Board of State and Community Corrections (2018-2020 inspection cycle)

2018-2020 C V ALIFORNIA IOLENCE I P P NTERVENTION AND REVENTION ROGRAM SUMMARY OF PROGRAMS, EXPENDITURES AND OUTCOMES NOVEMBER 2020 1 | P age S C TATE OF ALIFORNIA G N G AVIN EWSOM, OVERNOR B S C C OARD OF TATE AND OMMUNITY ORRECTIONS 13 M B N 2020 - EMBER OARD – OVEMBER Chair, Board of State and Community Corrections ………………………………Linda M. Penner Secretary, Department of Corrections and Rehabilitation …….………………….Kathleen Allison Director, Division of Adult Parole Operations …………..…………………….Guillermo Viera Rosa Department of Corrections and Rehabilitation County Sheriff in charge of local detention facility ……………………………...……Dean Growdon with a jail rated capacity of 200 or less inmates Lassen County County Sheriff in charge of a local detention facility ………………………………...William Gore with a jailed rated capacity of over 200 inmates San Diego County County Supervisor or County Administrative Officer ………………………………………….Lee Lor Merced County Chief Probation Officer from a county with a population ………………………..…………Lee Seale over 200,000 Sacramento County Chief Probation Officer from a county with a population …………………………….Kelly M. Zuniga under 200,000 Kings County Judge (Retired) …………………………………………………………...……….Gordon S. Baranco Alameda County Chief of Police …………………………………………………………………………......Andrew Mills Santa Cruz Police Department Community provider of rehabilitative treatment or ……….…………………………....Scott Budnick services for adult offenders Anti-Recidivism Coalition Community provider or advocate with expertise in effective ……………………….David Steinhart programs, policies, and treatment of at-risk youth and Juvenile Justice Program juvenile offenders Commonweal Public Member ………………………………………………………………………...Norma Cumpian Anti-Recidivism Coalition 2 | P age TABLE OF CONTENTS Introduction …………………………………………………………………………………. 4 Expenditures ………………………………………………………………………………… 8 Programs ……………………..……………………………………………………………… 9 Grantee Profiles Another Chance, Another Change …………………………………………..……..…. 11 Catholic Charities of East Bay ……………………………………….……………….… 13 Centinela Youth Services ………………………………………………………………. 15 City of Compton …………………………………………………………………….….... 17 City of Los Angeles ……………………………………………………………….…..… 19 City of Oakland ………………………………………………………………………….. 21 City of Perris …………………………………………………………………………..…. 23 City of Richmond …………………………………………………………………….….. 25 City of Sacramento ……………………………………………………………………… 27 City of San Bernardino …………………………………………………………………. 29 City of Stockton …………………………………………………………………………. 31 City of Vallejo …………………………………………………………………………..... 33 Fresh Lines for Youth ………………………………………………………………..…. 35 Huckleberry Youth Programs ………………………………………………………..… 37 Los Angeles Brotherhood Crusade ……………………………………………..…..… 39 Sierra Health Foundation ……………………………………………………………..... 41 South Bay Workforce Investment Board ………………………………………..……. 43 Youth ALIVE! ……………………………………………………………………………. 45 Appendix A: State Budget Act Language (FY 2017-18) ………………………….……. 47 Appendix B: Final Local Evaluation Reports ……………………………………………….49 3 | P age Introduction The State Legislature established the California Violence Intervention and Prevention (CalVIP) Grant Program in Fiscal Year (FY) 2017-18 to replace the California Gang Reduction Intervention and Prevention (CalGRIP) grant program and required the BSCC to report to the Legislature at the end of the three-year funding cycle on the overall effectiveness of the program. Since CalGRIP was created in the FY 2007-08 State Budget, the Legislature has appropriated approximately $9 million annually to gang and violence-reduction programs. Focused on reducing violence, the CalVIP grant requires jurisdictions to develop local approaches that meet the diverse needs of their local communities. Prior to FY 2017-18, applicant eligibility was open only to California cities, which were required to pass through a minimum of 50 percent of the funds to one or more community-based organizations (CBOs). With the passage of the 2017-18 State Budget Act, community-based organizations became eligible to apply as direct grantees. The FY 2017-18 State Budget Act (Statutes of 2017, Chapter 14) included $9.215 million in funding for CalVIP to be administered by the BSCC with the following provisions: 1. $1 million non-competitive grant awarded to the City of Los Angeles and $8.215 million competitive grants to all other cities and community-based organizations. 2. All grantees must provide a dollar for dollar match. 3. No grant shall exceed $500,000 4. The grants shall be competitive to all cities, with at least two grants awarded to cities with populations less than 200,000 and preference given to applicants in cities or regions that are disproportionately affected by violence. 5. Grants require collaboration with local Juvenile Justice Coordinating Councils, and each grantee must establish an Advisory Council with specified representation to help prioritize the use of funds. 6. A minimum of 50 percent of the funds received by grantees shall be distributed to community-based organizations. The BSCC released its competitive CalVIP Request for Proposal (RFP) in November 2017, for grants effective May 1, 2018 through August 15, 2020. The statutory language 4 | P age authorizing the CalVIP Grant did not specify the types of activities to be funded. Applicants selected programs that best fit the need identified by their communities. Preference was given to applicants who proposed to fund programs that had shown to be most effective at reducing violence. To assist applicants, the RFP included a non-exhaustive list of the types of activities the grant could fund: Examples of Violence Prevention and Intervention Approaches Including but not limited to: • Community Mobilization and Education • Cognitive Behavioral Therapy (CBT) • Mental Health • Public Health • Case Management • Diversion • Education/After-School • Recreation/Social • Mentoring • Community Resource Centers • Information-Sharing • Community/Police Relations • Hospital-Based Violence Intervention • Employment/Job Training • Street Outreach/Intervention • Multi-Agency/Regional Task Forces • Ceasefire/Group Violence Reduction Models • Focused Deterrence • Technology-Based Solutions The cities and community-based organizations that received funding demonstrated the ability to implement proven evidence-based prevention, intervention and/or suppression practices and programs. The BSCC received 121 proposals requesting $55 million, 91 from CBOs and 30 from cities. In April 2018, the BSCC Board approved $9.125 million in funding for the following cities and community-based organizations to provide programs and services in their local communities: 5 | P age 1. Another Choice, Another Chance 11. City of San Bernardino 2. Catholic Charities of East Bay 12. City of Stockton 3. Centinela Youth Service 13. City of Vallejo 4. City Compton 14. Fresh Lifelines for Youth 5. City of Los Angeles 15. Huckleberry Youth Programs 6. City of Oakland 16. Los Angeles Brotherhood Crusade 7. City of Pasadena 17. Sierra Health Foundation 8. City of Perris 18. South Bay Workforce Investment Board 9. City of Richmond 19. Young Visionaries Youth Leadership Academy 10. City of Sacramento 20. Youth ALIVE! CalVIP funding helped a variety of cities and community-based organization see positive outcomes in their communities. A sampling of the program’s impact includes: The City of Stockton led an Operation Ceasefire Program in partnership with community- based organizations and local governmental partners. Operation Ceasefire served 139 clients who were deemed very high risk for gun violence. Based on samples of clients, the percentage who were employed full-time increased from 15.8% to 47.4% and the percentage of clients who indicated that they felt safe before and after taking part in the program increased from 56.1% to 78.0%. Huckleberry Youth Programs delivered Project Ready to youth that had significant behavior and/or attendance challenges. Through Project Ready, 97% of the students made improvements or met at least one of their case plan goals, 81% made progress on half their goals, and 48% made progress on all their goals. GPAs increased between 7th and 8th grade for 80% of the students, increasing from 2.1 to 2.5. School attendance also improved 63% between 7th and 8th grade and 62% between 8th and 9th grade. In addition, 89% of the population who completed the program avoided the justice system with no arrests. Los Angeles Brotherhood Crusade’s Proud to be Me (PTM) served low-income youth (10- 24 years-old) who were gang-affiliated, at risk of gang affiliation, justice system involved or had 75% or more of the predictive risk factors. The intensive model served 451 high- risk youth, 83.9% of graduates demonstrated significant improvement in their attitudinal mindset and 100% showed a reduction in violent tendencies. 6 | P age Sierra Health Foundation’s enrolled 186 youth in their Healing the Hood prevention and intervention program and 48% of participants who received intervention services reported decreased gang-involvement. Additional outcomes are reported in each grantee’s profiles starting on page 11 and within their Final Evaluation Report located on the CalVIP website. This report provides a summary of the fully funded programs provided by 18 of the 20 grantees between May 1, 2018 and August 15, 2020. The City of Pasadena and Young Visionaries Youth Leadership Academy fell at the funding cut-off point and were awarded a partial award from the 2017 State Budget Act, but they received additional funding from the 2018 State Budget Act to implement their programs. It means their grant cycle does not end until August 2021, so information about those projects will not be included in this report. 