Contract Support
Committee Meeting
Wednesday, February 19, 2020 Los Olivos Community Organization
0000 Xxxxx Xxxxxxx Xxxxxx, Xxx Xxxxxx 10:00am to 12:00pm
0000 Xxxxxxxxx Xxxxxx, Xxxx. 00, Xxxxx 000 Xxxxx Xxxxxxx, XX 00000 (805) 884-8085 | 000 Xxxx Xxxxxx Xxxx, Xxxxx 000 Xxxxx Xxxxx, XX 00000 (805) 803-8740 |
CONTRACT SUPPORT COMMITTEE MEETING
•Los Olivos Community Organization• 0000 Xxxxx Xxxxxxx Xxxxxx, Xxx Xxxxxxx
Wednesday, February 19, 202020
10:00 am to 12:00 pm
A. REGULAR BUSINESS
1. Welcome and Roll Call
a. Welcome New Member – Xxxxxx Xxxxxxx Xxxxx
2. Motion to approve minutes from the August 21, 2019 meeting 5 Min
3. Public Comment for items not in the agenda
B. INFORMATIONAL ITEMS
1. Bi-Annual Report I – FY 19-20 Update 20 Min
Review and discuss the Bi-Annual Reports submitted by current funded partner
2. 2020-2021 Funding Discussion – Xxxxxxxx Xxxxxxxxx 30 Min
a. Systems Change Contracts
i. Santa Xxxxxxx County Education Office – Center on the Social and Emotional Foundations for Early Learning (CSEFEL)
ii. Santa Xxxxxxx County Education Office – Health Linkages
b. Expansion Contracts
i. Santa Xxxxx Xxxxxx School District
ii. Children Resource and Referral
3. Revised 2020 Contract Support Meeting Schedule – Xxxxxxxx Xxxxxxxxx 5 Min
C. ACTION ITEMS
1. 211 Proposed Reduction – Xxxxxxxx Xxxxxxxxx 5 Min
2-1-1 is a comprehensive information and referral system connecting people quickly and effectively to health and human services, disaster relief and public information. 2-1-1 helpline referrals are tailored to the needs and circumstances of callers, taking
In compliance with the Americans with Disability Act, if you need special assistance to participate in this meeting, or if translation assistance is requested please contact First 5Santa Xxxxxxx County, Children and Families Commission
into account accessibility, eligibility requirements and other factors through live assistance from highly trained and certified Information & Referral Specialists.
a. Motion to approve the reduction of the 211 contribution to $15,000 from $30,000 for the 2020-2021 Fiscal Year with the notification that this will be the last year of First 5 funding
2. Santa Xxxxxxx County Education Office and Children’s Resource – Xxxxxx Viker15 Min
a. Motion to approve a Performance Improvement Plan with Santa Xxxxxxx County Education Office and Children’s Resource and Referral to complete contracts for Fiscal Year 2019-2020
D. PRESENTATION/DISCUSSION ITEMS
1. 2021 Strategic Planning Discussion – Xxxxxxxx Xxxxxxxxx 40 Min
a. Timeline
b. Strategic & Implementation Recommendations for 2021 and beyond
CONTRACT SUPPORT COMMITTEE MEETING MINUTES
•Los Olivos Community Organization• 0000 Xxxxx Xxxxxxx Xxxxxx, Xxx Xxxxxxx
Wednesday, August 21, 2019
1:00 pm to 3:00 pm
Participation by Teleconference pursuant to Government Code Section 54953(b), will be available at the following locations:
Residence
000 Xxxxxxx Xxxx Xxxx, Xxxxxx
A. REGULAR BUSINESS
1. Welcome and Roll Call
Chair Xxxxxx convened meeting at 1:02 pm
Committee Members Present: Xxxxxxx Xxxxxx, Xxxxxxx Xxxxxxxxx (participating remotely from residence), Xxxxxx Xxxxxx, and Xxxxx Xxxxxx (arrived at 1:13pm)
Committee Members Absent: Xxxxx Xxxxx
Staff Present: Xxxxxxxx Xxxxxxxxx, Xxxx Xxxxxx-Xxxxxx, Xxxxxx Xxxxx, Xxxxxxx Xxxxx, County Counsel: Xxxxx Xxxxxxxx, and Xxxx Xxxxxxxx
2. A motion was made by Xxxxxx, seconded by Xxxxxx to approve minutes from the March 18, 2019 meeting. The motion carried by the following votes: YES – 3 NO – 0 ABSTAIN – 0
3. Public Comment for items not in the agenda
None Received
B. INFORMATIONAL ITEMS
1. Contract Monitoring
a. BAR 2 FY 18-19 Final Results Update
Program Officers provided the Contract Support Committee members an update on the BAR FY 18-19 results
In compliance with the Americans with Disability Act, if you need special assistance to participate in this meeting, or if translation assistance is requested please contact First 5Santa Xxxxxxx County, Children and Families Commission
2. 2020 Contract Support Meeting Schedule – Xxxx Xxxxxxxx
Committee members reviewed and discussed the 2020 Contract Support meeting schedule. The committee agreed to meet on Wednesday, February 19, 2020 and Wednesday, August 19, 2020 both meetings from 10am to 12pm in Los Olivos.
