Board of State and Community Corrections (2018-2022 inspection cycle)

2018-2022 C V ALIFORNIA IOLENCE I P P NTERVENTION AND REVENTION ROGRAM (C II) OHORT SUMMARY OF PROGRAMS, EXPENDITURES AND OUTCOMES AUGUST 2022 1 | Pa g e STATE OF CALIFORNIA GAVIN NEWSOM, GOVERNOR BOARD OF STATE AND COMMUNITY CORRECTIONS 13-MEMBER BOARD – February 2023 Chair, Board of State and Community Corrections ………………………Linda M. Penner Secretary, Department of Corrections and Rehabilitation.………………Jeffrey Macomber 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 ……………………Shannon D. Dicus with a jailed rated capacity of over 200 inmates San Bernardino County County Supervisor or County Administrative Officer …………………………Cindy Chavez Santa Clara County Chief Probation Officer from a county with a population ………………….……. Kirk Haynes over 200,000 Fresno County Chief Probation Officer from a county with a population ……………………Kelly M. Vernon under 200,000 Kings County Retired Judge Appointed by the Judicial Council ……………………………...Janet Gaard Yolo County Chief of Police ….……………………………………………………………….... Andrew Mills Palm Springs 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 ……….Angeles D. Zaragoza programs, policies, and treatment of Los Angeles County Alternate at-promise youth juvenile offenders Public Defender Public Member ………………………………………………………………...Norma Cumpian Anti-Recidivism Coalition 2 | Pa g e TABLE OF CONTENTS Introduction 4 Expenditures 9 Programs 10 Grantee Profiles California Conference of Equality and Justice 11 City of Duarte 13 City of Gilroy 15 City of Lompoc 18 City of Los Angeles 19 City of Oxnard 21 City of Parlier 23 City of Pasadena 25 City of Salinas 27 City of Santa Rosa 29 City of Seaside 31 Garden Pathways 33 Options Recovery Services 35 Playa Vista Job Opportunities 37 South Bay Community Services 39 The Reverence Project 41 Young Visionaries Youth Leadership Academy 43 Appendix A: State Budget Act Language (FY 2018-19) 45 Appendix B: Final Local Evaluation Reports 47 Introduction 3 | Pa g e Since FY 2007-08, the State Budget Act has appropriated approximately $9 million annually for violence-reduction programs. Known previously as the California Gang Reduction Intervention and Prevention (CalGRIP) grant program, in FY 2017-18, the State Legislature established the California Violence Intervention and Prevention (CalVIP) Grant Program to replace the California Gang Reduction Intervention and Prevention (CalGRIP) grant program. (Assembly Bill 97, Chapter 14, Statutes of 2017.) This report summarizes the programs, expenditures, and outcomes of CalVIP Cohort II as required by the State Budget Act of 2018 (Senate Bill 840, Chapter 29, Statutes of 2018). The CalVIP grant program as established by the 2017 and 2018 Budget Acts required preference be given to applicants in cities or regions that were disproportionately affected by violence with the following provisions: 1. $1 million non-competitive grant awarded to the City of Los Angeles and $8 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 cities or community-based organizations, 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. A minimum of 50 percent of the funds received by city grantees shall be distributed to community-based organizations. 6. City 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. The statutory language authorizing the CalVIP Grant did not specify the types of activities to be funded. Applicants selected violence intervention and prevention programs that best fit the need identified by their communities. Preference was given to applicants who 4 | Pa g e 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 released its competitive CalVIP Request for Proposal (RFP) in November 2017, for grants effective May 1, 2018 through August 15, 2020 (Cohort I). Funding was 5 | Pa g e provided with the State Budget Act of 2018 that allowed the BSCC to award additional grants (Cohort II) that were effective September 1, 2018 through December 15, 2020.1,2 The BSCC received 121 proposals requesting $55 million, 91 from community-based service providers (CBOs) and 30 from cities. In April 2018, the BSCC Board approved $9.125 million in funding to CalVIP Cohort I grantees. (Cal. Bd. State & Community Corrections, Board Meeting (April 19, 2018).) The Budget Act of 2018 included an additional $9 million in funding and in July 2018, the Board awarded additional grants to the following cities and community-based organizations as CalVIP Cohort II (Cal. Bd. State & Community Corrections, Board Meeting (July 12, 2018)): 1. California Conference of Equality and Justice 2. City of Duarte 10. City of Santa Rosa 3. City of Gilroy 11. City of Seaside 4. City Lompoc 12. Garden Pathways 5. City of Los Angeles 13. Options Recovery Services 6. City of Oxnard 14. Playa Vista Job Opportunities 7. City of Parlier 15. South Bay Community Services 8. City of Pasadena 16. The Reverence Project 9. City of Salinas 17. Young Visionaries Youth Leadership Academy CalVIP Cohort II funding helped a variety of cities and community-based organizations to achieve positive outcomes in their communities. A sampling of the program’s impact includes: 1 Due to the Global Pandemic, Cohort II grantees were provided the option of a one-year no-cost extension to their grant term. (Cal. Bd. State & Community Corrections, Board Meeting (June 11, 2020).) 2 The City of Los Angeles’ program, which received a separate CalVIP set aside in the budget, was effective February 1, 2019 through May 14, 2021. 6 | Pa g e • Through Project THRIVE, the City of Gilroy provided training to 12 community health workers who went on to make 12,594 contacts through outreach efforts. In addition,22 community leaders were recruited and trained in outreach that was designed to improve leadership skills in organizing and developing a plan to promote community well-being. Youth education and outreach efforts expanded after-school programs five days a week in 13 ‘hot spots’ serving 641 youth. Project THRIVE hosted 71 late-night gym sessions serving 323 youth, 48 restorative justice circles serving 106 youth, and held 182 life skills sessions, 395 pro-social activities and 8 Peacemaking Circles serving 90 youth. Of the youth served, 77 percent reported increased life skills, 50-91 percent reported improved outcomes (from a list of 24 items of self-identity to academic skills) and overall, only five percent recidivated during project participation. • The California Conference for Equality and Justice (CCEJ) provided restorative justice youth diversion services to 835 individuals consisting of youth, their families and community members in the cities of Long Beach, Compton, and Inglewood. Services included case management, restorative case conferencing processes, and resiliency skills education for youth and their parents/caregivers. CCEJ accepted 167 cases for diversion, provided 146 case conferences and circle dialogues serving 108 youth, and trained 110 volunteers. By the end of their project, 92.3 percent of youth remained arrest free at their six-month check-in, 78.6 percent reported increased resiliency skills to avoid arrest, 73.3 percent of parents reported increased confidence to keep youth out of the justice system, and 92.5 percent of participants reported satisfaction with the restorative justice process overall. • Options Recovery Services provided recovery services for formerly incarcerated people and others with histories of violence with the goal of reducing violence in low-income, high crime areas of Oakland and Berkeley. Recovery services included transitional housing linked to addiction counseling, anger management, life skills and employability counseling, as well as peer counseling by formerly incarcerated people. Option Recovery entered 1,797 clients into the outpatient program and by the end of the project period, 55.9 percent of clients had exited the project with a positive rating (indicating they completed treatment or left treatment early with satisfactory progress), 42.7 percent exited with a negative 7 | Pa g e rating (indicating they left before completion with unsatisfactory progress, died, or were incarcerated before they completed) and 1.4 percent of clients had not yet been discharged from services by the end of the grant period. • Playa Vista Job Opportunities and Business Services’ (PVJOBS) project ReVIVE (Reach Violence Intervention