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Commission Meeting Information Packet

November 21, 2016

Old Mission Santa Ines – Parish Hall 1760 Mission Drive, Solvang

8:00am to 12:00pm

5385 Hollister Avenue, Bldg. 10, Suite 110 Santa Barbara, CA 93111 (805) 884-8085 - Fax (805) 564-8586

218 West Carmen Lane, Suite 111 Santa Maria, CA 93455

(805) 739-8740 - Fax (805) 739-8747

www.First5SBC.org

http://www.first5sbc.org/

The public may address the Commission on any matter listed on the agenda. Speaker slips are available and should be completed and delivered to the Commission Clerk before the item is considered. Writings that are a public record under Government Code Section

54957.5(a) and that relate to an agenda item for an open session of a regular meeting of the Commission and that are distributed to a majority of all of the members of the Commission prior to a meeting but less than 72 hours prior to that meeting shall be available for public inspection at 5385 Hollister Avenue, Bldg. 10, Suite 110, Santa Barbara, CA 93111 during normal business hours. If you require a disability-

related modification or accommodation in order to participate in the meeting, you may make a request for a disability-related modification or accommodation, including auxiliary aids or services, by contacting First 5 Santa Barbara County, Children and Families Commission at 805-

884-8085 at least 72 hours before the meeting. Translation assistance may also be requested.

Commission Members: William J. Cirone – Chair Patti Stewart – Vice Chair Takashi Wada, M.D., M.P.H. Daniel Nielson Guadalupe Rabago Steve Lavagnino Kimberly Olson Anna Kokotovic, Ph.D. Fran Forman Alternate Members: Peter Adam Suzanne Grimmesey Carola Matera, Ph.D. Beverly Taylor

Commission Agenda

Monday, November 21, 2016

Old Mission Santa Ines – Parish Hall 1760 Mission Drive, Solvang

8:00am to 12:00pm

A. REGULAR BUSINESS

1. Call Meeting to Order 2. Roll Call/Introductions

3. Motion to approve the Commission’s October 17, 2016, meeting minutes 5 Min 4. Public Comment for items not on the agenda

B. INFORMATIONAL ITEMS

1. Commissioner Reports 10 Min

2. Executive Director’s Report – Ben Romo 15 Min

C. WORK SESSION FOCUSED ON THE COMMISSION’S NEW STRATEGIC PLAN

First 5 is currently in the process of updating its strategic plan which ends June 30, 2017. The work session agendized below will give Commissioners and First 5 staff an opportunity to review the values, principles, and priorities guiding the new strategic plan. Input from this session will help inform further discussions about the strategic plan which will be reviewed in draft form in the months ahead

1. Review Key Concepts and Data Included in Previous Strategic Planning Process – Ben Romo 20 Min -- Public Comment --

2. Discussion on Key Values, Principles, and Priorities for the Next Strategic Plan – Ben Romo 2.5 Hrs. a. How the Commission wants to identify, measure, and define:

• Risk factors the Commission uses to establish a “high needs” population that should be targeted for services

• Other important community needs and/or gaps in services the Commission wishes to address

b. How the Commission prioritizes investments in evidence-based programs, evidence based/research informed strategies, best practices and emerging practices, and where the Commission’s investments should fall on that continuum

c. Accountability, Evaluation, and what level of reporting is expected from each of the Commission’s strategies and investments

d. The balance the Commission seeks to achieve between investments in systems change and direct services

e. The budgeting philosophy the Commission wants to take in short- and long-term forecasts

f. Where in the Commission’s focus areas are investments having the biggest bang for the buck?

g. Next Steps and continuing the discussion

-- Public Comment -- D. ACTION ITEMS

1. Motion to direct staff to begin conversations with funded agencies to extend the following existing contracts for

one year and to return to the Commission in January with either a report on the contract extension process and/or with recommendations for approval. – Ben Romo 20 Min