3. Merge of the Evaluation & Contract Support Committees – Xxxxxxxx Xxxxxxxxx Xxxxxxxx Xxxxxxxxx discussed the proposed idea of merging the Evaluation and Contract Support Committees.
Meeting adjourned at 2:24pm
Contract Support Update February 19, 2020 Family Support Grants
Prepared by Xxxx Xxxxxx-Xxxxxx
STRATEGIES FOR INVESTMENT (Fundable Direct Service Components)
The evidence based Five Protective Factors Framework recognizes strengths, resilience, and abilities of the families. Through mutually respectful partnerships, families enhance their own capacity to understand how to promote the optimal development (cognitive, social, emotional, and physical) of family members.
Agencies will demonstrate through direct services how they will:
AGENCY STRATEGIES WORKER PRACTICES
• Parent education & support
• Case management
• Info/Referral & follow up
• Child & maternal health access
• Meeting the diversity of challenges all children and families face Strategies/practices vary
by agency
PROTECTIVE FACTORS
• Parental resilience
• Social connections
• Knowledge of parenting
• Concrete support in times of need
• Social emotional competence of children
Agencies list how strategies/practices support the protective factors framework
RESULTS
• Children live in safe, stable & nurturing environments
• Children are learning and ready for school
• Children are healthy
• Children and their families have access to an available system of community-based services and supports
First 5 result areas to be impacted
The total amount allocated to the Family Support Focus Area for 2018-2021 grants is $3,911,172 and is to be used to fund direct services. There are 3 lead agencies with eight subcontractors. The columns reflects the annual fiscal year allocations and the last column is the total for the three years.
2018-2019 | 2019-2020 | 2020-2021 | 3-year total | |
• Family Service Agency Collaborative | $1,107,920 | $1,107,920 | $1,107,920 | $3,323,760 |
CALM, Carpinteria Children’s Project (CCP), Isla Vista Youth Projects (IVYP), | ||||
Santa Xxxxx Xxxxxx School District (SMBSD), People Helping People (PHP), SBCEO WEB • Department of Social Services, Cuyama Valley Family Resource Center | $60,804 | $60,804 | $60,804 | $182,412 |
• St. Vincent’s Family Strengthening Program | $135,003 | $135,003 | $134,994 | $405,000 |
Contract Updates | ||
Grantee | Units of Service Update | Overall Impression |
Family Service Agency Collaborative Fiscal Yr. 19-20 budget $1,107,920 • CCP: $69,519 • IVYP: $58,221 • PHP: $64,038 • SBCEO: $201,312 • CALM: $91,520 • SMBSD: $40,232 • FBSMV: $25,200 FSA Program costs $461,149 Indirect: $96,729 | Units of service are on target to meet the scope of work via parent education (Nurturing Parenting) case management services, differential response, linkages, and child development visits from referrals generated from Welcome Every Baby and other community providers. • Parent education & support (CCP, PHP, FSA, FBSMV): most classes are will be offered in Spring 2020 • Case management (CCP, PHP, IVYP, FSA) • Referrals, linkages and follow up (CCP, IVYP, PHP, WEB, FSA) • Meeting a Diversity of Needs that all Children & Families face - CCP, IVYP, PHP, FSA • Child & Maternal Health Access - IVYP, FSA, PHP • Child & Maternal Health Access (Child Development HVs) - CALM serving Santa Xxxxx and Orcutt - SBCEO, WEB serving Santa Xxxxxxx & Lompoc | The program continues to provide strong leadership to the subcontractors and seeks to improve on the protocols and systems to monitor the subcontractors’ scope of work, evaluation and reporting by: • Continuing to require subcontractors to provide quarterly qualitative and quantitative data reports to better understand each subcontractor’s successes, challenges, and progress towards scope of work. • Updating the Data Entry and Monitoring Guide, based on recent changes to delivery of services and unique identifier now in place. • Holding partner meetings at least once per quarter for each region, which has improved programs and systems in place to better execute Family Support focus area strategies. • Monitoring fiscal and program transition since the Contracts Manager position has been vacant since early December and temporarily filled by the Program Director. • This reporting period the Family Support Collaborative prioritized collaboration as a strategy to improve services. There are no concerns regarding services provided or outcomes reported in BAR 1 as of December 30, 2019. |
Department of Social Services, Cuyama Valley Family Resource Center Fiscal Yr. 19-20 budget $60,804 | Units of service are on target to meet scope of work. Program provides parent education (Nurturing Parenting), linkages to community providers and health insurance enrollment, food distribution through an organized event, case management/home visitation and differential response. | The FRC Coordinator continues to have strong relationships with community leaders, the school district and organizes ongoing outreach to agencies that will support the children and families in the Cuyama valley. There are no concerns regarding services provided or outcomes reported in BAR 1 as of December 30, 2019. |
St. Vincent’s Fiscal Yr. 19-20 budget $135,003 | Units of service are on target to meet their scope of work. All mothers in the program received weekly Love and Logic parenting classes, weekly case management, weekly therapy, and transitional housing. All children receive transitional housing, where both mothers and children have received many referrals. | Since they offer a long term residential program, carry over services are captured in Vertical Change to reflect total clients served in this reporting period. They have been working on strengthening the use of the Protective Factors Survey (PFS) with their Love & Logic parenting classes, as they currently utilize PFS for Nurturing Families classes. There are no concerns regarding services provided or outcomes reported in BAR 1 as of December 30, 2019. |
Highlights from Bi-Annual Report 1:
• IVYP, PHP, CCP and FSA operate and support Healthy School Pantry and/or food distribution sites in partnership with the Santa Xxxxxxx County Foodbank. These partnerships are crucial in bolstering food access for families who face food insecurity. FSA observed a 120% increase in Food Pantry participation in Santa Xxxxxxx, and IVYP observed a 60% increase in families receiving food distribution. In response to demand both IVYP and FSA have improved their infrastructure to increase staffing, engage additional volunteers, and purchase supplies to ensure food safety standards are met. Furthermore, Family Service Agency is working with the Foodbank to add emergency food pantry’s at local Family Resource Centers. According to program data from the Universal Referral Tracking Form, 72% of referrals made by the Collaborative this reporting period were for basic needs. During the same timeframe last program year, only 43% of referrals were for basic needs. 83% of referrals made for basic needs resulted in successful access to services, with an additional 15% of referrals on the waitlist for services. When looking at referrals made exclusively for food, 100% were successful. Meeting basic economic needs like food, shelter and clothing is essential for children to be healthy and ready to learn.
