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Saginaw officials propose firefighter‑led school outreach using Botvin life‑skills curriculum
Summary
The city manager and fire chief proposed hiring a full‑time community engagement coordinator (ideally a firefighter) to deliver the Botvin Life Skills prevention curriculum in middle and select high‑school grades, suggesting opioid‑settlement funds and partnerships to pay for the position.
City staff presented a proposal to hire a community engagement coordinator—positioned inside the fire department—to deliver the Botvin Life Skills prevention curriculum in Saginaw Public Schools and to serve as a consistent trusted adult for students.
Chief Housebeck described the role as a 40‑hour, school‑focused position that could deliver the evidence‑based Botvin program to grades the department identified as critical (middle school grades and ninth and twelfth modules), saying, "This person would solely be dedicated to the schools." He cited studies the city provided showing reductions in substance use and other risky behavior where the curriculum has been used.
Council members asked detailed questions about grade coverage (why the proposal emphasizes grades 6–9 and 12 and not elementary or grades 10–11), cultural relevance for the Saginaw Public School population, time constraints for a single coordinator and options to train school staff through a train‑the‑trainer model. Chief Housebeck responded that middle‑school modules are often the highest priority in published research and that Botvin offers hybrid and train‑the‑trainer options to ease staffing constraints.
Staff said the position could be funded in part through opioid settlement proceeds and existing community prevention allocations and suggested partnering with school district staff and local organizations to share delivery responsibilities. Council members supported piloting the program but emphasized the need to resolve scheduling, cultural relevance data and potential matching partnerships before full rollout.
No final funding appropriation was made at the meeting; staff were asked to return with implementation details, cost estimates, and evidence of cultural testing and train‑the‑trainer capacity.