7 | P age Expenditures Nine community-based organizations (excluding Young Visionaries) and nine cities (excluding Pasadena) invoiced the BSCC in the amount of $8,149,564 for program expenses occurring between May 1, 2018 and August 15, 2020. Funding for the CalVIP program required a dollar-for-dollar match of the total CalVIP funds expended (cash or in-kind), so match fund expenditures totaled $8,615,791. It means that more than $16 million State and local funds were invested in violence-reduction programs during the grant period. The following two charts demonstrates the breakdown of CalVIP State and match expenditures in each funding category. CalVIP State Fund Expenditures Equipment Fixed Assets $0 Other $168,240 Professional Services $191,411 Indirect Cost $369,085 Services & Supplies $537,156 Project Evaluation $633,987 Salaries & Benefits $2,681,536 $3,568,149 CBO CalVIP Match Fund Expenditures Other $96,955 Indirect Cost $168,240 Equipment Fixed Assets $212,547 Project Evaluation $254,785 Services and Supplies $268,055 Professional Services $654,046 CBO Subcontract $2,770,567 $4,217,307 Salaries & Benefits 8 | P age Programs Evidence-based programs (EBP), practices and strategies place emphasis on achieving measurable outcomes and making sure that the services provided and the resources used are effective. CalVIP recommended the use of EBP in the implementation of projects. Based upon a review of the 18 grantees’ Quarterly Progress Reports and Final Evaluation, some of the more common EBPs implemented during the two-year grant period are categorized below: Prevention: Cognitive Behavioral Therapy (CBT), a short-term therapy technique that can help people find new ways to behave by changing their though patterns.1 Seeking Safety, an evidence-based, present-focused counseling model to help people attain safety from trauma and/or substance abuse.2 GRYD Prevention, designed to reduce the risk of joining a gang by addressing the youth at the individual, family and peer level, while strengthening problem solving skills and the family’s structure and cohesion.3 Proud to Be Me, a violence prevention and intervention program developed by Los Angeles Brotherhood Crusade serving low-income young people (10-24-year-olds) who are gang-affiliated, at risk of being affiliated, juvenile justice system involved or have 75% or more of the predictive risk factors.4 Intervention: Think Trauma, an evidenced-based curriculum used to train staff, community members and others who work with youth. It teaches participants to understand the impacts of trauma on thoughts, feelings and behaviors, and how trauma affects one’s development, the ability to cope and/or provide self-care.5 Experience Hope, a school-based project, delivering social, emotional, and behavioral supports to low-income students of color, while training school staff in restorative practices to help reduce reliance on exclusionary discipline, which disproportionately affects youth of color.6 1 Medical News Today https://www.medicalnewstoday.com/articles/296579 2 Treatment Innovations www.treatment-innovations.org 3 Gang Reduction & Youth Development www.lagryd.org 4 Los Angeles Brotherhood Crusade CalVIP Final Evaluation Report 5 Another Choice, Another Chance CalVIP Final Evaluation Report 6 Catholic Charities of East Bay CalVIP Final Evaluation Report 9 | P age GRYD Intervention, designed for gang-involved young people between the ages of 14 and 25 years old. This program is designed to increase access to, and engagement in, positive activities and building connections to prosocial networks through a program that includes individual participants meetings and participants family meetings.7 Peacemaker Fellowship, interrupts gun violence in American urban neighborhoods by providing transformational opportunities to young men involved in lethal firearm offenses and placing them in a high-touch, personalized fellowship.8 Caught in the Crossfire, a hospital-cased violence intervention program where intervention specialists and case managers address both the urgent need for violence intervention and the ongoing service needs of traumatized victims as they get back to life.9 Operation Ceasefire, a partnership-based violence reduction strategy that uses respectful, direct communication with highest risk youth and young adults.10 In addition to the array of EBPs implemented, many grantees provided other activities and supportive programs. These activities and programs included, but were not limited to, educational and job readiness support, recreational activities, family engagement/counseling, community outreach/engagement, mentoring programs, and various outreach activities. Grantees provided program services to high-risk youth, youth not yet involved in a gang, youth or adults involved in the justice system, youth or adults involved in gang activity, adults at highest risk of violence, and victims of violence. Additionally, grantees provided services to the families of the participants. Services were provided to 9,695 individuals with the majority being 11-25 years old. Each grantee was required to complete and submit a Final Evaluation Report to the BSCC describing the project, goals and outcomes. The Final Evaluation Report for each grantee can be found on the CalVIP website. A short program summary for each grantee is included in this report. 7 Gang Reduction & Youth Development www.lagryd.org 8 Advance Peace https://www.advancepeace.org/about/the-solution/ 9 Youth Alive! http://www.youthalive.org/ 10 City of Stockton (Office of Violence Prevention) https://communityconnectionssjc.org/programs 10 | P age Another Choice Another Chance Total Award: $121,218 Another Choice Another Chance (ACAC), through their Child Trauma Treatment Center, provided three evidence-based trauma treatment programs to youth ages 7-21. ACAC focused their service delivery on three high-risk Sacramento neighborhoods with the highest rates of African American child death (Fruitridge/Stockton Blvd, Meadowview, and Valley Hi). Youth referred to the center were screened for exposure to trauma and PTSD symptoms. Based upon assessment results, therapists provided them with any of the following evidenced-based trauma treatment programs services: Trauma Focused Cognitive Behavior Therapy (TF-CBT) (helping to process thoughts and feelings related to trauma; manage and resolve distressing thoughts, feelings, and behaviors; and enhance safety, growth, parenting skills, and family communication); Seeking Safety (uses a “coping skills” approach to help youth attain safety from trauma and/or addiction); and Trauma Affect Regulation: Guide for Education & Therapy (TARGET) (provides prevention and treatment of PTSD to understand and gain control of trauma-related reactions triggered by current daily life stresses). The “Think Trauma” evidenced-based curriculum was also used to train staff, community members and others who work with youth. It teaches participants to understand the impacts of trauma on thoughts, feelings and behaviors, and how trauma affects one’s development, the ability to cope and/or provide self-care. ACAC’s program goals included increasing: • access to evidence-based treatment to address the unique biopsychosocial needs of African American youth who have been traumatized due to sexual exploitation, abuse and community violence, by implementing culturally-sensitive, trauma focused treatment tailored to the unique needs of African American youth in satellite offices, juvenile detention facilities, and through home visits. • the number of youth trauma victims who are engaged in and complete treatment, by providing treatment to youth utilizing TF-CBT, addiction counseling and aftercare, providing parent counseling and education to families and creating marketing materials targeted to African American youth and families. • awareness of trauma as a result of sexual exploitation, abuse, and community violence, by teaching therapists, counselors, family members, service providers 11 | P age and African American youth on Think Trauma curricula, who will then share information with peers. ACAC provided services at schools, at youths’ home and at the Child Trauma Treatment Center. Using the UCLA PTDS-RI screening (trauma assessment) at intake, ACAC screened 248 youth, of which 170 (69%) youth had a score that identified trauma. A total of 64 youth were served, of those 81% completed a UCLA PTSD-RI screening at intake and of that population, 65% had a score that identified trauma (including seeing someone close die and/or seeing or hearing about the violent death or serious injury of a friend or loved one). The majority were male (67%), Hispanic/Latino (37%) or African American (33%), between the ages of 15 and 18 (66%), and 45% were identified as being involved with the criminal justice system. The three target neighborhoods received 65% of the services (46%-Valley Hi, 11%-Meadowview, 8%-Fruitridge/Stockton, Oak Park), with the remainder occurring outside of those boundaries. For evidence-based programs delivered, the type and treatment dosage varied across participants. Parent counseling and education was provided to 6 parents and/or family members. Think Trauma trainings (8) were provided to 86 people (62 parents/caregivers, 19 ACAC staff, 3 community therapists and counselors (CTC), and 2 staff from community-based organizations). Three Hip Hop Heals trainings (22 youth, 20 staff, 25 CTCs), 2 general trauma trainings (4 youth and 10 CTCs), and 1 Trauma and addiction training (9 staff) were given. Additional evidenced-based trainings included: 3 TF-CBT trainings (9 staff, 7 CTCs), 4 Seeking Safety trainings (6 staff, 5 CTCs), 1 Dialectical Behavior Therapy training (3 staff, 4 CTCs), and 10 TARGET trainings (40 staff, 6 CTCs, 6 community service providers). ACAC also reached a total of 752 parents, youth, community members, and service providers with information about their services through 31 educational and outreach activities and events. Many partnerships (31) were established over the grant cycle, including with Black Child Legacy Campaign-Fruitridge Stockton, Oak Park Community Center and several schools. 