Community Plan for Bold Change

Trident United Way

COMMUNITY Plan For

Doug Hickok

BolD Change

Trident United Way

education

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new decade has begun in 2011, and with it, a new way of solving problems and changing conditions in the Lowcountry.

Trident United Way

now embarks on an exciting new chapter that will reverberate from Cross to Ravenel, from The Battery to Lake Moultrie.

Ahead is a blueprint for systemic community change – big change that will affect hundreds of thousands of our neighbors and strengthen our community for everyone.

financial Trident United Way health

stability

is now taking the next big step.

Our goals are:

education

88% of students enrolled in 8th grade will graduate high school five years later prepared for higher education and/or employment

financial stability 30% of tri-county residents living at or below 200% of poverty will move into financial stability

health

25% more tri-county residents will adopt a healthy lifestyle and reduce preventable conditions

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ncluded in this report are detailed plans and partnerships for the community to achieve these goals. TUW understands that these issues are interdependent and that the best way to effect community changes is through an integrated approach that incorporates education, financial stability and health issues together.

Key principles for this agenda are: Partnerships and collaboration- that take an integrated approach to issues Innovation based on evidence- deepening our focus on program evaluation Replication and sustainability- providing resources to replicate successful programs and ensure their future success Capacity building- helping partners develop the skills to evaluate and sustain their programs.

Linking School Children To Success

Denisha Smith has everything she needs. Though born into poverty, this 11-year-old girl gets three meals each day. She goes on field trips each week and participates in the Girl Scouts. She gets help with her homework from certified teachers each day after school and she has mentors.

Things weren’t always this way. In fact, prior to 2007, Denisha wasn’t doing very well in school and she was often cited for poor behavior.

In 2008 Denisha enrolled in the Links to Success initiative at her elementary school.

Links to Success was created by Trident United Way as a way to seamlessly integrate social service programs in schools for the benefit of economically disadvantaged children. It’s paying off: 87% have increased their reading test scores and 83% their math scores in the 10 schools in which it operates.

education The Issue: Nearly 30% of youth drop out of school and fail to develop employment skills

Objective: Helping youth achieve academic and

The initiative is active througout the three counties producing more girls and boys like Denisha, succeeding in school and headed for a lifetime of positive achievements.

life success

10-year Goal: 88% of youth enrolled in 8th grade will graduate five years later prepared for higher education and/or employment

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eaching the 10-year goal requires the interventions that target the child, family, educational systems and community supports. Specific measures for assessing children’s success include: • • •

• •

Starting school ready to succeed Reading on grade level by third grade Graduating high school on time with academic, social and civic skills Beginning work or higher education by age 21 Actively passing on skills for the next generation

Only two area centers have achieved the highest level, an “AA” and only nine child care centers in our area have attained NAEYC accreditation.

More than 50% of child care centers and family group homes in the tri-county region have only met the minimum standard to be eligible to accept ABC vouchers for child care.

19.6% of new kindergarten students in the tri-county region tested “not ready” using early literacy and early math skill indicators.

TARGET ISSUE:

Children Enter Kindergarten Ready To Learn We’ll measure: • % increase in child care providers demonstrating enhanced ABC rating • % increase in children testing ready for kindergarten • % increase in first grade promotion rate

Currently, access to quality childcare is severely impeded by multiple systemic issues: 1) No quality rating system in SC 2) Licensure is not required for child care providers 3) Financial assistance for child care is severely limited 4) Resources for off-shift, weekend, sick and special needs chaild care are negligible.

Additionally, there are very few low-cost options for parents to access on-going parent education and support services.

Our key initiative: Child Care Resources & Referral of the Lowcountry – a program that promotes quality improvement in and access to affordable child care by providing technical assistance and training to child care providers and information and referrals to parents and caregivers.

Advocacy/Public Policy Develop and implement a statewide quality rating system for child care programs. Create quality universal 4K programs for all SC children.

Strategic Partnerships Parent Information and Resource Centers focuses on increasing parents’ involvement in their children’s education.

MUSC Family Literacy Program - provides core literacy skill development for children and their parents.

Nurse Family Partnership - provides services to low-income, first-time mothers and their babies from pregnancy through the first two years of life to educate, enhance healthy pregnancy outcomes and promote self-suffiency.

Countdown to Kindergarten - a partnership between area school districts and several non-profit organizations that engages families, educators, service providers and businesses in a community-wide effort to celebrate and support the transition into kindergarten.

TARGET ISSUE:

Youth Graduate High School Ready For Higher Education or Employment We’ll measure: • % increase in students’ reading and math proficiency • % decrease in the effective drop out rate of eighth graders • % increase in the high school graduation rate • % enrolled in post secondary education directly after high school Successful transition from middle to high school is a strong predictor of graduation. This failure to transition from middle school to high school successfully is considered, in both national and local research, to be a reliable indicator of risk for high school drop out.