• Carpinteria Children’s Project (CCP) The collaboration between the Carpinteria Health Care Clinic and CCP has increased service utilization and improved outcomes for children and their families impacted by adverse childhood experiences. In collaborating with the clinic, the Family Resource Center has become an extension of the medical care families receive. Over 50% of families referred to the CCP were previously unaware and unfamiliar with their local Family Resource Center. Given the tight-knit nature of this small community, this was unanticipated and suggests families are being connected to services they may have otherwise not sought out independently. Through services, 57% of case managed families with elevated ACE scores, were referred to counseling services to improve mental wellness. Addressing adverse childhood experiences through education and resourcing builds parental resilience, concrete support, and social connections while mitigating the risk for child abuse, neglect and poor health outcomes.
• Fighting Back Santa Xxxxx Valley (FBSMV) Through collaboration with Community Action Commission, Fighting Back Santa Xxxxx Valley provided parent education at a Head Start site, targeting children and families with heightened risk factors such as low socio-economic status, limited access to resources, and language barriers. Evaluation data collected using the Protective Factors Survey suggest parents were more likely to read and sing to their baby upon graduating from the program. At pre-test, less than half (49%) of parents reported reading to their child/baby consistently or often, compared to two-thirds (67%) at post-test. Additionally, post-survey results indicate parents were more likely to report using healthy and developmentally appropriate parenting practices. FBSMV infused parenting classes with guest speakers to address a variety of topics such as tobacco use, nutrition, domestic violence, reproductive health, and car seat safety. Bringing guest speakers from other organizations enhances knowledge of community resources and increases access to concrete support while covering a variety of topics to xxxxxx participation and engagement.
• Family Service Agency (FSA) In Xxxxxxxxx, since father/male involvement has traditionally been a challenge, case managers at the Little House by the Park adjusted their messaging to target male participants. In October, FSA facilitated its first cohort of marriage and relationship education in the Xxxxxxxxx community. This program saw unprecedented male participation with 50% of participants identifying as male. Programming and marketing targeting father involvement has resulted in other areas of measurable improvement. According to the Family Development Matrix, there was a 31% increase in supportive father/male involvement. According to the Center for the Study of Social Policy,” children are safer and more likely to thrive when adults in their lives have healthy relationships- whether their parents are married or unmarried and currently in a romantic relationship or not.”
• St. Vincent’s (STV) Many of the children attend STV Early Childhood Education Center (ECEC) where staff administers the ASQ-SE biannually to assess for developmental delays or behavioral health issues. The preschool director then shares those results with the director and case managers of the Family Strengthening Program (FSP). Over the past six months, the FSP director and case managers have increased their communication with ECEC, in cases where referrals have been indicated, FSP staff have followed up repeatedly with mothers who were referred by ECEC for further evaluations. Due to the FSP staff having increased communication with the preschool staff and taking greater responsibility for ensuring the children obtain necessary outside assessments, the children are now receiving 100% of the outside evaluations recommended. This has included three children with behavioral health issues related to earlier trauma attending CALM, one child being assessed for helmet therapy by their pediatrician for a misshapen head, and at least three children evaluated by Tri Counties for speech delays.
• Cuyama Valley Family Resource Center (CVFRC) CVFRC reflected on the successes and challenges of last year's parenting classes and they began planning for this year's sessions as FY 2018-19 was the first time a twelve-week session of evidence-based parenting classes was made available to families in the Cuyama Valley. Prior to that, evidence-informed Family Gatherings were offered once each month and a small number of parents met 1:1 with CALM staff for extra support. Attendance at the monthly Family Gatherings had been inconsistent and numbers were low. With First 5 SBC funding, the CVFRC subcontracted with CALM to redefine services provided in FY 2018-19. With the twelve-week program, more parents were able to benefit from CALM's parent education services, and home visits were also incorporated into the curriculum. This resulted in a better turnout, better attendance, and higher rates of completion. Providing incentives for parents was a great success and validated the efforts parents made to attend classes and complete the program. Parents appreciated that sessions were held concurrently in English and Spanish to accommodate language needs. Quality childcare was also provided during the parenting classes, with structured activities delivered in an environment that supported children's creativity, learning, and social-emotional skills. CVFRC and CALM are looking forward to building on these successes in the Spring of 2020 as intakes and pre- assessments will take place on February 4th, and classes will begin on February 11th – As of January 30th, 10 parents have been recruited.