12 | P age Catholic Charities of East Bay Total Award: $500,000 Catholic Charities of East Bay (CCEB) implemented Experience Hope, a school-based project, delivering social, emotional, and behavioral supports to low-income students of color, while training school staff in restorative practices to help reduce reliance on exclusionary discipline, which disproportionately affects youth of color. Clinicians were placed at school sites to offer culturally-responsive restorative practices and evidence- based trauma-specific mental health treatment to alleviate trauma symptoms, build client skills, and prevent violence. Experience Hope provided group treatment, individual treatment, and/or non-clinical emotional support services primarily to Latinx and African American middle-school aged students within the Oakland and San Leandro Unified School Districts. Non-Clinical groups included restorative practice circles and skill- building groups. Clinical groups included group therapies: Cognitive Behavioral Intervention for Trauma in Schools (CBITS) and Trauma and Grief Component Therapy for Adolescents (TGCTA) as well as Individual Therapies: Cognitive Behavioral Therapy and Trauma-Focused Cognitive Behavioral Therapy (CBT and TF-CBT), Integrated Treatment for Complex Trauma for Adolescents (ITCT-A), and Motivational Interviewing (MI). Experience Hope’s goals were to: • increase protective factors that prevent violence (student’s awareness of emotional states and self-regulation strategies, connection to supportive peers and adult allies, knowledge of alternative conflict-resolution skills, reduction in symptoms of trauma, ability to regulate emotions and responses, and youth of color have increased access to high-quality mental health services). • mitigate the effects of trauma that lead to violence (students demonstrate a reduction in symptoms of trauma, and improved ability to regulate emotions and responses and youth of color have increased access to high-quality mental health services). • support schools in developing effective violence prevention and intervention strategies (schools have processes in place that create safety/shared values and guidelines for students, and school staff understand the impact of trauma on student behavior and how to respond in a way that is healing and can de-escalate violence). 13 | P age CCEB implemented Experience Hope at Montera Middle School (Years 1 and 2) and Bancroft Middle School (Year 2) over the course of the grant cycle. A school closure forced CCEB to relocate services mid-cycle, however they were able to provide services during Year 2 to the second school, Bancroft Middle School. The majority of the project’s stated goals were achieved, including reaching the target number of students (189 unduplicated clients over the two years), helping students develop social emotional skills (89.4% demonstrated client growth in social emotional learning skills overall), reducing trauma symptoms for clinical clients (79% improvement), and increasing trauma-informed skills among school personnel (from 59% of staff to 75%). Experience Hope provided 103 school personnel with 177 hours training and/or coaching in restorative and trauma-informed principles, with 60% of staff (77) receiving the goal of 24 hours of training/coaching each. Additionally, the project aimed to reduce suspensions for violence by 15% over two years at each school. A 47.6% decrease occurred at Montera Middle School. Unanticipated results included an overall reduction in suspension rates, including a noticeable decrease in African American students’ suspension rates, beyond the goal of reducing suspension for violence rates. Specifically, Montera Middle School experienced reductions in violent suspensions, overall suspension rates, and suspension rates for African American students (who were discovered during a data review to be disproportionately suspended), as well as a substantial increase in the proportion of staff who are able to employ trauma- informed de-escalation skills. 14 | P age Centinela Youth Services Total Award: $500,000 Centinela Youth Services (CYS) CalVIP program provided services to high-risk youth between the ages of 12-17, their parents, and their teachers in the City of Compton. Through their Everychild Restorative Justice Center (ERJC), CYS collaborated with Compton Unified School District and Compton School Police Department to divert referred youth from arrest, suspension, or school removal. Youth were provided ERJC’s trauma-informed care model of intensive case management, Restorative Case Conferencing (RCC) groups, trauma/resiliency group sessions, and classroom restorative circles to address conflicts. RCC groups allowed youth, their support persons and school representatives to meet to address and prevent further violence with the help of a facilitator. Restorative circles allowed for dialogue between teachers and peers to decrease conflicts and increase understanding and relationships. Virtual groups were later implemented to engage youth in developing videos, music, and poetry. CYS has three goals for their program: to provide assessment-based services that divert high-needs youth from criminal justice system involvement and/or school exclusion as a result of violent and/or violence-linked offenses and to prevent subsequent re-offenses; to prevent and reduce escalation in violent or destructive behaviors of high-risk youth; and, to evaluate the impact of services on reducing risk factors linked to violence among high-risk youth. One hundred nine youth were served during the grant cycle. Thirty-six youth completed ERJC case management services, representing a 92% successful completion rate. Ninety-five restorative circles and 25 trauma-informed group sessions were held. For youth who received services, reported incidents of violent behavior (over the past 7 days) decreased noticeably. For example, the percentage who reported that they did not get angry very easily with someone increased from 33% to 69%. Youth also strongly agreed (69%) that they were now more interested in doing better in school and 66% said they were very confident they could learn to stay out of fights, talk out a disagreement, calm down when 15 | P age mad, and understand another’s point of view. Parents and youth both reported that CYS positively impacted their relationship, youth stayed out of trouble at home more often (20% increase), communicated more (30% increase) and got along well. RCC youth (n=8) decreased their risk scores by an average of 31% across all eight domains of the Youth Level of Service/Case Management Inventory (risk/needs assessment). 16 | P age City of Compton Total Award: $500,000 In partnership with the City of Compton, Volunteers of America Los Angeles’ (VOALA) CalVIP program was established to interrupt the cycle of growing gang membership and violence by at-risk transition aged youth (ages 18-25). VOALA sought to help at-risk youth in Compton to secure and sustain employment, reduce gang-related violence and participate in more pro-social opportunities by providing a comprehensive employment and life skills training program to prepare participating youth for stable, independent lives outside of gang involvement. Case managers and job developers worked with youth to practice job interviews, write resumes, obtain identification, secure job trainings, certifications, interviews and positions, find housing, resolve legal issues and seek educational opportunities. By establishing strong relationships with the youth, VOALA was able to create Individualized Employment Plans (IEPs) and establish unique goals for each person to focus on, while providing encouragement and guidance throughout the program. VOALA collaborated with local businesses and County Recreational Departments from Compton and Los Angeles to help secure job interviews for participants as well as the Sheriff and Probations Departments for case management support. During the grant cycle, a total of 206 at-risk transition aged youth were enrolled in services. With the help of VOALA, all youth created individualized goals towards identifying services and referrals, specific trainings and educational opportunities, employment opportunities and placement, housing, and legal issues. Goals emphasizing employment focused on obtaining and maintaining a job, promotion, job training, procuring tools/certifications, etc. The majority (92.2%) of youth had an IEP developed and 63.2% met with job developers, 42.6% were placed into a job, with 30.5% hired into permanent jobs (the remaining received part-time or temporary jobs). Of the participants who completed the gang assessments survey (n = 160), 42.6% reported being involved with gangs but 56.2% reported that they wanted to reduce their involvement in gangs. When asked about their experiences in VOALA’s program, participants believed that they learned to 17 | P age think more positively about themselves, life, career and how to interact with others. They were able to identify pathways to success, obtain employment and increase their sense of empowerment and self-esteem with the help of VOALA staff and resources. Staff’s support and trainings were cited as a key component that motivated them to be more engaged, have a better outlook and persistence to seek out long-term employment. For some it has changed how they interact with their gang-involved friends, as they are too busy working and achieving goals to be as involved as they were before the program. 