Our key initiative: Links to Success – See page 26 for a description.

Advocacy/Public Policy Enhance state education standard from “minimally adequate” to “high quality” Promote equitable education funding formulas as part of comprehensive tax reform Advocate for increased funding for school guidance personnel Advocate for periodic testing for high school reading levels

2009 Pass Scores in Tri-county Region Strategic Partnerships Measurement Intervals

Reading Minimum Standard Not Met

Math Minimum Standard Not Met

3rd Grade

20.57%

30.10%

6th Grade

27.10%

30.80%

8th Grade

35.90%

41.90%

The Education Foundation A Charleston Metro Chamber of Commerce initiative that fosters partnerships between the business community and schools to help prepare students for success in the workplace. Focus on STEM (science, technology, engineering and math), education, health care and culinary arts.

New Day of Learning A nationwide initiative led locally by College of Charleston that sponsors professional development for school staff and technical assistance to 14 low-income, low-performing schools.

Charleston Promise Neighborhood A highly-collaborative local initiative based on the successful Harlem Children’s Zone seeks to create academic, social and economic transformation in a 5.6-square mile area of Charleston County anchored by four high-poverty, low-performing elementary schools.

Free Tax Service Aids Financial Stability Ty Williams was a hardworking single mom with a 12-year-old daughter struggling to make ends meet.

Some people in her position might have been tempted to give up work altogether.

Through free tax service provided by Trident United Way and partners throughout our three counties, Ty discovered she was eligible for a $3,000 Earned Income Tax Credit.

The EITC incentivizes work for low- and moderate-income

financial stability The Issue: 187,000 people subsist at 200% of poverty level or below

families. “I have dreams for myself and my daughter,� Ty said.

Objective: Helping families and individuals at

TUW, Trident Urban League and the IRS helped hardworking families claim $3 million in refunds last year that they could use to improve their lives and pump into our Lowcountry economy.

200% or below of poverty become financially stable and remain that way.

10-year Goal: 30% of tri-county residents living at or below 200% of poverty will move into financial stability.

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iven the cost of living in the tri-county region, a family needs to earn at least 2.5 times the federal poverty level to be considered financially stable. Currently 187,550 tri-county individuals live at or below 200% of poverty.

When we meet the 10-year goal, an additional 56,265 individuals will be financially stable.

To achieve the 10-year goal, it will be necessary for the community to work collaboratively across a spectrum of issues.

Financial Stability Framework: A Stepped Approach

TARGET ISSUE:

Coordination of Basic Needs We’ll measure: • % increase of basic needs providers using CharityTracker • % increase in emergency assistance dollars tracked in CharityTracker • % increase of providers using The Benefit Bank • % increase in work support benefits dollars tracked by The Benefit Bank Our key initiatives: Charity Tracker – Web-based database allows partners to input client information and track service delivery in the provision of basic needs for improved efficiency and effectiveness of service. Tracks clients, reduces duplication and increases communication among basic needs providers. Since 2009, more than 100 providers have documented over $2 million in basic needs assistance in the tri-county area. This does not include food, clothing or furniture.

The Benefit Bank of South Carolina – To help families become self-sufficient they first have to be financially stabilized. Webbased tool allows individuals to apply for benefits in one in-take process. Benefits include: Earned Income Tax Credit; income tax returns, federal student aid, SNAP (formerly Food Stamps), Medicaid and Children’s Health Insurance Program.

Locally, more than 250 counselors have been trained and have established more than 50 sites.

Safety Net Assistance Network – More than 100 basic needs providers, communities of faith and other human services organizations addressing the collective issues of those providing basic needs.

Advocacy/Public Policy Advocate for electronic application submissions capability for The Benefit Bank of South Carolina

Strategic Partnerships • • • • •

Financial Stability Coalition Safety Net Assistance Network Banking Partner Coalition Volunteer Income Tax Assistance Program The Benefit Bank Coalition

Poverty rates as of Dec. 2010:

TARGET ISSUE:

Increase Income / Gain and Sustain Assets We’ll measure: • % increase in low-to-moderate-income individuals claiming EITC • % increase of eligible individuals claiming benefits • % change of lower income families and individuals moving between levels in the poverty index (e.g., from 150%-200%) • % increase in median income • % increase in income by gender • % increase in home affordability

Dorchester County 14.3%.

Berkeley County, 15.7%.

Charleston County, 16%.

Below 200% of poverty level – approximately one-third of the 659,191 residents in the tri-county area Sixteen million dollars in Earned Income Tax Credit (EITC) are left unclaimed in Charleston, Berkeley and Dorchester counties. Of households eligible for EITC, SNAP (formerly Food Stamps), subsidized health insurance and child care subsidies, only 7.2% claim all four. Unclaimed benefits result in higher poverty and increased reliance on emergency assistance services, such as rent and electric/utility assistance.