Via Employment) provided personal assessments, legal counseling, trauma-informed care, employment readiness services, and job placements for individuals 21 to 50-years-old with a goal of lowering the incidences of recidivism and its correlated violence in the reentry population. PVJOBS provided intake orientations to 280 participants, 228 of which were chosen for enrollment in the ReVIVE program; 184 (80.7 percent) of the enrolled participants were assigned to a case manager and completed individual employment plans, 106 received and completed training in Construction 101, 11 participated in the Construction Tech Math Class, and 164 individuals (72 percent) were placed in a job during the grant cycle, meeting the project’s participant employment goal. Additionally, 101 participants received legal counseling services, 148 completed some form of training, and 77 were provided with employment and supportive services. Finally, PVJOBS held 30 trauma-informed care sessions which served 167 individuals, 129 of which were connected directly to a mentor/role model within the project. Additional outcomes are reported in each grantee’s profiles starting on page 11 and within their Final Evaluation Report located on the CalVIP website under their respective Cohort. This report also provides a summary on the City of Pasadena and Young Visionaries Youth Leadership Academy that received a partial award from the 2017 State Budget Act and received additional funding from the 2018 State Budget Act and the additional nine cities and seven community-based organizations that were funded through the 2018 State Budget Act to implement their programs. 8 | Pa g e Expenditures Seven community-based organizations and ten cities invoiced the BSCC for $8,130,301 in program expenses occurring between September 1, 2018 and May 15, 2022. Funding for the CalVIP program required a dollar-for-dollar match of the total CalVIP funds expended (cash or in-kind), match fund expenditures totaled $8,205,698. In summary, more than $16 million in State and local funds were invested in violence-reduction programs during the grant period. The following two charts demonstrate the breakdown of CalVIP State and match expenditures in each funding category. 9 | Pa g e 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: Evidence-Based Prevention: Cognitive Behavioral Therapy (CBT), a short-term therapy technique that can help people learn more beneficial ways of thinking and behaving by changing their thought patterns.3 Gang Reduction and Youth Development (GRYD) Prevention Services, 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.4 Evidence-Based Intervention: Restorative Circles (Círculos), which may be used as both a prevention and an intervention strategy, help build connections among both students and adults and open possibilities for collaboration and mutual understanding.5 Peer Mediation, which can be used as a response to conflict within a local community in which peers’ mediate conflicts between two or more individuals. Training and guidance are provided to those who act as peer mediators.5 Credible Messengers, works with justice involved/at-risk youth who have higher risk of re- offending. Youth are matched with specially trained adults with relevant life experiences (often previously incarcerated), called Credible Messengers, who share their background.6 3 Medical News Today https://www.medicalnewstoday.com/articles/296579 4 Gang Reduction & Youth Development www.lagryd.org 5 A Systematic Evaluation of Restorative Justice Practices: School Violence Prevention and Response https://doi.org/10.1080/15388220.2020.1783670 6 Credible Messenger Justice Center https://cmjcenter.org/approach/ 10 | P a ge Grantee Profiles California Conference for Equality and Justice Total Award: $500,000 The California Conference for Equality and Justice (CCEJ) provided restorative justice youth diversion services to 835 individuals, consisting of youth, their families, and community members, in the cities of Long Beach, Compton, and Inglewood. Services included case management, a restorative case conferencing process, and resiliency skills education for youth and their parents/caregivers. As a result of the project, youth who have committed a crime identified steps to repair the harm they caused. Participants built skills for empathy, accountability, and self-advocacy. Victims of crime were able to ask for and receive meaningful restitution. CCEJ’s main goals were: • for youth who have committed a crime to acknowledge responsibility and make reparations for harm within 6 months of referral to CCEJ. • by the end of participation in the project, for parents/caregivers to improve their relationship with their child and support them to avoid recidivism. • by the end of participation in the Restorative Youth Diversion (RYD) process, for victims of a crime to be able to pursue justice in a way that feels meaningful to them. CCEJ provided restorative justice diversion services using the Restorative Case Conferencing model to divert youth away from the justice system and towards more meaningful and appropriate methods of accountability. This method features a facilitated conference or “Circle” dialogue that helped youth address harm caused to their victim(s) with the presence and support of family members or other supporting individuals. CCEJ also supplied case management services to help youth offenders and their victim(s) assess their readiness to participate in the diversion process and to create an action plan. REAL Resiliency diversion workshops provided “Conscious Classrooms” which helped youth build self-awareness and life skills in middle and high school; these workshops focused on socio-emotional skills, nonviolent communication, self-advocacy, positive identity formation, understanding the harms created by community violence, and planning 11 | P a ge for future success. Finally, the Raising FUTUREs workshops allowed parents and caregivers to participate in similar workshops to the REAL Resiliency, helping them learn restorative parenting skills and nonviolent communication. During the grant cycle, CCEJ accepted 167 cases for diversion out of the 281 referred to their service, provided 146 case conferences and Circle dialogues serving 108 youth, and trained 110 volunteers. The project did encounter issues resulting from COVID-19 restrictions which required all workshop activities to be moved online for a portion of 2020. Even though not all clients had reliable access to the internet, CCEJ was able to hold 73 REAL Resiliency workshops which served 218 youth and 44 Raising FUTUREs workshops serving 361 parents. By the end of the project, 92.3 percent of youth contacted reported remaining arrest-free at their six-month check-in after project participation, 78.6 percent reported increased resiliency skills to avoid arrest/probation, 73.3 percent of parents reported increased confidence to keep youth out of the justice system, and 92.5 percent of participants reported satisfaction with the restorative justice process overall. 12 | P a ge City of Duarte Total Award: $498,448 The City of Duarte provided trauma-informed care to 973 underserved youth in the neighboring cities of Duarte and Monrovia as well as in adjacent unincorporated communities in eastern Los Angeles County. The target population consisted of youth between the ages of 5 and 20 years old who required more than common support services. Youth were referred to the project team by law enforcement, social services, school staff or faculty, or parents. Eligible youth were given an intake form to determine their risk and protective factors as well as to collect self-reports of delinquent or criminal behavior before being enrolled in the project. Duarte’s project goals included: • reducing youth violence and arrests, • increasing positive youth development, • increasing cultural competency in youth-involved programs, and • improving the efficacy of the Smarter Balance Assessment Consortium (SBAC). Through a multi-agency task force, disadvantaged youth received wraparound care utilizing a case management approach. Duarte offered activities such as college prep classes, workforce internships, boxing, tutoring, mentoring, counseling, as well as incentive activities (beach trips, hiking, movies, museums, etc.). Activities took place after school, over weekends, and during the summer, when youth are more likely to engage in delinquency. During the project’s duration, 300 students completed the Boys and Girls Club of the Foothills SMART Moves (Skills, Mastery, and Resistance Training); 218 enrolled in the boxing program; 50 high-risk youth enrolled in case management; and 69 at-risk youth enrolled at the group mentoring center. Over the course of the project, juvenile arrest rates were reduced in Duarte and law enforcement clearance rates improved. Of the 160-youth surveyed who participated in project services, most reported feeling negative attitudes toward engaging in delinquency. These youth also indicated a low commitment to school, with positive responses to commitment-based items ranging from 53.7-59.3 percent and 33.8 percent of respondents stating they hated being in school. Less than 50 percent of youth surveyed 13 | P a ge indicated they felt safe in their communities or that they felt they could trust their neighbors. 