SR-301-002-01
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NOV 2 8 1989
]i91 -DCJ;;t ~ 0\
Santa Monica, California
C/ED:CNS:JR:yaction
council Meeting 11/28/89
TO: Mayor and City Council
FROM: city staff
SUBJECT: Recommendation to Accept the Santa Monica Committee
for Youth's Final Report and to Approve Staff
Recommendations Regarding Implementation
INTRODUCTION
This report recommends that the city Council accept the Santa
Monica Committee for Youth's Report, "Kids in Santa Monica Part
I: The community Speaks Out" and approve, in concept, the staff
recommendations for implementation as detailed in the attached
report, "Kids in Santa Monica Part II: An Action PIan for the
1990's." This Action Plan will serve as a blueprint for specific
program and funding actions in the coming eighteen months and
further, and outlines a ten year approach and goals for community
support to youth and families in Santa Monica.
This report
further details specific Council actions required for the Fiscal
Year 89-90 and discusses the need to work cooperatively with
other funders to identify additional private and public revenues
to ensure long-term implementation of the proposed Plan.
BACKGROUND
Based on direction from the City Council, in June of 1988 the
City Manager convened a citizen task force to assess the current
status of youth needs and existing services, identify gaps and to
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NO\' 2 8 1989
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set forth a long-term vision and develop future strategies for
community support to youth and families in Santa Monica.
Over the past year, the Santa Monica committee for Youth,
composed of service providers, educators and parents, has
extensively surveyed youth, parents,
providers and school
district personnel.
The Committee's assessment also included
developing focus groups to determine the needs of youth and
parents.
This research has yielded a wealth of information on
needs,
resources
and
possibilities
for
improvements
and
enhancements. The Committee met regularly for over twelve months
to develop a report which organizes its findings and makes
recommendations in a range of areas.
The Council received the Committee's report "The Kids In Santa
Monica Part I: The community Speaks Out" in September 1989. It
is divided into two reports, the Final Report and the Executive
Summary.
Each addresses some of the most important issues
affecting the young people of Santa Monica.
The Final Report
provides a comprehensive description of each area studied
followed by specific reommendations to address the Committee's
findings.
The Executive Summary provides highlights of the
Committee's findings and extracts crucial recommendations to
address each issue.
The sources of information utilized and compiled by the Committee
include:
-1980 U.S. Census
-October 1, 1988 youth Forum
-October 13, 1988 city staff Forum
-November 29, 1988 Educators' Forum
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-March 1, 1989 Parent Discussion Groups
-Santa Monica Committee for Youth's Youth survey
-Service Providers' Survey
-School Principals' survey
-The student Health Questionnaire administered by the Santa
Monica-Malibu Unified School District in May of 1988
-Collaboration with the Santa Monica Child Care Task Force
and the City's Management Team on Gangs and Drugs
-Publications as referenced in the bibliography of the
Final Report.
For more detailed information about the methodology of the
report, please refer to the Methodology section of the Final
Report.
DISCUSSION
community Review Process: Following the release of the report to
the council in mid-September, the Santa Monica Committee for
Youth distributed the Full Report and Executive Summary to over
500 community groups and individuals. The Executive Summary was
posted on PEN where it was responded to by youth and adult PEN
users. Committee members met with groups including the League of
Women Voters, the Santa Monica Childcare Task Force, the
Commission on the Status of Women, and the Economic strategies
Working Group. The Santa Monica Committee for Youth convened two
very successful Community Review Meetings on November 1, 1989 to
give community members the opportunity to respond to the report
and to discuss the priorities and next steps.
These Community
Review Meetings were attended by a diverse cross section of the
community including City Commissioners,
service providers,
parents, young people, school district staff, City staff and
interested citizens.
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During this time, City staff completed extensive analysis of the
report and began the process of prioritization of recommendations
and development of an Action Plan. To ensure that the staff
recommendations for an action plan were reflective of the desires
and priorities of the community, particularly youth in santa
Monica, staff and the Committee solicited feedback and input from
a variety of sources.
Approximately twenty "readers" were invited to give their
comments on the report with their specific ideas as to the ten
most important findings and recommendations. This was followed
up with a small discussion group along with many written comments
and conversations with readers giving their perspective on
significant aspects of the report. The readers included many
city staff, some community members and youth.
City staff met with the Joint City-School District Committee to
present a preliminary outline of "Kids in Santa Monica Part II:
An Action Plan for the 1990s". At this meeting City staff
received School District input which has been incorporated into
the Action Plan and members of the group discussed ways of
working together on youth issues.
In addition, many meetings and informal discussions were held
between City staff in different departments on specific relevant
isssues. Community and Economic Development (CEO) staff met
extensively with the staff of Cultural and Recreation services to
flesh out recommendations pertinent to parks and recreation
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serv1ces. CED met with staff from the Police, Information
Systems and the Library to develop the Action Plan as well.
Finally, all students in the Santa Monica-Malibu Unified School
District Middle and High Schools were asked to give their
thoughts and feelings about the findings and recommendations in
the Committee's report. Social Science classes spent time
reviewing the Final Report report and Executive Summary and then
discussed and wrote about their comments, reactions and ideas.
They gave feedback as to what they thought were the most
significant findings and recommendations and they more fully
described their ideas about a Youth Center and Youth Commission.
Their input was reviewed by the committee and by City staff and
further verified the necessity of ensuring that the youth of
Santa Monica are the central architects and engineers of future
community plans for young people.
The Action Plan: The attached Action Plan is the culmination of
the acti vi ties described above. The Plan proposed three maj or
initiatives to be implemented over the next ten years: These
include: KIDS CITY, THE KIDS AND FAMILY SUPPORT NETWORK, and
PLANNING, COORDINATION AND ADVOCACY. The Ten-Year Plan and
Timeline summarized in the chart on page 7a provides an overview
of those major activities proposed to address the needs stated by
youth throughout the IS-month planning process.
The estimated cost implications of these efforts over a ten-year
period year period is approximately eleven million dollars and
Obviously exceeds the City's ability to support this effort
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within it's existing revenue base. It is proposed that $91,040
in "seed funding" be provided by the City's General Fund for
those initial activities proposed for the current fiscal year to
serve as impetus for launching the Action Plan and a long-term
multi-agency funding commitment. city staff will work to
identify alternative funding sources, including special taxes,
fundraising, and other special sources, during the FY 1990-91
budget process. The identification of these new city resources
will be essential if long-term implementation of the Action Plan
is to be achieved. The approaches and programs described in the
Action PIan will require the participation and/or financial
support of other government entities including the County of Los
Angeles as well as as the business community, school district,
united Way and foundations.
For the next fiscal year, the cost of the proposed initiatives
total approximately $649,680. All potential costs and those
currently budgeted are detailed in Attachment I.
BUDGETARY/FINANCIAL ANALYSIS:
In order to begin implementation of the recommendations in "Kids
in Santa Monica Part II: An Action PIan for the 1990s", a number
of budgetary actions must be taken in the curent fiscal year.
Additional General Fund appropriations, in the amount of $84,179,
are requested in the following accounts:
o Account #01-200-262-00000-1100-00000 in the amount of $20,179
to enahle the hiring of a Child and Youth Coordinator;
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o Account #01-400-501-75003-5506 in the amount of $16,000 to
enable the hiring of a Consultant organizer;
o Account #01-400-501-75003-1150--00000 in the amount of $11,000
for three part-time, as-needed youth organizing positions;
o Account #01-400-539-75003-5626-00000 in the amount of $10,000
to provide for the Kids Speakout Event;
o Account #01-400-539-75003-5626-6626-00000 in the amount of
$27,000 to provide for the Kids Day Event.
RECOMMENDATIONS
City staff recommends that the city Council: (1) accept the
Santa Monica Committee for Youth's Report, The Kids In Santa
Monica Part I: The Community Speaks out; (:2) adopt in concept
the staff implementation plan, "The Kids in Santa Monica Part II:
An Action Plan for the 1990/s": (3) authorize the city Manager
to implement Year I of the Action PIan (1989-90) and to begin
cooperative efforts with other funders to ensure the long-term
implementation of the Plan; (4) appropriate $84,179 in the
current fiscal year for the initiatives outlined in the Action
Plan in Year I (1989-90); (5) authorize the creation and hiring
of the position of Senior Administrative Analyst to coordinate
youth/childcare activities for the City: (6) authorize the
creation and hiring of three as-needed positions to be filled by
young people for the KIDS CITY Initiative; and (7) authorize the
City Manager to implement the grant funding process for youth and
family human services as specified in the Action Plan.
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Att: "Kids in Santa Monica Part II: an Action Plan for the 1990s"
Prepared By: Barbara Stinchfield, Community Development Manager
Julie Rusk, Human Services Coordinator
Liz Westerfield, Administrative Analyst
Department of Community and Economic Development
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PROPOSED BUDGET: YEARS X AND XX
ATTACHMENT I
X: KXDS CITY
KIDS CITY ORGANIZING
Organizer
Peer Organizers (3)
Consultant
KIDS CITY WEEKEND:
Kids Day
Kids Speakout
KIDS CITY PROJECTS:
Kids Communication Project(s)
Youth Center(s):
Design
Existing Facilities
special Proj. Contingency
PLAYFUL CITY Conference
SUBTOTAL
IIA: KIDS AND FAMILY
SUPPORT NETWORK--OUTREACB
PROJECT MILESTONE
KIDS REC. RESOURCE GUIDE
RECREATION OUTREACH TO
SCHOOLS
MULTI-CULTURAL OUTREACH:
Expand Latino Recreation
Coordinator Position
Pico Library outreach
COMMUNITY OUTREACH RESOURCE BANK
SOB TOTAL
Year I
Jan-June
1990
16,000
11,000
5,000*
27,000
10,000
-0-
-0-
-0-
-0-
64,000
-0-
-0-
-0-
-0-
-0-
-0-
-0-
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Year II
JUly-June
1990-91
32,000
22,000
5,000
27,000
10,000
7,500
100,000
25,000
3,000
231,500
-0-
7,500
-0-
15,000
46,000
5,000
73,500
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PROPOSED BUDGET: YEARS I AND II
lIB: KIDS AND FAMILY
SUPPORT NETWORK--RECREATION
PARKS AND ACTIVITIES
Basic Improvements
As-needed Rec. Specialist
Program Enhancements
Park and Field Devel:
John Adams/Clover Park
Lincoln or SAMOHI
Virginia Park
VOLUNTEERS
Expand Vol. Coordinator
PAL PROGRAM
Current
Enhancement
SUBTOTAL
lIe: KIDS AND FAMILY
SUPPORT NETWORK--CHILDCARB
OVERALL COORD. & ADVOCACY
Child and Youth Coordinator
MARINE PARK CHILD CARE CTR
Renovation
Prog. Coordinator and
Subsidy
CHILD CARE MASTER PLAN
Planning Process
Implementation
EXPANSION OF AFTER-SCHOOL
PROGAMS
SUBTOTAL
Year I
Jan-June
1990
15,856*
-0-
350,000 (C)*
50,000 (C) *
-0-
103,000*
-0-
**
350,000 (C)*
15,000*
60,000*
-0-
-0-
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Year II
July-June
1.990-91
15,856*
10,000
-0-
75,000 (e)*
250,000 (e)*
15,000
103,000*
40,600
65,600
**
150,000*
n/a
75,000
75,000
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PROPOSED BUDGET: YEARS I AND II
Year I
Jan-June
1990
Year II
July-June
1990-91
lID: KIDS AND FAMILY
SUPPORT NETWORK--BUHAN
SERVICES
ENHANCEMENT OF CURRENT
HUMAN SERVICES
Existing Funding Base
Additional Funding
550,000*
550,000*
150,000
COORDINATION OF EXISTING
SERVICES
Parent Education
Youth Employment
-0-
-0-
-0-
-0-
SUBTOTAL
-0-
150,000
III: Planning, Coordination
AND ADVOCACY
YOUTH/CHILD CARE COORDINATION
Child & Youth Coordinator
(includes benefits)
27,040
54,080
ADVOCACY PROJECTS
Kids Advocacy Coalition
Youth Budget
-0-
-0-
-0-
-0-
SUBTOTAL
27,040
54,080
GRAND TOTAL
$91,0"0
$ 649,680
$740,720
*-currently budgeted or budgeted separately, not included in
thistotal
**-budgeted under initiative III, Planning, Coordination and
Advocacy
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//- A-
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Kids In Santa Monica
Part II:
An Action Plan for the 1990's
"We are not social blemishes. We are intelligent and have a lot of
valuable opinions. Though we have our problems, we don't want
to be treated like we have them. Don't deal with us -- talk to us --
get our opinions. We know a lot more than we're given credit for."
Santa Monica High School Student
City of Santa Monica
November 1989
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TABLE OF CONTENTS
INTRODUCTION.. .. .. . . . .. . . .. . .. . . .. . .. . . . .. .. . .. . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 1
A CALL TO ACTION............... II .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. '" .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 2
DEFINITION OF NEED........................................... '" .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 3
THE VI S ION.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. 5
GETTING THERE: THE PIA.N'" .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . .. .. .. II .. .. .. .. ... .. . . .. .. . 7
INITIATIVE I: KIDS CITY.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . .. .. .. .. 10
INITIATIVE IIA: KIDS AND FAMILY SUPPORT NETWORK- QUTREACH.........14
INITIATIVE lIB: KIDS AND FAMILY SUPPORT NETWORK- RECREATION.......17
INITIATIVE IIC: KIDS AND FAMILY SUPPORT NETWORK- CHILD CARE. . . . . . . 2 0
INITIATIVE lID: KIDS AND FAMILY SUPPORT NETWORK- HUMAN SERVICES...23
INITIATIVE III: PLANNING, COORDINATION AND ADVOCACY...............28
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INTRODUCTION
"Kids in Santa Monica Part I: The Community Speaks Out" captured
the many unanswered needs and concerns of youth in Santa Monica.
It also revealed the interest, w~llingness and ability of youth,
and other community residents to work together to build a more
responsive community that prioritizes youth. "Kids in Santa
Monica Part II: An Action Plan" outlines a preventative services
and action agenda which invol ves youth as key architects and
engineers in developing Santa Monica as a "Kids City". The aim
of this Action Plan is to evaluate the needs of youth during each
phase of their life from birth to age eighteen in order to
develop, in the most comprehensive sense and by the year 2000, a
ci ty which has invested heavily, and wisely, in its youth and
their families.
The Action PIan is divided into a number of sections:
A CALL TO ACTION invites youth, community residents, and
other organizations to participate;
DEFINITION OF NEED summarizes what youth have told us
throughout the l8-month planning process:
A VISION underscores the broad goals for this long-term plan;
and
GETTING THERE: THE PLAN presents the proposed short-term and
10ng-term priorities, initiatives and activities designed to
meet the articulated needs of children and youth.
Several charts are also included to aid readers in reviewing the
Action PIan: A Ten-Year Plan and Timeline for all major proposed
initiatives is included on page 7a; a detailed listing and
analysis of all 109 Final Recommendations of the Santa Monica
Committee for Youth is included as Attachment I, and a projected
Budget for Years I and II of the Action Plan is included as
Attachment II.
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A CALL TO ACTION
Santa Monica in the year 2000 could be a city that, because of
the efforts of the past decade, is more supportive of youth than
it was before and whose major systems have been modified or
enhanced to address their needs. Youth should feel that Santa
Monica is a good place to do what for all of us is the most
difficult of challenges -- growing up. The task in the next
decade is to give youth who will grow up in our community the
supports, the encouragement, and the sense of personal power to
do just that.
It goes without saying that the implementation of such an
ambitious Action Plan is not "business as usual." It will call
for the utmost in involvement of involvement of the City, other
governmental entities, the school system, human service
providers, the business sector and community residents and
groups, and most importantly our children, youth and their
families.
It will require new funding initiatives, both public and private.
It will venture into unknown territory -- asking chlldren and
youth to actually design programs that meet their needs and
requiring, at times, major changes in the way services have
traditionally been provided.
It will hopefully serve as a catalyst that will encourage vital
players in the areas of education, health and housing to work
within their own spheres, and with us, to address those issues
not under the perview of this initial Plan. High quality
education, accessible healthcare and affordable housing must be
the foundation of the lives of all kids and families in Santa
Monica.
Santa Monica must not be a community that does "too little, too
late" for its children and youth. This community has
traditionally shown its ability to marshall its institutions,
resources, and the commitment and will of its residents to
improve the quality of life in Santa Monica. This Action Plan
calls for the marshalling of these same resources on behalf of
its youth.
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DEFINITION OF THE NEED
Over 1,200 kids, and over 400 parents, educators, human service
staff, funders and community members surveyed by the Santa Monica
Committee for Youth through questionnaires, forums and focus
groups consistently identified patterns of need that are hard to
ignore. These crucial obstacles facing youth in Santa Monica
include family violence, substance abuse, gang acti vi ty , the
lack of employment, the lack of recreational opportunities,
school drop out problems, and depression. Many youth of all ages
are SUffering from diminished self esteem manifested in problems
which can often determine the course of their adult lives.
These problems were highlighted by youth in the report t1Kids in
Santa Monica Part I: The Community Speaks Out":
o Fifty-five percent of high school students surveyed noted
family violence as a sign~ficant problem.
o Middle and high school students identified substance abuse
and gang violence as the top two problems for young
people.
o Both parents and youth in separate interviews identified
the lack of jobs as one of the top three problems for
youth.
o When asked how they spend their free time, middle school
and high school youth most frequently mentioned watching
televislon, watching movies, and visiting shopping malls.
o Forty-eight percent of the kids responding to the youth
survey said they do not have adequate opportunity to
participate in their preferred recreational activities.
Barriers include lack of time, money, transportation and
facilities.
o The attrition rate (which accounts for both drop out rates
and rates of transfer to other districts) for Santa Monica
Schools for the class of 1988 was 21 percent of ninth
graders and twenty percent of tenth graders. The attrition
rate is particularly high in the Latino community.
o Over half of the students in middle schools and high
schools said that depression is a problem for themselves
or their friends. Thlrty five percent of girls and
twenty-one percent of boys reported suicidal thoughts,
while eighteen percent of girls and six percent of boys
reported attempting suicide.
While these issues would come as no surprise to those communities
across the nation that have traditionally struggled with the
outcomes of severe urban poverty, unemployment, and underfunded
services, it is of extreme concern that these issues are also
very real in Santa Mon~ca. It challenges the notion that Santa
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Monica youth are impervious to the pressures felt elsewhere. It
reinforces the reality that Santa Monica is a place of diversity
where, according to the 1980 U.S. Census, 45% of all households
had annual incomes of less than $15,000, where almost one third
of families with children under 18 were headed by a single
female, and where in 1988, 43% of students attending Santa Monica
public schools were from minority backgrounds.
