one is with an age cohort lens, for it -- providing services upper river children birth to 5, 5 to 13, for teenagers, and a transitional to youth. we want to look at our data through the lens of neighborhood of neat. also through the lens of what we call risk factors. young people experiencing different challenges, involved in different mandated systems and other risk factors. the other principle is to use best practices and national trends. we do believe and acknowledge that with in san francisco, we have phenomenal programs that are cutting edge and are the leaders of youth development services for the country. but we also want to make sure that we continue to look outside silicon bring this best practices inside. lastly, we want to make sure that we leverage our services with other city departments,

such as rec and a park so that we can ensure that a full conference of program is available for all of our children, youth, and families, and set about creating separate programs. in terms of dcyf mandate within our charter, we are mandated to meet five major goals, five large bowls. one is that children and youth are healthy, children and youth are ready to learn, will succeed in school, and children and youth contribute to the growth, development, and the vitality of san francisco. it is great to have these large goals, but we wanted to make sure we were more strategic in a narrowing our funding resources, but then also in human capital, to focus on its two main goals. children and youth are ready to learn and children and youth will succeed in school. as you can see, we're going to

have those called out as core outcome goals. the other goals are more support goals. then, in terms of us envisioning how we develop outcome measures so that we can then succeed in meeting those goals, what we are designing here is a graphic representation of how we want to get to the end goal of children and youth ready to learn and succeeding in school. this shows the strategy that we used to fund programs and services, and there sequential in nature. as you can see, programs for birth to five will then lead up to and build skills necessary for young people to transition into programs for five years old to 13, and then on to what we call it the transitional-age years, 13 to 25 year olds.

on top of our core investments of these types of programs, we want to continue to provide investment for what we call foundational support. this is because we acknowledge that a large majority of young people will be able to make this transition fine, with minimal support from us and from our services. however, we do acknowledge that there are a cohort of young people and families in the city that would need additional support to fully benefit from the services we are providing. we want to ensure we have support for families around helping and wellness and supports to helping young people navigate through community violence and other experiences of violence. and then, another graphic representation of our vision and principles is that our department is mandated to serve

all children and families in the city. we will continue to do that. however, we acknowledge that we need to provide additional support and concentration on more high needed neighborhoods or perhaps high need racial and ethnic groups. we felt strongly that we need to be more strategic and providing additional support for young people in families who have certain risk factors that will then prevent them from meeting our goals of being ready to learn and succeeding in school. we do feel that we will serve all san francisco, but we want to prioritize certain populations. in terms of -- i think i have talked about this. i want to show you our projections for how we would like to allocate our funds.

what you see here is that we're basing our projections moving forward on the 2011-2012 budget allocation, the current year allocation, and we're projecting a hopefully 8% growth in our budget. and if worst-case scenario, and 8% decrease in our budget. so we can be flexible within our own budget so we can meet the needs of our children, youth, and families. i am going to hand this over to my deputy director to go into any little bit more detail around the to the service areas so that you can get a better snapshot and understanding of each one. >> good morning, commissioners. deputy director of dcyf. i have done policy and planning work at the department. i will be talking about the details within each of the service areas that we will be funding in the next three-year

funding cycle. starting with early care and education. i will call it ece. we want to make sure that parents can get to work and address child needs, to get the ready for kindergarten. our focus is to make sure that we prioritize subsidies so that low-income families get access to child care. also to maintain in a true child care program -- a true child care program cost. we're trying to focus on one and two, cost strategies. making sure subsidies are available and to address the work force so teachers get a good statement in the salary to continue their work in the child care environment. to highlight quality. we want to make sure our child care providers have a proper program assessment. we will be investing with first 5 san francisco, and human services agency, to do a program assessment and to provide

technical assistance to those who are not reaching some of the benchmarks. finally, we also started inclusion services for children who are diagnosed or under diagnosed with mental health issues to address learning needs. this is a joint funding ever between first 5 san francisco and d human service and dcyf. it is about $11 million to $11.3 million as a portion of the investment. then we focus on the kindergarten to eighth graders, what we call out of school time service areas. our main goal is to continue our investment in comprehensive after-school programs. we're shifting resources. currently, our after-school for all effort, we're reaching about 94% of all san for anything having an after school or before school program activity. we want to reach as close to 100% as possible. hence, we're shifting more resources into item number one,

followed by summer and school greg activities. we are also exploring child and family preference for location of after-school programs to meet existing needs. we have some community-based programming. we're looking at how best to invest in the community-based programming as well as the comprehensive school-based programming. in each area, we will invest in supporting our service providers, to provide technical assistance and capacity building services. with the end goal of making sure they are reaching high quality time. next is y-lead, a youth leadership. this reaches high school youth to transitional age youth, 15 to 24 facing significant barriers. what we have learned is that young people do not really want to go to out of school time programming, after school

