal partnerships with schools are imperative; consequently, VCRC programs and activities focus on improving relations with the schools and complementing school activities. The rationale behind this MOU is as stated above.
The Brentwood Community
The best mechanism for incorporating residents’ input has been through a community board, which governs VCRC as a tax-exempt organization. The board is composed of residents from various parts of Brentwood and prioritizes activities that benefit residents from this City and other vicinities.

The following graph illustrates the relationships between these three stakeholders:

One area that needs to be strengthened in this model is the relationships with private or philanthropic sectors. VCRC board members have learned that development of the land will impose great demands not only on staff and board time, but will require significant contributions from donors. These new relations are a top priority; as this goal is accomplish, this triangle will become a square- with one additional stakeholder.

These players jointly support the activities of VCRC; the importance of programs, impact and results is therefore extreme. Through its strategic planning process, VCRC would like to articulate how its activities are connected and the theory behind them; this step is necessary in order to reassure stakeholders and VCRC itself. These activities are:

• Part of a larger strategy
• Connected and deliberately designed
• Focused
• Easy to evaluate

The Theory of Change was summarized in the following manner:

VCRC recognizes current conditions: Working poor families, little access to health and struggling students. These conditions contribute and are results of each other.

VCRC assumes that the best way to sustain a healthy (broadly defined) community is by ensuring that change comes from within. Furthermore, VCRC considers that the most effective vehicles for change are the community’s children if and only if, their future is prosperous.

For this reason, VCRC hypothesizes that if children gain college preparation, they will achieve economic stability which in turn will stabilize this community. We further hypothesize that if children are to gain college entrance, VCRC must provide not only academic/education programs for children, but also health and support services for their families.

Following this theory of change, VCRC outlined its logic model which connects all activities and outlines specific goals and milestones we wish to accomplish.

LOGIC MODEL
The most important step the board has taken as part of this strategic plan is to articulate a logic model for VCRC’s current services by using the adopted Strategies: Principles of Family Support.

Principle 1: Staff and families work together in relationships based on equality and respect.
Principle 2: Staff enhance families’ capacity to support the growth and development of all family members – adults, youth, and children.
Principle 3: Families are resources to their own members, to other families, to programs and to communities.
Principle 4: Programs affirm and strengthen families’ cultural, racial, and linguistic identities and enhance their ability to function in a multicultural society.
Principle 5: Programs are embedded in their communities and contribute to the community-building process.
Principle 6: Programs advocate with families for services and systems that are fair, responsive, and accountable to the families served.
Principle 7: Practitioners work with families to mobilize formal and informal resources to support family development.
Principle 8: Programs are flexible and continually responsive to emerging family and community issues.
Principle 9: Principles of family support are modeled in all program activities, including planning, governance and administration.

GOAL: TO PROVIDE EDUCATIONAL OPPORTUNITIES FOR CHILDREN
ACTIVITIES/OUTPUTS
NUMBER OF STUDENTS ENROLLED: 52
CATEGORY INDICATORS BASELINES TARGETS
After School Academy Academic Improvement by Test Data Current academic progress report for K-12 grades is level 3- Satisfactory Average By June 2006 students in K-12 grades will increase or show significant academic improvement as indicated by test data

GOAL: TO PROVIDE EDUCATIONAL OPPORTUNITIES FOR CHILDREN…CONTINUED
CATEGORY INDICATORS BASELINES TARGETS
Recreational Programs Teacher observations regarding social interactions Initial observations regarding social interaction to be improved By June 2006 teachers will report improvement in social interaction in at least 80% of the students enrolled in VCRC programs
Bilingual Library Check out book rates Current check out book rate is 50% By June 2006 the check out rate will increase by 10%
Scholarships Number of scholarship applicants In progress By the next round of scholarships, our target will be to identified potential recipients
GOAL: TO PROVIDE FAMILIES WITH LEARNING OPPORTUNITIES THAT BENEFIT CHILDREN’S ACADEMIC PERFORMANCE.
CATEGORY INDICATORS BASELINES TARGETS
Parent’s Club Meetings
Increase parent’s involvement in children’s academic life
69% of parental participation in school activities and events By June 2006, 80% of participating parents will report increased involvement in school activities and events
Cultural events