18 | P age City of Los Angeles Total Award: $1,000,000 The City of Los Angeles Mayor’s Office of Gang Reduction and Youth Development (GRYD) oversees a Comprehensive Strategy that includes delivering gang prevention services, as well as violence interruption activities to eligible participants within the city’s GRYD zones. Grant funding focused on three GRYD programs, Secondary Prevention services, Intervention Family Case Management (FCM) services and Incident Response (IR) Program, within the city’s Foothill and Hollenbeck 3 GRYD Zones. Secondary Prevention focused on 10 to 15-year-olds with high risk for gang joining (and their families) by providing intensive case management, supportive service linkages, and family, individual and team meetings. Secondary Prevention services sought to increase protective factors against gang joining among youth at high risk for gang membership. FCM services focused on 14 to 25-year- olds who were already involved in gangs, providing them with resources (job training, parenting classes, etc.) and referring them to services addressing issues related to mental health or substance use. FCM’s goal was to reduce gang involvement among gang- involved youth and young adults by increasing prosocial connections and protective factors. The IR Program responded to violent incidents and mitigated retaliatory violence in the communities using Proactive Peacemaking (connecting victims and their families to support services, conducting street mediation, disseminating accurate information to control the diffusion of rumors post-incident, etc.) to reduce gang violence in GRYD Zones. Results for the Secondary Prevention services showed that participants and families who enrolled experienced positive outcomes, with youth exhibiting reduced risk factors for gang joining and behaviors. Of those youth who completed reassessment, all remained enrolled in school and fewer youth received disciplinary actions. Participants (57.5%) exhibited reductions in risk factors for gang joining to the point they were no longer eligible 19 | P age for youth services. Youth and families engaged in 8,843 total activities which included 2,416 hours of Family Meetings, 1,242 hours of Individual Meetings, and 4,944 hours of Group Activities. FCM participants and their families took part in 6,631 activities (Individual Meetings [2,817 hours] and Family Meetings [1,530 hours]). They exhibited significantly lower levels of non-violent criminal behavior during enrollment in services than in the six months prior to enrollment in services. Participants also obtained a school diploma, found part-time employment, and/or obtained several forms of identification. For the IR program, Regional Program coordinators and Community Intervention Workers (CIWs) responded to 79 incidents and recorded 12,083 proactive peacemaking activities. While communication facilitation was most often with LAPD, post-incident, CIWs also maintained connections with community members and were deployed to crimes scenes, hospitals and GRYD Zones. 20 | P age City of Oakland Total Award: $500,000 Through Oakland Unite (OU), the City of Oakland looked to augment their existing life coaching services program with participants at the highest risk of engaging in gun violence by piloting a peer-led group cognitive behavioral treatment (CBT) program known as Healthy, Wealthy & Wise (HWW). OU collaborated with Community & Youth Outreach (CYO) and their trained credible messengers, who served as role models with personal experience who seek to help young adults avoid violent situations and contact with the justice system through relationship building and connection to needed resources. Sessions delivered to participants included decision making, identity, overcoming pain, difficulty and trauma, and life skills/financial literacy. HWW helped bring individuals to the place of wanting to live a different kind of life, whereas life coaching focused on specific goals and how to achieve them. The Brief Resilience Scale was used to assess social and emotional learning (SEL). Social and emotional learning describes the development of a broad set of skills such as self-awareness, decision-making, and self-control, which are linked to a range of positive outcomes in education, employment, and interpersonal relationships. The city’s goals included: improving participation and engagement of life coaching participants at highest risk of gun violence; improving cognitive and social-emotional skills of participants at highest risk of gun violence; and reducing criminal justice involvement and victimization. One Hundred sixty-nine individuals participated in HWW, 60% of whom had been previously arrested and 44% met four or more risk criteria as required by the life coaching program (Be on probation or parole for a violent incident; Live in or hang out in a designated target area; Have a history and/or be in immediate risk of engaging in gun-involved activity; Have been shot or seriously injured due to turf or group-related violence; Have a close friend, peer or family member shot or killed due to turf or group- related violence in the last 3 years; Interact regularly with known groups involved in violence). Participants were primarily African American young men from East and West Oakland with a history and/or immediate risk of gun-involved activity. Of the 169 participants, 36% completed the program’s graduation requirements (5% graduating twice due to voluntarily attending more sessions). Forty-six percent of graduates continued to participate for more than 30 hours, which exceeds the total length 21 | P age of the program. Graduation rates were higher (45%) among participants who also received life coaching than those who participated only in HWW (24%). Across all HWW participants, there were decreases in those who were arrested (for any offense as well as for gun or violent offenses), placed on probation, or convicted for any offense. Outcomes (based on 37 participants who met eligibility criteria for pre-post analysis) showed that 16% of HWW participants were arrested in the 12 months before starting HWW, compared to 5% in the 12 months following. Individuals who participated in both HWW and life coaching also had a reduction in arrest rates, from 24% to 8%. These participants also became less likely to be sentenced to probation or to be convicted but became more likely to be victims of a violent incident reported to police (from 8% to 12%). Findings suggest that individuals who participated in HWW, life coaching, or a combination were more likely to have a higher SEL score by the end of their program (increase in SEL from a 3.2 score average to 3.3). Participants and staff believed the HWW group meetings provide a safe, constructive alternative to being on the streets and the program promoted positive changes in mindsets, including new approaches to conflict and other life skills. Participants said they increased their life skills (better decision making) and practical skills (opening a bank account). 22 | P age City of Perris Total Award: $500,000 Project PEACE provided services to 7th through 10th grade students deemed high-risk (those with existing significant behavioral issues), as well as their families, in the cities of Perris and Hemet. The project had three programs, the School-Based Program, the Summer Community-Based Program and the Family-Based Program. The School-Based Program’s goal was to increase the number of youth adopting skills and strategies that lead to resiliency to violence and reduction of recidivism by providing mentoring, restorative justice circles and life skills curriculum. The Summer Community-Based Program’s goal was to provide prosocial activities for at-risk youth who have been part of the restorative justice circles and/or mentoring during the school year to increase their resiliency to violence. The Family-Based Program’s goal was to reduce violence in the community through parent engagement and community-scale anti-violence activities with the help of case management and service referrals. Project PEACE’s team included the Cities of Perris and Hemet, Sigma Beta Xi (provided mentoring and restorative justice circles), Life Lifters International (ran the summer program), SDA Church (family case management), Million Kids (community engagement in anti-violence, sex trafficking, dating violence and social media exploitation workshops and symposiums), local schools (referrals) and an evaluator (provided Individual Risk Reports for students to Sigma Beta Xi). Project PEACE served 1,640 people, with 1,466 of them in middle and high school. Three anti-violence campaigns reached 120 participating youth and 20 human trafficking workshops reached 1,332 youth, 90 school staff and faculty, and 259 community members and parents. The case management program referred 13 families to drug and alcohol treatment; 4 were assisted with emergency shelter; 3 were provided with trauma-focused therapy; 17 were provided family counseling; and 47 were provided with individual counseling. Students who participated in the Summer Program reported feeling proud of themselves and their accomplishments, more outgoing, goal oriented, and more open-minded. Prior to 23 | P age receiving services, the majority of students either had a moderate risk for future violence when they enter the program (44%) or a high risk for future violence upon intake (39%). Those in the School-Based Program improved their levels of mastery, relatedness and resiliency and decreased their reactivity and vulnerability. Additionally, Social/Contextual Risk and Individual/Clinical Risk levels decreased, while protective factors increased, showing a capacity to reduce recidivism and violence. 