To allow the Commission, staff, and community stakeholders to engage over time in developing a well-informed strategic plan, staff is preliminarily recommending the extension of a number of contracts for services in the areas listed below. Extensions would be subject to continued success of the contracts and performance. This month staff is seeking direction to enter into preliminary discussions with the following existing contractors. While it is not expected that staff would return with recommendations that differ sharply from what the Commission currently funds, details in the contracts still need to be explored and developed for a more complete review by the Commission at a future meeting in the late winter or early spring. Listed below are the agencies/contracts that staff are recommending be included in the one-year extensions: • Family Support Contracts: Family Resource Centers, Welcome Every Baby • ECE Spaces Contracts: Santa Maria Bonita School District state preschool spaces, SBCEO program for teen

mothers at Santa Maria High School, Children’s Resource and Referral program to create and support quality in new family child care (FCC) programs

• Systems Change and Capacity Grants: 211 Helpline, SBCEO CSEFEL Program, SBCEO Oral Health Collaborative

Adjourn to: Monday, January 23, 2017

Board of Supervisors Hearing Room 105 East Anapamu Street, 4th Floor Santa Barbara 9:00am to 12:00pm

REGULAR BUSINESS

The public may address the Commission on any matter listed on the agenda. Speaker slips are available and should be completed and delivered to the Commission Clerk before the item is considered. Writings that are a public record under Government Code Section

54957.5(a) and that relate to an agenda item for an open session of a regular meeting of the Commission and that are distributed to a majority of all of the members of the Commission prior to a meeting but less than 72 hours prior to that meeting shall be available for public

inspection at 1306 Santa Barbara Street, Santa Barbara, CA 93101 during normal business hours. If you require a disability-related modification or accommodation in order to participate in the meeting, you may make a request for a disability-related modification or

accommodation, including auxiliary aids or services, by contacting First 5 Santa Barbara County, Children and Families Commission at 805-884-8085 at least 72 hours before the meeting. Translation assistance may also be requested.

Commission Members: William J. Cirone – Chair Patti Stewart – Vice Chair Takashi Wada, M.D., M.P.H. Daniel Nielson Guadalupe Rabago Steve Lavagnino Kimberly Olson Anna Kokotovic, Ph.D. Fran Forman

Alternate Members: Peter Adam Suzanne Grimmesey Carola Matera, Ph.D. Beverly Taylor

Commission Meeting Minutes

Monday, October 17, 2016

Board of Supervisors Hearing Room 105 East Anapamu Street, 4th Floor

Santa Barbara

9:00am to 12:00pm

A. REGULAR BUSINESS

1. Call Meeting to Order

Chair Forman called meeting to order at 9:02 am

2. Roll Call/Introductions Commissioners Present: Nielson, Wada, Rabago, Lavagnino (arrived at 9:07am), Olson, Kokotovic, Forman, Grimmesey, and Taylor Commissioners Absent: Cirone, Stewart, Adam, and Matera Staff Present: Ben Romo, Wendy Sims-Moten, Eileen Monahan, Sharol Viker, Teressa Rodriguez-Johnes, Mari Ortega-Garcia, Suzanne Hayes, Katie Torres, Liliana Martinez, County Counsel: Jerry Czuleger, and Sara Soto-Gonzalez

3. A motion was made by Taylor, seconded by Kokotovic to approve the Commission’s September

16, 2016, meeting minutes with corrections. The motion carried by the following votes: YES – 8 NO – 0 ABSTAIN – 0

4. Public Comment for items, not on the agenda

None Received B. INFORMATIONAL ITEMS

1. Commissioner Reports

Chair Forman cordially invited the Commission to the Food Day Celebration at Community Action Commission’s Back Door Deli (315 Camino Del Remedio, Santa Barbara) on Monday, October 24, 2016, from 11 am to 1 pm. This event is hosted by Community Action Commission and the Santa Barbara County Public Health Department for the sixth year since its inception. At this celebration, local farmers were highlighted, participants can assess their own diet and take action to be active and healthy. Additionally, there will be free food samples, raffle prizes, information on healthier diets, and more!

