Mid-Year Report to the Board of Directors

Transcription

1 Mid-Year Report to the Board of Directors Guiding the Development of Robust and Integrated Wellness Centers and Networks The L.A. Trust is working to refine the way business is done at Wellness Centers in order to provide more comprehensive services and ensure that clinics are able to operate efficiently and we are effectively reaching students and their families. In order to accomplish this work, we are working in consort with LAUSD Student Health and Human Services, Facilities staff, The Board of Education, LA County DHS and Public Health Departments, Community Clinic providers, mental and oral health providers, students, teachers, parents, and a myriad of community partners. Since July 1, 2015, we have advanced this goal in the following ways: We have finalized a data linkage plan with clinical and student data (in pursuit of the ultimate goal of creating a comprehensive data set for purposes of evaluating both issues and opportunities and monitoring successes in improving student health). With the opportunity to link student directory data to the data of health care providers, we are recruiting funds to support the automated, DASH to Wellness. We have secured $50,000 from the Ralph M. Parsons Foundation and have established interest from the California Endowment, Kaiser Permanente Community Benefits, The Wasserman Foundation and the Blue Shield of California Foundation. We hope to have all funds secured in This system will reduce data collection burden and enable us to tell a significant story of how health and education is interrelated, and demonstrate the impact of Wellness Networks on student success. In tandem, we are in process of securing funding for a full evaluation of all Wellness Centers. Our Learning Collaborative meets quarterly and has consistently 80 plus members from the 14 sites attending. The Collaborative is evolving and each site conducts Plan, Do, Study, Act (PDSA) cycling to improve services on site. This fall and winter, The L.A. Trust staff has met with all of the CEOs and 80% of the Mental Health leaders to understand what is required to further the integration of their services on campus. The L.A. Trust supported the salary of a Healthy Start Coordinator at Manual Arts High, the only site without a full time Wellness Coordinator. This was determined to be a critical position for a higher level functioning Wellness Network. Wellness Coordinating Councils (school and clinic staff, students, teachers, parents and community partners) are also operating at all 14 sites working with uniform logic models, orienting new staff through The L.A. Trust Orientation Portal, attending our quarterly Learning Collaborative, and using data to drive performance improvement. Each site has an average of 7 community partners working together to advance the model, an as of December 31, 2015, there have been over 139,000 patient encounters, broken down by student (46%) and others (54%). Our Early Childhood Linkage to Wellness (ECLW) Program is increasingly supporting the 0-5 population, advancing and improving the health and wellness of our youngest children. This year over 5,000 little ones have received services. There are external partners aligning with the district