24 | P age City of Richmond Total Award: $500,000 The City of Richmond Office of Neighborhood Safety (ONS) was the lead agency for its Beloved Community (BC) program, which provided evidence-based prevention and intervention services and supports to young people ages 13 to 26 in the Richmond, El Cerrito and San Pablo communities, who were involved or at risk of involvement in violence. ONS worked in collaboration with two community-based organizations, the RYSE Center (RYSE) and Richmond Police Activities League (RPAL), to achieve the following goals: reduce participation in violence/gun violence by West Contra Costa youth (by developing positive relationships with empathic adults and gaining additional tools to negotiate conflict and avoid violence); engage youth in West Contra Costa in positive activities that give them the opportunity to become productive members of society (by engaging in constructive peer activities as an alternative to violence, participating in education and career supports, and identifying plans for future goals such as housing, education, and employment); and establish a shared commitment among partners to a trauma-informed/healing-centered approach/system (by partner staff being trained in and implementing trauma-informed/healing-centered services). ONS was responsible for implementing a Fellowship with mentoring, life skills training, and peacebuilding excursions, as well as provide Neighborhood Change Agents who delivered street outreach to prevent potentially volatile situations. RYSE provided mentoring, case management, and clinical counseling to BC participants who were on probation and/or reentering the community from juvenile hall or hospitals via their Youth Justice Program, Restorative Pathways Project and/or Community Health Services. RPAL provided activities focused on leadership development, life skills training, academic support and the Changing Habits, Attitudes and Minds Program (CHAMP). During the grant cycle ONS served 249 youth, RPAL served 365, and RYSE served 319. Findings based on surveys and interviews indicated the project met all three project goals. Participants from the ONS Fellowship all remained alive; and most were not injured or hospitalized due to gun violence or arrested on gun-related charges. Project partners established deeper commitments to implementing trauma-informed and healing-centered approaches through attending, facilitating and/or presenting at a variety of events. The project showed an overall decline in gun violence (shootings resulting in an injury or death) in Richmond. ONS outreach staff also prevented at least 16 firearm incidents in 25 | P age 2019. The majority of survey respondents across programs responded that they: learned strategies for conflict negotiation, de- escalation, and resolution; increased their ability to solve their problems on their own; and agreed that participation helped them think more about their future and understand the importance of education and employment. ONS obtained greater access to various schools, allowing them to partner in new ways with the sites while providing services for their Fellows. Additionally, due to the COVID pandemic, RYSE was able to use telehealth services which allowed them to expand their reach to disabled young people who previously wouldn’t have participated due to limitations. 26 | P age City of Sacramento Total Award: $496,700 The City of Sacramento contracted with Advanced Peace Sacramento (AP) to conduct an 18-month intensive outreach strategy called the Peacemaker Fellowship, which recruits 12-17-year-olds (Fellows) suspected of being influential in gun violence in the city, and likely themselves to be victims of gun violence. Three highly impacted communities, Del Paso Heights, Oak Park and South Sacramento (called ‘AP Zones’) were served. Using outreach workers called “Neighborhood Change Agents (NCAs)”, NCAs engaged Fellows by offering them adult support, mentorship, conflict resolution skills, life coaching, educational and social services, and other opportunities to transform their lives. NCAs also engaged with others on the streets, at schools, and at social functions that have influence over the Fellows, interrupting conflicts, responding to shootings, and searching social media to flag and mitigate potential conflicts. Street outreach and daily contact with Fellows by the NCAs allowed trusting relationships to develop and resources to be shared. The project focused on providing intensive services to a hard to reach population of gang involved young men to: disrupt retaliatory gang violence in target neighborhoods; support program participants to become agents of peace who are committed to living and promoting a healthy and positive lifestyle; and increase the opportunities for personal, social, educational, and vocational development for each fellow. AP also wanted Fellows to remain free of any new criminal charges and gun related injuries, increase their ability to problem solve and manage conflicts, and receive ongoing supportive services (healing trauma, educational support and mental health). By creating a “LifeMAP” (Life Management Action Plan), Fellows created short, medium, and long-term goals and specific steps for achieving these goals. The goals were drafted into work plans and milestones were established with the Fellow who worked to accomplish their agreed upon goals. AP partnered with Another Choice Another Chance (ACAC) to provide Life Skills Instructors for classes, joined AP Fellows as adult chaperones for some excursions, and delivered Trauma Focused-Cognitive Behavioral Therapy in group and one on one sessions. 27 | P age All the project’s goals were accomplished through these partnerships. Fifty-three youth (83% male, 96% African American, 49% 15-16 years old, 28% 13-14 years old) were enrolled in the Peacemaker Fellowship and mentored by 6 NCAs. All Fellows received trauma- focused cognitive behavioral therapy and attended at least one Guidance Workshop, 87% developed a LifeMAP and received regular one-on-one or small group counseling, and 30% received individual mental health consultations. Twelve Fellows graduated high school, 12 Fellows successfully attended court dates, 2 received internships and 17 worked with an elder mentor. An overall completion rate of 75% for the Peacemaker Fellowship was achieved. All fellows were alive at the conclusion of the program, 29% were arrested during or by the end of the program (only 1 suspected on a new gun charge), and 5% had new gun injuries during the program. AP’s NCAs mediated 220 general conflicts and interrupted 69 cyclical and retaliatory gun violence situations (where gun violence was imminent). The city had no juvenile homicides in 2018 or 2019. Gun homicides and assaults declined by 14.3% in the AP Zones and 6.8% in the entire city during the project period, compared to the average number of gun homicides and assaults during the same time period between 2014-2018. 28 | P age City of San Bernardino Total Award: $500,000 Using a multi-year problem analysis, the City of San Bernardino’s Violence Intervention Program (VIP) focused their efforts on reducing gun violence citywide utilizing street outreach teams, intensive case management and a focused deterrence law enforcement strategy. The VIP and the San Bernardino Police Department undertook regular “shooting reviews” to develop a risk assessment of the situation (motives, retaliation probability, etc.) and those involved in a recent violent incident. Staff then mobilized services and supports necessary to reduce risk of violence for those involved. With the help of Victory Outreach of San Bernardino, Young Visionaries Youth Leadership Academy, and Clay Counseling Solutions, supportive relationships and intensive case management were implemented to communicate risks associated with violence and incarceration, provide interventions (guided by risk/needs assessments), and establish individual service plans using participant goals. Job and life skills training were also offered. The City and its partners also conducted a needs-based survey with high-risk individuals to help focus their efforts and resources. Additionally, call-ins and sit-downs were held to establish relationships with high-risk young people and provide them the opportunity to engage in services. The VIP had two goals, the first being to reduce shootings citywide by communicating via call-ins and custom notifications with very high-risk individuals, who were then to be provided with ongoing outreach and supportive relationships. The second goal was to reduce victimization and recidivism for program participants by 20% by building strong CBO capacity for providing high-quality outreach, services and support, while engaging high-risk individuals identified in shooting reviews in ongoing outreach and supportive relationships. The VIP community-based service providers completed 13,000 hours of follow-up activities and supportive services to 250 individuals at risk of involvement in violence. Ninety individuals received wide-ranging service deliveries that included life and safety plans for immediate family. Ninety-five individuals received short term services that addressed their immediate needs or connected them to services outside of the program. Ninety percent of the program participants were not revictimized or did not re-offend. The City saw a 30% increase in homicide clearance and 75% violent crime clearance rates. Between 2018 and 2019 a 10% reduction in overall homicides and a 14% reduction in 29 | P age overall aggravated assaults with a firearm, together represented a significant “time cost” savings of $8 million. Using their needs-based survey, problem analysis and shooting reviews, the City has built a foundation to make data-driven decisions, focus limited resources and strengthen supportive service connections. 