The Santa Monica Committee for Youth, and those that participated
with them, have for the first time described in a comprehensive
way these needs and community characteristics. The following
Action Plan attempts to pr10ritize what they have told us, and to
further refine their vision in such a way that the community can
act upon it during the decade to come.
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THE VISION
"Kids in Santa Monica Part II: An Action Plan for the 1990's"
proposes a comprehensive approach which seeks by the year 2000 to
build a city that provides the appropriate urban environment,
recreational programs, childcare and human service supports to
meet the needs of families and children from their infancy up to
their early adulthood.
It seeks to create an urban play environment for all ages, a
transportation system which takes kids where they want to go, an
outreach and information program so kids and families know what
is available to them, and special initiatives and projects
designed by and for kids. In short, the Action Plan reflects
the bits and pieces of "dreams" as told to us by kids and adults
alike -- pulled together into a comprehensive vision.
Although kids are feeling alienated, frightened and powerless,
many have specific, concrete solutions which have been taken very
serlously and integrated into the Action Plan. In a
questionnaire distributed to students after "Kids in Santa
Monica: Part I" was published, students made the following
representative comments:
"(A) youth center is a good idea, the police should patrol
the area around for intimidation. They should allow the kids
to paint murals inside with spray paint so the kids will feel
this is their place, not just (another) center." (Olympic)
"We are not social blemishes. We are intelligent and have a
10t of valuable opinions. Though we have our problems, we
don't want to be treated like we have them. Don't deal with
us--talk to us--get our opinions. We know a lot more than
we're given credit for." (S.M. High)
"We need trained psychological professionals.
problem is awful.." (S.M. Hlgh)
The morale
"We should build a new park, better living areas" (Adams)
These comments reveal both the breadth of the problems and the
capabilities of kids to play an integral role in solving them.
Among youth, adults and service providers there is a growing
consensus of what the issues are and in broad strokes what the
solutions would look like.
Each age group was carefully considered and evaluated to
determine what Santa Monica could offer them that would help
them feel that they live in a friendly, kids-oriented city that
works to prevent problems and also responds to kids and their
problems as needed.
For example, infants and pre-school age children need safe, clean
parks with good play equipment, quality and affordable childcare,
and access to story hours at the library. Parents need peer
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supports to counter the oftentimes befuddling experience of new
parenthood, a place to calI to get information and support during
times of cris ~s , good programs in the parks for the entire
family, and in some cases, additional role models and mentors to
care about and be with their children.
As young children grow older and enter school their needs change
and parents require new information about what is available to
them as a family. They need information about recreation and
general family services. Children need increasingly independent
recreation, sports and arts programs tailored to their needs,
supervised before and after school programs and camps during the
summers and holidays. Counseling and workshops on a variety of
issues should be available to all members of the family at a time
when information and awareness can prevent future problems from
occuring. Trained mentors should be available to assist children
with studying and to serve as guides and friends when family and
school supports are not enough.
Building on this, middle and high school-age youth need increased
opportunities to become integrally involved in the community.
Career exploration, job training, and employment become
especially signifiant. Varying degrees and types of supervised
after-school programs are needed with the understanding that this
is the time when young people need to take increased
responsibility for and control over their own lives. Some also
need intervention programs which assist them through providing
tutoring for low basic skills, various kinds of counseling and
conflict resolution programs. Young people at this age need
varied activities which include dances, sports and arts programs.
Parents need access to workshops and resources which explain what
is available for them and thelr children. Intervention programs
are needed to support family members in handling problems which
include: substance abuse, teen pregnancy, and family violence.
The approach is as important as the actual programs. In addition
to coordinating all services, programs must be: multi-cultural,
bilingual and accessible to children and families with special
needs, including those with disabilities. Programs must be
developed which maximize the cultural, racial, and linguistic
diversity of youth-serving staff. Hiring a multi-cultural staff
is particularly important because children must see successful
adult role models who look like them, speak their language and
have had to overcome similar barriers. The approach, however goes
beyond staffing. Program goals must include building on the
integrity of different racial and cultural heritages as well as
the experience of people with special needs. children must begin
to see diversity as a strength rather than a source of division.
Most importantly there needs to be good coordination among
service providers, schools, the city and the public. This
coordination would create permanent communication channels, so
that services and programs could be easily adjusted to fit the
changing needs of kids and families.
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GETTING THERE: THE PLAN
In developing the Plan, the 109 recommendations developed by the
Santa Monica Committee for Youth and included in "Part I: The
Community Speaks out" were sifted through, sorted out, and
prioritized. Given the complexity and number of these
recommendations this was a complex task. While it is the goal of
the Action PIan to prioritize and structure these recommendations
as well as to propose model programs and means for implementing
them, it is done with a certain amount of trepidation or fear
that the depth and comprehensiveness with which the committee's
recommendations were developed wil1 be diminished. Accordingly,
all recommendations have been attached to this Plan, categorized
by the type of action needed, and earmarked for consideration
sometime in the ten years of the plan. These are included as
Attachment I of this report.
The Action Plan itself is broken into three maj or ini tiati ves:
KIDS CITY, KIDS AND FAMILY SUPPORT NETWORK (which includes
Outreach, Recreation, Child Care and Human Services) and
PLANNING, COORDINATION AND ADVOCACY. Together these initiatives
will create programs for all kids and families that meet the
different needs of specific age groups as well as intervene at
the critical junctures in family and youth life cycles. This
preventative agenda, with kids as key players and decision makers
combined with intensive intervention services will provide kids
with the necessary tools and experience to lead a productive life
beyond graduation from high school.
It is estimated that approximately $11 million would be needed to
fully implement this Action PIan over the next decade. It is
proposed that the City provide initial funding for this effort
in Year I, totalling approximately $100,000. The City will work
closely with public and private funders, as well as look for
additional new revenue sources available to the City, in order to
provide the needed funding to fully implement this plan. The
effort to identify new revenues will occur in the context of the
City's FY 1990-91 budget process.
The following table provides a summary of the Ten-Year Action
Plan for Youth. It sets forth a full range of activities and
projects. Major new priorities have been identified in the chart
to indicate the seriousness with which the Plan attempts to
address those needs articulated by Santa Monica's youth.
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KIDS IN SANTA MONICA PART II: AN ACTION PLAN FOR THE 1990'S
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I. KIDS CITY
Kids City Orgaruzmg Network
Kids City Weekend
Kids Day
Kids Speakoul
Kids City PrOjects
Kids Commurucauon PrOject
Youth Center(s)
Kids Special ProJect(s)
Playful City Conference
IIA. KIDS A~D FA:\-IlL Y SUPPORT
NETWORK - OUTREACH
PrOject Milestone
Kids RecreatJon Resource GUide
Mulu-Cultural Outreach
Lanno RecreatJOnal Outreach
Ltbrary Outreach-Plco Neighborhood
Commuruty Outreach Resource Bank
lIB KIDS A~D FA '-ilLY SUPPORT
:"IET\VORK - RECREATIO~
Parks Improvements:
J. AdamslClover Park
LmcolnlSAMOHI
VlJ'gl1l1a Park
Field Developmenl/EltparlSlon
Recreauonal Acuvlues
hnprovements
Program Enhancements
Volunteer ExpansIOn
PAL Program
TIC. KIDS AND FAMILY SUPPORT
I'\ETWORK . CHILDCARE
Coordmatlon and Advocacy
Cluldcare Master Plan
Manne Park Cluldcare
After-school EltpanslOn
lID. KIDS A:\n FA\ULY St:"PP()~T
~ETWORK. Hm1.\\" SERVICF.S
Program enhancements
FamIly Case MngmL & Mentonng
School-Based Human Services
FamIly Supports
SkIll Bulldmg
Youth Employment
Counselmg & ensls Interventlon
Health
Coordmat.lOn of EXlslmg Programs
Youth Employment
Parent Educatlon
Ill. PLAl\l'~G. COORDDOA TW~
A:\D ADVOCAC,:Y
Chlld and Youth Coordmator
Trarnmg
Advocacy ProJccts
KIds Advocacy CoallUon
Youth Budget
Clty-Schooll.talSon
Advocacy Issues
Needs and FeasibilIty Studies
f-!./~ ;;;f$;; ~f<!:
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0= events. one tlme programs or capltallITIprovcments
1:l: = major new prOjects proposed m ActIon Plan
-7a-
.
.
The following sections discuss the three major initiatives in
much more detail. However, in summary, the most significant new
major activit1es proposed include:
INITIATIVE I: KIDS CITY
o Establishment of a Kids City Organizing Network, which may
include the creation of a Youth Commission, involving
children and youth in a Kids city Weekend and a range of
community planning activities: to be implemented in Year
I;
o Development of a Youth Center or series of youth centers
primarily designed and operated by youth. Activities
would begin in existing facilities in Year II with more
extensive planning for possible new facilities to begin in
the same year;
INITIATIVE II: KIDS AND FAMILY SUPPORT NETWORK
o
Expansion of a
participation
Recreation and
II;
Multi-cultural Outreach Program to maximize
by minority families in the City'S
Library programs, proposed to begin in Year
o Parks and recreation improvements within the City's
Department of Culture and Recreation services, including
plans for park and field development and expansion,
proposed to begin in Year II;
o Increased coordination and advocacy for childcare
including the hiring of a Child and youth Coordinator in
Year I to work on childcare and other child and youth
issues, the implementation of the Santa Monica Com~unity
Childcare Master Plan proposed to begin in Year II, and
the opening of Marine Park Childcare Center in Year II;
o Significant changes to the human services network
including prioritizing available city funding In Year II
for a collaborative and coordinated network of
school-based human services which emphasizes preventative
ways to address the school-drop out problem;
o To begin planning for two new major human service programs
in Year III: a pUblic/private sector youth employment
project and an early intervention, family case management
and mentorinq project;
INITIATIVE III: PLANNING ADVOCACY AND COORDINATION
o Improved overall coordination and advocacy for children
and youth issues through the creation of the new city
- 8 -
.
.
staff position, Child and Youth coordinator, to be funded
beginning in Year I.
o creation of a community-based Kids Advocacy Coalition in
Year II to ensure broad-based support for youth services
and to better coordinate existing services;
o Development of a formal City/School District Liaison
function to ensure close cooperation and coordination of
issues of common concern, to begin in Year I.
- 9 -
.
.
INITIATIVE I: KIDS CITY
Kids city creates the context for and builds the capacity within
youth to become leaders, to organize one another, to develop a
ten point issues agenda and to actively implement it. It is a
mechanism for kids to have a strong voice in developing the
particular programs they care about whether it is in recreation,
counseling or in the form of a youth center. It is called Kids
City because it is a youth empowerment model which ultimately
seeks to change more than services and structures. Its goal is
also to change attitudes.
In planning Kids City, the goal has been to strike a balance
between presuming what kids want and providing an effective
structure which permits kids to design their own approach and
programs. The approach is derived from several other successful
model programs in Berkeley, Boston, st. Louis and Seattle. In
all of these other cities, kids have been very successful at
articulating urban design ideas, developing issue priorities, and
implementing actual programs.
Priorities: Years I and II
KIDS CITY ORGANIZING NETWORK: The goal of this first
eighteen month phase is to develop a strong peer-led Kids
city Organizing Network that reaches out to middle and high
school students to plan the Kids City Weekend. The Kids
Organizing Network will identify the most important youth
issues, develop proposals for a Youth Center and create an
ongoing formalized organizing network including a Youth
Commission. The Kids city organizing Network will be
encouraged to develop concrete project ideas to bring to the
Kids City Weekend.
The Kids City Organizing Network will be staffed by an adult
organizer who will work with three part-time youth organizers
to plan and develop the Kids City Projects. Special efforts
wil1 be made to involve a broad range of youth who can
contribute a variety of skills to the effort. Middle
school-age youth will be encouraged to participate given
their prior interest and involvement in Kids Day. Initial
discussions with the SMMUSD indicate interest in providing
time at middle schools for the Kids City Organizing Network
to begin outreach and planning.
The Kids City Organizing Network will be encouraged to
develop concrete Kids city Project areas that upon
implementation will have immediate and tangible results. The
City will explore the use of a centrally located, donated
facility, possibly a storefront or office space, as an
organizing base for Kids City Organizing Network.
KIDS CITY WEEKEND: Scheduled for May of 1990 (Year I), the
first annual K~ds City Weekend will combine a one-day Kids
Speakout for middle and high school age kids with Kids Day
- 10 -
.
.
an annual event sponsored by the City's cultural and
Recreational Services Department since 1987 for young people
of all ages. Kids Day includes: contests, games and
activities for all ages. The Kids Day and Kids Speakout will
be designed by the Kids City Organizing Network and, thus,
the format and exact outcome will be determined by youth.
The Kids Speakout may include morning workshops and an
afternoon at-large session where the kids will develop the
ten point priorities platform of short and long term issues.
It will be important to include a variety of activities
leading up to and during the Kids Speakout to appeal to youth
with varied interests and to ensure that there will be
concrete results from their input and involvement.
KIDS CITY PROJECTS: Kids City Projects are special projects
where kids take the leadership role in planning and action.
Project areas will be determined through the Kids City
Speakout. The Kids City Organizing Network (which may become
or include a Youth Commission) will oversee and guide the
initiatives throughout the year. Kids will be able to draw
from a resource bank of skilled adult volunteers as
consultants when needed.
Kids Commmunication proi ect: Through the Kids ci ty
Speakout kl.ds may choose one or two proj ects to pursue
for Year II. Projects which might be selected for
implementation include: a teen question and answer talk
show on cable t.v., a Kids Yellow Pages with youth
information, expanded kids PEN program or a publication
developed through Kids City.
Youth Center(s): The identification of a location(s),
design and programming for a Youth Center(s) is perhaps
the most tangible and central project that kids will be
able to apply their dreams to and create. The Youth Center
may utilize existing resources for temporary sites while
planning and raising funds for building the new permanent
Youth Center(s). The project will take several years to
bring to final completion. It will be part of the task
of the kids involved to keep the project alive and their
vision strong.
Kids Special Proiects: Through the Kids City Speakout,
kids may identify one or two issue areas to pursue as
special Kids Projects for immediate implementation in Year
II. The City will provide the specific funding allocation
and Kids Organizing Network will then develop a plan to
present for final approval to the City Council. Some
examples of the types of projects that kids may decide to
work on include an educational campaign about drugs, peer
support groups for kids in crisis or a public awareness
campaign about resources for family violence problems.
There are
important
projects.
several areas which have been identified as
urban planning and environmental improvement
In the spirit of the KIDS CITY initiative, it is
- 11 -
.
.
critical that young people be involved in these activities.
Those described below are meant to serve as a beginning for
the types of urban planning, environmental and program
development projects that l.n a true "Kids city" would
necessarily require the advice and input of young people.
These projects include:
The PLAYFUL CITY: Santa Monica youth and adults have the
opportunity to participate in an important nationwide
conference, the PLAYFUL CITY, as one of ten selected
cities from across the country. The PLAYFUL CITY
Conference's goal is to develop ways for kids to play
critical design roles in creating an urban environment
which supports their health, growth and development. As a
selected city, Santa Monica would run specifically
tailored focus groups and bring representatives (adults
and kids) to the PLAYFUL CITY Conference in July 1990 at
stanford university. other participating cities include:
Seattle, Raleigh, Berkeley and Los Angeles.
Parks and Field Development: As the CuI tural and
Recreational services Department creates new parks and
enhances existing ones, kids along with adults will playa
critical role in designing and improving them.
Resources Needed: Year I and II
KIDS CITY
Year I
Year II
KIDS CITY ORGANIZING:
Organizer
Peer Organizers (3)
Consultant
$ 16,000
11,000
5,000*
$32,000
22,000
5,000
KIDS CITY WEEKEND:
Kids Day
Kids Speakout
27,000
10,000
27,000
10,000
KIDS CITY PROJECTS:
Kids Commun~cation Project(s)
Youth Center(s):
Design
Special Projects-contingency
PLAYFUL CITY Conference
-0-
7,500
-0-
-0-
-0-
100,000
25,000
3,000
Total:
$ 64,000
$231,500
(*=Already budgeted and therefore not included in the total)
- 1.2 -
.
.
Priorities: Year III and Beyond
Kids city will grow and evolve as young people design it to meet
their needs. In addition to continuing to address youth issues
through the Kids City organizing Network, kids will develop their
own priorities. Particular attention will be given to developing
mechanisms for younger children to participate in Kids City
Projects.
From the surveys and focus groups conducted with kids throughout
this process, several areas have been identified which may be the
topic for future Kids ci ty proj ects including employment and
substance abuse. In the area of Kids Communication Project(s)
the Kids Yellow Pages may be updated, along with the creation of
other media, theater and art projects. The Youth Center will be
a multi-year project, which may include an intermediate step
where existing sites and resources are used to start implementing
youth-developed activites including an employment project.
Finally, kids may want to develop a Peer Leadership Project aimed
at providing support and addressing problem areas including drug
abuse, gang activity and teen pregnancy.
Transportation and access to services, programs and activities is
a central issue for kids. Youth may choose to address this gap
through looking at the City's Blue Bus system and other
transportation needs. This proj ect would explore ways to make
transportation affordable and accessible to all children
including those with disabliites.
- 13 -
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.
INITIATIVE IIA: KIDS AND FAMILY SUPPORT NETWORK -- OUTREACH
The Kids and Family Support Network is designed to reach out to
families and provide the necessary communication bridge to link
them with recreation programs, child care and human service
supports. Both in the Committee's Report and in comments about
it, many community residents have spoken of the isolation they
experience as families and the lack of coordinated knowledge they
have about what is available to them in the community. The Kids
and Family Support Network seeks to provide both the
communication link and the needed services.
The Outreach component of the Kids and Family Support Network is
essential; it apprises families of available services and works
to bring services to specific targeted neighborhoods that are
lacking them.
Priorities: Years I and II
PROJECT MILESTONE: A new program will be implemented by the
City to provide resource information to all families.
Project Milestone will deliver welcoming information packets
to families at crucial junctures in their child's life
beginning with birth. The packet will include information
about children's development at particular ages and what
services are available for children and their parents. It
will also provide information about parent support workshops
sponsored at a number of different agencies. Initial
planning begins in Year II.