14 | P a ge City of Gilroy Total Award: $500,000 The City of Gilroy and the Gilroy Police Department created a South County Youth Task Force (SCYTF) is a collaborative made up of local government, schools, community, and faith-based organizations to create city, county, community-based, and youth and adult community leaders. SCYTF provides community support and education through their efforts to improve community mobilization and education, provide youth education and outreach, as well as to improve community and law enforcement relations. This task force works collaboratively to carry out Project Transformation and Hope, Resiliency, Integrity, Voice, & Engage (THRIVE). THRIVE works with youth, young adults, re-entering adults, and families in hot-spot neighborhoods by providing peace-making restorative circles, expanding late-night gym hours, expanding after-school programs in affordable housing complexes, holding community (citizen) police academies and other community events, and engaging in a Promotor model for community engagement and leadership development. THRIVE encompasses five violence-prevention strategies that address underlying causes of violence in the Gilroy Community, including improving and expanding community-building and violence-prevention efforts, increasing accessible safe places and afterschool programs for children, moving community and police relations toward a restorative justice model, and increasing street outreach and intervention. Across all of Gilroy’s project partners, 1,207 unduplicated individuals were enrolled in CalVIP-funded services by the completion of the grant period. SCYTF’s main project goals included: • improving and expanding community-building and violence-prevention efforts in South County; • increasing accessible safe places and after-school programs for children, youth, and families; and • moving community and police relations toward a restorative justice model. Through Project THRIVE, SCYTF provided training to 12 community health workers (Promotores) who went on to make 12,594 contacts through COVID-19 outreach efforts (testing, vaccination, appointment scheduling, etc.) and 22 community leaders were 15 | P a ge trained in outreach. Youth education and outreach efforts expanded after-school programs five days a week in 13 ‘hot spots’ which served 641 youth. Project THRIVE hosted 71 late-night gym sessions serving 323 youth, 48 restorative justice circles serving 106 youth, as well as holding 182 life skills sessions, 395 pro-social activities (e.g., Saturday Park Activities, games, mentorship, college visits, etc.), and 8 Peacemaking Círculos which served 90 youth. Relationships were established between, and built upon, the community and local law enforcement agencies by organizing opportunities for youth to spend time with officers in the community. Project THRIVE organized 48 community circles which involved 31 law enforcement officers (LEOs), 329 youth, and 238 members of the community; held 3 community police academies (2 of which were bilingual) that had a total of 80 attendees; held 169 youth empowerment workshops; and 22 community events (e.g., Party in the Park, Coffee with a Cop, National Night Out, etc.). The project results showed that of those surveyed after participation in community mobilization and community education services: • 62 percent indicated they knew about tools to advocate for themselves. • 100 percent indicated they had the confidence to advocate for themselves. Of the youth surveyed after participation in youth education and outreach: • 77 percent reported increased life skills. • 50-91 percent of youth reported improved outcomes (from a list of 24 items from self-identity to academic skills). • Overall, only 5 percent recidivated during project participation, but those who recidivated were found to have much higher risk levels than the average youth participant. • 87 percent of the high-risk youth recidivated during project participation. Of those surveyed after participation in community and law enforcement relations services: • 92 percent reported increased trust in LEOs. • 100 percent of LEOs reported increased trusting relationships in the community. • 92 percent of the community surveyed reported increased understanding of issues 16 | P a ge LEOs face. • 86-90 percent of LEOs reported increased understanding of issues faced by adults and youth in the community they serve. • 96 percent of community members reported willingness to work with LEOs to solve problems. • 95-100 percent of LEOs reported willingness to work with community members to solve problems. 17 | P a ge City of Lompoc Total Award: $14,373 The City of Lompoc, Lompoc Police Department, the Community Action Commission of Santa Barbara County, Family Service Agency, North County Rape Crisis, and Santa Barbara collaborated to implement violence prevention programs for young women ages 14-19. Over the course of the grant cycle, program partners provided 36 trauma-informed, culturally proficient youth education sessions to 40 youth and 16 educational programs on the dangers of human trafficking to 119 parents in the Lompoc Valley. The program services were intended to enhance resilience in female youth and their parents to decrease violence and improve juvenile justice outcomes. Lompoc was only awarded partial funding and was not required to complete a full evaluation of the project, which reserved more money for the project services. 18 | P a ge City of Los Angeles Total Award: $1,000,000 The Mayor’s Office of Gang Reduction and Youth Development (GRYD) delivered gang intervention and prevention services in designated areas within the city. The City passed through 59.25 percent of the grant funds to CBOs. GRYD’s main focus with this funding was to infuse trauma-informed practices throughout the GRYD Family Case Management (FCM) Program. GRYD’s main evaluation goals were to: • assess the organizational culture of GRYD provider agencies providing GRYD FCM services from a trauma-informed perspective. • assess trauma-specific skill-building training provided to all GRYD FCM service providers. • develop and implement a peer mentor model within GRYD provider agencies providing GRYD FCM services that supports the use of trauma-specific practices and attends to staff wellness. • evaluate whether the training and technical assistance provided to GRYD provider agencies relates to an increase in the degree to which the organization is utilizing trauma-informed practices and prescribes to the values of a trauma-informed organization. Over the course of the grant, GRYD used Alma Family Services to deliver training on five aspects of trauma-informed care (Basic Knowledge of Trauma and Resiliency, Pt 1; Basic Knowledge of Trauma and Resiliency, Pt 2; How to Incorporate Trauma-Informed Principles in One-on-One Work with GRYD Clients and Their Families/Support Systems; How to Run Trauma-Informed Groups/Circles; and Management and Wellness Plan) across several sessions which were attended by between 158-197 provider staff. At the beginning of the grant cycle, all 46 GRYD FCM providers were sent a survey to assess the organizational culture of agencies providing services. Thirty-three (33) responses were received; these responses indicated a high level of favorability towards trauma-informed care, across multiple items. Service providers who attended the trainings reported higher levels of self-reported 19 | P a ge confidence in providing trauma-informed care in the first survey, as well as with their understanding of trauma and trauma-informed care overall. GRYD hired five Peer Support Workers (PSWs) to implement their peer mentor model for provider agencies and to provide “on the ground” technical assistance to all GRYD FCM providers across the City of Los Angeles. These PSWs provided 204 visits to agencies, facilitated 81 healing circles (which held 999 attendees across all circles), attended 76 activities across all agencies, and went to 32 trainings. 