Number of families that participate in cultural events

Increase the quality of children’s interactions at school 69% of parental participation in cultural activities

90% of children from participating families that report positive interactions at schools By June 2006, 80% of participating parents will be involved in cultural events

By June 2006, 100% of participating children will report improved school interactions

GOAL: TO REDUCE TEEN PREGNANCY
Girl Scouts

Number of girls interested in academics will increase college attendance 0.17% of girls 14-18 reported unwanted pregnancies 60% of the participating girls will report applying knowledge to prevent pregnancies
GOAL: TO INCREASE ACCESS TO HEALTH SERVICES
Mobile Clinics

Sign-in families to health plan insurance and
CPR Classes Decrease number of families utilizing emergency services

Increase health insurance enrollment and provide CPR enrollment to manage emergency health situations
In 2004, 694 clients utilized mobile clinics

65% of clients families are familiar with basic health procedures 90% of families, who seek access to health services, will receive them.

90% of families who sign for health education will gained knowledge to better manage family health

GOAL: TO PROVIDE FAMILIES WITH STABILIZATION AND SUPPORT SERVICES
Dept. of Labor reporting Use of services 69% of recently arrived families report exclusively using VCRC services 85% of recently arrived families report using services at VCRC
Neighborhood Watch Decrease crime in targeted neighborhoods A Neighborhood Watch will be established in 2005 Crime in targeted neighborhoods will decrease by 25% within twelve months of establishing a Neighborhood Watch

INTERMEDIATE OUTCOMES
CATEGORY INDICATORS BASELINES TARGETS
Education: To increase academic performance of children in K-12 Current academic progress reports as indicated by test data
Teachers Reports
Test Scores See above See above
Health: To reduce teen pregnancy and to increase access to health services and health education Teen

Social Services: To provide families with stabilization services leading to better employment. Test scores
Teen pregnancy rates
Rate of use by families

ULTIMATE OUTCOMES
CATEGORY INDICATORS BASELINES TARGETS
Education: To ensure that 80% of the families who received child-focused services see their children enter college
College entrance rates
70% of graduating seniors from target neighborhoods to enroll in college
80% of participating families will see their children enrolled in college

Health: To ensure that 80% of the girls participating in activities avoid pregnancy

To ensure that 80% of participating families will have access to health services

Teen pregnancy rates

Access to primary care
5% of girls 14-18 who have unplanned pregnancies

70% of families in served neighborhoods who have adequate primary care
80% of participating girls will avoid unplanned pregnancies

90% of participating families will have access to primary health

Social: To ensure that 50% of the families who use social/support services secure employment. Economic stability 30% of families that report economic stability 50% of participating families will secure or improve employment through VCRC services and partners.

DATA COLLECTION METHODS
In articulating this model, the VCRC board also provided direction on how the different impact indicators will be documented. The Board recognized that data collection was an important step in both setting baselines and in measuring progress. The following table outlines this input:

EDUCATION
Goal Input Impact Indicators Method for Collecting Information
Education opportunities for children After school Academy

Recreational Programs

Bilingual Library

Scholarships Performance in school measured significant academic improvement as indicated by test data

Better social interactions at school measured by teacher input

Increased interest in bilingual books measured by number of check out rates

Academic interest measured by number of applicants to scholarships
Entry test will be used for setting base line

Progress reports will be obtained to measure performance

Quarterly reports will be used to track check out rates

Parent/Teacher conference summary will be used.