KIDS RECREATION RESOURCE GUIDE: A comprehensive directory
will be provided by the City's Cultural and Recreational
Services Department which lists recreation programs available
throughout the City to kids by age-group. This directory
wil1 be regularly updated and will be a valuable reference
guide of both city and non-city recreational activities for
kids and families.
RECREATION OUTREACH TO SCHOOLS: In the Committee's report,
it was recommended that City Recreation staff visit schools
at lunch time. This outreach strategy, already underway, is
a valuable way of building a bridge between schools and
recreational programs. It also fosters familiarity between
youth and recreation coordinators. During these lunch visits
recreation staff describe activities, encourage youth
participation and informally talk.
MULTI-CULTURAL OUTREACH: To build racial and cultural
diversity in programs is an essentlal mUlti-step process. It
incl udes both outreach to minority communi ties as well as
developing a program approach WhlCh builds on the strength
and diversity of all cultures. Creating multi-cultural and
multi-racial programs is particularly important for young
children in order to foster an understandlng of diversity.
- 14 -
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.
,,-
It builds pride in their own cultural background in addition
to appreciation of others. This breaks down the social
barriers which later may become divisions. ultimately, all
children's lives are enriched as they develop an early
understanding of the value of cultural traditions. It is also
essential to develop specific programs to meet the particular
needs of different ethnic and racial groups in Santa Monica.
The growing school drop-out rate in the Latino community is
alarming and has motivated the development of increased
outreach efforts which will target prevention and
intervention services to minority youth.
Latino Recreation Outreach: By expanding the existing
part-time Latino Recreation Coordinator posi tion to
full-time, the Cultural and Recreational services
Department will be able to develop more services and
resources spec1.fically targeted for kids and families in
the Latino community.
Library Outreach proqram- Pico Neiqhborhood: A link will
be forged between eXlsting libraries and the Pico
neighborhood, which currently lacks neighborhood library
services. Library enhancements include the creation of a
new full-time librarian at the Fairview Branch Library to
do outreach and programming to the minority community and
expansion of outreach and programming activities at the
Santa Monica Main Library for minority families and kids.
COMMUNITY OUTREACH RESOURCE BANK: This new city project will
provide llmlted funds for services like childcare and
interpreters for programs and events to make it possible for
parents to attend. It will also include establishing a book
of resources for discounted or donated goods and services
(food, printing, etc.) Planning will begin in Year II.
- 15 -
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.
Resources Needed: Years I and II
KIDS AND FAMILY SUPPORT
NETWORK -- OUTREACH Year I Year II
PROJECT MILESTONE -0- -0-
KIDS REC RESOURCE GUIDE -O- S 7,500
RECREATION OUTREACH TO -0- -0-
SCHOOLS
MULTI -CULTURAL OUTREACH:
Expand Latino Recreation
Coordinator -0- 15,000
Pico Library Outreach -0- 46,000
COMMUNITY RESOURCE BANK -0- 5,000
Total: -O- S 73,500
priorities: Years III and Beyond
In Year III and beyond, a Child and Youth Coordinator will work
with existing programs to encourage additional outreach to all
youth and families. This will include continuing to develop a
multi-cultural approach in all programs and targeting outreach to
hard to reach youth and families. special attention will be
given to out-of-school youth.
Project Milestone will be implemented on a limited basis in Year
III to families of infants and expanded throughout the ten-year
period to ultimately include families with kids of all ages.
The City will explore other programs in partnership with the
school system and community agencies which include:
o Programs to promote school re-enrollment of out-of-school
youth.
o Additional services and workshops for parents in the
school system, including bilingual services.
o Increased in-service trainings for agencies to develop and
improve their outreach methods.
- 16 -
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INITIATIVE lIB: KIDS AND FAMILY SUPPORT NETWORK -- RECREATION
Recreation activities are essential for youth and families. In
addition to satisfying immediate needs which include after-school
activities, sports, arts activities and family outings,
recreation can often work to prevent future problems. Becoming
engaged in a sports or arts activity through an after-school
program can often provide the needed outlet that will disuade
youth from gang involvement, dropping out of school or becoming
pregnant at an early age all problems that have been
identified by Santa Monica youth. Neighborhood-based
recreational services also provide a valuable locus for family
activities that promote stronger neighborhood relationships among
residents.
In the last eighteen months the Cultural and Recreational
Services Department has been working to develop improved serv~ces
through internal re-organization, enhanced programming, staff
train1ng and an increased responsiveness to community needs. The
committee I s report cited several areas which needed particular
attention. These include: additional staff training, increased
after-school program hours, enhanced parks, improved existing
programs and development of new ones. The Cultural and
Recreational Services Department has developed creative plans to
specifically address these gaps. These plans include physical
site improvements in parks, staff trainings which stress
supervision skills, developing programs that address particular
suggestions and doubling the after-school hours.
Priorities: Years I and II
PARKS: As the most precious physical resource for play and
le~sure owned by our City, it is vital that the parks be
accessible, safe and attractive for the kids and families of
Santa Monica. To achieve this goal the Cultural and
Recreational Services Department has developed a strategy
with the following components:
o A comprehensive inventory of necessary park improvements:
o improved cleanliness and maintenance of parks:
o enhanced parks system by installing lights, improving
field surfaces and improving other targeted facilities:
o increased park securi ty through expansion of the Park
Ranger Program to be brought to the Council for action in
a separate report:
o development of Parks User Advisory Committees to work with
the city to identify and meet specific parks needs: and
o continued efforts of the newly created Sports Advisory
Council for better use and coordination of limited playing
fields.
ACTIVITIES: Recreation activities are central to providing
an array of options for kids and families in our community.
Play provides an opportun1ty for children to learn about
themselves and the world around them by both providing the
- 17 -
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chance to assert their independence as well as teaching them
the value of cooperation and sharing. Program design for the
1990's must be mindful of the changing needs of kids and
their families. Improved or expanded activities proposed by
the City for the next eighteen months include:
o teen initiated dance in February 1990 as a pilot activity
for future dances;
o coordination of existing skate board activities in
appropriate, safe off-season sites and improved use of
existing facilities;
o development of additional non-competitive activities in
City recreation program;
o improvement of format and distribution of "seascape",
which serves as the main source of information to the
community about recreation programs; and
o continued training of recreation staff including building
sensitivity to homelessness, supervision skills, and
understanding developmental needs of children.
VOLUNTEERS: In order to provide the maximum level of service
and an opportunity for kids and adults to work with and help
others, it is necessary to expand the use of volunteers. It
is particularly appropriate to expand volunteers for the
Special Olympics and other services for youth with
disablities. To do this, the City will increase its
Recreation Volunteer Coordinator from half to full-time in
Year II. This would enable the City to explore the
feasibility of recruiting and training volunteers that could
be made available to other community groups.
POLICE ACTIVITIES LEAGUE (PAL): The PAL program was
initiated by the Police Department beginning in July of 1988
in conj unction wi th the Department of CuI tural and
Recreational Services to serve as a gang and delinquency
prevention and intervention program. In this program,
police officers volunteer their time to coach a sport or
teach an activity of their choice. The program has had an
excellent response from the community and police officers.
It sponsors programs ranging from baseball to karate to
computer training. The City will continue its development of
this program.
- 18 -
. .
Resources Needed: Years I and II
KIDS AND FAMILY SUPPORT
NETWORK -- RECREATION Year I
Year II
PARKS AND ACTIVITIES:
Basic Improvements
As-needed Rec. Special. 15,856*
Program Enhancements -0-
Park and Field Devel:
John Adams/Clover Park 350,000(C)*
Lincoln or SAMOHI
Virginia Park 50,000(C)*
$ 15,856*
$ 10,000
75,000(C)*
250,000(C)*
VOLUNTEERS:
Expanded Vol. Coordinator -0-
15,000
PAL PROGRAM
Current $103,000*
Enhancement
$103,000*
40,600
Total: -0-
65,600
(C=Capital Improvement Projects (CIP) budgeted
submitted through the city-wide CIP process, and
are not included in the total.
*=projects already budgeted or to be submitted.)
or to be
therefore
Priorities: Year III and Beyond
In years III and beyond, the Cultural and Recreational Services
Department will continue to develop a more coordinated, community
oriented recreational services approach. This will include
addressing the needs expressed in the Committee's report for:
o a Youth Center, coordinated with the design and
implementation plan developed through the Kids City
Organizing network;
o additional physical improvements of parks;
o more parks and playing fields;
o increased programs for females, pre-teens and Latino
children;
o decentralized and accessible services in all
neighborhoods;
o expanded use of volunteers;
o improved information and referral;
o staff development and training.
- 19 -
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.
INITIATIVE IIC: KIDS AND FAMILY SUPPORT NETWORK -- CHILDCARE
A maj or thrust of the Kids and Family Support Network is to
provide positive and preventative family supports throughout the
journey from infancy through adolescence. Given the substantial
and increasing number of single parent and working parent
families, the most critical of these supports for most families
is the care of their children when they are at work.
Whether it be quality and affordable infant care, early childhood
education for pre-schoolers, carefully designed before and after
school programs, or emergency and sick care programs for all age
groups, there can be nothing of any greater significance for
working families than to have available to them, at affordable
rates, quality child care programs. Major findings in the
Definition of Need point to the high level of stress, even family
violence, wlthin Santa Monica families. It is essential to
develop programs that reduce the stress and worry that comes with
leaving for work in the morning not knowing if your children will
be cared for, nurtured, and challenged. In addition, direct
stress experienced by children and youth when left in inadeqeuate
care situations can also be overwhelming.
Priorities: Years I and II
OVERALL COORDINATION AND ADVOCACY: Currently, an informal
Child Care Management Team of city staff from a range of
departments work together to initiate child care programs for
both City employees and the community. Members of the team
work closely with the Santa Monica Child Care Task Force, a
community group of child care providers and community
members, to coordinate and advocate for increased child care
programs. A priority for Year I is to supplement these
efforts through the creation of a new, permanent City staff
position to take the City's lead in this area. The position,
Child and Youth Coordinator, will address issues affecting
children and youth (ages 0 18) and is described and
budgeted for later in this report. A major responsibility
of this position will be to act as the city's liaison to
child care groups, to ensure implementation of Santa Monica
Child Care Master Plan, and to work with other City
departments on issues such as child care-related zoning
issues and monitorlng of development agreements containing
child care provisions.
SANTA MONICA CHILD CARE MASTER PLAN: This proj ect is a
comprehensive and collaboratlve planning effort among the
City of Santa Monica, the Santa Monica/Malibu Unified School
District, and Santa Monica College to assess community child
care needs, propose communi ty childcare policies and
programs, and present financing mechanisms to ensure their
implementation. Already underway, the planning phase will be
completed by June of 1990. The priority for Year II will be
to integrate the recommendations and funding mechanisms for
- 20 -
.
.
childcare into the Kid and Family Support Network and to
begin its long-term implementation.
MARINE PARK CHILD CARE CENTER: A significant step in
expanding child care opportunities for both city employees
and community residents will occur in Years I and II through
the planning for and opening of a new facility at Marine
Park, scheduled to open in September of 1990. The center
will serve approximately 50 infantq, toddlers, and preschool
children. Th~s project will serve as a model employer and
community-based child care program that addresses the
oftentimes conflicting challenges of quality of care,
affordability, and infant care. Funds for renovation of the
facility and start-up are provided in Year I, and an ongo1ng
subsidy to ensure both quality and affordability will begin
starting in Year II.
A new position, Child Care Programs Coordinator, will be
created in Year I whose major activities will be directing
the Marine Park Child Care Center. Additional
responsibilities will include planning for improved and
expanded before- and after-school care described below.
EXPANDED CITY-SPONSORED SCHOOL-AGED PROGRAMS: The Department
of Cultural and Recreational Services will expand its current
after school programs in Year II as well as holiday and
vacation programs. In addition, planning will begin to
assess the feasibili ty of further expanding the program to
before-school care in subsequent years. A major emphasis
will be given to increased collaboration with the school
district and planning programs that will draw older children
who need some supervision but do not find traditional
supervised programs attractive.
Resources Needed: Years I and II
KIDS & FAMILY
SUPPORT NETWORK -- CHILD CARE
OVERALL COORD. & ADVOCACY
Child & Youth Coordinator
MARINE PARK CHILD CARE CENTER
Renovation
Program Coordinator and Subsidy
CHILD CARE MASTER PLAN
Planning Process
Implementation
EXPANSION OF AFTER SCHOOL
PROGRAMS
Total:
- 21 -
Year I Year II
* *
350,000(C)**
15,000* $150,000*
$ 60,000**
n/a
-0- 75,000
-0- 75,000
.
-"
.e
(*budgeted under Initiative III, Planning and Coordination)
(**currently budgeted, thereforeare not included in this
total)
(C=capital Improvement Project)
Priorities: Years III and Beyond
Implementation of an enhanced cOIlll1lunity-wide child care system
will take the collaborative efforts of those sponsoring the Child
Care Master Plan as well as major employers in the community.
The Master Plan itself will propose the course that should be
taken and the cost implications of them. The implementation of
this Master Plan will be a major priority within the Kids and
Family Support Network throughout the next ten-year period.
In addition to broad programs included in the Master Plan,
additional child care support services (such as parenting, parent
education, supports for latchkey youth) will be explored as a
part of an improved Human Services System discussed in the
following section.
- 22 -
"
.
.
INITIATIVE IID:
SERVICES
KIDS AND FAMILY SUPPORT NETWORK
HUMAN
This Action Plan's "Definition of Need" clearly identifies the
critical human service needs of youth and their families. Family
violence, substance abuse, depression and thoughts of suicide are
oftentimes symptoms of serious family and personal distress. The
lack of positive supports within the family, the difficulty in
obtainlng mental health and primary health care, and the stresses
inherent in growing up all pOlnt to a need for a comprehensive
and coordinated human services program for Santa Monica's
families and youth.
During the course of the Committee for Youth's study, it became
apparent that the current network of youth-oriented human service
programs, while not unlike those in most other communities, is
fragmented, sometimes duplicative, and reliant upon traditional
ways of providing services. This approach is not always
responsive to the needs of kids and the the contemporary makeup
of families, or the changing demographics of the community.
Over a ten-year period, a major initiative wil1 take place to
move this system toward one that:
o is comprehensive in its approach, dealing with the human
service needs of youth and families at each appropriate
developmental stage;
o considers the child or youth in the context of the entire
family, drawing upon the range of resources needed to solve
problems and presenting opportunities in that context;
o is collaborative in nature, requiring that currently
fragmented programs coordinate efforts and further
supporting new programs that are model collaborative
efforts;
o builds and sustains broad-based leadership within Boards
and staff of participating agencies to ensure an innovative
and collaborative system that responds quickly and
proactively to changing needs;
o while providing supports to those in crisis, acknowledges
as a priority those preventative supports that can most
effectively assist families and youth at an early age;
o is accessible to working families through appropriate hours
of service and other supports;
o encourages the development of multi-cultural programs to
meet the special needs of those that are traditionally
underserved by human services;
- 23 -
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.
o solicits input and involvement from youth and families in
developing programs and in evaluating program successes;
and
o relies on
government,
residents.
a broad range of funding sources, including
foundations, the local business community, and
The system should contain the following components:
Coordinated Famll y Case Management and Mentorinq: The new
system will emphasize coordinated family case management for
families that find themselves in need of human services or
other supports. It ensures access to one specific adult who
can serve as advocate, mentor, or in some cases, a counselor
for the child or youth and the family. In some cases, this
person is a volunteer mentor, in some case it might be a
professional counselor, a favorite teacher, a school nurse.
It is intended to assist a famlly in need to negotiate the
maze of services, rules and regulations that often deter
families in getting help -- otherwise the wealth of services
which may be generated by this Action Plan could go unused by
those who most need them.
Preventative Family Supports: In recent years family
supports, including parenting, preventative education and
child-care related services have emerged as an effective
preventative approach to dealing with family needs.
While currently a range of parenting and preventative
education services exist, they are not coordinated in such a
way that parents or youth can easily get information on the
ful1 range of issues. In addition, an enhanced system must
be responsive to emerging needs such as AIDS education or
normative, mul ticul tural parent support workshops and
networks. Child care services and supports are especially
needed for lower-income families and teen parents.
Skill Buildinq: Conflict resolution, peer leadership and
other skill building programs targeted to low income,
minori ty and disabled youth and their families will ensure
that those traditionally served by crisis intervention
services will not have to use them because they have an
increased ability to solve their own problems, or better yet
prevent them before they occur. Educational supports and
leadership training should be emphasized.
- 24 -
).
.
.
Youth Employment: Responding to the reality that a majority
of youth e~ther work or want to work, a cr~tical preventative
component of the human services system is a youth employment
program that is closely linked to career exploration and
mentoring programs in the ear11er school years, work
experience placements in the middle school and early high
school years, moving to job placement in public and private
sector jobs in the later high school years. Programs should
be closely tied to training and educational programs with
meaningful incentives to attend and finish school.
Consideration should be given to the use of an ombudsperson
to assist youth in trouble shooting on the job. Work
transition programs in the senior year and for youth who have
dropped out of schools are especially important.
The involvement of a broad-based group including the business
community, school s , tra ining programs, and communi ty- based
youth employment programs is critical to an effective
program.
Counselinq and Crisis Intervention: While the emphasis of the
system in the long-term should be on early intervent~on and
preventative approaches, there will always be a need for
counseling, mental health supports and special crisis
intervention and possibly respite away from the family in
situations such as child abuse and family violence, attempted
suicide, or drug abuse. While different approaches must be
taken for families who have yet to formally enter the school
system or whose youth have dropped out, a collaborative and
well coordinated school-based counseling network should be a
priority. This would involve the development of a unifying
philosophy, integration with case management and advocacy
needs, and the provision of concentrated services in each
school.
Health: A comprehensive system must acknowledge the critical
role that both preventative health and primary care play in
the lives of families. Within the context of this Action
Plan, preventative health services would be addressed as well
as innovative approaches to accessing primary care services.
The need for Preventative health services may be met through
preventative education noted above (nutrition, pregnancy
prevention, prenatal care education, drug awareness) or may
rely on other innovative approaches.
The intention of spelling out these goals in the Action Plan is
not to intimidate us from the task but to set an ambitious course
that is achievable only through a restructuring of the
traditional way of doing things. A number of communities across
the nation have now recognized that the "old way of doing things"
no longer works. Santa Mon1ca must join those .commun~t~es in
developing the programs that do.