20 | P a ge City of Oxnard Total Award: $500,000 The City of Oxnard Recreation and Community Services Department created Operation Peace Works (OPW). OPW is a trauma-informed, violence-intervention strategy focusing on 12- to 24-year-old at-risk youth and their families seeking transformation. OPW engaged the collective resources of community partners to deliver coordinated services to facilitate restoration of hope through a process of healing, development, and transformation. Additionally, OPW partnered with Oxnard City Corps (OCC) to provide youth with service-learning opportunities, skills building, and mentoring with the overall goal to help youth gain self-confidence, empowerment, valuable experience, job preparation, and self-discovery. Another project partner, City IMPACT, was the lead community-based organization and carried out direct services activities of OPW. OPW’s main goals were to: • make youth aware of community support for moving away from gangs and violence and toward healing and purpose. • give youth and families an opportunity for learning about and gaining access to community support. • provide targeted youth who are motivated to heal from trauma with intensive counseling. • give targeted youth the opportunity to enroll in Oxnard City Corps. to participate in mentoring, community building, community service, career exploration, job readiness, and skills building. • give targeted youth the opportunity to gain paid employment as “Leader Trainees” at Oxnard City Corps. • give targeted youth with an interest in the automotive industry an opportunity for learning, career exploration, and earning school credit. • alter the behaviors of targeted youth to move away from life choices that have historically resulted in police contacts and/or arrest. Throughout the project, OPW provided services to 481 unduplicated youth and enrolled 52 youth as unpaid student trainees, four of which earned a position as paid Leader Trainees; 71 youth enrolled in case management, 36 of which also received therapeutic 21 | P a ge services. An additional 431 youth participated in diversion presentations by community partners. Oxnard City Corps: Throughout the project, 481 unduplicated youth were provided with various services and activities. Diversion presentations were given to 135 at-risk youth at the juvenile detention facility as well as to 375 individuals within the community. Five hundred nine (509) youth enrolled with Oxnard City Corps (OCC) and 88 youth met with OCC staff for intake/assessment. Of the 509 enrolled youth, 256 performed community services with OCC, totaling to 2,676 hours across all participants. Additionally, 21 enrollees completed career exploration services, 208 received job skills/development training, and 39 earned a position as a paid OCC Leader Trainee after participating in services. By the end of the project, all youth enrolled in OPW services reduced the number of contacts by nearly 80 percent on average and 70 percent experienced no new arrests after enrollment. City IMPACT: A total of 169 youth were referred to City IMPACT; of those youth, 72 were given intake and assessment and 71 were enrolled in case management services. An additional 15 participated in one-on-one and group therapeutic services, and 12 completed vocational training. Three youth successfully completed the Anger Management program as well as the Drug/Alcohol program. Five youth graduated from high school while enrolled, and seven youth attended college classes. Youth enrolled in case management services were asked to complete an online survey to assess “personal changes”; 25 youth responded. Most respondents indicated they were hopeful about their future, that they were able to solve problems without harming themselves or others, that when they need help they knew where to get assistance, that their case manager was a positive influence, and 100 indicated the program had helped them and their family in some way. 22 | P a ge City of Parlier Total Award: $500,000 The City of Parlier implemented the Communities That Cure Violence (CTCV) Project, which took a data-driven, comprehensive public health approach to collaboratively and holistically reducing rising violence and criminal activity. The project addressed violence with a focus on victims of domestic violence and rape. The CTCV was modeled after the former project Communities That Care, in which the community played a role beyond the traditional role played by police and courts. The CTCV project strategies focused on safe dating, life skills curriculum, positive behavioral interventions and support, a sexual assault response team, and Time in Destiny, which provided 24-hour support/care to victims of domestic violence and rape. CTCV’s main project goals were: • reducing incidences of all violence and victimization with a focus on domestic violence, aggravated assault, rape, and human trafficking. • increasing community safety by reducing juvenile and young adult violence and criminal activity. • change the community norms regarding ALL violence. CTCV served a total of 925 unduplicated participants throughout the course of the grant cycle. They provided 248 hours of Safe Dating curriculum to 660 students, 494 days of the T.E.A.M. Approach program on campus to 517 Direct Comparisons between violent crime rates in Parlier and the state of California per 100,000. Source: FBI. students, 255 hours of Life Skills curriculum to 466 students, and 269 days of the SHARE Tolerance program to 166 individuals (SHARE was designed to create a social media program to spread the word about their project). Additionally, CTCV held 11 Anti-Violence Rallies that 1,710 23 | P a ge individuals attended, 14 Town Hall Meetings that 559 attended, and five Anti-Gang Rallies that 87 attended. Eighty-eight (88) participants were referred to domestic violence or human trafficking response counselors, 40 individuals received case management services, and crisis response workers were deployed 28 times and conducted 35 proactive peacekeeping operations. Overall, the City of Parlier saw a substantial drop in rates of violent crimes, rapes, and aggravated assaults in 2019 (one year after the project started) compared with 2018, despite the rates of the same crimes remaining unchanged statewide. 24 | P a ge City of Pasadena Total Award: $235,283 The Pasadena Public Health Department (PPHD) and its partners implemented the new Project Safe Pasadena (PSP), which focuses on reducing violent crime among youth ages 11 to 24-years old and residing in Northwest Pasadena and Altadena. The project is based on the “Cure Violence” public health model, and includes three components: 1) Interrupt the cycle of violence using a peer-based street outreach approach to mediate ongoing disputes and de-escalate tensions; 2) Change thinking and behavior among the highest-risk youth by providing intensive case management services to them and their families; and 3) Change community norms and improve community-police relations through a violence prevention messaging campaign, youth-focused enrichment events and community-based events that bring community and stakeholders (including police) together, and specialized training for police. The main goals of PSP were: • interrupt the cycle of violence among youth aged 11 to 24-years old in Pasadena. • change the thinking and behavior among the highest risk youth and their families. • change the community norms that support “transmission” of violence and improve community-police relations. PSP partnered with Harvest Village Ministries to help launch the Community-Based Advocate component of Cure Violence. Harvest Village Ministries hired four Advocates, all with lived experience reflecting that of the high-risk youths they worked