Other Notes:
• Although there was been over 20 staffing changes with the FSA Collaborative, the updates are communicated monthly through invoicing, which can sometimes pose a challenge.
• As a result of program expansion through the Lompoc Unified School District’s (LUSD) Adult School and Career Center, FSA received an eviction notice to vacate the Family Resource Center previously located on an LUSD campus by September 30th 2019. In early September, FSA relocated to a new centrally located venue (H Street). This new venue offers more than 7,000 square feet, with classroom space, a childcare room, and with additional offices that can be subleased to community-based organizations with aligned vision and mission. While briefly displaced, FSA made every possible effort to notify stakeholders and constituents to support the transition with minimal disruption in services
Contract Support Update February 19, 2020
Systems Change Grants
Prepared by Xxxxxx Xxxxx
STRATEGIES FOR INVESTMENT (Fundable Components)
Systems Change activities are intended to achieve long-term organizational and/or community-wide change efforts that require multi-year funding. These activities will build upon the broader systems of support for children and families or address gaps in this broader system. Specifically grants under this area address primarily one of the following areas:
Area | Funded Activities | |
1 | Context | Enhancing and improving collaborative messaging around a key issue(s) for children 0-5 and their families; outreach to educate or increase awareness on the development of children 0-5; working with local government to engage and recruit new advocates or champions that can influence policy change. |
Definition: Improving the political environment that surrounds the system so it produces the policy and funding changes needed to create and sustain it. | ||
2 | Components | Assess and map system capacity to identify gaps and opportunities for alignment including leadership roles with other entities/networks; promoting and/or developing innovative ideas aimed at increasing operational efficiency; developing and implementing plans for improving the quality of program; informing stakeholders around common quality standards. |
Definition: Establishing high-performance programs and services within the system that produce results for system beneficiaries. | ||
3 | Connections | A countywide collaborative that establishes processes to link with another collaborative to improve a system(s) or enhance the coordination of services for children 0-5 and their families. Convening stakeholders to identify linkages and connections; developing shared outcomes for children and families including the use of a common data base for these outcomes; development of coordinated referral systems through various agencies, networks; and joint program planning across system components. |
Definition: Creating strong and effective linkages across system components that further improve results for system beneficiaries. | ||
4 | Infrastructure | Long-term fundraising planning; fundraising development; leveraged use of funding. Activities to assess current capacity of programs in preparation for expansion of programming; increasing capacity of agencies/networks to develop shared outcomes or develop capacity building plans. |
Definition: Developing the support systems need to function effectively and with quality. | ||
5 | Scale | Not Applicable Under this RFP |
The Systems Grant First 5 investment for FY 19-20 is $90,000.
Systems Change Grants | ||
Grantee | Brief update on scope of work | Overall impression |
SBCEO - Health linkages Fiscal Yr. 19-20 budget $ 30,000 3 yr. contract FY 18-21 $90,000 | The scope of work funds a .22 FTE Oral Health Program Manager to lead countywide efforts to improve access to comprehensive, quality health care services in children’s oral health. The project supports increasing capacity of an existing system of care guided by the SBC Children’s Oral Health Collaborative that emphasized prevention, identification and treatment for dental disease in socio- economically disadvantage children. This is an integrated system of care that includes oral health and nutrition education, fluoride varnish, dental screenings, case management, health insurance enrollment and prevention and restorative oral health care. | This contract is in its 2nd year of the 3 year funding cycle and the outcomes have been impressive. See highlights below from the BAR 1 report. First 5 has funded this systems change grant since FY 14– 15 which has led to a true cross sector oral health partnership. SBCEO – Health Linkages has strategically used relationships and best oral health practices to provide services to hundreds of children 0-5 across our county. The coordination efforts positioned SBCEO this year to leverage Proposition 56 funding. |
. | Systems change grants were not originally allocated as long term funding sources, but instead to provide the foundation for systems change work. SBCEO – Health Linkages is an outstanding example of how First 5 investments in coordination can make this happen. | |
There are opportunities for Health linkage to align with other Early Care and Education systems such as Quality Counts. | ||
-There are no concerns regarding services provided or outcomes reported in BAR 1 as of December 30, 2019- | ||
SBCEO - Center on the Social and Emotional Foundations for Early Learning (CSEFEL) Fiscal Yr. 19-20 budget $ 30,000 | The intended result of this scope of service is to develop a cadre of CSEFEL trainers and coaches that provide training, coaching and implementation of the CA CSEFEL model. The goal is to provide countywide early child care settings with the skills to support positive social/emotional health. Additionally, the goal is to develop more awareness of the importance of social/emotional skills and an awareness of CA CSEFEL throughout our community. | This contract is in its 2nd year of the 3 year funding cycle and continues to provide excellent staff, trainer, coach and leadership training building a strong CSEFEL presence in Santa Xxxxxxx County. As a result of the work, a large cross sector of Early Care and Education, Special Education staff and Promotores have been exposed to the Teaching Pyramid Model and are effectively using a common strategy to support children and families with social and emotional health. |