- 25 -
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Priorities: Years I and II
ENHANCEMENT OF HUMAN SERVICE PROGRAMS: Through the City's
Communlty Development Program funding process for FY 1990-91
(Year II of the Action Plan), approximately $700,000 in city
funds will be made available to community-based non profit
human service organizations that are commi tted to a
coordinated and collaborative system as described above.
Approximately $550,000 will be derived from the current base
funding for youth serving programs and $150,000 of new funds
will be available contingent upon the city identifying new
revenue sources for the coming year.
The process will be open and competitive to non-profit
youth-serving organizations who can present proposals that
address those system-wide characteristics and areas noted
above. Priority in Year II will be given to:
A comprehensive and collaborative network of school-based
services -- special consideration wll1 be given to early
intervention programs that address the high minority
school drop-out rate.
The City will provide an organizational consultant to assist
applicant agencies in developing collaborative proposals and
researching national model programs.
COORDINATION OF EXISTING PROGRAMS: In Year II, an effort
should also be made to increase coordination, within current
resources, in two priority areas:
Parent education -- The Santa Monica Committee for Youth
reports that while parent education and training is an
important need, many resources do exist. Their findings
indicate that there is a great need for improved
coordination and better access to these services. Most
parent education programs are non-City funded and have
developed as adjuncts to existing programs or have been
initiated by school and parent groups. It seems vital for
all such groups to be working together to share resources,
eliminate unnecessary duplication, establish standards for
program quality and ensure that programs are accessible to
working, bilingual and low-income parents.
Youth employment Enhancement of Youth Employment
programs will be an important multi-year goal in the youth
human services program. As an initial step in Year II,
existing providers of youth employment, training, and
career exploration programs should work to better
collaborate and coordinate services. In the short term
and within existing resources, these programs can improve
their outreach, provide employment curriculum for young
people wanting to work, and possibly offer expanded
training and preparatlon workshops. To create a truly
comprehensive Youth Employment program the Cl ty, School
- 26 -
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District and business community will need to commit
substantial planning efforts in Year II, with
implementation a a major new effort proposed for Year III.
Resources Needed: Years I and II
KIDS & FAK:ILY
SUPPORT NETWORK-- HUMAN SERVICES Year I
Year II
ENHANCEMENT OF CURRENT
HUMAN SERVICES
Existing Fund1ng Base $550,000*
Additional Funding
$550,000*
150,000
COORDINATION OF EXISTING
SERVICES
Parent Education -0-
Youth Employment -0-
-0-
-0-
Total -0-
$150,000
*currently budgeted or part of ongoing fund1ng base, not
included 1n these totals)
Priorities: Year III and Beyond
After a comprehensive planning effort between the city, School
District, business community and non-profit organizations in Year
II, the stage will be set for new Youth Employment initiative(s)
to be launched in Year III. Participation and funding will
necessarily be collaborative and involve the close involvement of
young people themselves to ensure appropriate program design.
In Year III priority wil1 also be given to the first steps toward
a comprehensive family case management and mentoring program.
Priority will be given to early intervention models that utilize
non-traditional approaches to case management, mentoring and
client advocacy. The project may begin as a small pilot project
with a targeted group of young children and families or may
extend to a larger group if adequate resources are identified.
The long-term human service goals of the Kids and Family Support
Network could very well be the most difficult of all to achieve.
It will call upon providers to seek out new and more effective
approaches. Comprehensive models in other communities have only
recently been started. This will be an incremental effort where
successes and failures must be carefully evaluated along the way.
Yet without aChieving it, critical needs will continue to go
unmet and our community's youth will continue to experience the
stresses so clearly articulated through the Committee's report.
- 27 -
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INITATlVE III: PLANNING, COORDINATION AND ADVOCACY
Essential to creating a new approach to children and families in
Santa Monica is developing an overall coordinated approach to
services, supports, resources and organizing. This includes
br1nging together youth groups on a regular basis and working to
develop an awareness wi thin the city of how to build programs
that meet the needs of all ages of kids. In addition to
increasing planning and coordination, adult community members and
youth serving groups must work with youth, to better advocate for
the needs and priorities of youth and families. Key to this is
advocacy -- without it the planning w~ll go unfunded and the
coordination will languish. The intent is to create leadership
and advocacy that moves the initiatives forward and ensures
coordination.
Priorities: Years I and II
YOUTH AND CHILD CARE COORDINATION: To oversee the
implementation of the Youth Action Plan and the Childcare
Master Plan, a Child and Youth Coordinator will be hired.
Central to this position is acting as a communication link
between varied segments of the community on youth and
childcare issues.
ADVOCACY PROJECTS: The creation of a strong and insistent
voice advocating for the needs of kids and families will
provide the leadership and focus required to change
attitudes, create priorities, generate programs, and provide
funds.
Kids Advocacy Coalition: A broad-based coalition
comprised of youth and family service agencies, educators,
city staff, and representatives from the business
community must evolve and solidify in order to further
strategize how to fully develop and implement a
coordinated, developmentally-oriented approach to youth
and family services. This group, from time to time, may
evaluate the comprehensive needs of kids in all age groups
and advocate for specific programs. This would also be a
pivotal group in advocating for increased county, state
and federal funding levels for family and youth programs.
Other important advocacy areas include mental health,
substance abuse and entitlement programs. In order to be
effective and sustained over time, this concept must be
implemented through a broad-based community effort as
opposed to City-initiated or directed.
Youth Budqet: In order to establish a baseline of funding
and to monitor increases, the City will develop a separate
Youth Budget which will reveal by program what is spent on
youth services. This requires working with all city
departments to determine the portion of each budget which
is spent on youth. It will ultimately be a useful tool in
- 28 -
)
.
.
assessing gaps in services, and soliciting partnership
funding from businesses, corporations and foundations.
Ci tv-School Liaison: As part of an overall partnership
approach to youth ~ssues, it is imperative that the city
and School District continue to expand the working
relationship between the entities. Towards this goal, the
City and the School District will each appoint a staff
liaison to provide a link to share information, develop
strategies for joint projects and work on issues and
problems of shared concern.
Resources Needed: Years I and II
PLANNING, COORDINATION
AND ADVOCACY:
Year I
Year II
YOUTH/CHILD CARE COORDINATION
Child and Youth Coordinator
(includes benefits)
27,040
$ 54,080
ADVOCACY PROJECTS
Kids Advocacy Coalition
Youth Budget
-0-
-0-
-0-
-0-
Total:
$ 27,040
$ 54,080
Priorities: Year III and Beyond
The capacity of the city to play a strong coordinating role will
be increased substantially wlth the Child and Youth Coordinator
position in place. This position will be able to be a link to
the community and will work with a range of players to oversee
the implementation of the following components in the coming
years:
Developing additional trainings for all sectors of the comm~nity
to build skills to respond to varied problem areas was a pr~mary
recommendation of the Santa Monica Committee for Youth. In Year
III and beyond, trainings will be targeted to: families, service
providers and City staff. The City will also work with the
School District to offer trainings to teachers. Training topic
areas will include:
o parenting skills
o drug abuse prevention and intervention
o teen pregnancy prevention
o child abuse and family violence
o specific trainings for servlce providers to develop integrated
and multi-cultural programming which includes kids with
disabilities.
- 29 -
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.
The Youth Budget will be continued and expanded to include other
funding sources and increased advocacy will focus on: health and
mental health, detox and residential drug treatment; community
gang services and additional youth funding.
In conjunction with the School District, the following needs
assessment and feasibility studies should be undertaken:
evaluation of the viability of on-campus health services and
effective sex education models, the effectiveness of substance
abuse treatment models, determination of the extent of child
abuse and family violence; additional study on the extent of gang
activity and on ways it is affecting children and youth, and
further evaluation of the school drop-out rate.
Key to the success of the Action Plan is the coromi tment of
residents, educators, agencies, the city and business community
to re-establish priorities for resources to better meet the needs
of youth and families. To succeed in creating a kids-friendly
city it is, in particular, crucial to build private-public
partnerships and to better educate other public funders of our
local needs. This effort includes the city, the City of Los
Angeles and other government entities, United Way, private
foundations and corporations uniting to support programs and
build a new consciousness within the city. It is an exciting
opportuni ty to lay the groundwork for a community which wi thin
ten years will enable kids to graduate from high school with the
economic and social tools to build an independent, successful
life for themselves. It is a goal that can only be reached
through a strong community-wide commitment.
- 30 -
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ATTACHMENT I
FINAL RECOMMENDATIONS
from
liThe Kids In Santa Monica Part I: The Community Speaks Out..
This chart lists the 109
recommendations made by the Santa
Monica Committee for Youth. For
each recommendation the chart
indicates: (A) the Action Plan
Initiative that will address it,
(B) the category of recommendat~on,
(C) who should implement it or
address it, and (D) what year it
will begin.
TEEN PREGNANCY
1. Addit~onal intervention
resources for comprehens~ve
services to pregnant and
parenting teens including: a
collaborative approach by
cities~ expansion of school
based or other childcare
alternatives; and enhancement
of social services to pregnant
and parenting teens.
2. Additional prevention
resources.
3. Additional training and
resources for health education.
4. Training for elementary and
middle school teachers involved
with health education.
4. Counseling, advocacy,
employment services, community
involvement and recreational
opportunities to enhance
self-esteem.
5. Further study in the
effectiveness of on-campus
health services and in
educational models to
counteract pressure from media
and other sources to engage in
sexual behavior.
- 1 -
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SUBSTANCE ABUSE
1. Development of a non-punitive
and highly publicized policy
for identification of substance
abuse and appropriate
intervention.
2. Training for teachers, parents
and others in early
recognition, prevention,
intervention, communication and
resources.
3. Determination of effectiveness
of student prevention education
and expansion of these efforts
to include peer support.
4. Address underlying causes by
providing early intervention,
and promoting self-esteem with
particular emphasis on
targeting children from
substance abusing families.
5. Expansion of various recovery
support groups for middle and
high school students with some
meetings for Spanish speaking
young people.
6. Further study on successful
intervention models.
7. Additional support resources
for young people in recovery.
8. Development of affordable
in-patient detoxification and
treatment resources in Santa
Monica for young people.
9. Enhancement of public awareness
about substance abuse
resources.
YOUTH EMPLOYMENT
1. Development of joint effort of
City and Chamber of Commerce to
create employment opportunities
and entrepreneurial endeavors.
2. Hiring of youth as-needed for
City positions.
- 2 -
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3. Ensure that young people are~
treated fairly on the job
(ombudsperson) . ,
4. vocational planning and
guidance for high-risk youth,
possibly integrated into Youth
Center. _
5. Additional job training and
placement for young people
between 18-21.
6. Support SMMUSD efforts to
establish community service
requirement for high school
students.
7. Include vocational aspects of
Youth Center including
management, financing,
purchasing, marketing, sales,
computers, etc.
MENTAL HEALTH
1. Analysis of SMMUSD school
counselor time allocation to
mental health/adjustment
counseling versus other
responsibilities.
2. Additional professional mental
health position for Santa
Monica High School.
3. Consolidation and restructuring
of school-based counseling
services with at least one
full-time identified social
worker at each school.
4. Creation of unifying philosophy
regarding school-based
counseling including: staff
qualification, client criteria,
goalsjobjectives and
methodology. Development of
strong advocacy component to
program.
- 3 -
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5. Extend school-based
counseling/advocacy to
elementary schools including
social activities,
inter-generational programs and
self-esteem enhancing
activities.
6. Training for teachers and
others for early identification
of those in need of
counseling/advocacy.
7. Establish local warm line for
immediate support to parents
and latchkey children.
8. Create an ongoing forum for all
organizations involved in
school-based counseling to
share information, in-service
training, case consultation,
etc.
9. Technical assistance for parent
support and educational groups.
10. Broaden access to school-based
parent education.
11. Additional parent education
targeted for Spanish-speaking,
immigrant, low-income and
minority families.
12. Develop parent education for
parents of pre-school children
in family daycare.
13. Better collaboration regarding
parent education programs
between school, parents, PTA's
and community agencies.
14. Advocacy at county, state and
federal levels for additional
no and low-cost mental health
services.
- 4 -
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RECREATION
1. Creation of a Youth Center:
o owned and operated by the
City
o incorporating youth
employment through the
operation and programming
of the Center
o providing fUll-time,
in-house counseling
o creating a Board that is a
partnership of youth and
adults.
2. City sponsored regular dances.
3. City established skateboard and
roller-skating area.
4. Further study of transportation
to formulate specific need and
precise recommendations.
5. Further study to determine the
need for a public library in
the Pica neighborhood.
6. Expand City Recreation programs
to include more varied and
non-competitive activities as
well as activities targeted to
females, pre-teens and Latino
children.
7. Creation of User Advisory
Committees at each park.
8. Expand after and before- school
programs.
9. create decentralized and highly
accessible services to all
neighborhoods.
10. Review qualifications and
standards of City recreation
staff as well as staff
training.
11. Increase recruitment of
volunteers and hiring of young
people.
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12. Expand outreach for all
programs operated by the City
and/or utilizing City
resources, part~cularly
targeted to ethnic minority
children and families.
13. Increase involvement of
recreation workers in the
schools during lunch breaks.
14. Increase security in City
parks.
15. Increase training and education
to reduce fears about homeless
people and increase empathy and
constructive involvement.
16. Create centralized information
and referral for all City and
non-city recreational
activities and programs.
CHILD ABUSE
1. Further study conducted to
determine the extent of child
abusejfamily violence and to
determine if local reporting
system is adequate for full
identification of problem.
2. Additional training and
community education for
professionals and others about
child abuse/family violence.
3. Increase treatment reSQurces.
4. Prioritize on all parent
education and family outreach
components of the other
recommendations.
GANGS AND JUVENILE DELINQUENC~
1. Further study to clarify the
seriousness of the gang problem
including surveying of
gang-involved youth to gather
direct input.
2. Emphasize intervention efforts
which combine a social service
and law enforcement approaches.
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3. Prevention strategies includ~
o Youth/Teen Center(s)
o increased outreach,
counseling, advocacy and
follow-up
o parent education and
outreach
o prevention and
intervention services for
teenage parents
o enhanced child abuse
identification and
treatment services
o expanded tutoring and
educational assistance.
4. Continued support for the
Police Activities League {PAL},
particularly for its efforts of
prevention.
5. continued Santa Monica Police
Department policy of diverting
young offenders from the
juvenile justice system into
community-based treatment
alternatives.
6. School-based social services
should include more programs
which foster inter-cultural
understanding and discourage
stereotypical views of other.
7. Increased advocacy efforts for
programming from the County's
Community Youth Gang Services
for gang intervention.
SCHOOL DROPOUTS
1. Further study to determine the
actual dropout rate.
Identification of the factors
which contribute to this
phenomenon loeally as well as
examination of the variation in
dropout rate by ethnic group.
2. City and SMMUSD should jointly
develop a strategy to reduce
truancy and school drop out.
3. Evaluate city-funded programs
to determine if they adequately
meet the needs of Santa Monica
youth.
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4. Increase intervention models
including youth employment
programs tied to school
attendance and performance,
mentoring, tutoring and
counseling.
5. Utilization of older students
to outreach to younger ones
experiencing difficulty in
school as part of the school's
Community services Requirement.
6. Establish an outreach and
re-enrollment program.
7. Additional services for all
parents, including
spanish-speaking parents to
assist in interfacing with the
school system to address their
children's school adjustment
problems.
CHILDREN WITH DISABILITIES
1. Ensure that all programs
include approximately ten
percent disabled youth, as that
is the average percent of
disabled youth in the general
population.
2. AIl programs should be
accessible to disabled youth in
their physical space, outreach
and program design.
3. staff and volunteers in City
programs should be trained to
assist disabled youth.
4. Hire a City staff person to
coordinate volunteers to assist
disabled youth and make the
pool of volunteers available to
other programs in Santa Monica.
5. Training for service providers
on integrated programs,
problem-solving in designing
programs and model programs
with special focus on reaching
minority disabled youth and
their families. Non-profits
should pursue funding for
specialized staff interpreters,
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equipment, making facilities-
accessible, etc.
6. Develop better transportation
resources for all disabled
youth.
7. Development of more age
appropriate activities,
particularly for teenagers and
for disabled and non-disabled
youth to work together.
8. Appointment of at least one
disabled person to each City
commission.
CHILD CARE
1. Formal effort to more
accurately document the need
for a range of child care
services in Santa Monica.
2. Expand use of school facilities
for child care.
J. Child Care Master Plan should
include an assessment of the
role of libraries in child
care.
4. Additional training should be
provided for family day care
providers.
5. Increase resources for
emergency relief for family day
care providers.
6. Develop incentive programs for
businesses to provide child
care.
7. Increase publicity and
facilitation by businesses
about the use of pre-tax
dollars for child care.
NETWORKING AND COLLABORATION
1. Establish a Youth commission
with young people as its only
voting members that is a
mechanism for empowering young
people but does not necessarily
replicate the models used for
similar bodies of adults.
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Commission should be cultura~ly
and ethnically balanced and
should establish a mechanism to
take into account the needs of
very young children. The
Commission should have an adult
advisory group and be staffed
by the Youth and Child care
Coordinator.
2. The Youth Commission should
have a formal connection with
the city Council and the Board
of Education.
3. Establish a Coordinating
Council made up of
community-based youth services
providers, C1ty staff, school
district personnel and other
concerned citizens to meet
regularly and develop
collaborative strategies to
address the needs of youth and
to advocate for kids and
families.
4. Create a City staff position of
Youth Coordinator to serve as a
central source of information
and coordination for youth
activities.
5. Increase advocacy to county,
state and federal governments
for additional funding for
youth services.
YOUTH BUDGET
1. The City should develop a Youth
Budget for Santa Monica. The
Youth Budget would initially
identify funding allocations
within all city departments and
eventually gather information
about all funding for youth
throughout the City, School
District and in community
agencies. This process should
enable the City to develop a
comprehensive strategy for
advocacy for support of
programs which benefit santa
Monica's children, youth and
families.
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2. A committee made up of
representatives from the Youth
Commission and other relevant
groups should participate,
monitor and advocate on behalf
of this effort.
OUTREACH , PUBLIC INFORMATION
1. Increased collaboration between
service providers through
existing and new networks.
Additionally, they must
strengthen relationships in
ethnic minority communities.
2. City-funding should require
greater outreach efforts to
at-risk youth and families.
The Coordinating Council should
be centrally involved with
outreach.
3. The City should offer and
advocate for increased funding
to youth service providers for
more funding for increasing
staff salaries in order to
attract and maintain bilingual
staff and to conduct enhanced
outreach efforts.