with. High-risk youth and their families were referred to PSP’s Case Manager for individual-level intervention and connection to other existing project partners (PPHD’s internal social and mental health programs, the Pasadena Parks, Recreation, and Community Services Department’s programs, partners offering parent support/parent skill-building classes, and Foothill Workforce Development Board’s Youth Employment Program). Additionally, PSP conducted community gatherings, trainings, and events in partnership with Advocates in neighborhoods most impacted by violence. These services provided an opportunity for residents to meet with police, service providers, city representatives, etc. After the COVID-19 shutdowns, the PSP Case Manager worked with Harvest Village 25 | P a ge Ministries’ Advocates to coordinate with local organizations to help supply groceries and prepared food to community members. During the grant cycle, Advocates proactively contacted 1,801 individuals in the community, 103 youth received intensive case management between July 2019 and March 2020, and 680 youth and young adults were referred to partner programs for services. During the COVID-19 pandemic, PSP provided over 400 families with food and basic need support on a monthly basis (see chart). 26 | P a ge City of Salinas Total Award: $500,000 The City of Salinas Recreation and Community Services Department (RCSD) collaborated with two community-based organizations, Partners for Peace and Rancho Cielo, to provide services to 1,279 unduplicated participants. These organizations are critical partners in working toward the prevention, intervention, enforcement, and reentry goals of the Salinas Comprehensive Strategy for Community-Wide Violence Reduction. The projects included an expansion of the City’s Saturday Teen Nights (STNs) to a fifth site under the Recreation and Parks Department, Parent Project Loving Solutions by Partners for Peace, and a youth vocational training called the Tiny Home Project by Rancho Cielo Youth Campus. These projects focused on proven violence prevention and intervention strategies by enhancing protective factors like skill development, mentorship, parent support, and teen recreation. RCSD’s main goals were to: • provide services to youth and parents to reduce risk factors and increase protective factors for youth. • reduce the number of probation violations and school discipline actions for youth who participate in the programs and youth whose parents attend parenting classes. • reduce violent crime in the City of Salinas. RCSD held 206 STNs which were attended by 2,794 youth between the ages of 11-19 years old in Salinas. Throughout the course of the grant, the Parent Project held 22 Changing Destructive Adolescent Behavior (CDAB) sessions attended by 257 parents, 191 (74 percent) of whom graduated from the course by going to eight or more classes. Additionally, The Parent Project held 18 sessions of their Loving Solutions program; 153 parents attended the program during the grant cycle with around 72 percent of enrollees graduating from the course. Rancho Cielo provided job training to 231 enrollees between the ages of 16-24 years old. Thirteen (13) youth completed the Solar Installation Basic Training Program, 229 received academic instruction, and 139 were connected to health and human services during the 27 | P a ge grant cycle. At the end of the grant cycle, RCSD saw a slight reduction in the number of probation violations in the children of CDAB graduates, as well as a reduction in negative school outcomes. Violent crime around the Rec Centers decreased somewhat, though the totals before and after the grant cycle were small. Part I violent crimes (homicide, rape, robbery, and aggravated assault) decreased across the City of Salinas by around 12 percent as well as a slight decrease in the number of youth aged 10-19 suspected of being involved in shootings from 2018 to 2020. 28 | P a ge City of Santa Rosa Total Award: $500,000 The City of Santa Rosa Violence Prevention Partnership’s Guiding People Successfully (GPS) project is a multi-disciplinary effort of local government, law enforcement, faith community, schools, businesses, and community-based organizations working together to provide trauma-informed, wraparound services to help address the root causes of violence in the community. GPS implemented the Positive Youth Justice model, which focuses on building life-skills and improving behavior and school attendance for at-risk youth ages 12-24 in Sonoma County. GPS provided alternatives for youth and families by offering collaborative and integrated services. The GPS case management strategy incorporated an Individual Development Plan for participating youth, focusing on setting goals and identifying targeted services to help ensure youth made positive choices to encourage a better future free of violence and recidivism. GPS’s main project goals were: • using a Positive Youth Justice (PYJ) framework to serve at-risk and/or underserved youth in greater Santa Rosa. • enhancing protective factors and youth resiliency. • reducing recidivism by building youth resiliency. • improving youth education and/or work experience conditions. The first year of the grant cycle focused on implementation and startup, including the updating of the shared data system Apricot. During the second year of the grant cycle, LifeWorks of Sonoma County and Social Advocates for Youth (SAY) began focusing on increasing enrollment numbers, but shifted in March 2020 to helping youth and families get support to survive the COVID-19 pandemic. The project was able to provide 30 GPS- enrolled youth and their families with $500 emergency grant stipends to improve housing security, meet basic needs, and decrease the digital divide. Though COVID-19 brought unforeseen issues with referrals and the provision of services, GPS was able to serve 215 unduplicated youth and 142 family members across 56 SAY and 9 LifeWorks events. There was also an unexpected number of youth and parents that declined to have their data collected for the project. In total, data was collected from 71 29 | P a ge youth; of those youth, 41 youth who participated in LifeWorks were given in-home case management services and all 30 participating in SAY services received individualized case management. By the end of the grant cycle, 48 of the 71 youth who provided data had exited the project; of those 48, 15 youth (32 percent) were registered as having successfully completed project requirements. Lifeworks provided 80 total youth with intensive case management; 42 youth cases were closed by the end of the grant and 41 youth showed an improvement in at least one PYJ Domain during the grant cycle. SAY provided 144 youth with intensive case management services and provided 76 youth with paid work experience, resulting in 15 closed cases and 90 improving at least one PYJ Domain. Additionally, 49 youth attended Tackling the Tough Skills curriculum, and 17 youth completed the full series. Of the 30 youth who completed an outcome survey after participating in SAY services, 21 (70 percent) showed improvements in at least one of the PYJ domains (work, education, relationships, community, health, and creativity). Overall, 84 percent of the 30 youth reported no new or more severe offences during or after participation in GPS services and only five youth had a new offense after participation; only eight youth who provided data entered the project had prior offenses and seven of those youth avoided offending during or after completion of the project. 