3 yr. contract FY 18-21 $90,000 | This year a Site Leadership Team model was introduced. This body functions as a shared decision-making body within a program and continues to meet after training is finished to act as the Steering Committee for implementation of the Teaching Pyramid approach, | First 5 has funded this systems change work since FY 14– 15. During that time hundreds of ECE professionals have been trained and provided with coaching. The site leadership team implement this year, has enhanced the system and is a strategy working towards sustainability. CSFEL is a part of the Quality Counts Framework and can be integrate into this |
to monitor technical assistance and additional training needs, and to problem-solve as needed for classroom - or site-specific issues. In addition, a county-wide CSEFEL Leadership Team meets regularly to review county-wide efforts and plan for the future. | system. It should be noted that the effectiveness of CSEFEL lies in on-site leadership and the essential coaching component. -There are no concerns regarding services provided or outcomes reported in BAR I as of December 31, 2019- | |
CAC - 211 Fiscal Yr. 19-20 budget $30,000 First 5 investment is contingent on Board of Supervisor’s annual agreement with Department of Social Services | 2-1-1 is a comprehensive information and referral system connecting people to health and human services, disaster relief and public information. 2-1-1 helpline referrals are tailored to the needs and circumstances of callers, taking into account accessibility, eligibility requirements and other factors through live assistance from highly-trained and certified Information & Referral Specialists. The helpline is multilingual (150 languages), confidential and available 24 hours a day, and seven days a week, at no cost to the caller. There are over 2000 programs and services in the 2-1-1 Santa Xxxxxxx County database. First 5 financial contribution goes to supporting and tracking families who report having children ages birth to 5. | The 2-1-1 system continues to grow and become a resources to a variety of local needs including natural disaster and most recently the census. The local 2-1-1 coordination is done by a small, talented, and dedicated staff that is responsible for updating the services and website, and overseeing the subcontracting of the accredited call system, Interface. The units of service and activities are consistent with previous BAR reporting over the past year. The number of families with children 0-5 is difficult to count and accurately report as the data collection method is through a single intake question that many times is not answered by the families. For many years First 5 has been disproportionately funding this system compared to other county departments and cities, especially in light of the number of families reported being served. See reported data numbers for BAR 1 below in highlights. At Bar II, 211 staff will provide a more detailed one-page summary report of the outreach to 0-5 population similar to the report currently provided to DSS. -There are moderate concerns regarding the number of families with children 0-5 reported in Bar 1 as of December 31, 2019-. |
Highlights from BAR 1 Report:
SBCEO – Children’s Oral Health Collaborative
• 749 State Preschool children ages 3-5 were screened for dental needs.
• Medical providers are increasing the number of fluoride varnish applications for children under the age of 6, due to outreach efforts and engagement of providers who for years have resisted the practice. 77% (27 out of 35) CHDP/Medical children’s medical providers are routinely applying fluoride varnish to children 0-5 compared to last year’s 58%.
• The numbers of yearly varnishes are increasing dramatically each year, so the proportion of varnishes in North County does not reflect lower numbers overall, they are increasing. What this reflects is a better distribution of services more representative to the 0-5 population regionally throughout the county. The disparity of services regionally is finally being improved.
• In 2018-19, the Health Linkages program worked in coordination with the SBC Public Health Department's new Local Oral Health Program funded by Prop 56 to prioritize services to children ages 0-5 and their families and avoid duplication of services and was expected to continue the work in FY 19-20. SBC Public Health Department, however, decided to cancel the oral health program very abruptly, effectively returning the funding back to the State in July 2019. The program has been in suspension during the BAR 1 period July- December 2019 but Health Linkages continued their work in children’s oral health. Although the Prop 56 funding was previously designated only to County Public Health Departments, the State Oral Health Dept made an unprecedented exception to this requirement and offered the program to Health Linkages in August 2019 and SBCEO accepted. The process of making this happen was lengthy and complicated, requiring a full application, extensive revisions and a long contracting process which concluded in January with an execution date of 1/16/2020.
• The support from First 5 SBC in sustaining and building this collaborative work, directly made it possible to leverage dollars totaling $807,714. The resources will stay in SBC for a local Oral Health Program that will be led by the HL Coordinator. By supporting a portion of a staff position dedicated to system’s change and coordination of oral health services in our community, the State of CA had the ability to utilize the community’s existing system of coordination for oral health rather than abandoning the program.
• The HL Coordinator continues to co-chair the Executive Committee of the Collaborative and provide leadership on sub-groups and committees focusing on the needs of children 0-5. The HL Coordinator is also serving on the Community Advisory Board for CenCal Health. This has provided a forum to both call attention to the needs of young children and their families and to serve as a conduit for making sure that population is also aware of services available from CenCal Health to benefit them.
SBCEO – CSEFEL
• Provided 5 PS Modules series of Teaching Pyramid Preschool Modules for 67 attendees (includes Family Child Care Providers, Infant/Toddler and Preschool Teachers) from November 2019 through April 2020. Completed one training on Nov. 16, 2019 and have 4 more scheduled for Jan. 18, Feb. 1, March 14 and April 25, 2020.