Number of Financially Stable Households

Our key initiative: Financial Stability Project – An effort to move people out of poverty to financial stability and ultimately to self sufficiency. Begins by addressing basic needs, then increasing basic skills, followed by increasing income, increasing savings and finally gaining and sustaining assets. Financial education is the underpinning of the continuum.

TUW has brought financial stability services to convenient sites for people who need them. Sites include Links to Success schools and TUW service centers. Next, we’ll work with multiple partners to bundle the following services at more sites around the tri-county area: Access to benefits; EITC and work supports for which individuals are eligible; access to financial coaching, education and services; access to high quality employment and education-related services.

Strategies include: The Benefit Bank, Volunteer Income Tax Assistance (VITA) programs and inter-agency referrals, personal finance workshops, financial education coaching and homeownership counseling, job readiness workshops, educational counseling and basic computer courses.

Advocacy/Public Policy • Advocate for a state EITC • Support tri-county advocacy efforts for job creation, employable skills training and higher education for low to moderate income persons

Strategic Partnerships • • • • • •

Financial Stability Coalition Safety Net Assistance Network Banking Partner Coalition Volunteer Income Tax Assistance Program The Benefit Bank Coalition Emergency Food and Shelter Program

Providing Access To Health Care For Everyone A 34-year-old male head of household has recurring attacks of abdominal pain. Without insurance, he delays care until he has an emergency. He finally goes to the ER with a bad case of gallstone pancreatitis.

During what turns into a one-year stay, he endures 20+ operations and ends up with diabetes and end-stage renal disease requiring dialysis and a bill of over $1 million. For less than $10,000, he could have been seen earlier, had his gallbladder surgically removed and continued to work.

This is a true Lowcountry story. Uninsured residents suffer much higher rates of diabetes, stroke and heart disease because they don’t get preventative care. They also utilize hospital emergency rooms for issues that could have been addressed more effectively and less expensively by a primary care physician. Nearly a quarter of the tri-county population is medically uninsured.

That’s why Trident United Way has convened an unprecedented collaboration among health care providers that is working to improve access to health care for low-income, uninsured adults.

Backed by all four acute care hospitals and a bevy of other providers, and a $750,000 Duke Endowment grant, AccessHealth Tri-County Network aims to improve clients’ health and prevent unnecessary medical care.

health The Issue: Nearly two-thirds of Lowcountry residents are failing to live a healthy and active lifestyle.

Objective: Helping People Get the Right Care at the Right Time in the Right Setting

10-year Goal: 25% more tri-county residents will adopt a healthy lifestyle and reduce preventable conditions.

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he Lowcountry has some of the worst health problems in the nation, with high rates of diabetes, obesity, stroke and heart disease. To improve overall health in our community, it will be necessary to target both individual and systemic change.

Poverty and Poor Health

90% of Lowcountry uninsured struggle with financial stability.

TARGET ISSUE:

Increasing Access to Health Care We’ll measure: • % decrease in uninsured emergency department visits • % decrease in uninsured in-patient visits • % increase of patients in identified medical home • % increase in eligible children enrolled in Children’s Health Insurance Program

Our Model of Change This model demonstrates how a multi-pronged approach is necessary for improving health and how motivating individuals to change their behavior is paramount.

Our key initiatives: ACCESSHEALTH TRI-COUNTY NETWORK – The medical community works together in a coordinated system that makes health care accessible to low-income, uninsured people in the tri-county area.

Trident United Way is convening a group of more than 25 tri-county organizations and healthcare providers to develop a system that improves access to healthcare services for the low-income, uninsured. With a grant from The Duke Endowment, the network will create a community plan to provide an appropriate and affordable medical home that is the gateway to all other health services for every patient.

Community impact measures Improved health care utilization Reduced overall burden of unfunded care Long-term outcome measures Improved perceptions of the local healthcare system by engaged patients Improved health outcomes and quality of life for engaged Network patients HEALTH CARE COVERAGE FOR CHILDREN Families in the community have a simplified process for accessing public health benefits.

Only 16,000 of the 70,000 eligible children are enrolled in the Children’s Health Insurance Program (CHIP).

Remove obstacles that keep children from being enrolled in CHIP by using The Benefit Bank to consolidate into one in-take process applications for various benefits and connect children to medical homes.