4. Increase in-service trainings
in outreach methods.
5. Programs should offer
incentives to children, youth
and families to encourage
participation including meals,
child care and other amenities
which make it easier to utilize
services.
6. Increase use of door-to-door
outreach.
7. Utilize home visits more as a
service modality with
additional resources offered to
those organizations which
commit to providing such
services.
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8. Extend agency outreach to
juvenile hall, probation camps
and California Youth Authority
facilities to engage high-risk
youth and assist them in their
reintegration into the
community.
9. Hire a city Public Information
Officer.
10. Creation of a city outreach
service to parents at major
milestones in their children's
development.
EVALUATION
1. The City of Santa Monica should
engage an independent evaluator
to assess the current status of
youth service supported by the
City with regard to program
outcomes.
2. The evaluator should provide
ongoing evaluation instruments
for the Coordinating Council
and the Youth Coordinator.
3. The City and other funders
should require agencies to
measure the impact/results of
the services they provide to
determine if the lives of young
people and families are
improved as a result of
specific programs efforts.
This should be accompanied by
additional financial support so
as not to divert funding away
from direct services.
4. outcomes of evaluation efforts
should be publicized to
increase credibility and public
awareness.
TECHNICAL ASSISTANCE
1. The city should "expand
technical assistance to
non-prOfits by developing a
pool of staff and/or consultant
resources.
- 12 -
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I~ I: :
.
2. The Santa Monica-Malibu Unified
School District should have at
least a half-time development
director.
3. The City should encourage
organizations to collaborate in
developing and seeking funding
for innovative youth programs.
- 13 -
;.. ...... 3 :=
8 == 41. "j'4'
~~......-J Z 4 I 8, 4 :
>0 0 0::1... ~ 0 ! I U 14 0
8 a.. 014 iC!l H 0 >0 .. ~ 1.. Z
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U ;:J Uj<< ,.:( 0:( H 0:( >0 <<, a << :z
en -.......:<< ,0:: ;:J Z U U >- <<: Ul . 0::: << ;z
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.
.
ATTACHMENT II
PROPOSED BUDGET: YEARS I AND II
Year I
Jan-June
~990
Year II
July-June
1990-91
I: KIDS CITY
KIDS CITY ORGANIZING
Organizer
SUBTOTAL
16,000 32,000
11,000 22,000
5,000* 5,000
27,000 27,000
10,000 10,000
-0- 7,500
-0- 100,000
-0- 25,000
-0- 3,000
64,000 231,500
Peer Organizers (3)
Consultant
KIDS CITY WEEKEND:
Kids Day
Kids Speakout
KIDS CITY PROJECTS:
Kids communication Project(s)
Youth Center(s):
Design
Existing Facilities
Special Proj. Contingency
PLAYFUL CITY Conference
IIA: KIDS AND FAMILY
SUPPORT NETWORK--QUTREACH
PROJECT MILESTONE
-0-
-0-
KIDS REC. RESOURCE GUIDE
-0-
7,500
RECREATION OUTREACH TO
SCHOOLS
-0-
-0-
MULTI-CULTURAL OUTREACH:
Expand Latino Recreation
Coordinator Position
pico Library Outreach
-0-
-0-
15,000
46,000
COMMUNITY OUTREACH RESOURCE BANK
-0-
5,000
SUBTOTAL
-0-
66,000
- 1 -
.
.
PROPOSED BUDGET: YEARS I AND II
IIB: KIDS AND FAMILY
SUPPORT NETWORK--RECREATION
PARKS AND ACTIVITIES
Bas1c Improvements
As-needed Rec. specialist
Program Enhancements
Park and Field Devel:
John Adams/Clover Park
Lincoln or SAMOHI
Virginia Park
VOLUNTEERS
Expand Vol. Coordinator
PAL PROGRAM
Current
Enhancement
SUBTOTAL
IIC: KIDS AND FAMILY
SUPPORT NETWORK--CHILDCARE
OVERALL COORD. & ADVOCACY
Child and Youth Coordinator
MARINE PARK CHILD CARE CTR
Renovation
Prog. Coordinator and
Subsidy
CHILD CARE MASTER PLAN
Planning Process
Implementation
EXPANSION OF AFTER-SCHOOL
PROGAMS
SUBTOTAL
Year I
Jan-June
1990
Year II
July-June
1990-91
15,856* 15,856*
-0- 10,000
350,000 (C)* -0-
75,000 (C)*
50,000 (C) * 250,000 (C)*
-0- 15,000
103,000* 103,000*
40,600
-0- 65,600
** **
350,000 (C)*
15,000* 150,000*
60,000*
n/a
-0- 75,000
-0- 75,000
- 2 -
.
t
.
PROPOSED BUDGET: YEARS I AND II
Year I
Jan-June
1990
Year II
JUly-June
1990-91
lID: KIDS AND FAMILY
SUPPORT NETWORK--HUMAN
SERVICES
ENHANCEMENT OF CURRENT
HUMAN SERVICES
Existing Funding Base
Additional Funding
550,000*
550,000*
150,000
COORDINATION OF EXISTING
SERVICES
Parent Education
Youth Employment
-0-
-0-
-0-
-0-
SUBTOTAL
-0-
150,000
III: Planning, Coordination
AND ADVOCACY
YOUTH/CHILD CARE COORDINATION
Child & Youth Coordinator
(includes benefits)
27,040
54,080
ADVOCACY PROJECTS
Kids Advocacy Coalition
Youth Budget
-0-
-0-
-0-
-0-
SUBTOTAL
27,040
54,080
GRAND TOTAL
$91,040
$ 642,180
*=currently budgeted or budgeted separately, not included in
thistotal
**=budgeted under initiative III, Planning, Coordination and
Advocacy
- 3 -
~
!..---
, I-A
NOV 2 6 ,~o::S
Kids In Santa Monical - OC7_-q
.
.
301-002-0/
Part II:
An Action Plan for the 1990' s
"We are not social blemishes. We are intelligent and have a lot of
valuable opinions. Though we have our problems, we don't want
to be treated like we have them. Don't deal with us -- talk to us --
get our opinions. We know a lot more than we're given credit for."
Santa Monica High School Student
City of Santa Monica
November 1989
"0'1 2 8 1989
I '-A
!"-..........
.
.
INTRODUCTION
"Kids in Santa Monica Part I: The Community Speaks Out" captured
the many unanswered needs and concerns of youth in Santa Monica.
It also revealed the interest, willingness and ability of youth,
and other community residents to work together to build a more
responsive community that prioritizes youth. "Kids in Santa
Monica Part II: An Action Plan" outlines a preventative services
and action agenda which involves youth as key architects and
engineers in developing Santa Monica as a "Kids City". The aim
of this Action Plan is to evaluate the needs of youth during each
phase of their life from birth to age eighteen in order to
develop, in the most comprehensive sense and by the year 2000, a
ci ty which has invested heavily, and wisely, in its youth and
their families.
The Action Plan is divided into a number of sections:
A CALL TO ACTION invites youth, community residents, and
other organizations to participate;
DEFINITION OF NEED summarizes what youth have told us
throughout the IS-month planning process;
A VISION underscores the broad goals for this long-term plan;
and
GETTING THERE: THE PLAN presents the proposed short-term and
long-term priorities, initiatives and activities designed to
meet the articulated needs of children and youth.
Several charts are also included to aid readers in reviewing the
Action Plan: A Ten-Year Plan and Timeline for all major proposed
initiatives is included on page 7a; a detailed listing and
analysis of all 109 Final Recommendations of the Santa Monica
Committee for Youth is included as Attachment I, and a Projected
Budget for Years I and II: of the Action Plan is included as
Attachment II.
- 1 -
~ --.~...
.
.
A CALL TO ACTION
Santa Monica in the year 2000 could be a city that, because of
the efforts of the past decade, is more supportive of youth than
it was before and whose major systems have been modified or
enhanced to address their needs. Youth should feel that Santa
Monica is a good place to do what for all of us is the most
difficult of challenges -- growing up. The task in the next
decade is to give youth who will grow up in our community the
supports, the encouragement, and the sense of personal power to
do just that.
It goes without saying that the implementation of such an
ambitious Action Plan is not nbusiness as usual. n It will call
for the utmost in involvement of involvement of the city, other
governmental entities, the school system, human service
providers, the business sector and community residents and
groups, and most importantly our children, youth and their
families.
It will require new funding initiatives, both public and private.
It will venture into unknown territory -- asking children and
youth to actually design programs that meet their needs and
requiring, at times, maj or changes in the way services have
traditionally been provided.
It will hopefully serve as a catalyst that will encourage vital
players in the areas of education, health and housing to work
within their own spheres, and with us, to address those issues
not under the perview of this initial Plan. High quality
education, accessible healthcare and affordable housing must be
the foundation of the lives of all kids and families in Santa
Monica.
Santa Monica must not be a community that does ntoo little, too
late" for its children and youth. This community has
traditionally shown its ability to marshall its institutions,
resources, and the commitment and will of its residents to
improve the quality of life in Santa Monica. This Action Plan
calls for the marshalling of these same resources on behalf of
its youth.
- 2 -
-r-- ~ ~ 'I.
.
.
DEFINITION OF THE NEED
Over 1,200 kids, and over 400 parents, educators, human service
staff, funders and community members surveyed by the Santa Monica
Committee for Youth through questionnaires, forums and focus
groups consistently identified patterns of need that are hard to
ignore. These crucial obstacles facing youth in Santa Monica
include family violence, substance abuse, gang activity, the
lack of employment, the lack of recreational opportunities,
school drop out problems, and depression. Many youth of all ages
are suffering from diminished self esteem manifested in problems
which can often determine the course of their adult lives.
These problems were highlighted by youth in the report ttKids in
Santa Monica Part I: The Community Speaks Out":
o Fifty-five percent of high school students surveyed noted
family violence as a significant problem.
o Middle and high school students identified substance abuse
and gang violence as the top two problems for young
people.
o Both parents and youth in separate interviews identified
the lack of jobs as one of the top three problems for
youth.
o When asked how they spend their free time, middle school
and high school youth most frequently mentioned watching
television, watching movies, and visiting shopping malls.
o Forty-eight percent of the kids responding to the youth
survey said they do not have adequate opportunity to
participate in their preferred recreational activities.
Barriers include lack of time, money, transportation and
facilities.
o The attrition rate (which accounts for both drop out rates
and rates of transfer to other districts) for Santa Monica
Schools for the class of 1988 was 21 percent of ninth
graders and twenty percent of tenth graders. The attrition
rate is particularly high in the Latino community.
o Over half of the students in middle schools and high
schools said that depression is a problem for themselves
or their friends. Thirty five percent of girls and
twenty-one percent of boys reported suicidal thoughts,
while eighteen percent of girls and six percent of boys
reported attempting suicide.
While these issues would come as no surprise to those communities
across the nation that have traditionally struggled with the
outcomes of severe urban poverty, unemployment, and underfunded
services, it is of extreme concern that these issues are also
very real in Santa Monica. It challenges the notion that Santa
- 3 -
.
.
- -.:
Monica youth are impervious to the pressures felt elsewhere. It
reinforces the reality that Santa Monica is a place of diversity
where, according to the 1980 U.S. census, 45% of all households
had annual incomes of less than $15,000, where almost one third
of families with children under 18 were headed by a single
female, and where in 1988, 43% of students attending Santa Monica
public schools were from minority backgrounds.
The santa Monica Committee for Youth, and those that participated
with them, have for the first time described in a comprehensive
way these needs and community characteristics. The following
Action Plan attempts to prioritize what they have told us, and to
further refine their vision in such a way that the community can
act upon it during the decade to come.
- 4 -
~ ..'
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.
THE VISiON
"Kids in Santa Monica Part II: An Action Plan for the 1990'su
proposes a comprehensive approach which seeks by the year 2000 to
build a city that provides the appropriate urban environment,
recreational programs, childcare and human service supports to
meet the needs of families and children from their infancy up to
their early adulthood.
It seeks to create an urban play environment for all ages, a
transportation system which takes kids where they want to go, an
outreach and information program so kids and families know what
is available to them, and special initiatives and projects
designed by and for kids. In short, the Action Plan reflects
the bits and pieces of "dreams" as told to us by kids and adults
alike -- pulled together into a comprehensive vision.
Although kids are feeling alienated, frightened and powerless,
many have specific, concrete solutions which have been taken very
seriously and integrated into the Action Plan. In a
questionnaire distributed to students after "Kids in Santa
Monica: Part I" was published, students made the following
representative comments:
ft (A) youth center is a good idea, the police should patrol
the area around for intimidation. They should allow the kids
to paint murals inside with spray paint so the kids will feel
this is their place, not just (another) center.U (Olympic)
"We are not social blemishes. We are intelligent and have a
lot of valuable opinions. Though we have our problems, we
don't want to be treated like we have them. Don't deal with
us--talk to us--get our opinions. We know a lot more than
we're given credit for." (S.M. High)
"We need trained psychological professionals.
problem is awful.. II (S.M. High)
The morale
"We should build a new park, better living areas" (Adams)
These comments reveal both the breadth of the problems and the
capabilities of kids to play an integral role in solving them.
Among youth, adults and service providers there is a growing
consensus of what the issues are and in broad strokes what the
solutions would look like.
Each age group was carefully considered and evaluated to
determine what Santa Monica could offer them that would help
them feel that they live in a friendly, kids-oriented city that
works to prevent problems and also responds to kids and their
problems as needed.
For example, infants and pre-school age children need safe, clean
parks with good play equipment, quality and affordable childcare,
and access to story hours at the library. Parents need peer
- 5 -
.. ...
.
.
supports to counter the oftentimes befuddling experience of new
parenthood, a place to calI to get information and support during
times of crisis, good programs in the parks for the entire
family, and in some cases, additional role models and mentors to
care about and be with their children.
As young children grow older and enter school their needs change
and parents require new information about what is available to
them as a family. They need information about recreation and
general family services. Children need increasingly independent
recreation, sports and arts programs tailored to their needs,
supervised before and after school programs and camps during the
summers and holidays. Counseling and workshops on a variety of
issues should be available to all members of the family at a time
when information and awareness can prevent future problems from
occuring. Trained mentors should be available to assist children
with studying and to serve as guides and friends when family and
school supports are not enough.
Building on this, middle and high school-age youth need increased
opportunities to become integrally involved in the community.
Career exploration, job training, and employment become
especially signifiant. Varying degrees and types of supervised
after-school programs are needed with the understanding that this
is the time when young people need to take increased
responsibility for and control over their own lives. Some also
need intervention programs which assist them through providing
tutoring for low basic skills, various kinds of counseling and
conflict resolution programs. Young people at this age need
varied activities which include dances, sports and arts programs.
Parents need access to workshops and resources which explain what
is available for them and their children. Intervention programs
are needed to support family members in handling problems which
include: substance abuse, teen pregnancy, and family violence.
The approach is as important as the actual programs. In addition
to coordinating all services, programs must be: multi-cultural,
bilingual and accessible to children and families with special
needs, including those with disabilities. Programs must be
developed which maximize the cultural, racial, and linguistic
diversity of youth-serving staff. Hiring a multi-cultural staff
is particularly important because children must see successful
adult role models who look like them, speak their language and
have had to overcome similar barriers. The approach, however goes
beyond staffing. Program goals must include building on the
integrity of different racial and cultural heritages as well as
the experience of people with special needs. Children must begin
to see diversity as a strength rather than a source of division.
Most importantly there needs to be good coordination among
service providers, schools, the city and the public. This
coordination would create permanent communication channels, so
that services and programs could be easily adjusted to fit the
changing needs of kids and families.
- 6 -
.
.
... -. J
GETTING THERE: THE PLAN
In developing the Plan, the 109 recommendations developed by the
Santa Monica Committee for Youth and included in UPart I: The
community Speaks outU were sifted through, sorted out, and
prioritized. Given the complexity and number of these
recommendations this was a complex task. While it is the goal of
the Action PIan to prioritize and structure these recommendations
as well as to propose model programs and means for implementing
them, it is done with a certain amount of trepidation or fear
that the depth and comprehensiveness with which the Committee's
recommendations were developed will be diminished. Accordingly,
all recommendations have been attached to this Plan, categorized
by the type of action needed, and earmarked for consideration
sometime in the ten years of the plan. These are included as
Attachment I of this report.
The Action Plan itself is broken into three maj or ini tiati ves:
KIDS CITY, KIDS AND FAMILY SUPPORT NETWORK (which includes
Outreach, Recreation, Child Care and Human Services) and
PLANNING, COORDINATION AND ADVOCACY. Together these initiatives
will create programs for all kids and families that meet the
different needs of specific age groups as well as intervene at
the critical junctures in family and youth life cycles. This
preventative agenda, with kids as key players and decision makers
combined with intensive intervention services will provide kids
with the necessary tools and experience to lead a productive life
beyond graduation from high school.
It is estimated that approximately $11 million would be needed to
fully implement this Action Plan over the next decade. It is
proposed that the City provide initial funding for this effort
in Year I, totalling approximately $100,000. The City will work
closely with public and private funders, as wel1 as look for
additional new revenue sources available to the City, in order to
provide the needed funding to fully implement this plan. The
effort to identify new revenues will occur in the context of the
City's FY 1990-91 budget process.
The following table provides a summary of the Ten-Year Action
PIan for Youth. It sets forth a full range of activities and
projects. Major new priorities have been identified in the chart
to indicate the seriousness with which the Plan attempts to
address those needs articulated by Santa Monica's youth.
- 7 -
,
.
.
