HomeMy WebLinkAbout990913.tiff RESOLUTION
RE: APPROVE 1999 INNOVATION IN ASSET BUILDING GRANT APPLICATION AND
AUTHORIZE CHAIR TO SIGN
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS, the Board has been presented with the 1999 Innovation in Asset Building
Grant Application from the County of Weld, State of Colorado, by and through the Board of
County Commissioners of Weld County, on behalf of the Weld County Department of Public
Health and Environment, to the Colorado Department of Public Health and Environment, with
terms and conditions being as stated in said application, and
WHEREAS, after review, the Board deems it advisable to approve said application, a
copy of which is attached hereto and incorporated herein by reference.
NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of
Weld County, Colorado, that the 1999 Innovation in Asset Building Grant Application from the
County of Weld, State of Colorado, by and through the Board of County Commissioners of
Weld County, on behalf of the Weld County Department of Public Health and Environment, to
the Colorado Department of Public Health and Environment be, and hereby is, approved.
BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized
to sign said application.
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 26th day of April, A.D., 1999.
BOARD OF COUNTY COMMISSIONERS
LD COUNTY, COL R
ATTEST: Lel ' �,ah/1 , N '
Dale K. Hall, Chair
Weld County Clerk to th- O. 1
' EXCUSED
BY: g /J Barbara . Kirkmeyer, Pro-Tem
aii/41 <o. ir�ss..�'°
Deputy Clerk to the B�
eororrrgge axter
pFORM:torney (�iu/ %�(`
Glenn Vaad
990913
HL0025
T HLTH
1517DEPAR 16THMENT AVENUEOF COURTEA
GREELEY, CO 80631
p‘ift\(:40(4°
ADMINISTRATION (970) 353-0586
HEALTH PROTECTION (970) 353-0635
WI`P�� PREVENTIVE HEALTH (970) 353-0639
FAX (970) 356-4966
COLORADO
Memo
To: Dale K. Hall, Chair, Weld County Board of County Commissioners 2
From: John Pickle, Director, Department of Public Health and Environment--
Date: April 23, 1999 f°
Subject: Asset Building Grant
Enclosed for board review and approval is a proposal for a contract between the Weld County
Department of Public.Health and Environment and.the:Assets for Colorado Youth to provide
training for Public Health Education and Nursing staff on the Developmental Assests framework.
A list of 40 Developmental Assets has been identified by the Search Institiute. Assets are the
building blocks that all youth need to grow up to be caring, competent, and responsible citizens.
They are powerful shapers of young people's behavior. The Search Institute research has found
that the more assets youth experience, the less likely they are to have problems with alcohol and
other drugs,be sexually active, engage in violent behavior and anti-social activity, or get in
trouble in school. They are important resiliency factors, helping youth cope with adversity. By
providing training on the Developmental Assets Framework, staff will be able to work with
clients during regular clinic and home visits to help educate them on assets and teach them how
to work with their children to build assets.
The grant request is for a one year period beginning September 1, 1999. There is potential for
additional funding for a second year. We are requesting $10,480 from the Assets for Colorado
Youth to provide training and purchase materials to carry out this project.
I would recommend your approval of this project.
If you have any questions, please feel free to contact me.
99O913
Date rcvd: Initiative#:
1999 Description Form/Cover Page
Select the appropriate box
O Statewide Partnership ® Innovation in Asset Building
Organization/Agency: Lnn cnvwTy AVM TA nPPARTMFWP
Contact person & title: KELLEY J. MINE. HEALTH EDUCATION SPECIALIST
Mailing address: 1555 N. 17TH AVENUE
GREELEY. COLORADO 80631
Phone &FAX: 970-304-6420 (P) 970-304-6416 (FAX)
E-mail: KHOIM6@CO.WELD.CO.US
Proposal Title:
Geographic area reached: WELD COUNTY RESIDENTS
Estimated total population to be reached: 3000 to 3500
Number of youth to be served by proposal: 500 TO 750
Total grant request amount: $ 20,000 (Year 1: $ 10,480 Year 2: $ 9,520 )
Executive Director or CEO: JOHN PICKLE, RS, MSEH
(if different than contact person):
Mailing Address:
Phone & FAX: 970-304-6410 (PHONE) 970-304-6416 (FAX)
E-mail: JPICKLE@CO.WELD.CO.US
Federal Identification Number 84-6000,-813
Type of Applicant: O Nonprofit organization O Organized community effort
O Association
XI Government agency O Other:
Authorizing Signatures: " hereby certify that a foregoing information is true and correct to the best of my
owl e."