30 | P a ge City of Seaside Total Award: $500,000 The City of Seaside’s Youth Resource Center (SYRC), along with regional partners and community-based organizations, provided inclusive, innovative, and inspirational programs dedicated to violence prevention and intervention services for at-risk youth and young adults and their families. These programs include domestic violence intervention counseling and supervised visitation services, innovative parent education classes, mentoring to adolescent girls, teaching restorative justice principles to assist youth with constructive problem-solving skills, and education to prepare youth for jobs of the future. The SYRC assisted with the development of a local employment program for youth 15 years or older. The SYRC is a collaboration of community-based organizations and agencies that provides prevention and intervention services for at-risk, on probation, and gang-involved youth as well as their families. Youth were referred to the SYRC by multiple sources, including police and probation officers, parents, social service departments, and non-profit organizations. SYRC also partnered with Community Human Services (CHS) to provide mental health, substance abuse prevention, domestic violence intervention/counseling, and homeless youth services. SYRC’s main goals were to: • provide a wide range of services to at-risk youth and their families to reduce risk factors for violence and increase protective factors. • reduce the number of probation violations, arrests, and school discipline problems for youth who participate in the proposed programs and youth whose parents attend parenting classes. • reduce violence in the City of Seaside. During the grant cycle, SYRC received 232 referrals from schools, parents, probation, and police; of these, 128 resulted in in-person intakes with youth and parents and 28 phone intakes (due to the pandemic). The COVID-19 pandemic did cause a reduction in intake and enrollment rates, dropping from 23 on average each quarter to 8 each quarter after March 2020. Of the 156 received intakes, 152 youth enrolled in the SYRC program. Case management services were provided to 144 enrolled youth (95 percent). Twenty- 31 | P a ge two (22) percent of youth were referred to a substance abuse treatment program, 106 parents were referred to parent education programs, 10 percent of youth were referred to the Behavioral Health Bureau for counselling, 65 percent of youth received mentoring and life skills classes; 12 youth took and completed the summer youth employment program, 130 individuals participated in domestic violence counselling. Thirty-four (34) youth identified as having high numbers of absences and/or suspensions were given counselling and academic support, 44 students enrolled in science, technology, engineering, and math (STEM) activities through The Village Project, Inc., and 10 youth were trained in peer mediation. Additionally, SYRC held 28 community education sessions (with an additional 60 sessions held by community partners) and five 10-week Empowerment Workshops through Ladies First, which served 63 individuals (25 successfully completed). CHS provided the Positive Parenting Program that served 203 parents in the community, 63 of whom successfully completed the curriculum. Additionally, 101 individuals successfully completed domestic violence/anger management curriculum. Sixty-nine parents participated in Changing Destructive Adolescent Behavior (CDAB) parent education classes. Those who completed the course were asked to complete a survey and 42 parents responded. The survey respondents indicated that felt they had a better understanding of/improved their own behavior regarding each class item (e.g., discipline, communication, relationship with youth, knowledge of community resources, knowledge of drugs, etc.). Though the project had some difficulties getting the consent of parents to collect data from participants under age 18, SYRC was able to do a pre-/post-service comparison of 27 youth whose parents completed the CDAB classes and who had available school data. Those youth with parents in the CDAB classes had very little involvement in the juvenile justice system prior to taking the course, and no youth had probation violations after their parents completed the class. Though the project did see an increase in participating school’s overall rates of suspensions and referrals in the 2019-2020 school year, attendance improved overall. 32 | P a ge Garden Pathways Total Award: $500,000 Garden Pathways set out to expand existing intervention and prevention services by increasing mentoring services, case management, and other support services to youth and adults impacted by gangs and violence; to pilot an intervention program in two neighborhoods with rival gangs and create safe spaces to develop friendships; provide education, vocational training, and employment opportunities to participants; and implementing a hospital-based intervention program with the local trauma center. The main goals of Garden Pathways were to: • reduce acts of violence and crime in the individuals served, including retaliatory shootings (primarily for youth). • maintain a recidivism rate of less than 25 percent for program participants. • provide adult participants with mentoring for education (GED, HS diploma, AA, BA), vocational training, and/or referral-based employment opportunities. Garden Pathways provided professional mentoring for youth at two middle schools in Bakersfield. These mentoring services targeted 7th and 8th graders identified by school staff as having frequent disciplinary issues, GPA difficulties, and known gang associations. Garden Pathways provided ongoing services once each week as students moved into high school using professional high school mentors; mentees also participated in enrichment activities once per quarter outside of school (leadership conferences, hockey games, etc.). Adult prevention and intervention services consisted of one-on-one mentoring and employment education and training for recently or currently incarcerated adults with gang associations and/or membership across Kern County; clients were either entered the project as a self-referral or were referred to the project from the county jail, Bakersfield PD, Kern County Sheriff’s Office, Kern County Probation, or from another agency. Clients were given a Mentoring Service Plan and one hour of one-on-one mentoring per week for up to a year. Clients were also given access to services provided by Garden Pathways, such as employment strategies courses, job search assistance, help obtaining vital documents (i.e., identification cards, birth certificates, etc.) for employment purposes, 33 | P a ge vocational certification training, school enrollment help, and assistance with healthcare enrollment. The Adult Hospital Intervention component provided mentorship and guidance to victims of recent trauma in order to reduce the risk of retaliatory violence. The project was particularly focused on victims of either a gunshot or stabbing that was gang or community violence related. Unfortunately, due to complications with establishing a partnership with the local hospital and subsequent complications resulting from the COVID-19 pandemic, the hospital intervention program startup was delayed until the final quarter of the grant cycle. Throughout the grant cycle, Garden Pathways provided direct services to 288 youth and mentors met with youth between two and five times a month throughout the youth’s involvement in the project. Additionally, 71 adults received mentoring services, 57 (80 percent) of which completed at least one service plan. Of the 432 referrals for victims of community violence received between June and December 2021, staff were able to engage with 79 patients before their discharge. Of those 79 patients, 70 (89 percent) received some combination of services from Garden Pathways. Thirty-one (31) clients were enrolled in and completed the WESTEC training program, and the program provided employment strategies training to 38 clients; 37 (97 percent) clients completed the strategies training. The program also assisted eight mentoring clients to enroll in Medi- CAL. Of the 71 adults receiving mentorship services, 68 had a history of incarceration, 50 of whom had been released in the 12 months prior to project participation. By the end of the project, only two clients (3 percent) had been reincarcerated. Additionally, 30 adult mentees (42 percent) were able to find permanent employment after the project and 24 (34 percent) were employed for 3 months or longer. Unfortunately, due to challenges accessing the school data for youth participants, individual data were not collected for many of the youth mentees so outcomes could not be presented. Additionally, challenges caused by COVID-19 made it difficult to draw conclusions based on the schools’ suspension totals, which increased greatly during the 2019-2020 school year. 34 | P a ge Options Recovery Services Total Award: $437,122 Options Recovery Services provided recovery services for formerly incarcerated people and others with histories of violence with the goal of reducing