30 | P age City of Stockton Total Award: $428,000 The City of Stockton’s Operation Ceasefire Program is a partnership with community- based organizations Faith in the Valley and Friends Outside, along with the Office of Violence Prevention, Stockton Police Department and other Call-in and Joint Custom partnering agencies. Operation Ceasefire sought to expand their efforts of violent crime prevention in Stockton by introducing a re-entry component with family supports (Friends Outside) and partnering with the faith-based community through their existing structure (Faith in the Valley). The City’s re-entry population was the focus for services. The project had three goals: • To improve successful outcomes for Leadership Council participants (clients who are at high risk of gun violence and who have made progress to become advisors and advocates) by having participants complete the leadership development curriculum, increasing employment, and increasing placement into safe, permanent housing. • To improve successful outcomes for Ceasefire clients and their families by increasing employment, safe, permanent housing, access to daily meals, client families receiving supportive services, and clients’ feelings of safety. • To increase community participation in violence reduction efforts by increasing diverse community leaders and partner support of Operation Ceasefire and providing training and education to individuals and communities most impacted by violence. As well as increase community engagement through communication of evidence-based, anti-violence messaging to reduce violence and improve community, criminal justice, and civic leader relationships. Friends Outside worked with the re-entry population and their families to provide case management support including job readiness coaching and financial support; education coaching and support; family support groups and services including a focus on access to food; and housing/relocation. Faith in the Valley engaged with clergy, churches, and community members to implement community engagement efforts including hosting Partnership Tabletop convenings, facilitated focus groups, peace walks, community canvassing activities to spread a message of violence reduction, and to build community support for Ceasefire. 31 | P age Operation Ceasefire served 139 clients who were at a very high risk for gun violence, all of which were connected to one or more supportive services (mentoring, job readiness coaching and financial support, education coaching and support, support specific to access to food, assistance with housing and/or relocation, and family support groups). Based on samples of clients, the percentage who were employed full-time increased from 15.8% to 47.4% and the percentage of clients who indicated that they felt safe before and after taking part in the program increased from 56.1% to 78.0%. Eighty percent of clients were not arrested, 85% of clients were not shot, and 85% of clients were not injured from gun violence during the during the program. Supplemental housing assistance was provided to 17.4% of clients and 33.9% who were in imminent risk of gun violence received rapid relocation services. Of the 47 clients who were mentored, mentoring focused on the topics of life coaching (42.6% of mentored individuals), spiritual counseling (42.6%), organizing (29.8%), leadership development (27.7%), community organizing (25.5%), and more. Thirty-one Leadership Council meetings, 170 one-on-ones on the topic of violence reduction, 6 call-ins and 39 Joint Custom meetings were held with clients. 32 | P age City of Vallejo Total Award: $447,517 The City of Vallejo’s Police Department focused on reducing crime and violence in South Vallejo neighborhoods through fostered partnerships with their community, to bridge and maintain effective relationships between the citizens and police department, and to take a proactive approach in diverting and reducing the likelihood of introducing children to the criminal justice system. Mutually beneficial relationships were established by strengthening trust through genuine and informal interactions between the department and the community stakeholders. South Vallejo neighborhoods were targeted to make more of a concerted effort to reach the Hispanic, Filipino, youth (Pre-teens and elementary school age) and homeless populations in Vallejo. Their goals were to better connect with youth African American, Filipino, Hispanic and other minority members of our community in order to initiate community engagement, start dialogues, build and maintain rapport between the police department and community with an underlying objective to partner together as mutually beneficial stakeholders and ultimately to reduce crime. Vallejo’s Community Service Division was a significant partner throughout the project, participating in multiple programs. For homeless outreach, partners included but were not limited to Solano Sheriffs, CA Highway Patrol, Solano County Mental Health and Emmanuel Temple Church. Hispanic and Filipino community leaders were contacted to in an effort to work with their stakeholders to attend and engage in police department related activities, information sharing events, crime prevention seminars and goodwill events. These events were used to demonstrate that the department was genuinely concerned for their wellbeing and that immigration enforcement was not a part of the plan or curriculum (a frequent fear and cause of mistrust by the South Vallejo community). 33 | P age Activities hosted, attended and sponsored by the department included: picnic in the park (4 events at 4 different locations), belly flops with the cops (1 event), backpack giveaway (elementary school), kids closet ($47,000 to 4 local elementary schools for student clothing), laptop raffle (1 event), bike rodeo (1 event), school attendance campaign (21 outreach events), neighborhood summits (20 crime prevention seminars, 6 neighborhood watch trainings, 25-200 people per event), neighborhood cleanups (7 events, 10-25 cubic yard dumpsters filled), soccer outreach (6 soccer events, 50-75 children per event), pizza party, hot meals for homeless, late night basketball, Leaven afterschool program, and homeless outreach (29 events). As a result of the programs run through this grant, citizens were trained in neighborhood watch techniques and started 10 watch groups. More than 2,400 homeless contacts were made, allowing for enrollment in social services, housing and animal control services. An approximate 50% increase in those individuals who voluntarily chose to accept assistance as part of our outreach efforts was seen. Fewer complaints from police intervention with the homeless and community blight occurred. Community attendance at engagement events varied from moderate to high, based on the department’s assessment of positive interactions and feedback with citizens. Children served by the after-school program showed encouraging results with 100% of the students showing improvements in reading skills, over 80% showing improvements in homework completion and over 70% of the students showing improvements in class participation, class behavior and increased self- esteem, self-awareness and connection to the community. 34 | P age Fresh Lifelines for Youth Total Award: $362,382 Fresh Lifelines for Youth (FLY) focused their prevention and intervention efforts on running a pilot Court Appointed Friend and Advocate (CAFA) mentor program and their Law Program for at-risk youth in Oakland. CAFA mentors are court appointed, trained advocates for mentees (13 to 19-year-old probationers) that document their mentees’ progress through court reports. The Law Program provides law-related education and life skills training to youth (14 to19-year-olds) in alternative/continuation schools, community sites and in locked juvenile facilities within Alameda County. Through mock trials, debates, and role-playing with subject-matter experts, youth are educated about the law and consequence of crime in order to encourage pro-social behaviors and life skills such as problem solving. FLY was able to collaborate with Oakland Unified School District, Alameda County Office of Education, the Probation Department, Public Defender’s Office, the DA’s Office, and the Presiding Juvenile Judge over the course of the grant. FLY aimed to measure developmental assets of youth in the Law Program at community- based high schools so that youth who participate have confidence to deal with negative peer pressure, are more likely to make healthier choices, and have hope for the future. They also sought to measure knowledge about the law and readiness for change for youth in facilities (Camp Sweeney and Juvenile Hall) so that youth who participate report that they are less likely to break the law, have the desire to make positive changes, and are more likely to make healthier choices. Additionally, CAFA intended to increase court- involved youth access to court advocacy, positive adult role models, and pro-social activities that build lasting relationships for youth to have a positive caring adult in their life, as well as to engage in pro-social activities in the community with a mentor or case manager. Over the course of the grant, the Law Program served 334 participants in community- based high schools and locked juvenile facilities. For youth served in high schools, of which 70 had outcome data reported, analyses showed that 96% reported that they had confidence to deal with negative peer pressure, 95% reported they were more likely to make healthier choices and 94% reported that they have hope for the future. For Camp Sweeney and Juvenile Hall participants (25 available for analysis), 88% of youth reported 35 | P age that they are less likely to break the law, 96% of youth reported that they have a desire to make positive changes and 96% of youth reported that they are more likely to make healthier choices. The CAFA program served 24 participants during the grant cycle. The program increased youth’s access to court advocacy, increased the completion of probation, and youth built lasting relationships with their mentors. Five youth responded to the exit survey, with results showing that 100% of those youth reported they have a positive caring adult in their life. Eight youth participated in at least two pro-social activities and 16 youth participated in at least one pro-social activity with a mentor or case manager. 