KIDS IN SANTA MONICA PART II: AN ACTION PLAN FOR THE 1990'S
I, "IDS CITY
KIds City Orgarnzmg Network
KIds City Weekend
Kids Day
Kids Speakout
KIds City Projects
Kids Commurucauon PrOject
Youth Center(s)
Kids Speclal ProJect(s)
Playful City Conference
nA. KIDS A~D FA'\ULY SUPPORT
~ETWORK - OUTREACH
Project Milestone
KIds Recreallon Resource GUlde
Mulu-Culroral Outreach
Latmo Recreatlonal Outreach
Library Outreach-Plco Nelghborhood
Commuruty Outreach Resource Bank
fiB. KIDS AND FAI\ULY SrpPORT
XETWORK - RECREA TlO~
Parks ImprovementS
J AdamslClover Park
LmcolnlSAMOm
VrrglTUa Park
Fleld Development/EXpaIlSIon
Recreauonal Acuvlues
Improvements
Program Enhancements
Volunteer Expansion
PAL Program
nc. KIDS AND FA'ULY SUPPORT
l'\ETWORK - CHILDCARE
Coordmauon and Advocacy
Cluldcare Master Plan
Marme Park Chtldcare
After-school Expansion
nn.KIDSAXDFA~LYSUPPORT
~ETWORK. HU:\1AN SERVICES
Program enhancements
FamIly Case Mngmt. & Mentormg
School-Based Human ServIces
Fatntly Supports
SkIll Bwldmg
Youth Employment
Counselmg & CnsLS Intervenuon
Health
Coordmauon of ExlStmg Programs
Youth Employment
Patent Educauon
III. PLAI'I'NNG. COORDINATlO:'i
AND ADVOCACY
Cluld and Youth Coordmator
Trammg
Advocacy PrOjects
Klds Advocacy Coahuon
Youth Budget
CIty-School LIaISon
Advocacy Issues
Needs and Feaslblltty Studies
1-l../~ ~!$f Si/~ &/'" ~/S: li/I~ l/f/~ ~/~ li/>.c 8:/
In~ff~/~;~/~/~/~ff~i~l~
-k I
U ( ) U () ( ) ( ) () ( ) () ()
U U U U U U U U ( ) ( )
f.7_ ~"
()
()
0 () 0 0 0 () 0 () ()
()
0
()
~ ~
()
*
*
0= events, one umc programs or capital unprovements
1::r = major new prOjects proposed an Acl10n Plan
-7a-
.
.
The following sections discuss the three major initiatives in
much more detail. However, in summary, the most significant new
major activities proposed include:
INITIATIVE I: KIDS CITY
o Establishment of a Kids City organizing Network, which may
include the creation of a Youth Commission, inVOlving
children and youth in a Kids city Weekend and a range of
community planning activities: to be implemented in Year
I:
o Development of a Youth Center or series of youth centers
primarily designed and operated by youth. Activities
would begin in existing facilities in Year II with more
extensive planning for possible new facilities to begin in
the same year;
INITIATIVE II: KIDS AND FAMILY SUPPORT NETWORK
o
Expansion of a
participation
Recreation and
II:
Multi-cultural Outreach Program to maximize
by minority families in the City's
Library programs, proposed to begin in Year
o Parks and recreation improvements within the City'S
Department of culture and Recreation Services, including
plans for park and field development and expansion,
proposed to begin in Year II:
o Increased coordination and advocacy for childcare
including the hiring of a Child and Youth Coordinator in
Year I to work on childcare and other child and youth
issues, the implementation of the Santa Monica community
Childcare Master Plan proposed to begin in Year II, and
the opening of Marine Park Childcare Center in Year II;
o Significant changes to the human services network
including prioritizing available city funding In Year II
for a collaborative and coordinated network of
school-based human services which emphasizes preventative
ways to address the school-drop out problem:
o To begin planning for two new major human service programs
in Year III: a pUblic/private sector youth employment
project and an early intervention, family case management
and mentoring project:
INITIATIVE III: PLANNING ADVOCACY AND COORDINATION
o Improved overall coordination and advocacy for children
and youth issues through the creation of the new city
- 8 -
.
.
staff position, Child and Youth coordinator, to be funded
beginning in Year I.
o creation of a community-based Kids Advocacy coalition in
Year II to ensure broad-based support for youth services
and to better coordinate existing services;
o Development of a formal city/school District Liaison
function to ensure close cooperation and coordination of
issues of common concern, to begin in Year I.
- 9 -
.
.
INITIATIVE I: KIDS CITY
Kids city creates the context for and builds the capacity within
youth to become leaders, to organize one another, to develop a
ten point issues agenda and to actively implement it. It is a
mechanism for kids to have a strong voice in developing the
particular programs they care about whether it is in recreation,
counseling or in the form of a youth center. It is called Kids
City because it is a youth empowerment model which ultimately
seeks to change more than services and structures. Its goal is
also to change attitudes.
In planning Kids city, the goal has been to strike a balance
between presuming what kids want and providing an effective
structure which permits kids to design their own approach and
programs. The approach is derived from several ather successful
model programs in Berkeley, Boston, st. Louis and Seattle. In
all of these other cities, kids have been very successful at
articulating urban design ideas, developing issue priorities, and
implementing actual programs.
Priorities: Years I and II
KIDS CITY ORGANIZING NETWORK: The goal of this first
eighteen month phase is to develop a strong peer-led Kids
City organizing Network that reaches out to middle and high
school students to plan the Kids city Weekend. The Kids
Organizing Network will identify the most important youth
issues, develop proposals for a youth Center and create an
ongoing formalized organizing network including a Youth
Commission. The Kids city Organizing Network will be
encouraged to develop concrete project ideas to bring to the
Kids City Weekend.
The Kids City Organizing Network will be staffed by an adult
organizer who will work with three part-time youth organizers
to plan and develop the Kids city Projects. Special efforts
will be made to invol ve a broad range of youth who can
contribute a variety of skills to the effort. Middle
school-age youth will be encouraged to participate given
their prior interest and involvement in Kids Day . Initial
discussions with the SMMUSD indicate interest in providing
time at middle schools for the Kids city Organizing Network
to begin outreach and planning.
The Kids City Organiz1ng Network will be encouraged to
develop concrete Kids ci ty Proj ect areas that upon
implementation will have immediate and tangible results. The
City will explore the use of a centrally located, donated
facility, possibly a storefront or office space, as an
organizing base for Kids city Organizing Network.
KIDS CITY WEEKEND: Scheduled for May of 1990 (Year 1), the
first annual Kids City Weekend will combine a one-day Kids
Speakout for middle and high school age kids with Kids Day --
- 10 -
.
.
an annual event sponsored by the City's Cultural and
Recreational Services Department since 1987 for young people
of all ages. Kids Day includes: contests, games and
activities for all ages. The Kids Day and Kids Speakout will
be designed by the Kids City Organizing Network and, thus,
the format and exact outcome will be determined by youth.
The Kids Speakout may include morning workshops and an
afternoon at-large session where the kids will develop the
ten point priorities platform of short and long term issues.
It will be important to include a variety of activities
leading up to and during the Kids Speakout to appeal to youth
with varied interests and to ensure that there will be
concrete results from their input and involvement.
KIDS CITY PROJECTS: Kids City Projects are special projects
where kids take the leadership role in planning and action.
Project areas will be determined through the Kids city
Speakout. The Kids City Organizing Network (which may become
or include a Youth Commission) will oversee and guide the
initiatives throughout the year. Kids will be able to draw
from a resource bank of skilled adult volunteers as
consultants when needed.
Kids Commmunication Project: Through the Kids city
Speakout kids may choose one or two proj ects to pursue
for Year II. Projects which might be selected for
implementation include: a teen question and answer talk
show on cable t.v., a Kids Yellow Pages with youth
information, expanded kids PEN program or a publication
developed through Kids city.
Youth Center(s): The identification of a location(s),
design and programming for a Youth Center(s) is perhaps
the most tangible and central project that kids will be
able to apply their dreams to and create. The Youth Center
may utilize existing resources for temporary sites while
planning and raising funds for building the new permanent
Youth Center(s). The project will take several years to
bring to final completion. It will be part of the task
of the kids involved to keep the project alive and their
vision strong.
.
Kids Special Pro; ects : Through the Kids City Speakout,
kids may identify one or two issue areas to pursue as
special Kids Projects for immediate implementation in Year
II. The City will provide the specific funding allocation
and Kids Organizing Network will then develop a plan to
present for final approval to the City Council. Some
examples of the types of projects that kids may decide to
work on include an educational campaign about drugs, peer
support groups for kids in crisis or a public awareness
campaign about resources for family violence problems.
There are
important
projects.
several areas which have been identified as
urban planning and environmental improvement
In the spirit of the KIDS CITY initiative, it is
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critical that young people be involved in these activities.
Those described below are meant to serve as a beginning for
the types of urban planning, environmental and program
development projects that in a true "Kids city" would
necessarily require the advice and input of young people.
These projects include:
The PLAYFUL CITY: Santa Monica youth and adults have the
opportunity to participate in an important nationwide
conference, the PLAYFUL CITY, as one of ten selected
cities from across the country. The PLAYFUL CITY
Conference's goal is to develop ways for kids to play
critical design roles in creating an urban environment
which supports their health, growth and development. As a
selected city, Santa Monica would run specifically
tailored focus groups and bring representatives (adults
and kids) to the PLAYFUL CITY Conference in July 1990 at
Stanford University. other participating cities include:
Seattle, Raleigh, Berkeley and Los Angeles.
Parks and Field Development: As the Cultural and
Recreational Services Department creates new parks and
enhances existing ones, kids along with adults will playa
critical role in designing and improving them.
Resources Needed: Year I and II
KIDS CITY
Year I
Year II
KIDS CITY ORGANIZING:
Organizer
Peer Organizers (3)
Consultant
$ 16,000
11,000
5,000*
$32,000
22,000
5,000
KIDS CITY WEEKEND:
Kids Day
Kids Speakout
27,000
10,000
27,000
10,000
KIDS CITY PROJECTS:
Kids Communication Project(s)
Youth Center(s):
Design
Special Projects-Contingency
PLAYFUL CITY Conference
-0-
7,500
-0-
-0-
-0-
100,000
25,000
3,000
Total:
$ 64,000
$231,500
(*=Already budgeted and therefore not included in the total)
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Priorities: Year III and Beyond
Kids City will grow and evolve as young people design it to meet
their needs. In addition to continuing to address youth issues
through the Kids City Organizing Network, kids will develop their
own priorities. Particular attention will be given to developing
mechanisms for younger children to participate in Kids city
Projects.
From the surveys and focus groups conducted with kids throughout
this process, several areas have been identified which may be the
topic for future Kids city Projects including employment and
substance abuse. In the area of Kids Communication Project(s)
the Kids Yellow Pages may be updated, along with the creation of
other media, theater and art projects. The Youth Center will be
a mUlti-year project, which may include an intermediate step
where existing sites and resources are used to start implementing
youth-developed activites including an employment project.
Finally, kids may want to develop a Peer Leadership project aimed
at providing support and addressing problem areas including drug
abuse, gang activity and teen pregnancy.
Transportation and access to services, programs and activities is
a central issue for kids. Youth may choose to address this gap
through looking at the City's Blue Bus system and other
transportation needs. This proj ect would explore ways to make
transportation affordable and accessible to all children
including those with disabliites.
- 13 -
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.
INITIATIVE IIA: KIDS AND FAMILY SUPPORT NETWORK -- OUTREACH
The Kids and Family Support Network is designed to reach out to
families and provide the necessary communication bridge to link
them with recreation programs, child care and human service
supports. Both in the Committee's Report and in comments about
it, many community residents have spoken of the isolation they
experience as families and the lack of coordinated knowledge they
have about what is available to them in the community. The Kids
and Family Support Network seeks to provide both the
communication link and the needed services.
The Outreach component of the Kids and Family Support Network is
essential; it apprises families of available services and works
to bring services to specific targeted neighborhoods that are
lacking them.
Priorities: Years I and II
PROJECT MILESTONE: A new program will be implemented by the
city to provide resource information to all families.
Project Milestone will deliver welcoming information packets
to families at crucial junctures in their child's life
beginning with birth. The packet will include information
about children's development at particular ages and what
services are available for children and their parents. It
will also provide information about parent support workshops
sponsored at a number of different agencies. Initial
planning begins in Year II.
KIDS RECREATION RESOURCE GUIDE: A comprehensive directory
will be provided by the City's Cultural and Recreational
Services Department which lists recreation programs available
throughout the City to kids by age-group. This directory
will be regularly updated and will be a valuable reference
guide of both city and non-city recreational activities for
kids and families.
RECREATION OUTREACH TO SCHOOLS: In the Committee's report,
it was recommended that City Recreation staff visit schools
at lunch time. This outreach strategy, already underway, is
a valuable way of building a bridge between schools and
recreational programs. It also fosters famil iar i ty between
youth and recreation coordinators. During these lunch visits
recreation staff describe activities, encourage youth
participation and informally talk.
MULTI-CULTURAL OUTREACH: To build racial and cultural
diversity in programs is an essential multi-step process. It
includes both outreach to minority communities as well as
developing a program approach which builds on the strength
and diversity of all cultures. creating multi-cultural and
multi-racial programs is particularly important for young
children in order to foster an understanding of di versi ty.
- 14 -
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.
It builds pride in their own cultural background in addition
to appreciation of others. This breaks down the social
barriers which later may become divisions. Ultimately, all
children's lives are enriched as they develop an early
understanding of the value of cultural traditions. It is also
essential to develop specific programs to meet the particular
needs of different ethnic and racial groups in Santa Monica.
The growing school drop-out rate in the Latino community is
alarming and has motivated the development of increased
outreach efforts which will target prevention and
intervention services to minority youth.
Latino Recreation Outreach: By expanding the existing
part-time Latino Recreation Coordinator position to
fUll-time, the CUltural and Recreational Services
Department will be able to develop more services and
resources specifically targeted for kids and families in
the Latino community.
Library Outreach proqram- Pica Neighborhood: A link will
be forged between existing libraries and the Pi co
neighborhood, which currently lacks neighborhood library
services. Library enhancements include the creation of a
new full-time librarian at the Fairview Branch Library to
do outreach and programming to the minority community and
expansion of outreach and programming activities at the
Santa Monica Main Library for minority families and kids.
COMMUNITY OUTREACH RESOURCE BANK: This new City project will
provide limited funds for services like childcare and
interpreters for programs and events to make it possible for
parents to attend. It will also include establishing a book
of resources for discounted or donated goods and services
(food, printing, etc.) Planning will begin in Year II.
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.
Resources Needed: Years I and II
RIDS AND FAMILY SUPPORT
NETWORK -- OUTREACH Year I Year II
PROJECT MILESTONE -0- -0-
KIDS REC RESOURCE GUIDE -0- $ 7,500
RECREATION OUTREACH TO -0- -0-
SCHOOLS
MULTI-CULTURAL OUTREACH:
Expand Latino Recreation
Coordinator -0- 15,000
pico Library outreach -0- 46,000
COMMUNITY RESOURCE BANK -0- 5,000
Total: -0- $ 73,500
Priorities: Years III and Beyond
In Year III and beyond, a Child and Youth Coordinator will work
with existing programs to encourage additional outreach to all
youth and families. This will include continuing to develop a
multi-cultural approach in all programs and targeting outreach to
hard to reach youth and families. Special attention will be
given to out-of-school youth.
Project Milestone will be implemented on a limited basis in Year
III to families of infants and expanded throughout the ten-year
period to ultimately include families with kids of all ages.
The City will explore other programs in partnership with the
school system and community agencies which include:
o Programs to promote school re-enrollment of out-of-school
youth.
o Additional services and workshops for parents in the
school system, including bilingual services.
o Increased in-service trainings for agencies to develop and
improve their outreach methods.
- 16 -
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.
INITIATIVE IIB: KIDS AND FAMILY SUPPORT NETWORK -- RECREATION
Recreation activities are essential for youth and families. In
addition to satisfying immediate needs which include after-school
activities, sports, arts activities and family outings,
recreation can often work to prevent future problems. Becoming
engaged in a sports or arts activity through an after-school
program can often provide the needed outlet that will disuade
youth from gang involvement, dropping out of school or becoming
pregnant at an early age all problems that have been
identified by Santa Monica youth. Neighborhood-based
recreational services also provide a valuable locus for family
activities that promote stronger neighborhood relationships among
residents.
In the last eighteen months the cultural and Recreational
Services Department has been working to develop improved services
through internal re-organization, enhanced programming, staff
training and an increased responsiveness to community needs. The
Committee's report cited several areas which needed particular
attention. These include: additional staff training, increased
after-school program hours, enhanced parks, improved existing
programs and development of new ones. The Cultural and
Recreational Services Department has developed creative plans to
specifically address these gaps. These plans include physical
site improvements in parks, staff trainings which stress
supervision skills, developing programs that address particular
suggestions and doubling the after-school hours.
Priorities: Years I and II
PARKS: As the most precious physical resource for play and
leisure owned by our city, it is vital that the parks be
accessible, safe and attractive for the kids and families of
Santa Monica. To achieve this goal the Cultural and
Recreational Services Department has developed a strategy
with the following components:
o A comprehensive inventory of necessary park improvements;
o improved cleanliness and maintenance of parks;
o enhanced parks system by installing lights, improving
field surfaces and improving other targeted facilities;
o increased park security through expansion of the Park
Ranger Program to be brought to the council for action in
a separate report;
o development of Parks User Advisory Committees to work with
the city to identify and meet specific parks needs; and
o continued efforts of the newly created Sports Advisory
Council for better use and coordination of limited playing
fields.
ACTIVITIES: Recreation activities are central to providing
an array of options for kids and families in our community.
Play provides an opportunity for children to learn about
themselves and the world around them by both providing the
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chance to assert their independence as well as teaching them
the value of cooperation and sharing. Program design for the
1990's must be mindful of the changing needs of kids and
their families. Improved or expanded activities proposed by
the City for the next eighteen months include:
o teen initiated dance in February 1990 as a pilot activity
for future dances;
o coordination of existing skate board activities in
appropriate, safe off-season sites and improved use of
existing facilities;
o development of additional non-competitive activities in
city recreation program;
o improvement of format and distribution of "Seascape",
which serves as the main source of information to the
community about recreation programs~ and
o continued training of recreation staff including building
sensitivity to homelessness, supervision skills, and
understanding developmental needs of children.
VOLUNTEERS: In order to provide the maximum level of service
and an opportunity for kids and adults to work with and help
others, it is necessary to expand the use of volunteers. It
is particularly appropriate to expand volunteers for the
Special Olympics and other services for youth wi th
disablities. To do this, the City will increase its
Recreation Volunteer Coordinator from half to full-time in
Year II. This would enable the City to explore the
feasibility of recruiting and training volunteers that could
be made available to other community groups.
POLICE ACTIVITIES LEAGUE (PAL): The PAL program was
initiated by the Police Department beginning in July of 1988
in conjunction with the Department of Cultural and
Recreational Services to serve as a gang and delinquency
prevention and intervention program. In this program,
police officers volunteer their time to coach a sport or
teach an activity of their choice. The program has had an
excellent response from the community and police officers.
It sponsors programs ranging from baseball to karate to
computer training. The city will continue its development of
this program.
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. .