• In partnership with San Xxxx Obispo, provided 5 PS Modules series of Teaching Pyramid Preschool Modules for 30 attendees from November 2019 through March 2020. The first two Modules were completed on Nov. 2, and Nov. 23, 2019 and remaining 3 are scheduled for Jan. 25, Feb. 8 and March 20, 2020.
• Phase 2 of Coaching/Apprentice Training is integrated into above two trainings for 15 Apprentice Coach Candidates and 4 Apprentice Trainers. Of these, 1 Apprentice Trainer and 13 Apprentice Coaches are from Santa Xxxxxxx County.
• Xxxxx Xxxxxxx, WestEd is providing training on Role of the Site Leadership Team for 16 Preschool Directors/Site Leadership Team members. Completed first training on Nov. 6, 2019 and 4 more trainings are scheduled for January 23, Feb. 7, March 5, and April 3, 2020.
CAC – 211
• 10 community outreach events to promote 211 services reaching an estimated 2,086 families with children ages birth to 5 were attended by staff
• 120 unduplicated calls were received between July 1 and December 31 by 211 in which they identified the adult as a parent of a child ages birth to 5.
Other Notes:
• The number of children screened for dental caries and other screenings such as vision, hearing and BMI has declined since 2015 due to districts such as SBUSD and Carpinteria not continuing to contracting for these services.
• Department of Social Services has been notified by First 5 that effective July 1, 2020, First 5 contribution to the 211 system will be reduced to
$15,000. DSS related this reduction to CAC and the 211 Coordinator.
• The renewal of these contracts for the final third year will begin in late April/early May 2020 and will include updated scopes of work, revised units of service and updated budgets.
• FY 20-21 is a time to stop and reflect on the systems change work and how this funding strategy fits into the upcoming strategic plan.
Contract Support Update February 19, 2020 Early Care & Education Quality Grants Prepared by Xxxxxx Xxxxx
STRATEGIES FOR INVESTMENT (Fundable Components)
The Early Care and Education Focus Area investments are intended to contribute to a) improving the quality of childcare and preschool services b) developing new child care spaces and c) increase access for families seeking childcare. First 5’s quality investment contributes to the local implementation of the statewide Quality Rating and Improvement System (QRIS) movement known as California Quality Counts and the Resource and Referrals Child Care Initiative Project (CCIP). Grants under this area leverage local and state funds and include the following system building strategies:
ECE Systems Development | |
CENTER BASED AND FAMILY CHILD CARE HOME EXPANSION • Creation of new licensed Family Child Care Homes (FCCH) • Retention support for first year licensed FCC providers • Increase the number of center based preschool spaces | CENTER BASED AND FAMILY CHILD CARE QUALITY • Quality grants • Accreditation technical assistance • Accreditation learning communities • Accreditation and specialized workshops |
The Early Care and Education (ECE) Focus Area local First 5 investment for FY 19-20 is $310,000.
EXPANSION QUALITY
Santa Xxxxx Xxxxxx School District (SMBSD) FY 19-20= $83,500 Santa Xxxxxxx County Education Office (SBCEO) = $100,000 for operations Children’s Resource and Referral (CRR) FY 19-20 = $76,500 Santa Xxxxxxx County Education Office (SBCEO) = $50,000 for grants TOTAL FIRST 5SBC EXPANSION INVESTMENT = $160,000 TOTAL FIRST 5SBC QUALITY INVESTMENT = $150,000
These resources are used to fund agencies that provide or offer support to ECE agencies and programs that deliver direct services to children and families. The center based and family child care home (FCCH) expansion grants are one-year contracts renewable annually. The quality grant is a one year contract with a subcontractor, renewable annually. There is a $25,000 quality grant reduction annually working towards reducing the First 5 quality match to $100,000 by FY 21-22. F5SBC funding is a local match contribution to the state wide Quality Rating and Improvement Systems (QRIS) known as California Quality Counts. The other contributing funding streams include First 5 CA IMPACT, HUB, and California Department of Education CSPP and QCC grants.
NOTE: Effective July 1, 2018 First 5 fully transitioned the IMPACT grant to SBCEO to finish out the 5 year contract with First 5 California. This IMPACT contract will end June 30, 2020. IMPACT will be one of funding streams of the new grant called Quality Counts California Local Consortia and Partnership Grant effective July 1, 2020 – June 30, 2023.
STRATEGIES FOR QUALITY INVESTMENT – QUALITY COUNTS – Quality Rating and Improvement System (QRIS)
Santa Xxxxxxx County Education Office (SBCEO) is the lead agency for Santa Xxxxxxx Quality Counts (SBQC) and the First 5 CA IMPACT funds. First 5 Santa Xxxxxxx, Children’s Resource and Referral and SBCEO entered into a partnership to coordinate and implement the California Quality Rating and Improvement System (QRIS) framework. In total, the First 5 CA IMPACT grant funding allocated $100,000 for planning, January 1 - June 30, 2016, and $1,360,000 for implementation FY 16-20. First 5 Santa Xxxxxxx County’s local match to IMPACT in FY 16-21 is $500,000 for implementation and $350,000 for quality grants. Annually the partnership agrees to the yearly funding allocations needed by each agency to complete their designated scope of work.
