Historical background
   Waheed explained that CC is not a program. Rather, CC delivers services to families, often families with multiple issues. Local, culturally relevant steering committees guide the service delivery. In St. Louis, CC partners with the Board of Education, which provides space at public schools.

   CC began in the Walbridge community in 1989. By 1992, preliminary evaluations indicated its effectiveness. Other schools then implemented the CC service-delivery model. Presently, CC is at nineteen schools.

   The local direction is by steering committees that should be composed of four stakeholder groups: parents of students and graduates of the school; school staff from any and all positions (faculty, administration, counseling, custodial); community leaders, both formal and informal (for example, alderpersons, pastors, businesses persons, community group officers); and representatives of the funders. Each steering committee designates representatives to the CC advisory board.

   Social science research shows that school failure is the surest predictor of criminal justice involvement. School failure correlates with later imprisonment. CC focuses on early notice of children with difficulty in school and the determination of the reasons: poor eyesight, lead poisoning, dyslexia, substance abuse, community or family violence, stress arising from poverty, or whatever. Intervention to remedy poor performance leads to school success, better health, and avoidance of imprisonment. CC uses prevention to avoid the need for crisis interventions.

   In economic terms, attention to the success of children in school is an investment in limiting future public expenses. Even if $2,000 were spent each year on a child from kindergarten through high school graduation, that total cost is less than the cost of one year of imprisonment. Similarly, the fostering of childhood nutrition and better health reduces future medical-care costs.

   Waheed stressed that delivering social services does not deal with the causes of poverty. Additional resources are needed to provide such things as decent housing, economic development, and new schools in a community. A serious constraint on all state spending, both for social services and for economic development, is the Hancock Amendment.

   For a time, the CC board had a policy of non-cooperation with ARCHS. CC has changed that policy. The ARCHS board was selected and expected to act without an opportunity for the members to get to get acquainted and develop a vision.

   Accountability was not built into of the system. At times, plans called for certain actions, but resources were used for other actions. When legislators or others wanted information, responses were slow or not forthcoming. Progress was not measured and reported.

   CC guidance has to be from a culturally competent board devoted to community building. A joint vision has to merge bottom-up and top-down approaches.

   The principle is ``put children and families first, keep children and families - all of them - first.'' Avoid making racist decisions, which are all too prominent in St. Louis history.

   Issues needing continuing attention:

• consistent policing (accountability);
• inclusion of all elements of the community (knock on doors of those who are not initiating connection);
• long-range financial support (partnerships with private sector, community education, and political lobbying for repeal of Hancock restrictions);
• expansion of the Neighborhood Cabinet to include CC; and
• a more active role for the Cabinet.

Respectfully submitted,
Bob Babione
Cabinet member for Forest Park Southeast