2. Executive Director’s Report – Ben Romo

Written Executive Report Submitted

3. Executive Committee Update – Ben Romo a. Report from the September 27, 2016, Meeting

Ben Romo provided the Commission a report from the September 27, 2016, Executive Committee Meeting

4. Advisory Board Update – Flo Furuike

a. Report from the October 13, 2016, Meeting Flo Furuike provided the Commission a report from the October 13, 2016, Advisory Board Meeting

C. ACTION ITEMS

1. 2017 Commission Meeting Calendar

a. A motion was made by Kokotovic, seconded by Rabago to approve the 2017 Commission Meeting Schedule. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

2. Annual nomination of Commissioner to serve as the Commission Liaison to the Advisory Board

a. A motion was made by Forman, seconded by Lavagnino to appoint Commissioner Anna Kokotovic to serve as the Commission Liaison to the Advisory Board. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

3. Fiscal Committee – Kim Olson

a. Report from the August 11, 2016, Fiscal Committee Meeting Commissioner Olson provided the Commission a report from the August 11, 2016, Fiscal Committee Meeting

b. A motion was made by Olson, seconded by Forman to accept minutes from the March 10, 2016, Fiscal Committee Meeting. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

4. Public Hearing on the FY 2015-2016 Annual Fiscal Audit and Annual Program Audit of the First

5 Santa Barbara County Children and Families Commission a. Presentation of the 2015-2016 Annual Fiscal Audit – Wendy Sims-Moten & Eric Xin

Public Comment: None Received

i. A motion was made by Olson, seconded by Kokotovic to accept the 2015-2016 Annual Fiscal Audit and forward to the State Commission and State Controller. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

b. Presentation of the 2015-2016 Annual Program Audit – Ben Romo

Public Comment: None Received

i. A motion was by Rabago, seconded by Taylor to accept the 2015-2016 Annual Program Audit and forward to the State Commission and State Controller. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

5. Early Care and Education Committee – Anna Kokotovic

a. Report from the September 26, 2016, meeting Commissioner Kokotovic reported that

b. A motion was made by Kokotovic, seconded by Forman to approve the minutes from the May 13. 2016 meeting. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

c. A motion was made by Kokotovic, seconded by Forman to recommend that the Commission augment investment in Preschool and Child Care quality improvement with $100,000 to support Quality Improvement and Workforce Development Grants for IMPACT programs participating in QRIS in FY 2016-2017, using ECE Expansion allocation funds. The motion carried by the following votes: YES – 8 NO – 0 ABSTAIN – 0

d. A motion was made by Kokotovic, seconded by Taylor to expend the balance of ECE

Expansion allocation for FY 2016-2017 in support of new Family Child Care spaces from start-up through QRIS/Accreditation with a grant to Children’s Resource and Referral of Santa Barbara County in the amount of $77,600. The motion carried by the following votes: YES – 9 NO – 0 ABSTAIN – 0

D. PRESENTATION/DISCUSSION ITEMS

1. Strategic Plan Update – Ben Romo

Following up on the Commission’s September meeting Ben Romo shared with the Commission next steps in the process to revise and update the Commission’s Strategic Plan. Also discussed were topic areas upon which to focus during a work session planned for November 17 where Commissioners will focus on philosophies, values, and priorities to guide the Commission’s future investments.

Public Comment: Flo Furuike – Advisory Board Member/Community Member Adjourned at 11:16 am to: Monday, November 21, 2016 Old Mission Santa Ines – Parish Hall 1760 Mission Drive, Solvang 8:00am to 12:00pm

INFORMATIONAL ITEMS

WORK SESSION Focused on the Commission’s

New Strategic Plan

Commission Staff Report

Date: November 21, 2016 Subject: Commission Work Session Staff Report

This month the Commission will spend the bulk of its meeting participating in a work session focused on the updating of its Strategic Plan. The goal of the work session is to begin a conversation about the higher level values, principals, and priorities that guide the Commission’s investments and activities and that direct staff in the work it does on the Commission’s behalf. Below are six areas that the Commission has developed to help guide the conversation at this month’s work session. We ask Commissioners to consider the concepts and questions listed below and to ask tough questions, share your passions and feelings, and try to envision our future through these lenses. Staff hopes that at this month’s meeting the Commission can move toward consensus and/or clarity on these key issues, so there is alignment and clear direction for staff’s work. However, staff also believes that the Commission would benefit greatly by making these higher level conversations the norm for how the Commission works. These kinds of conversations, questions, and input will help the new strategic plan to be a living document, that gives the Commission the flexibility to adjust as needs change and new opportunities or challenges emerge. 1. How the Commission wants to identify, measure, and define:

a. Risk factors the Commission uses to establish a “high needs” population that should be targeted for services

b. Other important community needs and/or gaps in services the Commission wishes to address.