Contract Updates | ||
Grantee | Units of Service Update | Overall Impression |
Santa Xxxxxxx County Education Office, Child Development Program (SBCEO) Fiscal Year 19-20 $150,000 Investment Breakdown: $100,000 Admin $50,000 Grants Funding Breakdown: $87,900 SBCEO - Lead $62,100 CRR - subcontractor | Lead agency and subcontractor provide quality grants, coaching and technical assistance on national accreditation. Units of services include: • Grants (SBCEO & CRR) • Learning Communities (SBCEO & CRR) • Accreditation Visits (SBCEO & CRR) • Accreditation Plans( SBCEO & CRR) At time of data check in October 2019, SBCEO had completed minimal data entry due to a continued misunderstanding of the requirement for on-going data entry and periodic checks. After follow up, the BAR I report now reflects, units of service entered and on track for meeting the projected goals for both contractor and sub-contractor. | SBCEO continues to work to fully transition and develop program and fiscal systems around Accreditation Facilitation Project, IMPACT and Quality Counts. They are updating their fiscal and program protocols and working to establish an effective subcontract monitoring system. This contract had a corrective action plan established in FY 18-19 to address fiscal procedures, data entry, accreditation coaching, TA and training and sub-contract monitoring. A corrective action response was received on May 15, 2019 that provided additional information and steps to address concerns. During the FY 19- 20 annual site visit conducted in November and December 2019 there was continued area of data entry, program documentation and monitoring that were still being addressed and First 5 developed a new corrective action plan that includes monthly follow ups and procedure development. Xxxxxxx Xxxxxx, one of the Quality Improvement Program Manager’s resigned effective January 3, 2020. First 5 Program Manager met with staff from SBCEO on 2.13.20 to answer questions regarding both action plan follow ups and Vertical Change data entry. The First 5 Program Manager accompanied both center and family child care Accreditation Coaches on site visits in December 2019 and found that high quality accreditation coaching and technical assistance was being provided. |
Note: The FY 18-19 contract was underspent by $10,000 and was not reported at the last contract support meeting on 8.21.19 because SBCEO Quality Manager reported these funds would be spent by June 30, 2019. -There is a moderate concern regarding the services provided and units of service reported for SBCEO on December 31, 2018- |
Highlights from BAR 1 Report:
• The partnership of SBCEO and CRR provide high-quality, evidenced-based, practical resources and approaches that build capacity and create sustainable early childhood practices county-wide. Quality Coaches are equipped to coach to the QRIS Matrix while promoting the provision of comprehensive services and school readiness with strategies that are age, developmentally, culturally and linguistically appropriate. Having a strong local capacity of bilingual trainers produces a range of training materials, resources and provides for cost-efficient approaches to training.
• SBCEO and CRR are utilizing the Quality Counts Santa Xxxxxxx Training Calendar in partnership with Workforce Registry to 1) promote the website 2) ensure efficiency and 3) collaborate with the new and upcoming State expectations for the ECE Care Registry.
• Each participating site develops a Continuous Quality Improvement Plan (CQIPs) which is an opportunities for site leads (center directors or FCC home owner/operators) to work in close consultation with a trained, experienced early learning coach to develop goals and supporting activities that meet their own unique identified needs and lead to measurable, practical quality improvement. Coaching focuses on data available through reliable, external assessments of program quality that are conducted as part of the state-funded, local QRIS implementation plan managed by SBCEO and its system partners.
• For all sites that are accredited, or where the goal is to become accredited, CQIPs now include a separate and comprehensive Accreditation Plan document developed by a local Accreditation Facilitation Project (AFP) Specialist. The plan focuses on a site’s timelines, cost models, instructional supports, administrative systems, and documentary evidence (portfolios and profiles) that the accreditation process requires.
• CRR has implemented programs targeting education around ages zero-five including; Safe Sleep Campaigns to help reduce the risk of SIDS, Vroom a brain building initiative, monthly outreaches in the community providing free resources to families, Parent Cafés focusing on the Five Protective Factors and Developmental Milestones and reaching the most vulnerable through Trauma-Informed Care Coaching and Training.
Other Notes:
• The renewal of this contract, which include updated scopes of work, revised units of service and updated budgets will begin in late April/early May 2020. The scope of work and services outlined in the county plan for Quality Counts California Local Consortia and Partnership grant will be examined during contract negotiations.
Contract Support Update February 19, 2020 Early Care & Education Spaces Grants Prepared by Xxxxxx Xxxxx
STRATEGIES FOR INVESTMENT – EXPANSION
The goal of First 5’s investment in preschool and child care spaces is to increase access to high-quality early care and education by creating NEW preschool and child care spaces. In the current First 5 Strategic Plan, the Commission notes investing in strategies that create new preschool and child care spaces and/or increase parent access to child care.
The Commission required a 2/3 match in funding for these projects.