Signatu Date: ye.—07
utive Directo
Signatur : Date: 04/26/99
(pre ident, Board of Directors)
Weld County Board of Commissioners
Dale K. Hall,• Chair
4:K/C 913
2.Narrative Description
a. Organization Description
The Weld County Department of Public Health and Environment (WCDPHE)has been providing preventive
health services to the residents of Weld County since its establishment in 1938. WCDPHE serves 157,232
residents of Weld County which includes 29 incorporated towns and encompasses 4000 square miles.
WCDPHE employs approximately 75 individuals in three separate divisions: Administration, Environmental
Health, and Public Health Education and Nursing. The mission of WCDPHE is ... to preserve,promote, and
protect a healthy life and safe environment for the residents of Weld County.
The Public Health Education and Nursing Division is dedicated to providing community education and support
in an effort to enhance child, adolescent, and adult health, both physical and emotional. These efforts are
achieved through our many programs offered from this division. This section works closely together to
maximize services to clients. The Health Promotion Section works with individuals and groups of individuals
on behavior change and provides referrals to the Public Health Nursing Section when necessary. The Public
Health Nursing Section provides intervention such as immunizations and home health visits and provides
referrals to Health Promotion when behavior change or education is needed.
WCDPHE provides services to all age groups of people through a multitude of programs. Our programs are
targeted to the residents of Weld County, which has an ethnic distribution of 75.3% White and 22.8% Hispanic.
WCDPHE Public Health Education and Nursing Division does not discriminate or withhold services from
people based on their ability to pay. Programs offered are prevention, intervention, and maintenance based. All
materials distributed through WCDPHE are available in English and Spanish. In addition materials are
extensively pre-tested with clientele in respect to reading level, cultural sensitivity, and comprehension of
materials. Materials are available in a wide variety of styles to accommodate low to high literacy levels. Select
materials are available in picto-graphs for those clients unable to read.
WCDPHE is committed to employing and serving its diverse population. Due to Weld County's large Hispanic
population, bilingual staff who are sensitive to cultural differences are hired whenever possible. In addition,
staff receives training on cultural health care beliefs and providing services to diverse populations. Gaining
cultural competence is a long-term, developmental process. It is an exciting, engaging, lifelong process of
expanding horizons,thinking critically about issues of power and oppression and acting appropriately.
Culturally competent individuals have a mixture of beliefs/attitudes, knowledge and skills that help them
establish trust and communication with others. This is a strength of our agency and why we are utilized
extensively by diverse populations, specifically Hispanic/Latino ethnic and low-income populations.
b. Describe Familiarity with and Commitment to Integrating the 40 Developmental Assets
As an agency, WCDPHE has had limited exposure to Developmental Assets. Our agency expert on the 40
Developmental Assets is a health educator. This individual gave a presentation to the entire staff on the general
concept of what Developmental Assets are, the foundation of the philosophy, and its application within a
health service organization. Health education has informed different program managers of what assets their
programs are currently building and how our programs can purposely integrate asset-building into existing as
well as future programs. More and more our staff is needing to understand Developmental Assets as many
funding opportunities are asking for an explanation of how asset-building will be addressed in the proposed
program.