programming. summer to learn skills in a project-based learning environment. culminating projects showcasing success. and also in career exploration and. so we are shifting our resources into youth and workforce development. items one and two are specialized team at programming, allowing young people to do project-based learning. at the same time, item 3 is where we further develop our youth and workforce development for but at risk youth, high risk youth, and youth engaged in multiple systems, such as the justice system or the welfare system to reincarnate we do have our youth empowerment fund. leadership development and to give us some guidance in a small funding portfolio. they will reduce them you'd think philanthropy work. we find about 15 wallace centers across san francisco high

schools. we would like to maintain the wellness center services. if funds permit, we will look to expand into more high schools. the wellness centers office, comments about services for nursing care and case management services, further coordination for high school youth. those were the three core service areas. we have a foundational support investment. that basically is to address the preconditions to ensure young people are reaching educational outcomes. our goal is to make sure the families get access services. family resource centers is something we're doing with the human services agency and first 5 san francisco. we continue the investment at the same funding level. we're going to support school- based youth and family centers, our initiative, as well as making affordable health care and healthy food.

every summer, rec and the park has been working with us to implement the summer food program. we want to thank rec and the park staff. we have to make sure they are in compliance with state reaching t to commit to members to make sure they are accessing food. we have vamp of our food services. we have a new vendor as of last year, and will continue with them. they are providing organic and sustainable food for you if. it has been really well received. lastly, in the supporting investment, intervention services targeting youth areas, high risk. before they get caught up with a juvenile system while and they are in detaining services. that is our violence prevention intervention portfolio. lastly, our system development

that includes evaluation partnership with san francisco unified school district and the miscellaneous investments. this is where we work closely with rec and park to provide funding for harvey milk, youth development programs, etc.. this concludes the core service areas that we will be working on in the next three years, but i wanted to pass it back to maria. >> and there you have it. >> pretty substantial. >> does that include your presentation? >> yes, that includes the presentation. >> do we want to wait for public comment and then ask questions? but the public comment first. >> is there any public comment on this?

>> i have worked for the library. the latinos, browns, blacks, palo alto. there was a problem of people in education and everything else, trying to resolve crime issues and lowering the hostility content, and diverse grouping of people. it is something that always seem to be missing on this type of stuff. there was done very much for oriental people, the young people who have come out of china and they have a different kind of name. in this type of project, working

for families, i would be very supportive of this, and i like very much that you are dealing with the after-school programs, scholarship programs, but do you actually reach out far enough to reach those who are not necessarily the troublemakers? they might be caught up in the same and then in the crises working with some of the youth. the who am i-kind of questions. maybe they become part of a dank, the older boys put in all of that aggression for the younger boys. i want to be highly supportive of of this kind of stuff. i would like more positive results. other people have been in the process. >> is there anyone else that

would like to make public ought -- public comment on this item? seen none, public comment is closed. >> commissioner lee. >> as i understand it, your organization contracts bought with services to accomplish these goals. what kind of metrics do you employ to see that your service providers, contractors are accomplishing what you outlined here? >> commissioner lee, we have several metrics. we have a contract management database which requires all of our grantees to enter and monthly data into our system, data that is just general, how many kids in the program, but also updates along the lines of how many hours they spent in that particular after-school program. but we really want to do is

correlate the hours of what we call structured activities because we believe national data and research shows it is not just a young person showing up at a program, it is about them participating in something that is structured and enriching. that system is connected to our invoicing system. a nonprofit cannot invoice us until they enter that data. in a way, we guarantee we collect that data. another way we make sure we are providing the appropriate oversight for the provider is we have our program officer go out and do program observations, as well as fiscal and contractual monitoring. that happens on a yearly basis, more if necessary. finally, we work with research and entities in the city.

these are consulting organizations or universities, such as stanford, uc berkeley, to help us design and evaluation tool, but also about winning the nonprofits. those are three broadways we ensure quality. i would be more than happy to bring our data manager to come in and describe more in depth. >> when cbo is not living up to a particular standard and you identify problems, what are some of the corrective actions that you take? >> dcyf participates the comptroller's office and what they call a joint fiscal monitoring collaboration. we go out -- program visits and also fiscal compliance visits with the comptroller's office and any other departments that fund that particular agency.