2 staff employed through this program to support and connect families to Wellness Center services including Best Start Communities, WIC, Family Resource Centers, Black Infant Health, LA Best Babies Network and the Nurse Family Partnerships. Our own LAUSD staff has been trained in Abriendos Puertas, Ages and Stages, and PEDS assessments and on the Collective Impact model. Over 150 providers have received Bright Futures training from UCLA Department of Pediatrics. Through this program we have also engaged 211 LA to develop a referral follow up database where the referring entity (ECLW staff) can find out if a family referred to a specific service actually followed up. This automated technology is cutting edge in our social service system. LAUSD s Healthy Start Program is transforming as a result of this investment, 60 Healthy Start staff will be trained to conduct PEDS screening for developmental concerns, and will be trained in sensitive and dignified referral methods for families in need of the Special Needs Network. Finally, we have engaged both First 5 Parent Centered Intervention Therapy (PCIT) program and the Special Needs Network for autism therapy to assess the feasibility of establishing services at Locke Early Ed Center, one of the Wellness Center sites. This could help us create an early intervention model at Locke that can inform other collaborative partnerships in early Ed in the county. Our work with Vision Y Compromiso and Planned Parenthood promotoras responds to our Community Engagement logic model. These two partners have been working with us and in the Wellness Networks to train families to talk to their kids about healthy relationships, sexual and reproductive health, and give them information on Wellness Centers. The Families Talking Together curricula are evidenced based and have been very well received by over 500 parents. We plan to expand this to 1,500 parents in the next year. Each of the 14 sites has an active and more refined Youth Advisory Board (YAB) this year, and The L.A. Trust has also refined its youth development strategies for our own YAB. YABs are coordinating two holistic health and wellness campaigns per year on their campuses, focusing on healthy eating active living, stress reduction, healthy relationships, asthma, substance use, STD and Teen pregnancy prevention. These bi-yearly student-led campaigns will offer information on alternative and accessible life choices for all students and their families, while also highlighting existing access to care right on campus. As part of the Student Engagement logic model, a goal is to develop career pathway programs. We are working to leverage the LAUSD s Linked Learning career pathway program to create a more solid plan which will result in jobs on campus, not just internships within the Wellness Network. To support these systems, we have raised $2,019,672 in funds this year including from the National Office of Adolescent Health in Partnership with USC ($1million over 5 years to The Wellness Centers), Core Operating support from the W.M. Keck Foundation ($250K over 3 years, PCORI research grant to place ipads risk screening at all Wellness Center sites (approximately $1 million over 5 years), $25K from the Ahmanson Foundation to support the purchase of the ipads, $425K to support the development of a career pathway program in health from the California Endowment, and $412K from the California Community Foundation in partnership with Children s Hospital Los Angeles to develop and refine substance abuse

3 prevention Screening, Brief Intervention Referral and Treatment (SBIRT) at four Wellness Center sites among others. Grants are pending from the California Endowment ($750K) to create two trauma informed campuses on Wellness Center sites at Elizabeth Learning and Gage Middle Schools and from the Everychild Foundation for defining a model for mental health integration that includes seamless referrals from school providers to external partners and supports a wellness milieu. We have hired consultants through our grants to conduct a billing assessment of our providers in order to identify gaps in funding, strategies to improve billing, and provide individual technical assistance to each site. A data development team has helped us to create the model for which we can build the long awaited data interface. We are working with an architect team to help define (with the communities at Jefferson and Fremont) the optimal appearance of a model Wellness Campus. They are in the 3 rd phase completing a 3D design for both campuses. This work will help us define funding needs and help to inform facilities win the expansion of Wellness Phase 2. Wellness Phase 2 is nearly ready for recommendations to be presented to the Board of Education. The Wellness Index was used as the basis for possible locations, and the plan was overlaid with existing services in order to avoid the duplication of services. Our staff, along with Dr. Uyeda, Pia Escudero and facilities staff has been meeting to identify potential providers and physically eligible campuses. 20 Letters of Intent were received for expansion of current Wellness Centers and new potential sites. The letters were vetted and the plan is to present findings to the Board of Education in April for approval of the first phase of building. In addition, part of the resolution for Wellness Phase 2 is that we identify ways to leverage funding. We have met with county, city and foundation partners to align place-based efforts to include the Wellness Centers, both existing and proposed, in Phase 2. Kaiser Permanente, the Wasserman Foundation, Blue Shield of California and The California Endowment are all in conversation about what investments make the most sense, and the City and County are working with us to ensure that the Wellness Centers become the nucleus of their proposed Healthy Kids Zones. Finally, we are working to align the Blueprint for Wellness policy with the Safe Schools Plan and our local Wellness Initiatives. We are planning to work with CORO fellows and interns to finalize this crosswalk. The intent is to offer local administrators a mechanism to demonstrate actual implementation of the policy. Develop & Expand a Comprehensive Oral Health Program for LAUSD K-12 We have nearly completed our 3-year plan for the Oral Health Initiative. Working together with our Oral Health Advisory Board, we have experienced greater interest and dedication among LAUSD partners, school-based dental providers, oral health stakeholders and community advocates. At our meeting in August, we hosted the California Alliance for School Based Health, The National School Based Health Alliance and the DentaQuest Foundation so they could learn