The individual who will coordinate this project is a health educator who has had extensive exposure to
Developmental Assets. This individual was a founder of the Greeley/Evans Community Initiative and
continues to serve on this task force. The project coordinators experience includes: member of a speaker's
bureau, community presentations, application of Developmental Assets in Comprehensive School Health
Programs, advocation of Search Institute survey tool, assistance in survey result interpretation for development
of specific asset building action. The project coordinator has also established a resource library of Search
Institute Developmental Asset materials. This is provided as a free service to the general public. WCDPHE
also purchased materials for the establishment of a second resource library at a non-profit agency in Greeley.
The Health Education team is constantly looking for ways to incorporate asset building in existing programs.
This process is very slow as not all program managers understand the full benefits of asset-building or how its
application is relevant to their program and can improve outcomes among target populations. Technical support
and constant reminding, reviewing of existing and future program strategies is how assets will be incorporated
into daily work. In addition, asset-building will be stressed when advocating for or against certain family and
health policy issues.
C. What is Your Innovative Asset-Building Strategy
Meeting children's needs for nurturing, intellectual stimulation, and health care are critical components in the
creation of a solid foundation that will allow a child to succeed in life. This is a primary basis upon which our
agency develops most of its programs and determines future programs. Our agency is a valuable ally in
building an asset rich community. It is in the self-interest of our agency to support community-wide asset-
building initiatives as well as actively utilize the framework with our own programs, since developmental assets
reduce some health-compromising behaviors.
Our strategies can be divided into three areas. Building upon our agency and others' existing capacities and
strengths; offer training internally and expand to other agencies' staff, in addition to interested community
residents and volunteers; and finally provide tools/resources and support to staff, clients, the public at large,
and other agencies. All these strategies will promote a sense of unity with the framework of Developmental
Assets providing a common language as a mean to change the system of child and family support services,
including delivery of health services.
Many families we see in prenatal and well child clinics believe they lack skills to be effective in their role as a
parent. Our approach will focus on the parents positive abilities and enhance what they already do well, but
may not recognize. During prenatal visits we will provide education, identifying some of the underlying themes
and skills for asset-building and focus sessions on building these skills. During well child visits we'll progress
from education to parents applying what they've learned, moving to asset-building action. An additional
component, which naturally falls into place, is that of strengthening inter-generational support systems. Many
of our clients will utilize grandparents as primary childcare providers during the day. Our program contains
specific components to educate and assist in applying asset-building techniques for grandparents and other
social networks in which grandparents may partake. In short, the proposed strategies will create an
environment in which infants(ages birth to two) and other siblings are exposed to adults who model assets and
lay the foundation for children to observe, learn, and internalize assets.
The strategies outlined above meet the definition of innovation as the educational efforts will utilize the asset-
building framework to enhance existing strategies and complete a gap in comprehensive health services. These
efforts will also be developed for replication and dissemination outside of our own agency. This component is
built into our work plan as we hope to incorporate the same model with a minimum of three additional agencies
towards the end of year one and into year two. The need for programs and professionals will always exist.
However, we hope our strategies will support parents and empower families to build their own strengths and
resources, not make them dependent upon professional services, but rather use these services as a support. Our
strategies will also enhance inter-generational contacts, making them more frequent and natural. Inter-
generational relationships will happen with both adolescents(siblings)bonding with children, as well as
elders/grandparents to children. Finally, it is the expectation of WCDPHE that these strategies will promote
cooperation among a multitude of agencies within the community from social/family services, pediatricians,
daycare facilities, parenting and senior citizen groups.
Our overall goals are:
1. To increase the health of infants through positive parenting.
2. To enhance inter-generational relationships between infants/toddlers and their grandparents or other
care providers
3. To have Developmental Assets become an integral part of WCDPHE's infrastructure.
Objectives for year one are to provide training to all nurses and applicable support staff in Developmental
Assets for appropriate application; to solidify the integration of the asset-framework into prenatal and well child
visits, and to provide resources and information to grandparents who are or will be primary childcare providers
for their grandchild so they may support the parents in building assets and further inter-generational
relationships.