violence in low-income, high crime areas of Oakland and Berkeley. Recovery services included transitional housing linked to addiction counseling, anger management, life skills and employability counseling, as well as peer counseling by former inmates. The main goals of Options Recovery Services were: • to provide and improve upon services for adults with Substance-Use Disorders (SUDs) in Alameda County and in prisons throughout the state. • to reduce substance use in clients. • to reduce violence and criminal behavior. Options Recovery Services hired 23 SUD Counselors as peer coaches/mentors; four mentors became certified as SUD Counselors during the grant cycle. Each client participating in the Options SUD program was assigned a counselor for one-on-one meetings and to develop a client-centered treatment plan which documented the area(s) of need for the client’s substance abuse treatment, mental health treatment, primary health care, housing, and economic stability. From 2018 through 2020, Options Recovery Services entered 1,797 clients into the outpatient program; by the end of the project period, 1,005 (55.9 percent) clients had exited the project with a positive rating (indicating they completed treatment or left treatment early with satisfactory progress), 767 (42.7 percent) exited with a negative rating (indicating they left before completion with unsatisfactory progress, died, or were incarcerated before they were able to complete project requirements), and 25 (1.4 percent) clients had not yet been discharged from services during the time frame covered in this report. On average, participants were engaged in project services for approximately 100 days. Clients provided self-reports on their own substance use and behavioral measures during intake interviews and, when possible, at exit interviews; all measures used were based 35 | P a ge on items in the statewide California Outcomes Measurement System. In general, the percentage of clients that indicated they had zero days of drug use in the prior 30 days was 82 percent compared with 50 percent at intake; only 16 percent indicated they increased their days of use or had no change. Of the 6.4 percent of clients that indicated they entered service with alcohol use during the prior 30 days, only 1.5 percent reported the same number of days of alcohol use in the last 30 days prior to discharge. 36 | P a ge Playa Vista Job Opportunities and Business Services Total Award: $500,000 Playa Vista Job Opportunities and Business Services’ (PVJOBS) project ReVIVE (Reach Violence Intervention Via Employment) provided personal assessments, legal counseling, trauma-informed care, employment readiness services, and job placements for individuals 21- to 50-year-olds with a goal of lowering the incidence of recidivism and its correlated violence in the reentry population. The ReVIVE team members included members of the California State University, Dominguez Hills Sociology Department, the Criminal Justice Courage Campaign Legal Clinic, as well as the PVJOBS Case Manager, Job Developer, Jobs Coordinators, and Mentors. The main goals of PVJOBS were: • for less than 15 percent of participants to recidivate back into the justice system during the two-year grant period. • to promote improved, positive behaviors to lead participants to self-sufficiency. • to find employment for at least 60 percent of the Project ReVIVE participants. ReVIVE provided a job-driven reentry strategy with six phases: 1) referral, 2) assessment, 3) legal counseling, 4) trauma -informed care, 5) training, and 6) employment services. ReVIVE provided legal counseling services through Ancho of Hope International Ministries once a month; clinics were facilitated by qualified attorneys and included record sealing, expungement, family law issues, Proposition 47, child support, and more. Employment services provided participants with resources necessary to get into jobs, such as tools, clothes, boots, drills, shoes, books, laptops, etc. Throughout the course of the grant cycle, PVJOBS provided intake orientations to 280 participants, 228 of which were chosen for enrollment in the ReVIVE program; 184 (80.7 percent) of the enrolled participants were assigned to a case manager and completed individual employment plans, 106 received and completed training in Construction 101, 11 participated in the Construction Tech Math Class, and 164 individuals (72 percent) were placed in a job during the grant cycle, meeting the project’s participant employment goal. Additionally, 101 participants received legal counseling services, 148 completed some form of training, and 77 were provided with employment and supportive services. 37 | P a ge Finally, PVJOBS held 30 trauma-informed care sessions which served 167 individuals, 129 of which were connected directly to a mentor/role model within the project. Outcomes were measured using a pre-/post-service survey; based on responses, there was a 69 percent decrease in indications that participants thought about using drugs to help reduce life stress and anxiety, a 10 percent decrease in those who recently used alcohol to self-medicate, a 10 percent increase in recognition of the importance of mental health care in personal/family life, and a 43 percent increase in recognition of the importance of substance abuse treatment in personal/family life. Additionally, 70 percent of respondents indicated an improvement in their housing situation, 79 percent reported feeling “hopeful and confident” regarding their housing situation for the next year, 79 percent reported they had worked in the previous 6 months (compared with 25 percent in the pretest), and 70 percent reported they were currently working (compared with 36 percent in the pretest). The project was also able to use a control group for individuals receiving employment services to compare outcomes. The control group came from the Hatch Program (one of the places ReVIVE referred work-ready participants) and consisted of 200 members of the reentry population between the ages of 21 and 50. Compared with the control group, the ReVIVE group had higher rates of recidivism, similar rates of job placement, and a lower percentage of union admittance, however they also had almost double the recorded pay on average. 38 | P a ge South Bay Community Services Total Award: $500,000 South Bay Community Services implemented a Credible Messenger Mentoring Program (CMMP) for at-risk and high-risk youth and young adults in National City (a high crime jurisdiction). For the Mentors, CMMP trains neighborhood leaders who were formerly incarcerated or involved in the justice system and who have turned their lives around. The Mentors were trained in Positive Youth Development, cognitive behavioral therapy, restorative practices, and trauma-informed approaches, as well as the art of facilitation. CMMP provided youth with mentoring from believable sources, opportunities to form healthy relationships with pro-social peer groups in safe, supportive environments, and tools to replace negative attitudes and behaviors with productive practices and relationships. The main goals of South Bay Community Services were: • to launch and maintain CMMP for at-or high-risk youth 12- to 24-years old. • to increase long-term positive outcomes for youth and young adults. CMMP recruited mentors with lived experience to facilitate open groups that met weekly to use the Forward-Thinking Interactive Journaling curriculum, as well as holding bi- monthly individual mentor/mentee sessions, group outings, and pro-social activities. Participants were also given the San Diego Risk and Resiliency Checklist to measure risk to recidivate and protective factors to calculate an overall resiliency score. 