4 and model our work in this effort. We have completed a draft for publication on the program to be submitted to the Journal of Dental Education and our presentations have been accepted for the statewide and national School Based Health Alliance conferences. We proposed to expand the Universal Screening & Fluoride Varnish program to four additional schools, totaling 12 this year, however, we have already completed this at 12 schools with over 4,000 students screened (again, approximately 5% with abscesses) so far this year. Five more events are scheduled before summer break, bringing our total to 17. We have diversified the provider base engaged with this program as well as the population screened to include High School students. At Jefferson High, we also tested for gingivitis and found over 80% of students screened had some level of gum disease. This finding will have us expand the depth of oral health we focus on. Oral Health posters were printed for every LAUSD school (1000) and are being distributed this month. Poster Contest Winners will be receiving their awards in February. Through our very successful 1st annual Tooth Fairy Convention, we raised more than $70,000 in sponsorship funds, collaborated with 18 community partners to spread educational messages related to oral health and honored 120 parent volunteers that worked hand in hand with us to conduct our screening and fluoride varnish programs. Save the Date the next TFC is coming in February 2017! In order to support this initiative, $544,000 has been raised so far this year to support The L.A. Trust staff, parent incentives, District Nurses and our Tooth Fairy Convention. Strategic Plan Revision In October 2015, our strategic planning committee met to manage the strategic plan revision process. Led by Patty Anton, the committee reviewed the prior plan, refining and streamlining our goals. A template was created which clarified goals and the outline for processes to achieve the goals addressing enabling factors for each goal, i.e., people, processes, data and technology, policies, and funding. (See attached.) Building a Robust L.A. Trust Board In July 2015, The L.A. Trust Board adopted the following Strategic Goals: 1. Fundraising 100% of the board will make contributions to the organization either financially or in-kind 2. Communications and Marketing 100% of the board will promote the organization through their personal networks 3. Strategic Goals 100% of the board will participate in at least one board committee as outlined in the strategic plan Working with the nominating committee, we have adopted a descriptive announcement to recruit L.A. Trust Board Liaisons with tight linkages to Board of Education members. We are

5 continuing to refine processes to insure School Board members are aware of our programs and support our work. Infrastructure To accomplish this expanded program, we have hired 6 additional staff and several new consultants. We continue to leverage our partnerships and subcontracts to extend the reach of our programs and processes to a broader system of community health and wellness. Staff is adopting Smart Sheet to monitor and track performance metrics and will use this tool to ensure we succeed in every goal. Website and other communications platforms are being revised and updated. Since July 2015, we have registered 17,424 website hits, outreached to more than 9,500 Facebook users, and generated 56,042 Twitter impressions. We are working with teamcfo to streamline our accounting and tracking systems. In February, we received a clean audit for the fiscal year. Among our new staff is a Fund Development Director who is quickly onboarding and has brought new interest from the funding community and succeeded in securing a grant in her first quarter. Our Communications and Marketing Manager is coordinating the employee giving campaigns and successfully won The L.A. Trust a place in the city s employee giving campaign. Our Sharing Brings Hope campaign was just launched and the new Superintendent presented the district with a challenge to raise 10% more than last year. With the efforts of our communications and marketing team, we are confident that The L.A. Trust will earn more than $54,000 through direct payroll and cash contributions. Per our Board recommendations, we are transitioning from LAEP payroll and HR services to more comprehensive benefits providers. We are in the process of collecting bids and plan to have contracts in place for an April 1 st transition. Through the Joint Powers Authority (JPA), The L.A. Trust enables LAUSD to be a self-insured entity saving the District over $2 million in the past two years. In line with the agreement, The L.A. Trust receives liability coverage and Directors and Officers coverage at no cost. The latest discussions have been centered on the possibility of establishing an investment fund through The L.A. Trust where we would earn a portion of the investment return to create an endowment. In addition, we are discussing the JPA s ability to cover our worker s compensation insurance. All this in six months..