• THINGS TO CONSIDER: In the past, the Commission and staff have focused on risk factors that impact kindergarten readiness such as poverty, parent education level, and language barriers in guiding its Family Support investments. The discussion at the September Commission meeting and input from the community identified community needs and populations that are very important but that do not directly fit into how the Commission has defined “high needs” populations. What is the right balance for the Commission’s investments? What proportion of the Commission’s funding should be focused on families who present significant risk factors as we have previously defined them? What issues or needs might be left out or unaddressed by focusing too exclusively on risk factors?

2. How the Commission prioritizes investments in evidence-based programs, evidence based/research informed strategies, best practices and emerging practices, and where the Commission’s investments should fall on that continuum

• THINGS TO CONSIDER: The Commission currently invests in a variety of programs and strategies that directly serve children and families. Staff and the Commission have historically emphasized investing in programs/strategies that research indicates have a high likelihood of success. Additionally, the Commission and staff have recognized that programs meeting basic, critical needs are very important, especially at key points in the life of a child. How can we maintain our commitment to funding programs and strategies that have a high probability for success, while also allowing the Commission the flexibility to invest to meet basic needs as they

become apparent with common sense approaches that might not be the gold standard for evidence-based models?

3. Accountability, Evaluation, and what level of reporting is expected from each of the Commission’s strategies and investments

• THINGS TO CONSIDER: First 5 is required to report on the results of its investments. Having a robust evaluation and reporting model has been something the Commission has valued greatly, especially as First 5 continues to advocate for additional funding for the 0-5 serving sector. The Commission has included evaluating the effectiveness of programs serving parents on a pre- and post-service basis to be an important part of this evaluation approach. Applying this standard, however, limits the Commission’s ability to invest in strategies that meet very basic needs with a single point of service. How can the Commission and staff establish a general approach that enables a high degree of evaluation of outcomes, without limiting the Commission’s flexibility to invest in common sense approaches that might not be always as be as easily evaluable?

4. The balance the Commission seeks to achieve between investments in systems change and direct services

• THINGS TO CONSIDER: The Commission has always invested in direct services for families through contracts with outside agencies such as the FRCs, Welcome Every Baby, and in preschool and child care spaces. The Commission has also always invested in strategies to strengthen and build a more robust and stronger 0-5 serving system. These investments include staff leadership to increase collaboration and standards of quality in the Family Support system, efforts to improve ECE Quality, and communications and outreach. Additionally, the Commission makes grants to agencies to lead Systems Change and Capacity Building efforts in these and other areas. What should the proper balance be, especially as revenues decline, between systems change and direct service investments?

5. The budgeting philosophy the Commission wants to take in short- and long-term forecasts

• THINGS TO CONSIDER: With declining revenues and dwindling reserve funds, budgeting for the future becomes more challenging. Staff and the Commission have historically taken a rather conservative approach to budgeting using the most conservative estimates available for revenue projections, only counting grant funding that is fully guaranteed, and making reductions in the budget to minimize the use of reserve funds. The reality is that First 5’s budgets almost always end up rosier in the actuals than what is portrayed in projections. Revenues are most often higher, and expenses are usually lower than anticipated. What should be the approach in budgeting? How conservative should the Commission be in tapping its reserves? Does the Commission want to spend reserves more quickly or should we be doing everything we can to keep reserves high and incrementally reduce them? What alternatives exist that can give the Commission flexibility in budgeting?

6. Where in the Commission’s focus areas are investments having the biggest bang for the buck?

• While discussions around the Strategic Plan have reaffirmed that the Commission’s Focus Areas are on target, the Commission has not discussed the priority of Focus Areas based upon the Commission’s findings in the process of updating the Strategic Plan. Which of the Commission’s current investment areas are Commissioners most excited about? Are there any that the Commission sees as less important, or out of balance in terms of the amount being devoted to a particular strategy? Is anything missing? How important to the Commission is staff leadership

in these focus areas? What is the proper balance between investments internally and externally?