we participate in all the policies and procedures of the process. if we were to identify and that process that there were any fiscal issues we are concerned about, we use the controllers template to inform the nonprofit there are concerns. if there are any program issues we identified in the process, we have a correction action tool that we used to share with the nonprofits that these are concerned we have. in situations where it is a repeat offense, we initiate a more aggressive process to work with the executive director as well as the board presidents and members, to figure out a way to resolve that issue. if it is a first-time offense, it is generally handled through our program officer and goes through a longer procedure. >> do you have a way for the

community and neighborhood to communicate with you and let you know when they have identified the problem, a way to investigate and address concerns from the neighborhood in which your program operates in, the populations who are serving? >> yes. all city departments are part of the whistleblower programs. any resident of san francisco that has any concerns around the program or anything else can call 311 and say they want to issue a whistle-blower complaint. when that complaint comes through, the whistleblower office would contact us to follow up on the complaint. once again, we have program officers and did a manager that would look at the data and do program site visits. community members can also come to our monthly community citizen advisory council and voice

concerns or share thoughts and opinions. >> thank you. commissioner harrison? >> it is nice to hear about the appropriations and all of this intermission about the goals of your funding. when i would like to hear at some point are your successes. it was mentioned a little bit about the gardens and other such things, but i want to hear more about successes. what successes have you had? the program has been index since 1951. there must be somewhere out there in the world that there are children with families who have succeeded through this program. i would like to hear about that. >> we have lots of successes. maybe one day and general manager ginsburg and i can tag team on all of the wonderful

young people that have gone through the work creation program that rec and parks runs. i am sure you have hired a whole bunch of them as programs and staff. we have done some innovative programming with young people who are in the juvenile justice system, so we can give them the same opportunity. >> in high school, my brother was part of the work creation program. that is how i became a gardiner. >> so you are one of our success examples be done there is. i did not even realize. >> mr. ginsberg? >> let me dovetail on that and talk about the importance of the partnership backed iraq and parks department has with the department of children and youth, and families. the relationship today is vastly different than it was seven

years ago. i wanted to complement maria for recognizing the recreation and parks department role in accomplishing some of the dcyf strategic goals. if you look at the presentation -- maria focused on the core investments. under maria's leadership, she has realized the recreation and parks department is a key player in accomplishing those strategies, which was not historically the case with dcyf. this is a very different philosophy that dcyf has today than it used to have. just to highlight for you some of the success of the in our departments, some of our partnerships include -- marie

catoctin and recreation. we find about 120 youth working in the system in the summer and about 35 youth working with us year-round. very recently, and dcyf was also a partner and our first inaugural effort to bring children from our juvenile stuff -- justice effort. dcyf was one of the key sponsors in the program. out of the 30 kids that we brought up to camp, 12 were on our peril today -- 12 are on our payroll today working with us. we had a conversation in which our recreation funding for the fiscal year expires in march. we spend most of it during the summer and then we have a little bit left that allows kids to stay on the payroll but we have this period between march and the start of the next summer cycle where we have -- do not have funding to keep our kids

employed. we recently hired these 12 kids from camp and dcyf came through in a heartbeat and was able to offer us some funding that allows the program to continue year round. dcyf is also working with a lot of the nonprofits currently in our clubhouse. the rent that those nonprofits are paying, " hass to be service actually comes from dcyf funding. the nonprofits have added 35,000 hours of programs and social services to our inventory of about 80,000 hours of programming, so it is a substantial augmentation, particularly when we have been struggling to come up with the right amount of staffing. they are the future. has become clear to maria and dcyf and thereby the report at the recreation and parks department can provide the

excellent level of services with transparency and oversight and accountability to meet their strategic goals. we have had a number of conversations about how the partnership will grow over time. i want to really complementary and dcyf. we cannot do it alone but we are the core agencies in many respects that are primarily focused on helping families to arrive in san francisco. it has been a great partnership. >> thank you. commissioner bonilla? >> i have been hearing over and over again, by parents, concern over the role that computer technology is playing -- how it

is impacting the lives of the use -- youth, especially in terms of texting, cell phone use. i know computers have played an increasing role in terms of how children learn. there is a concern that it is overkill, over utilization of computers. particularly, in school, when teachers are asking you to do all your school work on computers. when they get to school, to do projects on computers. my question is, in terms of how

you are funding these programs, on an overarching level, how are you approaching the utilization of computers for learning versus learning people to people, developing those communication skills, socialization skills. it seems we are fast-tracking, pure and simple, the art of conversation, or the art of communicating with each other and having -- learning how to do problem-solving and those kinds of things. so my question to you is, how

are you approaching that challenge of still having kids come up -- i mean, some are perhaps not even using computers -- and they need to develop their computer skills and work with that technology nurseversus and over utilizatiof computers for learning. has that been a challenge that you have been addressing? hasn't even been looked at as a problem that you have? >> yes, thank you for the question. we have looked at the challenge

of technology, or the appropriate usage of technology, which i think would be something to offer as a refrain. maybe as a broader society, we need to a knowledge technology is here and we need to figure out how to better utilize it to help gauge our young people, to use it as a tool to teach our young people the 21st century skills necessary, so that they can be a viable candidate for those technology jobs that mayor lee is working so hard to bring to the city. on the flip side of all of this, you're absolutely right, we are losing something around the skills of communication, and being able to pick up nonverbal communications, which is why we have this great partnership with the rec and park department. we heard over and over