39 | P a ge Stay-at-home orders, closure of in-person schools, and cancellation of pro-social events/in-person meetings resulting from the COVID-19 pandemic required the project to update methods for getting referrals and providing services to participants. To combat these challenges, CMMP made crucial design modifications, such as recruiting participants from the community and shifting to virtual mentor/mentee meetings. After making modifications, CMMP recruited and trained 84 mentors, 15 of which received certificates in Credible Messenger Mentoring and Interactive Journaling; additionally, CMMP received 185 referrals from local schools, the National City Family Resource Center, Juvenile Court and Community Schools, justice providers, and a community recreational center; of those referred, 174 youth were enrolled in CMMP. Of the 174 enrollments, 131 (75 percent) completed the minimum 21 project activities required to successfully complete project services. Nearly all mentees who successfully completed CMMP (99 percent) had an increased resiliency score at exit (m = 43.0) compared with intake (m = 29.7) and 98 percent did not have an arrest during project participation or six-months following the project. Participants were asked in the post- project survey to indicate whether they created at least one positive relationship with an adult since starting CMMP. All mentees responded positively with 67 percent indicating “Yes, Definitely”, and 33 percent indicating “Yes, I think so”. 40 | P a ge The Reverence Project Total Award: $500,000 The Reverence Project developed the Ambassadors Peace Initiative (API) to focus on providing free, supportive, intensive, trauma-informed direct services for 16 to 30-year- olds that are self-identified victims/survivors, LGBTQI, individuals identifying as survivors of gang violence and their families. The main goals of API were: • countering gang involvement by expanding partnerships with highly communicative agencies and current/former gang members to enhance community safety. • providing intensive trauma-informed care, healing, and recovery services to men, women, boys, and girls self-identified as victims/survivors of crime. • extending intensive trauma-informed care to serve the LGBTQI male and female gang population. API provided 145 victims/survivors with access to their Community Sentinels Leadership academy (CSLA) which provided training in civic education, public safety, strategy and policies, conflict resolution/mediation, restorative justice and community outreach, and advocacy to students. CSLA training was designed to transform participants’ thoughts about self-community, and public safety to re-negotiate lives without crime and violence. Students were also given the opportunity to earn a certification in advocacy (which would give them the education necessary to understand the relationship between survivors of crime, including their own families, and themselves) and/or conflict resolution. Additionally, API provided 140 enrolled individuals with intensive case management, 140 with mentoring services, and 147 with leadership coaching. Throughout the grant cycle, CSLA enrolled 126 students, 67 (53.2 percent) of whom successfully graduated by the end of the grant. All 126 students were given access to case management services during enrollment. In addition, 67 individuals were Certified in Advocacy by Crime Survivors for Safety and Justice and 67 were trained in conflict resolution by the Professional Community Intervention Training Institute (PCITI), of which 12 were officially certified. The CSLA enrollees also helped 48 individuals get CPR/First Aid certified and 15 individuals get certified in Financial Literacy. Additionally, 161 41 | P a ge individuals were enrolled in the Healing Journeys program and 3 Ambassador Commission Workshops were held which served 32 individuals. This project faced many challenges, ranging from a small staff, difficulty collecting and maintaining data records, underfunded projects, extended timelines, and the COVID-19 pandemic. These challenges, particularly those regarding data collection, resulted in the grantee being unable to conduct a full outcome evaluation beyond providing their activity/service outputs. 42 | P a ge Young Visionaries Youth Leadership Academy Total Award: $500,000 Young Visionaries Youth Leadership Academy (YVYLA) is a non-profit organization serving the youth of San Bernardino County. The target population of YVYLA is youth and young adults residing in the city of San Bernardino. Through a comprehensive four- part strategy this project was designed to reduce violent crime. The main goals of YVYLA were to: • increase the number of young adults receiving mental health services and substance-use treatments. • increase the number of elementary schoolers, high schoolers, and young adults receiving curricula in the community. • increase employment readiness, workforce development, and employment in high school-age youth and young adults. • increase high school graduation rates and academic performance in elementary and high schoolers. • decrease violent behavior and recidivism in elementary schoolers, high schoolers, and young adults. YVYLA partnered with the Successful Occupational Strategies (SOS) Workforce Development Program to provide options for disadvantaged youth and young adults who have graduated or on track to graduate from high school but have limited skills to obtain a living wage job. Additionally, YVYLA’s Student Achievement Mentoring (SAM) Program was designed to address and reduce suspensions through effective implementation of positive behavior support systems and to support the educational and professional aspirations of all students. Throughout the course of the grant, the SOS Program received 658 referrals, enrolled 496 participants and 245 successfully completed the program. While enrolled in SOS, 472 attended Life Skills classes, 469 attended Occupational Skills training, and 243 were assigned to a mentor. Additionally, SOS held 17 Financial Literacy workshops that were attended by 236 individuals. The SAM Program received 1,119 referrals, all of which were enrolled in mentoring services. 76 youth participated in the SAM afterschool program, 132 youth were given counseling with a trauma-informed mental health therapist, and 88 43 | P a ge youth were given counseling from a drug and alcohol counselor. YVYLA was able to provide their community with mental health and substance abuse treatment resources. Of the individuals who successfully completed the SOS Program, 101 went on to obtain full time employment. Though the project couldn’t access grades, GPAs, or graduation rates of youth involved in the program they were able to assess students’ behavioral resiliency. This measurement was used to get insight into students’ self-assessments of their academic performance. Overall, behavioral resiliency was high after participation in the project services, as were self-reported grades and amount of effort put in at school. 44 | P a ge APPENDIX A: State Budget Language (FY 2018-19) Senate Bill No. 840 CHAPTER 29 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, 2018. Filed with Secretary of State June 27, 2018.] 5227-108-0001—For local assistance, Board of State and Community Corrections ......................... 9,000,000 Schedule: (1) 4945-Corrections Planning and Grant Programs ........................ 9,000,000 (a) Grants to the City of Los Angeles ........................ (1,000,000) Competitive grants to all other cities or to community- (b) based organizations ................... (8,000,000) Provisions: 1. The Board of State and Community Corrections program awarding state grant funds from Schedule (1)(a) and (1)(b) shall be named the California Violence Intervention and Prevention Grant Program (CalVIP). 2. All CalVIP grantees shall provide a 100-percent 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 Schedules (1)(a) and (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. 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 45 | P a ge 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 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 the 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 pursuant to Section 9795 of the Government Code within 90 days following the close of the grant cycle on the overall effectiveness of the CalVIP program. 9. Funds appropriated in this item are available for encumbrance and expenditure until June 30, 2021. 10. Upon order of the Director of Finance, up to 5 percent of the amount appropriated in Schedule (1) shall be transferred to Schedule (1) of Item 5227-001-0001 for costs to administer the CalVIP program. Funds transferred pursuant to this provision are available for encumbrance and expenditure until June 30, 2021. 46 | P a ge Appendix B: Final Local Evaluation Reports The Final Evaluation Report for each grantee in Cohort 2 can be found on the CalVIP website at http://www.bscc.ca.gov/s_cpgpcalvipgrant/. 47 | P a ge