Year 2 objects are to have documented success stories, monitored changes in number of assets of parents and
those of children; to have begun process for expanding asset-building techniques in at least three other
agencies: Monfort Children's Clinic, Child Advocacy Resource Center, and North Colorado Medical Center
prenatal care visits; and to begin integration of asset-building into our childcare program.
D. Youth Involvement
WCDPHE professionals have long known the essential role our programs play in the healthy
development of youth from both a physical and mental perspective, however direct involvement of
youth in planning and implementation has been limited, except in programs where the program is
directed at older adolescents. Examples of such programs include a peer education HIV/STD and
pregnancy prevention program, and a peer lead tobacco prevention program. These peer educators
serve to answer questions at teen clinics and in group settings so teens feel safe and in a non-
threatening environment.
As our agency expands asset-building into more programs, existing youth advisory groups including
HIV/STD, Teen Pregnancy, and Tobacco Prevention peer educator groups will be trained on asset-
building and asked to assist in integrating assets into these programs. Their insight will strengthen our
programs and expand assets outside of the health department into other areas of the community as these
youth participate in many other groups outside of peer education groups for the health department. In
addition, youth will be asked to volunteer to read stories and play age appropriate asset-building
activities while clients wait in the clinic. Because our clientele are multi-ethnic, we try to recruit
diversified ethnic groups as peer educators, to represent our clientele.
E. Expectations for your Organization as a Result of Participating in this Initiative
Integrating asset-building into existing programs to enhance strategies and create truly comprehensive quality
health programs will provide our agency with a new perspective. Many WCDPHE programs already focus on
one or two assets without calling it asset-building. The difference is that bringing asset-building to these
programs as a framework gives these programs the potential to be exceptionally powerful tools for positive
social change. Program coordinators and support staff will see building assets as an energizing shift in focus to:
renewing hope,renewing mission, renewing network, and reducing problems.
The piece of health provision we place the least focus on is building the developmental infrastructure of
children. Although it is addressed, it typically is a piece-meal approach and is not directly emphasized.
Utilizing the asset-building framework will complete the circle of health in equal parts, providing our clients
with comprehensive health care in the truest sense. In addition, other existing programs can begin to work off
protocol from these efforts and enhance prevention services to become quality prevention services. The public
tends to view prevention and health care programs for the individual in need to be "hand outs", or unsuccessful.
Utilization of a comprehensive health model,which incorporating asset-building,will strengthen our ground for
advocation of pro-child and pro-family public policy.
We expect, that with the application of Developmental Assets,the health of children and their parents will
improve. Furthermore, it is hoped that WCDPHE will be looked at as a leader in asset-building and begin to
assist other agencies with the institutionalization of the Developmental Assets through networks which serve
the same population.
Learning opportunities from our experiences for other organizations and agencies are countless. Asset-building
is story telling of successful experiences. Since it is our intent to increase the health of our clients, state
consultants can take back with them and share with others around the state, our integration of asset-building
into our programs, how it was done, how it has strengthened and enhanced our programs, and what benefits we
have seen as a result of integration. The same can be done among local groups in which we participate. On a
local level we will be able to share our experiences and share resources and training to assist with the
integration of asset-building into other local agencies programs.
F. Plan for Monitoring/Reflecting on Strategies/Activities
A process evaluation approach will be utilized to monitor the progress of our strategies, and will seek to
determine how well our goals and objectives are being met, how closely we are adhering to our time line, and
how many of our anticipated target population members we are serving. Existing intake forms will assist in
determining how effective we are at increasing staff and client knowledge and if clients are successfully
applying that knowledge into actual asset-building. These forms contain developmental markers. Specific
developmental markers will be pre-determined and tracked as applicable to development or focus on specific
assets. It is the responsibility of the project coordinator to regularly review the progress of the project. Program
supervisors and the project coordinator will meet periodically to discuss what is and is not working. These
individuals will then make appropriate modifications or revise strategies accordingly. Detailed monitoring and
measurement systems will be developed. These systems will track items such as: project trainings;
internal/external staff, numbers of participants; project participation, demographic factors, participation forms
from prenatal through well-child follow-up visits, number of contacts, additional referrals; documentation of
organization changes, success stories, extension of assets into other agencies.