Contract Updates | ||
Grantee | Units of Service Update | Overall Impression |
Santa Xxxxx Xxxxxx School District (SMBSD) Preschool Expansion Fiscal Yr. 19-20 budget $83,500 | There are four (4) Twilight classrooms that are supported with First 5 expansion funding. As reported in BAR 1 narrative, there are 80 children enrolled in those 4 classrooms with twenty-four (24) First 5 funded children and fifty-six (56) “matched” children being served for a total of eighty (80). However, the data entry into Vertical change shows 49 children being served and the invoice through December 2019 shows 52. At time of this report, communication is underway with the contractor to confirm enrollment and the December invoice is being held until this discrepancy can be resolved. | The program has a long history of running part-day state funded preschool programs for children residing in the Santa Xxxxx Xxxxxx School District boundaries. With the leveraging of local control (LCAP), migrant education funds, Title 5 and Title 3, SMBSD was able to open additional late afternoon (twilight) classrooms. They are a model for blended and braided funding for preschool expansion. First 5 has successfully funded these preschool spaces for six (6) years. The services provided to the children and family are aligned with the services provided for state preschool families. The district has been encouraged to apply for preschool expansion opportunities via CDE or other state funding streams. -There is a slight concern regarding units of service entered into VC as reported in BAR 1 as of December 31, 2019- |
The hiring of specifically Teacher Assistants is a contributing factor to not being fully enrolled. | ||
Children’s Resource & Referral of Santa Xxxxxxx County (CRR) Expansion - Quality Fiscal Yr. 19-20 budget $76,500 | Units of service are on target to meet the scope of work. The program provides support for twenty (20) individuals to open and operate a licensed family child home by offering home visits, incentives, and training. Ten (10) first year FCC providers are being retained and preparing to enter the Quality Counts via high-quality coaching, technical assistance, training, and incentives. | CRR continues to refine the family child care expansion and retention system that aligns and expand on the Child Care Initiative Project (CCIP), opens the door to Quality Counts and meets the unique needs of potential and new licensed Family Child Care Homes in Santa Xxxxxxx County. These independent business owners are critical to meeting the need for child care spaces, especially for infants and toddler, and non-traditional hours. See highlights below of CRR services as noted in the Bar 1 report |
There are many opportunities to align quality improvement and training with the new Quality Counts California Local Consortia and Partnership Grant that is due April 2020. | ||
-There are no concerns regarding services provided or units of service reported as of December 31,2019- |
Highlights from BAR 1 Report:
SMBSD Expansion – Center
• SMBSD preschools, inclusive of the First Five funded spaces, participate in the Quality Rating and Improvement System (QRIS). All sites have made good progress in improving quality. SMBSD preschools are proudly NAEYC accredited programs. The sites work to provide the highest quality preschool experience for children and their families.
• This year we continue to train staff to use the Teaching Pyramid strategies in their classrooms. The two program directors and one teacher are in the process of becoming Teaching Pyramid Coaches.
• The KSEP data shows that children who participated in the Twilight preschool program averaged 4 points higher than a child with no preschool experience.
• SMBSD held two health fairs in the Fall to screen preschool student’s vision, hearing, dental and BMI. Fluoride varnish was administered. SMBSD continues to meet with partners to support the follow up needed for children to get their health needs met. Across all classrooms, 475 children were screened. Of those 133 vision, 50 Hearing, 21 emergency dental and 137 untreated dental decay referrals were generated. BMI results found that 209 children were rated as obese or severely obese. The results will be shared with parents at the Parent Action Committee and parents will develop a plan to share the results and create change with the other parents. Early identification of vision and hearing as well as ensuring proper medical and dental treatment enhances children’s school readiness. This year, the data will be included in the child's health record which will follow them throughout their school career. The Health Fairs are a collaboration of many agencies working together to provide both the screenings and the follow up including SBCEO Health Linkages, FSA Family Support Services, Lions, AHC college dental students, and Community Action Commission to name a few.
CRR Expansion – FCC
• XXX continued to build on the strategy of developing caseloads based on provider level of need.
• XXX developed a Professional Development Calendar that helped to address the barriers for professional development that was identified by the providers.
• Preventative Health and Safety training that is a requirement for newly licensed Family Child Care Providers has been difficult to obtain. CRR has filled the training gap by certifying their Quality Counts Specialists. CRR staff facilitate the Spanish Community Care Licensing orientation and can schedule the Preventative Health and Safety during the same quarter, speeding up the licensing process.
• CRR is working with seventy-five (75) providers. As of December 3, 2019 thirteen (13) providers have obtained their first time license.
Other Notes:
• It is noted in BAR reports that without First 5 funding these preschool and child care spaces would be lost. Strategies to apply for more secure funding is being recommended to these contractual partners.
• The renewal of these contracts, which include updated scopes of work, revised units of service and updated budgets will begin in late April/early May 2020.
Contract Support Committee 2020 Meeting Schedule
Staff Lead:
Xxxxxxxx Xxxxxxxxx – 000-000-0000
Staff Support:
Xxxx Xxxxxxxx – 000-000-0000
DATE | TIME | LOCATION | NOTES |
FEBRUARY 19 | 10:00 AM – 12:00 PM | Los Olivos Community Organization 0000 Xxxxx Xxxxxxx Xxxxxx Los Olivos | Review BAR 1 |
AUGUST 19 | 10:00 AM – 12:00 PM | Los Olivos Community Organization 0000 Xxxxx Xxxxxxx Xxxxxx Los Olivos | Review BAR 2 |
OCTOBER 19 | 1:00 PM – 3:00 PM | BOS – Conference Room 000 Xxxx Xxxxxxx Xxxxxx, 0xx Floor Santa Xxxxxxx | Review Draft RFP |
NOVEMBER 12 | 10:00 AM – 12:00 PM | Los Olivos Community Organization 0000 Xxxxx Xxxxxxx Xxxxxx Los Olivos | Review Draft RFP |
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