Capacity building opportunities for parents Educational Workshops

Parents Committee Increased involvement in child’s academic life
Parent groups, surveys and workshops will be used to gather qualitative information to then be entered in database

Focus groups with “Familias Unidas” and other collaborative partners

Cultural opportunities for family Special events
Increase family opportunities to interact in multi-cultural events each year

Social interactions Intake Reports

HEALTH
Strategy for Achieving Goal
Input Impact Indicators Method for Collecting Data
Reduce Teen pregnancy Girl Scouts

Pregnancy Prevention Workshops Increase number of girls interested in academics measured by college attendance

Decrease pregnancy rates

Statistic reports based on pregnancy rates
Increase access to health services Mobile clinics:
C.C.C. Homeless Mobil Clinic

John Muir/Mount Diablo Clinic

Health Insurance Enrollment

Utilize use of clinics to decrease number of families using emergency services

Access to primary care physicians

Clinic’s Statistics

Enrollment Statistics

Educate community on health issues Health presentations

CPR classes Impact

Knowledge to handle emergency health situations Workshop attendance reports

SOCIAL SERVICES
Strategy for Achieving Goal
Input Impact Indicators Method for Collecting Data
Assist families in completing social services, worker’s compensation, medical forms, translation services, general applications, client referrals to other programs and services in the city and county Document/Telephone/One-on-One Translation

Form completion

Copies

Facsimile

Advocacy Use of services Database

Testimonies

Surveys
Referral Services VCRC and Collaborative Agencies Use of services
Database
Decrease crime
Neighborhood Watch Decrease in crime Neighborhood Watch Statistics

VCRC’s Board generates a fiscal work-plan outlining work-plans related to internal goals as well as programmatic targets. The following charts describe specific work-plans for facility development, fundraising, volunteer management and public relations.

FACILITY WORKPLAN

Goal Strategy
To continue obtaining community input for facility programming
Review community assessments conducted in the previous fiscal-year

To continue determining space demands Secure professional guidance to calculate the square footage needed for building

Discuss with City potential resources (in-kind and otherwise) that can help in the development of facility.
FACILITY WORKPLAN …CONTINUED

To continue brain storming options for facility construction
Board and staff will continue discussing alternative options for building facility without construction: Portables, Partnerships, Self-build, Other
To develop various fund-raising plans
As part of the strategic plan, outline fundraising goals and strategies.


To develop a construction team Identify and convene a committee of volunteers, paid consultants, staff, and Board members to oversee project.

Enter into contracts with consultants and contractors according to option being pursued

Break ground

2007 Facility opens!!!
FUNDRAISING WORKPLAN
PRIORITY ACTION
To nourish dormant relationships Contact all past and non-current contributors

Contact Program officers for family support, social services, health services, community building, neighborhoods and education to re-introduce VCRC and present yearly logic model.

Develop an improved relationship

Finalize proposal
To nourish current relationships Meet with current Program Officers

Propose strategies to expose program, services, and logic model

Accept feedback to develop an improved partnership

Finalize Proposal

FUNDRAISING WORKPLAN…CONTINUED
To create new relationships

Develop agenda for meeting

Target and meet public, corporate, and private potential contributors in the areas of family support, social services, health services, community building, neighborhoods, philanthropic and education.

Introduce VCRC’s Logic Model

Modify according to feedback

Increase number of grants

Finalize proposal
To earn funds Community Fund-raisers presenting cultural events

Develop and implement a marketing plan to target potential contributors

Develop a membership mailing fund

Set up web page with link to city

Commission Grant-Writers

VOLUNTEER OUTREACH

PRIORITY ACTION
Continuing developing outreach of speakers Maintain and expand speakers from private, public, and corporate organizations

Outreach from various CBO’s, colleges, universities, anti-drug, and family planning organizations to present educational workshops

VOLUNTEER OUTREACH …CONTINUED
PRIORITY ACTION
Restructuring parent’s meetings Provide adequate training to volunteer to conduct monthly meetings
Implement a meeting structure
Evaluate
Report
Modify as needed
Distribution of volunteer manual Provide volunteers with suitable volunteer training manual to allow successful completion of tasks
Modified manual as needed
PUBLIC RELATIONS
PRIORITY ACTION
Build and Maintain a strong partnership with the City of Brentwood
Provide a yearly report to City Council in March of each year to present VCRC’s current Strategic Plan as it relates to City involvement and continued investment.
Develop and sustain a media campaign Create a media alliance to acquire knowledge, develop media strategy, manage, implement, and sustain the media needs of our organization 

 

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