36 | P age Huckleberry Youth Programs Total Award: $466,258 Huckleberry Youth Programs (HYP) delivered Project READY (Reconnecting, Educating, & Achieving Dreams for Youth) to youth with significant behavior and/or attendance challenges from the end of 7th grade through their transition into high school. By collaborating with Martin Luther King and Willie Brown middle schools, Project READY offered their violence/juvenile justice prevention and educational support/intervention program to students with the goal that participating young people can successfully matriculate to the 9th and 10th grades and avoid contact with the juvenile justice system. By giving students intensive one-on-one case management (targeting specific needs and monitoring progress), academic support (consulting with teachers and developing success plans), social and emotional learning/development and mental health support (individual and group curriculum to address barriers), and parental support and education (constant communication, developing skills and tools), Project READY looked to reduce rates of school failure and arrest among youth with multiple risk factors. Utilizing a collaborative program model, case managers, therapists, and teacher work together to create custom needs-based plans for youth to improve school attendance, behavior at school and home, and avoid arrest. When providing services, Project READY concentrated on social emotional learning and development (SEL/D) areas that have been found to be critical to understanding and managing emotions, setting and achieving positive goals, feeling and showing empathy for others, establishing and maintaining positive relationships, and making responsible decisions. The following outcome areas demonstrated positive youth outcomes: Goal Planning and Achievement, Academic Performance, School Attendance, Behavior, Social Emotional Development (SEL/D), and Juvenile Justice Involvement. Most students (97%) made improvements on or met at least one case plan goal, 81% of participants made progress on at least half of their goals, with 48% of participants making progress on all their goals. GPAs increased from 7th to 8th grade for 80% of students, with the average GPA increasing from 2.1 to 2.5. Based on academic credits earned, the majority are on-track to graduate into the 10th grade. School attendance improved for 63% of participants from 7th to 8th grade, and 37 | P age 62% of participants between 8th and 9th grade. Behavioral incidents were reduced in 36% of students (7th to 8th grade) and 83% of students (8th to 9th grade). In SEL/D, average scores improved in three out of the five SEL/D competencies: self-awareness (3.3 to 3.9); social awareness (3.3 to 3.8); and responsible decision-making (3.1 to 3.4), on a six-point scale. Additionally, most youth who completed the program avoided the juvenile justice system, with no arrests for 89% of the population. According to staff, participants with more engaged families showed greater improvement through the program. Parents and staff felt that building trusting relationships, having a team representative of the diverse community and having a youth-centered approach allowed for a more successful program. 38 | P age Los Angeles Brotherhood Crusade Total Award: $500,000 Proud to be Me (PTM) is a violence prevention and intervention program developed by Los Angeles Brotherhood Crusade, serving low-income young people (10-24 year-olds) who are gang-affiliated, at risk of being affiliated, juvenile justice system involved or have 75% or more of the predictive risk factors, and who reside in Compton, Lynwood, Inglewood, South Los Angeles or Pomona. Three service models were available to youth: Specialty Camp Model (included PTM Programming and leadership camp), Two-Year 894-Hour Intensive Model (PTM Programming); and Probation Camp Model (PTM Programming for those detained in camps, house arrest or attending day reporting centers). PTM programming included mentoring, youth development, workforce development, youth gang intervention and violence reduction curriculum, designed to facilitate mindset change, effectively address participants’ needs, influence policies and systems so that participants’ desire to join gangs and perpetrate violence as well as their impact from risk factors is reduced. Youth work with a case manager to develop their Youth Development Plan, which is tailored based on assessment results and feedback from youth and parents, to establish plans of action to reach goals. It focuses on learning (academics), thriving (emotional and physical health), leading/contribution (community engagement), connecting (relationships) and working. PTM’s collaborative partners included: AC Green Youth Foundation, City of Los Angeles Gang Reduction and Youth Development Department, Los Angeles Unified School District (LAUSD), Los Angeles County Office of Education and the Los Angeles Probation Department (Probation). The program had two goals: reduce recidivism, violence and victimization by reframing high‐risk youth attitudes, behaviors and beliefs, thereby deterring their desire to join gangs or engage in violence; and increase the number and percentage of high‐risk youth earning a diploma or equivalency certificate to help ensure youth are well‐prepared for college/careers by replicating Proud to be Me programming across schools serving students in the Probation (juvenile justice system‐involved) and LAUSD Central Promise Academy Juvenile Day Reporting Center. A total of 2,276 unduplicated participants were served across PTM’s three models. The Intensive Model saw 415 high-risk youth engage in services (168 graduated and 247 about to graduate), with 83.9% of graduates demonstrating significant improvement in 39 | P age their indicators of attitudinal mindset, and 100% showed reduced violent tendencies. Schools (n = 14) reported that violent incident referrals involving high-risk youth participants decreased noticeably. Ninety-eight percent of seniors (n = 111) graduated, with 61 being accepted in four-year universities, 36 into junior college and one into the military. Including those about to graduate from PTM, 98.5% showed reduced violent tendencies and 97.8% demonstrated improvement in their mindset. The Specialty Camp Model had a 98% completion rate (n = 1,858), where 100% of participants demonstrated improved mindset based on the Youth Development Reflection Survey, improved agency based on the Agency and Self Determination Survey and reduced violent tendencies based on the Ambassador of Compassion Survey and Violence-Related Attitudes, Behaviors and Influences Assessment. The Probation Camp Model served 19 participants, youth school attendance increased by 150% and 90% were on track to graduate (increasing from 0%). As a result, 17 graduated on-time and one graduated early. Recidivism rates were reduced from 93% to 0% in the first three months of service and 5 youth received early releases from probation based on their development during the program. 40 | P age Sierra Health Foundation Total Award: $500,000 The Sierra Health Foundation, through their Black Child Legacy Campaign (BCLC) and in partnership with Sacramento County Unified School District, Sacramento County Probation and local service providers implemented the Healing the Hood (HTH) program. HTH focused on providing prevention and intervention services to youth who are at high- risk of joining a gang and gang-involved youth and their families who live in the seven neighborhoods of Sacramento County (Oak Park, Fruitridge/Stockton, Meadowview, Valley Hi, Arden Arcade, N. Sacramento/Del Paso Heights, and N. Highlands/Foothill) that experience the highest rates of African American child death, including death by third- party homicide. Community Incubator Leads (CILs) led the BCLC in affected neighborhoods, using Community Intervention Workers (CIWs) as trusted messengers/case managers to work with identified youth. The program had two goals, to reduce community violence committed by high-risk youth living in those seven targeted communities and increase community capacity to intervene with gang-involved youth crime through a multilevel response to reduce the likelihood of retaliation or escalation. By having youth complete a needs-based seven-phase program and participate in school and other positive activities (healing/social circles, youth pop- ups, peace walks, etc.), as well as CIWs providing crisis incident response and violence interruption, HTH hoped to reduce risk or involvement in gang violence. A total of 186 youth enrolled in the prevention and intervention services, with 50% identified as being at high risk of gang involvement. The majority were eligible for prevention activities rather than intervention and were African American males between 13-24-years-old. CILs reported feeling proud of seeing positive changes in the youth they were serving including improvement in their GPA, school attendance and behavior. Analyses showed that those who received preventative services had no change in gang- 41 | P age involvement score (90%) and those who received intervention services reported having decreased gang-involvement (48%). Rates decreased in the seven communities served for the following metrics: African American juvenile arrests (23% from 20.6 to 15.8 per 1,000 juveniles), Gang-related crime (60% from 0.13 to 0.05 per 1,000 residents), rates of shooting (1.1 to 0.7), weapon possession (2.7 to 2.6), firearm only crimes (1.9 to 1.2) and there were no youth homicides in the City of Sacramento during the grant period. CIWs were able to develop a formal relationship with hospitals, allowing them to respond to 124 crisis incidents by working with the victim or victim’s family to provide immediate services (51%), deploying to the hospital to meet a victim of violence (33%), and providing mediation (17%). 