3. Budget
A. Budget Justification
The total year one budget required for WCDPHE's asset-building project is $10,480.00.
A) Personnel: $0
All personnel for year one will be in-kind from a health educator and nurses. Our agency is dedicated to the
concept of increasing Developmental Assets. In keeping with the idea of creating change and not just another
agency or program,we believe it is necessary to utilize our existing resources and not use limited funds for the
hiring of another individual.
B) Equipment, Supplies & Operating: $2700.00
Funds will be utilized to purchase resources such as 150 Ways to Show Kids You Care,Asset Posters,
Speaker's Kit etc.
C) Travel: $2400
Funds will cover airfare costs, hotel expenses, and general milage for 4 individuals in addition to any necessary
grantees meeting travel required to Denver. Airfare is to cover costs of 4 people attending the Assets
University training in Atlanta.
D) Other Costs: $5380
Funds will cover training costs to Atlanta and also Annual Conference registration costs. We will be sending a
maximum of four individuals to both the Atlanta training and the annual conference. Two programs we hope to
expand into are our Attachment Disorder and Neurology clinics. Because we are working with existing fragile
foundations, it is necessary that these particular nurses have the greatest understanding of the asset framework
so that application of asset-building is insured to be done in the most appropriate and sensitive manner.
B. Other resources and funding
The Weld County Department of Public Health and Environment is committed to supporting and incorporating
asset-building strategies.
.10 FTE health education specialist- project coordinator($ 4,362.68)
.05 FTE supervisor- contract management and supervision of project coordinator($2,587.85)
.10 FTE CHN -Nurse time to help implement asset-building activities with clients ($ 4,933.00)
Indirect Costs - 9.52%of all funds - in-kind and direct($2,129)
Date rcvd: Initiative#:
1999 BUDGET SUMMARY FORM — Year One
Select appropriate box
O Statewide Partnership ® Innovation in Asset Building
(ONLY for Amount Requested)
A) PERSONNEL Annual Full- Annual Fringe Subtotal %of time for TOTAL
time Salary Benefit Cost this project
+ = x % $
+ = X %
+ = x % $
+ = x % $
TOTAL PERSONNEL COST $ 0
B) EQUIPMENT, SUPPLIES & OPERATING TOTAL
SUPPLIES $2,700
$
$
TOTAL EQUIPMENT, SUPPLIES& OPERATING COST $ 2,700.00
C) TRAVEL TOTAL
ATR FARE A @ $351_O11 $1400.00
HOTEL AND MILEAGE $ 500.00
TOTAL TRAVEL COSTS $ 5,380.00
D) OTHER COSTS TRAININGS/CONFERENCES $ 5,380.00
E) TOTAL PROJECT COSTS (A through D) 1 $ 10,480.00
F) MATCH FUNDING
Source Cash In-Kind Total
(please check Committed or Pending) (please check Committed or Pending) Amount
DEPARTMENT OF PUBLIC $ O Committed $ g Committed $
HEALTH AND ENVIRONMENT U Pending 14,012.53 [Wending 14,012.53
$ O Committed $ O Committed $
❑ Pending O Pending
$ O Committed $ O Committed $
❑ Pending O Pending
~ $ U Committed $ Cl Committed $
Cl Pending 0 Pending
TOTAL MATCHING FUNDS $ 14,012.53
G) PERCENT OF MATCH FUNDS (F) TO TOTAL COST (E) 134
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