Resources Needed: Years I and II
KIDS AND FAMILY SUPPORT
NETWORK -- RECREATION Year I
Year II
PARKS AND ACTIVITIES:
Basic Improvements
As-needed Ree. special. 15,856*
Program Enhancements -0-
Park and Field Devel:
John Adams/Clover Park 350,000(C)*
Lincoln or SAMOHI
Virginia Park 50,OOO(C)*
$ 15,856*
$ 10,000
75,OOO(C)*
250,000(C)*
VOLUNTEERS:
Expanded Vol. Coordinator -0-
15,000
PAL PROGRAM
Current $103,000*
Enhancement
$103,000*
40,600
Total: -0-
65,600
(C=Capital Improvement Projects (eIP) budgeted or to be
submitted through the city-wide CIP process, and therefore
are not included in the total.
*=projects already budgeted or to be sUbmitted.)
priorities: Year III and Beyond
In years III and beyond, the Cultural and Recreational Services
Department will continue to develop a more coordinated, community
oriented recreational services approach. This will include
addressing the needs expressed in the Committee's report for:
o a Youth center, coordinated wi th the design and
implementation plan developed through the Kids City
Organizing network;
o additional physical improvements of parks;
o more parks and playing fields;
o increased programs for females, pre-teens and Latino
children;
o decentralized and accessible services in all
neighborhoods;
o expanded use of volunteers;
o improved information and referral;
o staff development and training.
- 19 -
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.
INITIATIVE IIC: KIDS AND FAMILY SUPPORT NETWORK -- CHILDCARE
A maj or thrust of the Kids and Family Support Network is to
provide positive and preventative family supports throughout the
journey from infancy through adolescence. Given the substantial
and increasing number of single parent and working parent
families, the most critical of these supports for most families
is the care of their children when they are at work.
Whether it be quality and affordable infant care, early childhood
education for pre-schoolers, carefully designed before and after
school programs, or emergency and sick care programs for all age
groups, there can be nothing of any greater significance for
working families than to have available to them, at affordable
rates, quality child care programs. Major findings in the
Definition of Need point to the high level of stress, even family
violence, within Santa Monica families. It is essential to
develop programs that reduce the stress and worry that comes with
leaving for work in the morning not knowing if your children will
be cared for, nurtured, and challenged. In addi tion, direct
stress experienced by children and youth when left in inadeqeuate
care situations can also be overwhelming.
Priori~ies: Years I and II
OVERALL COORDINATION AND ADVOCACY: Currently, an informal
Child Care Management Team of city staff from a range of
departments work together to initiate child care programs for
both City employees and the community. Members of the team
work closely with the Santa Monica Child Care Task Force, a
community group of child care providers and community
members, to coordinate and advocate for increased child care
programs. A priority for Year I is to supplement these
efforts through the creation of a new, permanent city staff
position to take the City's lead in this area. The position,
Child and Youth Coordinator, will address issues affecting
children and youth (ages 0 18) and is described and
budgeted for later in this report. A major responsibility
of this position will be to act as the City's liaison to
child care groups, to ensure implementation of Santa Monica
Child Care Master Plan, and to work with other City
departments on issues such as child care-related zoning
issues and monitoring of development agreements containing
child care provisions.
SANTA MONICA CHILD CARE MASTER PLAN: This project is a
comprehensive and collaborative planning effort among the
city of Santa Monica, the Santa Monica/Malibu Unified School
District, and Santa Monica College to assess community child
care needs, propose communi ty childcare pol icies and
programs, and present financing mechanisms to ensure their
implementation. Already underway, the planning phase will be
completed by June of 1990. The priority for Year II will be
to integrate the recommendations and funding mechanisms for
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.
childcare into the Kid and Family Support Network and to
begin its long-term implementation.
MARINE PARK CHILD CARE CENTER: A significant step in
expanding child care opportunities for both City employees
and community residents will occur in Years I and II through
the planning for and opening of a new facility at Marine
Park, scheduled to open in September of 1990. The center
will serve approximately 50 infants, toddlers, and preschool
children. This project will serve as a model employer and
community-based child care program that addresses the
oftentimes conflicting challenges of quality of care,
affordability, and infant care. Funds for renovation of the
facility and start-up are provided in Year I, and an ongoing
subsidy to ensure both quality and affordability will begin
starting in Year II.
A new position, Child Care Programs Coordinator, will be
created in Year I whose major activities will be directing
the Marine Park Child Care Center . Additional
responsibilities will include planning for improved and
expanded before- and after-school care described below.
EXPANDED CITY-SPONSORED SCHOOL-AGED PROGRAMS: The Department
of Cultural and Recreational Services will expand its current
after school programs in Year II as well as holiday and
vacation programs. In addition, planning will begin to
assess the feasibility of further expanding the program to
before-school care in subsequent years. A major emphasis
will be given to increased collaboration with the school
district and planning programs that will draw older children
who need some supervision but do not find traditional
supervised programs attractive.
Resources Needed: Years I and II
KIDS , FAMILY
SUPPORT NETWORK -- CHILD CARE
CHILD CARE MASTER PLAN
Planning Process
Implementation
Year I Year II
* *
350,000(C)**
15,000* $150,000*
$ 60,000**
n/a
-0- 75,000
-0- 75,000
OVERALL COORD. & ADVOCACY
Child & Youth Coordinator
MARINE PARK CHILD CARE CENTER
Renovation
program Coordinator and Subsidy
EXPANSION OF AFTER SCHOOL
PROGRAMS
Total:
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.
(*budgeted under Initiative III, planning and coordination)
(**currently budgeted, thereforeare not included in this
total)
(C=Capital Improvement Project)
Priorities: Years III and Beyond
Implementation of an enhanced community-wide child care system
will take the collaborative efforts of those sponsoring the Child
Care Master Plan as well as major employers in the community.
The Master Plan itself will propose the course that should be
taken and the cost implications of them. The implementation of
this Master Plan will be a major priority within the Kids and
Family Support Network throughout the next ten-year period.
In addition to broad programs included in the Master Plan,
additional child care support services (such as parenting, parent
education, supports for latchkey youth) will be explored as a
part of an improved Human Services System discussed in the
fallowing section.
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.
INITIATIVE IID:
SERVICES
KIDS AND FAMILY SUPPORT NETWORk
HUMAN
This Action Plan' s nDefinition of Need" clearly identifies the
critical human service needs of youth and their families. Family
violence, substance abuse, depression and thoughts of suicide are
oftentimes symptoms of serious family and personal distress. The
lack of positive supports within the family, the difficulty in
obtaining mental health and primary health care, and the stresses
inherent in growing up all point to a need for a comprehensi ve
and coordinated human services program for Santa Monica's
families and youth.
During the course of the Committee for Youth's study, it became
apparent that the current network of youth-oriented human service
programs, while not unlike those in most other communities, is
fragmented, sometimes duplicative, and reliant upon traditional
ways of providing services. This approach is not always
responsive to the needs of kids and the the contemporary makeup
of families, or the changing demographics of the community.
Over a ten-year period, a major initiative will take place to
move this system toward one that:
o is comprehensive in its approach, dealing with the human
service needs of youth and families at each appropriate
developmental stage;
o considers the child or youth in the context of the entire
family, drawing upon the range of resources needed to solve
problems and presenting opportunities in that context;
o is collaborative in nature, requiring that currently
fragmented programs coordinate efforts and further
supporting new programs that are model collaborative
efforts;
o builds and sustains broad-based leadership wi thin Boards
and staff of participating agencies to ensure an innovative
and collaborative system that responds quickly and
proactively to changing needs;
o while providing supports to those in crisis, acknowledges
as a priority those preventative supports that can most
effectively assist families and youth at an early age;
o is accessible to working families through appropriate hours
of service and other supports;
o encourages the development of multi-cultural programs to
meet the special needs of those that are traditionally
underserved by human services;
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o solicits input and involvement from youth and families in
developing programs and in evaluating program successes;
and
o relies on
government,
residents.
a broad range of funding sources, including
foundations, the local business community, and
The system should contain the following components:
Coordinated Family Case Management and Mentorinq: The new
system will emphasize coordinated family case management for
families that find themselves in need of human services or
other supports. It ensures access to one specific adult who
can serve as advocate, mentor, or in some cases, a counselor
for the child or youth and the family. In some cases, this
person is a volunteer mentor, in some case it might be a
professional counselor, a favorite teacher, a school nurse.
It is intended to assist a family in need to negotiate the
maze of services, rules and regulations that often deter
families in getting help -- otherwise the wealth of services
which may be generated by this Action Plan could go unused by
those who most need them.
Preventative Family Supports: In recent years family
supports, including parenting, preventative education and
child-care related services have emerged as an effective
preventative approach to dealing with family needs.
While currently a range of parenting and preventative
education services exist, they are not coordinated in such a
way that parents or youth can easily get information on the
full range of issues. In addition, an enhanced system must
be responsive to emerging needs such as AIDS education or
normative, mul ticul tural parent support workshops and
networks. Child care services and supports are especially
needed for lower-income families and teen parents.
Skill Building: Conflict resolution, peer leadership and
other skill building programs targeted to low income,
minority and disabled youth and their families will ensure
that those traditionally served by crisis intervention
services will not have to use them because they have an
increased ability to solve their own problems, or better yet
prevent them before they occur. Educational supports and
leadership training should be emphasized.
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Youth Employment: Responding to the reality that a majority
of youth either work or want to work, a critical preventative
component of the human services system is a youth employment
program that is closely linked to career exploration and
mentoring programs in the earlier school years, work
experience placements in the middle school and early high
school years, moving to job placement in public and private
sector jobs in the later high school years. Programs should
be closely tied to training and educational programs with
meaningful incentives to attend and finish school.
Consideration should be given to the use of an ombudsperson
to assist youth in trouble shooting on the job. Work
transition programs in the senior year and for youth who have
dropped out of schools are especially important.
The involvement of a broad-based group including the business
community, schools, training programs, and comnmnity-based
youth employment programs is critical to an effective
program.
Counselinq and Crisis Intervention: While the emphasis of the
system in the long-term should be on early intervention and
preventative approaches, there will always be a need for
counseling, mental health supports and special crisis
intervention and possibly respite away from the family in
situations such as child abuse and family violence, attempted
suicide, or drug abuse. While different approaches must be
taken for families who have yet to formally enter the school
system or whose youth have dropped out, a collaborative and
well coordinated school-based counseling network should be a
priority. This would involve the development of a unifying
philosophy, integration with case management and advocacy
needs, and the provision of concentrated services in each
school.
Health: A comprehensive system must acknowledge the critical
role that both preventative health and primary care play in
the lives of families. Within the context of this Action
Plan, preventative health services would be addressed as well
as innovative approaches to accessing primary care services.
The need for Preventative health services may be met through
preventative education noted above (nutrition, pregnancy
prevention, prenatal care education, drug awareness) or may
rely on other innovative approaches.
The intention of spelling out these goals in the Action Plan is
not to intimidate us from the task but to set an ambitious course
that is achievable only through a restructuring of the
traditional way of doing things. A number of communities across
the nation have now recognized that the "old way of doing things"
no longer works. Santa Monica must join those communities in
developing the programs that do.
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priorities: Years I and II
ENHANCEMENT OF HUMAN SERVICE PROGRAMS: Through the City's
Community Development Program funding process for FY 1990-91
(Year II of the Action Plan), approximately $700,000 in City
funds will be made available to community-based non profit
human service organizations that are committed to a
coordinated and collaborative system as described above.
Approximately $550,000 will be derived from the current base
funding for youth serving programs and $150,000 of new funds
will be available contingent upon the city identifying new
revenue sources for the coming year.
The process will be open and competitive to non-profit
youth-serving organizations who can present proposals that
address those system-wide characteristics and areas noted
above. Priority in Year II will be given to:
A comprehensive and collaborative network of school-based
services -- special consideration will be given to early
intervention programs that address the high minority
school drop-out rate.
The city will provide an organizational consultant to assist
applicant agencies in developing collaborative proposals and
researching national model programs.
COORDINATION OF EXISTING PROGRAMS: In Year II, an effort
should also be made to increase coordination, within current
resources, in two priority areas:
Parent education -- The santa Monica Committee for Youth
reports that while parent education and training is an
important need, many resources do exist. Their findings
indicate that there is a great need for improved
coordination and better access to these services. Most
parent educa tion programs are non-City funded and have
developed as adj uncts to existing programs or have been
initiated by school and parent groups. It seems vital for
all such groups to be working together to share resources,
eliminate unnecessary duplication, establish standards for
program quality and ensure that programs are accessible to
working, bilingual and low-income parents.
Youth employment Enhancement of Youth Employment
programs will be an important multi-year goal in the youth
human services program. As an initial step in Year II,
existing providers of youth employment, training, and
career exploration programs should work to better
collaborate and coordinate services. In the short term
and within existing resources, these programs can improve
their outreach, provide employment curriculum for young
people wanting to work. and possibly offer expanded
training and preparation workshops. To create a truly
comprehensive Youth Employment program the City, School
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District and business community will need to commit
substantial planning efforts in Year II, with
implementation a a major new effort proposed for Year III.
Resources Needed: Years I and II
KIDS 5: FAMILY
SUPPORT NETWORK-- HUMAN SERVICES Year I
Year II
ENHANCEMENT OF CURRENT
HUMAN SERVICES
Existing Funding Base $550,000*
Additional Funding
$550,000*
150,000
COORDINATION OF EXISTING
SERVICES
Parent Education -0-
Youth Employment -0-
-0-
-0-
Total -0-
$150,000
*currently budgeted or part of ongoing funding base, not
included in these totals)
Priorities: Year III and Beyond
After a comprehensive planning effort between the City, School
District, business community and non-profit organizations in Year
II, the stage will be set for new Youth Employment initiative(s)
to be launched in Year III. Participation and funding will
necessarily be collaborative and involve the close involvement of
young people themselves to ensure appropriate program design.
In Year III priority will also be given to the first steps toward
a comprehensive family case manaqement and mentorinq program.
Priority will be given to early intervention models that utilize
non-traditional approaches to case management, mentoring and
client advocacy. The project may begin as a small pilot project
wi th a targeted group of young children and families or may
extend to a larger group if adequate resources are identified.
The long-term human service goals of the Kids and Family Support
Network could very well be the most difficult of all to achieve.
It will call upon providers to seek out new and more effective
approaches. Comprehensive models in other communities have only
recently been started. This will be an incremental effort where
successes and failures must be carefully evaluated along the way.
Yet without achieving it, critical needs will continue to go
unmet and our community's youth will continue to experience the
stresses so clearly articulated through the Committee's report.
- 27 -
.
.
INITATlVE III: PLANNING, COORDINATION AND ADVOCACY
Essential to creating a new approach to children and families in
Santa Monica is developing an overall coordinated approach to
services, supports, resources and organizing. This includes
bringing together youth groups on a regular basis and working to
develop an awareness within the city of how to build programs
that meet the needs of all ages of kids. In addition to
increasing planning and coordination, adult community members and
youth serving groups must work with youth, to better advocate for
the needs and priorities of youth and families. Key to this is
advocacy -- without it the planning will go unfunded and the
coordination will languish. The intent is to create leadership
and advocacy that moves the initiatives forward and ensures
coordination.
priorities: Years I and II
YOUTH AND CHILD CARE COORDINATION: To oversee the
implementation of the Youth Action Plan and the Childcare
Master Plan, a Child and Youth Coordinator will be hired.
Central to this position is acting as a communication link
between varied segments of the community on youth and
childcare issues.
ADVOCACY PROJECTS: The creation of a strong and insistent
voice advocating for the needs of kids and families will
provide the leadership and focus required to change
attitudes, create priorities, generate programs, and provide
funds.
Kids Advocacy Coalition: A broad-based coalition
comprised of youth and family service agencies, educators,
city staff, and representatives from the business
community must evolve and solidify in order to further
strategize how to fully develop and implement a
coordinated, developmentally-oriented approach to youth
and family services. This group, from time to time, may
evaluate the comprehensive needs of kids in all age groups
and advocate for specific programs. This would also be a
pivotal group in advocating for increased county, state
and federal funding levels for family and youth programs.
Other important advocacy areas include mental health,
substance abuse and entitlement programs. In order to be
effective and sustained over time, this concept must be
implemented through a broad-based community effort as
opposed to City-inltiated or directed.
Youth Budqet: In order to establish a baseline of funding
and to monitor increases, the City will develop a separate
Youth Budget which will reveal by program what is spent on
youth services. This requires working with all city
departments to determine the portion of each budget which
is spent on youth. It will ultimately be a useful tool in
- 28 -
..
.
.
assessing gaps in services, and soliciting partnership
funding from businesses, corporations and foundations.
city-school Liaison: As part of an overall partnership
approach to youth issues, it is imperative that the city
and School District continue to expand the working
relationship between the entities. Towards this goal, the
ci ty and the School District will each appoint a staff
liaison to provide a link to share information, develop
strategies for joint projects and work on issues and
problems of shared concern.
Resources Needed: Years I and II
PLANNING, COORDINATION
AND ADVOCACY:
Year I
Year II
YOUTH/CHILD CARE COORDINATION
Child and Youth Coordinator
(includes benefits)
27,040
$ 54,080
ADVOCACY PROJECTS
Kids Advocacy Coalition
Youth Budget
-0-
-0-
-0-
-0-
Total:
$ 27,040
$ 54,080
Priorities: Year III and Beyond
The capacity of the City to play a strong coordinating role will
be increased substantially with the child and Youth Coordinator
position in place. This position will be able to be a link to
the community and will work with a range of players to oversee
the implementation of the following components in the coming
years:
Developing additional trainings for all sectors of the community
to build skills to respond to varied problem areas was a primary
recommendation of the Santa Monica Committee for Youth. In Year
III and beyond, trainings will be targeted to: families, service
providers and City staff. The City will also work with the
School District to offer trainings to teachers. Training topic
areas will include:
o parenting skills
o drug abuse prevention and intervention
o teen pregnancy prevention
o child abuse and family violence
o specific trainings for service providers to develop integrated
and multi-cultural programming which includes kids with
disabilities.
- 29 -
.
.
The Youth Budget will be continued and expanded to include other
funding sources and increased advocacy will focus on: health and
mental health, detox and residential drug treatment; communi ty
gang services and additional youth funding.
In conjunction with the School District, the following needs
assessment and feasibility studies should be undertaken:
evaluation of the viability of on-campus health services and
effective sex education models, the effectiveness of substance
abuse treatment models, determination of the extent of child
abuse and family violence; additional study on the extent of gang
activity and on ways it is affecting children and youth, and
further evaluation of the school drop-out rate.