Advocacy/Public Policy Removing state barriers to public health benefits enrollment, such as the face to face interview and document review

TARGET ISSUE:

Early Prevention of Chronic Disease We’ll measure: • % increase in physical activity • % increase in consumption of 5+ servings of fruits & vegetables daily • % decrease in Body Mass Index (BMI) • % decrease in new cases of Type II diabetes in children and youth • % decrease in tobacco use Risk factors including obesity, physical inactivity and unhealthy diet contribute to the leading causes of death among South Carolinians: heart disease • cancer • stroke • accidents chronic lower respiratory disease • diabetes Physical inactivity and poor nutrition are not only harming the health of children in South Carolina, they are negatively affecting academic performance and standardized test scores.

Day of Caring Trident United Way’s bestknown volunteer effort is the annual Day of Caring, which brings together hundreds of companies and 7,000 people on volunteer projects throughout the tri-county area. But “Day” of Caring is a misnomer. Many organizations, like Rick Hendrick Imports in West Ashley, have made their Day of Caring project a launching pad for ongoing volunteer activities. The Hendrick team partners year-round with C.C. Blaney Elementary School in Hollywood on projects that improve the school buildings and grounds and involve the students, most of whom come from low-income families, in educational activities normally beyond the scope of the normal school day.

“Wouldn’t it be great if it could be more than a day of caring, but a year of caring and a lifetime of caring,” said Brad Davis, general manager of the car dealership.

Dozens of companies have discovered the same formula of year-round volunteerism from Day of Caring and are providing services to schools and non-profits that need their help. That spirit of volunteerism, and the tangible good it produces, is woven into the fabric of our community.

volunteerism Long-term Goal:

To engage our diverse community of volunteers, turning their good intentions into greater impact.

Plan of Action n n n n n

n n n n

Create a compelling call to action Provide information about volunteer opportunities Engage media partners Highlight current volunteers to inspire others Cultivate spokespersons to put a face on volunteerism.

Work closely with non-profit partners Maintain a comprehensive database of information Keep accessible by phone, print and web 24/7.

Provide additional support through one-on-one consultation and matching.

2-1-1 VOLUNTEER CONNECTION The community works collaboratively to leverage the talent and resources of volunteers for greater

community impact.

Research indicates that people often volunteer because they were asked.

Recruitment generally occurs through: friends, family, workplace, religious affiliation, etc.

A growing corporate commitment to social responsibility also boosts morale, aids recruitment and retention, increases public image and offers valuable leadership development for employees.

Strategic Partnerships Corporate Volunteer Council – develops workplace volunteer programs and provides a forum to exchange ideas and provide technical assistance.

Leadership Connection – training and connecting emerging leaders with volunteer leadership roles.

Tricounty Youth Service Day – engaging youth to address unmet needs in their communities.

Lowcountry Association of SC Volunteer Administrators – professional development of local volunteer programs and the staff that administer them.

Retired and Senior Volunteer Programs – engages adults age 55 and older to use their life experiences and skills to address community needs.

Voluntary Organizations Active in Disaster – connects local non-profit and government entities in times of disaster.

County Emergency Management Departments – work closely with TUW’s 2-1-1.

Integrated Strategies Trident United Way is focused on strategies that integrate education, income and health services in one location. Below is a summary of those strategies.

Place-based Initiatives

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rident United Way is interested in expanding its support of integrated models by working with currently-existing placebased organizations. Eligible partnerships for this place-based initiative will be defined as “an established, comprehensive service delivery system for a defined geographic region that provides fully-integrated education, financial stability and health services across a wide range of participants using multiple providers in one setting.�

The initiative will be created as a social venture opportunity outside of the regular funding process.

The 11 Links sites in Berkeley, Charleston and Dorchester county schools are moving towards creating community learning centers. Integrated strategies include: Adult education classes for family members Screening for financial supports via The Benefit Bank Introduction of Financial Stability Project in select sites Emergency assistance to remediate risks before they escalate Assistance with enrollment of uninsured children in statewide health insurance program.

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Eventually, Links will more fully develop the community learning center model by offering more financial stability and health services for adults as well as children. inks is a strategic model for delivering academic, behavioral, financial stability, family and health support services in high poverty, low performing schools in the tri-county area. Links connects Education, Financial Stability and Health in one initiative.

Links to Success brings support teams and services together creating measurable outcomes and sustainable community impact including: higher graduation rates and the successful transition of students to higher education and/or employment.

Lasting community change...

This is the goal of Trident United Way. The goals are ambitious.

The leadership is in place.

The plan is bold.

There is much work to be done.

Let’s get started.

Trident United Way

COMMUNITY Plan For Bold Change TRIDENT UNITED WAY P.O. Box 63305 North Charleston, SC 29419 www.tuw.org Charleston office: 843-740-9000 Berkeley Service Center: 843-761-6033 Dorchester Service Center: 843-821-5000 Child Care Resource & Referral:Â 843-747-9900 877-227-3454 (toll-free) 2-1-1 Hotline: Dial 2-1-1 to give or get help.

Trident United Way