42 | P age South Bay Workforce Investment Board Total Award: $500,000 The I-CARE Inglewood CalVIP collaborative project was implemented by two community- based partners, South Bay Workforce Investment Board (SBWIB) and Centinela Youth Services (CYS), to serve youth ages 14 to 18 who either resided in or attended a school in Inglewood and were considered high-risk youth. Inglewood Unified School District (IUSD) Pupil Services referred youth who had not been involved in a criminal offense but had been involved in at-risk behaviors (suspensions, truancy, failing grades, etc.) to SBWIB for prevention services. Youth who had been involved in a criminal offense or faced expulsion or suspension were referred to CYS for diversion services via case management. Prevention and diversion youth participated in trauma-informed group sessions through Seeking Safety (learn coping mechanisms related to traumas), the Blueprint for Workplace Success Training (pre-employment and life skills training), and a paid work experience with a local employer (100 hours). SBWIB’s Inglewood Teen Center and Youth Center and CYS’s Everychild Restorative Justice Center helped to remove barriers to success by advancing educational and employment goals by providing evidence-based curriculum, academic support and developmental services. The three goals of the I-CARE Inglewood program were to: reduce the risk factors that contribute to violent crime through a regional approach that coordinates the Inglewood Police District (IPD) and the IUSD’s efforts with CYS to divert youth from entering the juvenile justice system or being suspended or expelled from school; prevent and reduce escalation in violent or destructive behaviors of high-risk youth by providing job preparation skills and work employment opportunities, coupled with trauma-informed supports; and improve the workplace skills and labor marketability of the youth. I-CARE served 98 youth (92 with prevention and 6 with diversion services), with 56 completing Seeking Safety, 67 completing Blueprint Certification, 40 completing the 100- hour paid work experience, and 19 youth completing all three programs. All youth surveyed across the programs felt they are more confident in making better choices for their lives and that they can stay out of trouble in the future (80% ‘Strongly Agree’/ 20% ‘Agree’). Ninety percent of youth ‘Strongly Agree’ that the I-CARE Inglewood CalVIP program helped them feel they can be successful in life. For youth who experienced Seeking Safety, 80% were very satisfied with the program and youth scores increased on “Overall, I am satisfied with myself.” Youth in the Diversion program decreased in overall 43 | P age risk scores (50% to 100% decrease) and technical skills, soft skills, and professionalism showed positive impacts over time. After completing the paid work experience, youth perceptions on career readiness changed significantly, with youth who ‘Strongly Agree’ doubling from the pre-survey responses. As a result, all youth set new goals for themselves. Youth became better at giving and taking feedback, learning about how their emotions affected them, and dealing with fears and anxiety. Nearly all employers “Strongly Agreed or “Agreed” that they would hire the youth for future work (98%) and that the youth gained confidence since starting the job (97%). 44 | P age Youth Alive! Total Award: $495,546 Youth Alive! (YA) increased the capacity of their current “Healing to Scale” project to support more shooting victims by helping to promote healing from trauma, increase safety, reduce re-injuries and prevent retaliation. YA directly responded to violence (shootings and killings) occurring within Oakland, by using evidence-based and novel models to serve affected victims, families and community members. Caught in the Crossfire program is a hospital-based violence intervention program that refers clients to YA. Their Cure Violence model of violence interruption was implemented by Violence Interrupters (VI) program to reduce gun violence, build trusting relationships and reinforce pro-social behaviors. YA also created the Ambassador program for formerly incarcerated people to participate in a street-based internship program, mentored by VIs to become local resources for identifying potential conflicts. Additionally, mental health counselling was offered to clients. YA partnered with the Khadafy Washington Project, (who respond to homicides to decrease trauma symptoms and the desire for revenge by family and friends of homicide victims), as well as hospitals and police to provide services. The project had two goals: First, to dramatically reduce violent re-injuries among shooting victims by providing wraparound services to help victims break this cycle of violence, including safety assessments, resolving retaliation risks, increasing pro-social behaviors, and decreasing risk behaviors and trauma symptoms. The second goal was to dramatically reduce retaliatory violence, shootings and homicides using conflict mediation and resolution, connection to social networks and establishing relationships with involved parties and gang members. Healing to Scale succeeded in improving pro-social behaviors, reducing risk behaviors, reducing experience of trauma symptom frequency, supporting families of homicide victims, and providing conflict resolution. Nearly 1,000 victims of violence (including hospital-based clients, family members of homicide victims, and individuals involved in mediations) were contacted during the grant. Fourteen formerly incarcerated people were employed as Ambassadors. 45 | P age VIs and Ambassadors provided resolution to 142 incidents where retaliation risk was suspected. Of the conflicts between parties with high risk factors for future violence, 87% were resolved without violence. The majority of clients were contacted within 48 hours of referral, received a safety assessment (82%) and their social networks were contacted (90%). Ninety-three percent of Clients reported improvement in at least one of six statements on the Social Emotional Learning survey which measures pro-social and risk behaviors. Using the Screening and Tool for Awareness and Relief of Trauma (START) survey, YA measured self-reported experiences of trauma symptoms, an indicator of risk for future violence. When surveyed, 100% of the clients reported improvement of trauma symptom frequency. 46 | P age APPENDIX A: State Budget Language (FY 2017-18) Assembly Bill No. 97 CHAPTER 14 An act making appropriations for the support of the government of the State of California and for several public purposes in accordance with the provisions of Section 12 of Article IV of the Constitution of the State of California, relating to the state budget, to take effect immediately, budget bill. [ Approved by Governor June 27, 2017. Filed with Secretary of State June 27, 2017. ] 5227-108-0001—For local assistance, Board of State and Community Corrections $9,215,000 Schedule: (1) 4945-Corrections Planning and Grant Programs…………………$9,215,000 (a) Grants to the City of Los Angeles ($1,000,000) (b) Competitive grants to all other cities or to community-based o rganizations ($8,215,000) Provisions: 1. The Board of State and Community Corrections program awarding state grant funds from Schedules (1)(a) and (1)(b) shall be named the California Violence Intervention and Prevention Grant Program (CalVIP). 2. All CalVIP grantees shall provide a dollar-for-dollar match to state grant funds awarded from Schedules (1)(a) and (1)(b). 3. The amount appropriated in Schedule (1)(b) shall be for competitive grants to cities or community-based organizations. A grant shall not exceed $500,000, and at least two grants shall be awarded to cities with populations of 200,000 or less. 4. In awarding CalVIP grants, the Board of State and Community Corrections shall give preference to applicants in cities or regions that are disproportionately affected by violence, and shall give preference to applicants that propose to direct CalVIP funds to programs that have been shown to be the most effective at reducing violence. 5. Each city that receives a grant from Schedule (1)(a) or (1)(b) shall distribute at least 50 percent of the grant funds it receives to one or more community- based organizations pursuant to the city’s application. 47 | P age 6. Each city that receives a grant from Schedule (1)(b) shall collaborate and coordinate with area jurisdictions and agencies, including the existing county juvenile justice coordination council, with the goal of reducing violence in the city and adjacent areas. Each city grantee shall also establish a coordinating and advisory council to prioritize the use of the funds. Membership shall include city officials, local law enforcement, local educational agencies, local community-based organizations, and local residents. 7. Applicants for CalVIP grant funds shall include clearly defined, measurable objectives for the grant in their proposal to the Board of State and Community Corrections. CalVIP grantees shall report to the Board of State and Community Corrections regarding their progress in achieving those objectives. 8. The Board of State and Community Corrections shall report to the Legislature once per funding cycle on the overall effectiveness of the California Violence Intervention and Prevention Grant Program. 48 | P age Appendix B: Final Local Evaluation Reports The Final Evaluation Report for each grantee can be found on the CalVIP website at http://www.bscc.ca.gov/s_cpgpcalvipgrant/. 49 | P age