Key to the success of the Action Plan is the commitment of
residents, educators, agencies, the City and business community
to re-establish priorities for resources to better meet the needs
of youth and families. To succeed in creating a kids-friendly
city it is, in particular, crucial to build private-public
partnerships and to better educate other public funders of our
local needs. This effort includes the City, the City of Los
Angeles and other government entities, United Way, private
foundations and corporations uniting to support programs and
build a new consciousness within the city. It is an exciting
opportuni ty to lay the groundwork for a community which wi thin
ten years will enable kids to graduate from high school with the
economic and social tools to build an independent, successful
life for themselves. It is a goal that can only be reached
through a strong community-wide commitment.
- 30 -
.
.
ATTACHMENT I
FINAL RECOMMENDATIONS
from
"The Kids In Santa Monica Part I: The community Speaks Out"
This chart lists the 109
recommendations made by the Santa
Monica Committee for Youth. For
each recommendation the chart
indicates: (A) the Action Plan
Initiative that will address it,
(B) the category of recommendation,
(e) who should implement it or
address it, and (D) what year it
will begin.
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TEEN PREGNANCY
1. Additional intervention
resources for comprehensive
services to pregnant and
parenting teens including: a
collaborative approach by
cities; expansion of school
based or other childcare
alternatives; and enhancement
of social services to pregnant
and parenting teens.
2. Additional prevention
resources.
3. Additional training and
resources for health education.
4. Training for elementary and
middle school teachers involved
with health education.
4. Counseling, advocacy,
employment services, community
involvement and recreational
opportunities to enhance
self-esteem.
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5. Further study in the
effectiveness of on-campus
health services and in
educational models to
counteract pressure from media
and other sources to engage in
sexual behavior.
- 1 -
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SUBSTANCE ABUSE
1. Development of a non-punitive
and highly publicized policy
for identification of substance
abuse and appropriate
intervention.
2. Training for teachers, parents
and others in early
recognition, prevention,
intervention, communication and
resources.
3. Determination of effectiveness
of student prevention education
and expansion of these efforts
to include peer support.
4. Address underlying causes by
providing early intervention,
and promoting self-esteem with
particular emphasis on
targeting children from
substance abusing families.
5. Expansion of various recovery
support groups for middle and
high school students with some
meetings for Spanish speaking
young people.
6. Further study on successful
intervention models.
7. Additional support resources
for young people in recovery.
8. Development of affordable
in-patient detoxification and
treatment resources in Santa
Monica for young people.
9. Enhancement of public awareness
about substance abuse
resources.
YOUTH EMPLOYMENT
1. Development of joint effort of
City and Chamber of Commerce to
create employment opportunities
and entrepreneurial endeavors.
2. Hiring of youth as-needed for
City positions.
- 2 -
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3. Ensure that young people are
treated fairly on the job
(ombudsperson) .
4. Vocational planning and
guidance for high-risk youth,
possibly integrated into Youth
Center. . .
5. Additional job training and
placement for young people
between 18-21.
6. Support SMMUSD efforts to
establish community service
requirement for high school
students.
7. Include vocational aspects of
Youth Center including
management, financing,
purchasing, marketing, sales,
computers, etc.
MENTAL HEALTH
1. Analysis of SMMUSD school
counselor time allocation to
mental health/adjustment
counseling versus other
responsibilities.
2. Additional professional mental
health position for Santa
Monica High School.
3. Consolidation and restructuring
of school-based counseling
services with at least one
full-time identified social
worker at each school.
4. Creation of unifying philosophy
regarding school-based
counseling including: staff
qualification, client criteria,
goals/objectives and
methodology. Developm.ent of
strong advocacy component to
program.
- 3 -
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5. Extend school-based
counseling/advocacy to
elementary schools including
social activities,
inter-generational programs and
self-esteem enhancing
activities.
6. Training for teachers and
others for early identification
of those in need of
counseling/advocacy.
7. Establish local warm line for
immediate support to parents
and latchkey children.
8. Create an ongoing forum for all
organizations involved in
school-based counseling to
share information, in-service
training, case consultation,
etc.
9. Technical assistance for parent
support and educational groups.
10. Broaden access to school-based
parent education.
11. Additional parent education
targeted for Spanish-speaking,
immigrant, low-income and
minority families.
12. Develop parent education for
parents of pre-school children
in family daycare.
13. Better collaboration regarding
parent education programs
between school, parents, PTA's
and community agencies.
14. Advocacy at county, state and
federal levels for additional
no and low-cost mental health
services.
- 4 -
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RECREATION
1. Creation of a Youth Center:
o owned and operated by the
City
o incorporating youth
employment through the
operation and programming
of the Center
o providing fUll-time,
in-house counseling
o creating a Board that is a
partnership of youth and
adults.
2. City sponsored regular dances.
3. City established skateboard and
rOller-skating area.
4. Further study of transportation
to formulate specific need and
precise recommendations.
5. Further study to determine the
need for a public library in
the Pico neighborhood.
6. Expand city Recreation programs
to include more varied and
non-competitive activities as
well as activities targeted to
females, pre-teens and Latino
children.
7. Creation of User Advisory
Committees at each park.
8. Expand after and before- school
programs.
9. Create decentralized and highly
accessible services to all
neighborhoods.
10. Review qualifications and
standards of City recreation
staff as well as staff
training.
11. Increase recruitment of
volunteers and hiring of young
people.
- 5 -
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12. Expand outreach for all
programs operated by the City
and/or utilizing City
resources, particularly
targeted to ethnic minority
children and families.
13. Increase involvement of
recreation workers in the
schools during lunch breaks.
14. Increase security in city
parks.
15. Increase training and education
to reduce fears about homeless
people and increase empathy and
constructive involvement.
16. Create centralized information
and referral for all City and
non-city recreational
activities and programs.
CHILD ABUSE
1. Further study conducted to
determine the extent of child
abuse/family violence and to
determine if local reporting
system is adequate for full
identification of problem.
2. Additional training and
community education for
professionals and others about
child abuse/family violence.
3. Increase treatment resources.
4. Prioritize on all parent
education and family outreach
components of the other
recommendations.
GANGS AND JUVENILE DELINQUENCY
1. Further study to clarify the
seriousness of the gang problem
including surveying of
gang-involved youth to gather
direct input.
2. Emphasize intervention efforts
which combine a social service
and law enforcement approaches.
- 6 -
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3. Prevention strategies include:
o Youth/Teen Center(s)
o increased outreach,
counseling, advocacy and
follow-up
o parent education and
outreach
o prevention and
intervention services for
teenage parents
o enhanced child abuse
identification and
treatment services
o expanded tutoring and
educational assistance.
4. Continued support for the
Police Activities League (PAL),
particularly for its efforts of
prevention.
5. Continued Santa Monica Police
Department policy of diverting
young offenders from the
juvenile justice system into
community-based treatment
alternatives.
6. School-based social services
should include more programs
which foster inter-cultural
understanding and discourage
stereotypical views of other.
7. Increased advocacy efforts for
programming from the County's
Community Youth Gang services
for gang intervention.
SCHOOL DROPOUTS
1. Further study to determine the
actual dropout rate.
Identification of the factors
which contribute to this
phenomenon locally as well as
examination of the variation in
dropout rate by ethnic group.
2. City and SMMUSD should jointly
develop a strategy to reduce
truancy and school drop out.
3. Evaluate City-funded programs
to determine if they adequately
meet the needs of Santa Monica
youth.
- 7 -
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4. Increase intervention models
including youth employment
programs tied to school
attendance and performance,
mentoring, tutoring and
counseling.
5. utilization of older students
to outreach to younger ones
experiencing difficulty in
school as part of the school's
community services Requirement.
6. Establish an outreach and
re-enrollment program.
7. Additional services for all
parents, including
Spanish-speaking parents to
assist in interfacing with the
school system to address their
children's school adjustment
problems.
CHILDREN WITH DISABILITIES
1. Ensure that all programs
include approximately ten
percent disabled youth, as that
is the average percent of
disabled youth in the general
population.
2. All programs should be
accessible to disabled youth in
their physical space, outreach
and program design.
3. Staff and volunteers in City
programs should be trained to
assist disabled youth.
4. Hire a City staff person to
coordinate volunteers to assist
disabled youth and make the
pool of volunteers available to
other programs in Santa Monica.
5. Training for service providers
on integrated programs,
problem-solving in designing
programs and model programs
with special focus on reaching
minority disabled youth and
their families. Non-profits
should pursue funding for
specialized staff interpreters,
- 8 -
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equipment, making facilities
accessible, etc.
6. Develop better transportation
resources for all disabled
youth.
7. Development of more age
appropriate activities,
particularly for teenagers and
for disabled and non-disabled
youth to work together.
8. Appointment of at least one
disabled person to each City
commission.
CHILD CARE
1. Formal effort to more
accurately document the need
for a range of child care
services in Santa Monica.
2. Expand use of school facilities
for child care.
3. Child Care Master Plan should
include an assessment of the
role of libraries in child
care.
4. Additional training should be
provided for family day care
providers.
5. Increase resources for
emergency relief for family day
care providers.
6. Develop incentive programs for
businesses to provide child
care.
7. Increase publicity and
facilitation by businesses
about the use of pre-tax
dollars for child care.
NETWORKING AND COLLABORATION
1. Establish a Youth Commission
with young people as its only
voting members that is a
mechanism for empowering young
people but does not necessarily
replicate the models used for
similar bodies of adults.
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Commission should be culturally
and ethnically balanced and
should establish a mechanism to
take into account the needs of
very young children. The
Commission should have an adult
advisory group and be staffed
by the Youth and Child care
Coordinator.
2. The Youth Commission should
have a formal connection with
the City council and the Board
of Education.
3. Establish a Coordinating
Council made up of
community-based youth services
providers, City staff, school
district personnel and other
concerned citizens to meet
regularly and develop
collaborative strategies to
address the needs of youth and
to advocate for kids and
families.
4. Create a City staff position of
Youth Coordinator to serve as a
central source of information
and coordination for youth
activities.
5. Increase advocacy to county,
state and federal governments
for additional funding for
youth services.
YOUTH BUDGET
1. The City should develop a Youth
Budget for Santa Monica. The
Youth Budget would initially
identify funding allocations
within all city departments and
eventually gather information
about all funding for youth
throughout the City, School
District and in community
agencies. This process should
enable the City to develop a
comprehensive strategy for
advocacy for support of
programs which benefit santa
Monica's children, youth and
families.
- 10 -
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2. A committee made up of
representatives from the Youth
Commission and other relevant
groups should participate,
monitor and advocate on behalf
of this effort.
OUTREACH & PUBLIC INFORMATION
1. Increased collaboration between
service providers through
existing and new networks.
Additionally, they must
strengthen relationships in
ethnic minority communities.
2. City-funding should require
greater outreach efforts to
at-risk youth and families.
The coordinating Council should
be centrally involved with
outreach.
3. The City should offer and
advocate for increased funding
to youth service providers for
more funding for increasing
staff salaries in order to
attract and maintain bilingual
staff and to conduct enhanced
outreach efforts.
4. Increase in-service trainings
in outreach methods.
5. Programs should offer
incentives to children, youth
and families to encourage
participation including meals,
child care and other amenities
which make it easier to utilize
services.
6. Increase use of door-to-door
outreach.
7. Utilize home visits more as a
service modality with
additional resources offered to
those organizations which
commit to providing such
services.
- 11 -
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8. Extend agency outreach to
juvenile hall, probation camps
and California Youth Authority
facilities to engage high-risk
youth and assist them in their
reintegration into the
community.
9. Hire a city Public Information
Officer.
10. Creation of a city outreach
service to parents at major
milestones in their children's
development.
EVALUATION
1. The city of Santa Monica should
engage an independent evaluator
to assess the current status of
youth service supported by the
city with regard to program
outcomes.
2. The evaluator should provide
ongoing evaluation instruments
for the Coordinating Council
and the Youth Coordinator.
3. The City and other funders
should require agencies to
measure the impact/results of
the services they provide to
determine if the lives of young
people and families are
improved as a result of
specific programs efforts.
This should be accompanied by
additional financial support so
as not to divert funding away
from direct services.
4. Outcomes of evaluation efforts
should be publicized to
increase credibility and public
awareness.
TECHNICAL ASSISTANCE
1. The City should expand
technical assistance to
non-profits by developing a
pool of staff and/or consultant
resources.
- 12 -
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2. The Santa Monica-Malibu Unified
School District should have at
least a half-time development
director.
3. The City should encourage
organizations to collaborate in
developing and seeking funding
for innovative youth programs.
- 13 -
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.
PROPOSED BUDGET: YEARS I AND II
ATTACHMENT II
I: KIDS CITY
KIDS CITY ORGANIZING
Organizer
Peer Organizers (3)
Consultant
KIDS CITY WEEKEND:
Kids Day
Kids Speakout
KIDS CITY PROJECTS:
Kids Communication Project(s)
Youth Center(s):
Design
Existing Facilities
Special Proj. Contingency
PLAYFUL CITY Conference
SUBTOTAL
IIA: KIDS AND FAMILY
SUPPORT NETWORK--OUTREACH
PROJECT MILESTONE
KIDS REC. RESOURCE GUIDE
RECREATION OUTREACH TO
SCHOOLS
MULTI-CULTURAL OUTREACH:
Expand Latino Recreation
Coordinator position
Pico Library Outreach
COMMUNITY OUTREACH RESOURCE BANK
SUBTOTAL
Year I
Jan-June
1990
Year II
July-June
1990-91
16,000 32,000
11,000 22,000
5,000* 5,000
27,000 27,000
10,000 10,000
-0- 7,500
-0- 100,000
-0- 25,000
-0- 3,000
64,000 231,500
-0-
-0-
-0-
7,500
-0-
-0-
-0-
-0-
15,000
46,000
-0-
5,000
-0-
66,000
- 1 -
..
...
.
.
PROPOSED BUDGET: YEARS I AND II
IIB: KIDS AND FAMILY
SUPPORT NETWORK--RECREATION
PARKS AND ACTIVITIES
Basic Improvements
As-needed Rec. Specialist
Program Enhancements
Park and Field Devel:
John Adams/Clover Park
Lincoln or SAMOHI
Virginia Park
VOLUNTEERS
Expand Vol. Coordinator
PAL PROGRAM
Current
Enhancement
SUBTOTAL
IIC: KIDS AND FAMILY
SUPPORT NETWORK--CHILDCARE
OVERALL COORD. & ADVOCACY
Child and Youth Coordinator
MARINE PARK CHILD CARE CTR
Renovation
Prog. Coordinator and
Subsidy
CHILD CARE MASTER PLAN
Planning Process
Implementation
EXPANSION OF AFTER-SCHOOL
PROGAMS
SUBTOTAL
Year I
Jan-June
1990
Year II
July-June
1990-91
15,856* 15,856*
-0- 10,000
350,000 (C)* -0-
75,000 (C)*
50,000 (C)* 250,000 (C)*
-0- 15,000
103,000* 103,000*
40,600
-0- 65,600
** **
350,000 (c)*
15,000* 150,000*
60,000*
n/a
-0- 75,000
-0- 75,000
- 2 -
..
.
.
PROPOSED BUDGET: YEARS I AND II
Year I
Jan-June
1990
Year II
July-June
1990-91
lID: KIDS AND FAMILY
SUPPORT NETWORK--HUMAN
SERVICES
ENHANCEMENT OF CURRENT
HUMAN SERVICES
Existing Funding Base
Additional Funding
550,000*
550,000*
150,000
COORDINATION OF EXISTING
SERVICES
Parent Education
Youth Employment
-0-
-0-
-0-
-0-
SUBTOTAL
-0-
150,000
III: Planning, Coordination
AND ADVOCACY
YOUTH/CHILD CARE COORDINATION
Child & Youth Coordinator
(includes benefits)
27,040
54,080
ADVOCACY PROJECTS
Kids Advocacy Coalition
Youth Budget
-0-
-0-
-0-
-0-
SUBTOTAL
27,040
54,080
GRAND TOTAL
$91,040
$ 642,180
*=currently budgeted or budgeted separately, not included in
thistotal
**=budgeted under initiative III, Planning, Coordination and
Advocacy
- 3 -
.
.
KIDS IN SANTA MONICA PART II: AN ACTION PLAN FOR THE 1990'S
I. KIDS CITY
Kids City Orgarnzmg Network
KIds City Weekend
Kids Day
KIds Speakout
KIds City ProJects
KIds Conunumcauon ProJect
Youth Center(s)
KIds Speclal ProJect(s)
Playful City Conference
IIA. KIDS AND FAI\ULY SUPPORT
NETWORK - Ot:TREACH
ProJect Milestone
KIds Recreauon Resource Gll1de
Mulu-Cultural Outreach
Latmo Recreational Outreach
LIbrary Outreach-PlCo NeIghborhood
Commuruty Outreach Resource Bartk
lIB KIDS A~D FA)llLY SUPPORT
NETWORK - RECREA TIO~
Parks Improvements
I Adams/Clover Park
Lmcoln/SA.\mm
V rrglffia Park
Field Developmenl/ExpansLOn
Recreal10nal AcuvLUes
Improvements
Program Enhancements
Volunteer ExpansIOn
PAL Program
IIC. KIDS <\~D FA~'-f1LY SUPPORT
NETWORK - CHILDCARE
Coordmauon and Advocacy
Chtldcare Master Plan
Manne Park Cluldcare
After-school Expansion
IID KIDS AND FAMII.Y SUPPORT
NETWORK - HL'"'f.\:\" SERVICES
Program enhancements
FamIly Case Mngml & Mentormg
School-Based Human Services
FamIly Supports
Skill Buddmg
Youth Employment
Counselmg & CnsLS Intervenuon
Health
Coordmauon of EXlsung Programs
Youth Employment
Parent Educauon
Ill. PLANNNG, COORDI~A no:\"
A:\"D ADVOCACY
Child lIJ1d Youth Coordmator
Trammg
Advocacy ProJects
KIds Advocacy Coaltuon
Youth Budget
CIty-School LIaISon
Advocacy Issues
Needs and FeasibilIty Studies
l-f./~ J;;/~ St/~ l:i/~ ~/s tJl!~ l/f/~ ~/~ at/>.c ll//
Ih~i~/~/~i~!~ff~io/i11~
-k
u () U () () 0 0 () () ()
U () () () () () () () U ()
f.7- ....."
U
()
0 () 0 0 0 0 0 0 0
()
0
n
-A
*
n
-k
-k
o '" events, one ume programs or capital unprovemcnts
"* = maJor new proJects proposed In ActJon PJlIJ1
-7a-