To help inform the discussion at this month’s work session, staff has developed some materials for the Commission which are included as attachments. The attachments include:

1. Attachment 1: Description of Current Grants, Contracts, and Focus Area Approaches a. This will give the Commission a general description of its investments in each of the two

Primary and two Secondary Focus Areas. 2. Attachment 2 - Sampling of Language from Current Strategic Plan

a. This is intended as a refresher for Commissioners on what the Commission approved in its current Strategic Plan. The entire Strategic Plan is available at the following link for Commissioners wishing to see it: http://first5sbc.org/wp-content/uploads/2015/12/Final-Strategic-Plan.pdf.

3. Attachment 3 - Survey Results from Previous Strategic Planning Process and Other Relevant Data a. This is intended to remind the Commission about the needs and data that helped inform

the previous Strategic Plan. More recent data is also provided showing the current need and capacity in the preschool and child care system as well as the gap between the number of children in poverty in the county and the number of children receiving direct services from First 5.

4. Attachment 4 - Continuum of Evidence of Effectiveness a. This graphic is meant to give Commissioners a quick synopsis of the different levels of

evidence that is used to inform strategies. 5. Attachment 5 – Breakdown of Evaluation Tools and Measurements for Direct Service Family Support

Grants a. This runs down the numerous measurement tools used by First 5 funded agencies to help inform

evaluation strategies. 6. Attachment 6 - Budget to Actual Analysis

a. This provides a good snapshot of how budget expectations met reality over the past five years. Of note is the degree to which revenues have been consistently higher than originally budgeted at the beginning of the fiscal year and the need to access reserves to balance the budget has been consistently lower than originally budgeted.

Authored By: Ben Romo, Executive Director

http://first5sbc.org/wp-content/uploads/2015/12/Final-Strategic-Plan.pdf

http://first5sbc.org/wp-content/uploads/2015/12/Final-Strategic-Plan.pdf

Attachment 1 - Description of Current Grants, Contracts, and Focus Area Approaches I. Family Support Contracts Funded programs must demonstrate how the use of 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 of family members (cognitive, social, emotional, and physical). In addition to using the Protective Factors Framework; the following are fundable components that were outlined in the Request For Proposal:

1. Parent education and support: Defined by the California Evidence-based Clearing House as training, program, or other intervention that helps parents acquire skills to improve parenting of and communication with their children to prevent child maltreatment or reduce a child’s disruptive behavior. Parent education and support can be delivered individually or in a group.

2. Case Management: Utilizing strength-based approaches in the development of case plans and support

services for children prenatal to age five and their families that will increase child and family functioning. The intent is that everyone benefits when families reach their optimum level of wellness, autonomy and self-management, and functional capability. ( i.e. health, differential response or other needs that may necessitate additional support for a family to overcome a barrier)

3. Family Support information and referral/linkages & follow up: Support for outreach efforts to connect children prenatal to age five and families to services for which they may be eligible for or need. All referrals will have a follow-up to know the outcome of referral. (i.e. basic needs, health insurance enrollment, food distribution, breastfeeding concerns)

4. Child and maternal health access: Health of women during pregnancy, childbirth, and the postpartum

period that are outside of the current/existing systems of care currently in place and that link to support for families beyond medical care to ensure that children’s development is on track. (i.e. support for families through the provision of basic needs, breastfeeding, child development visits, developmental screenings, nurse visits)

Deliverables for each contract are listed below. For the purposes of this report, we are counting unique individuals and not group counts. Where there is a blank there is either a group count and/or counting the activity itself. Lead agencies are responsible for the work of subcontractors. Outlined below are the current strategies funded under the fundable components in Family Support

CAC THRIVE Guadalupe (Include the subcontractors CALM, SMYFS, SBCEO) $172,190 Fundable component Strategy Projected to be

served FY16/17 Parent Education Evidence-based training on Incredible Years, Strengthening

Fathers) 10 parents

Parent Education CESEFEL/Second Step training modules for social/emotional development

30 parents

Parent Education 2 health and nutrition workshops provided by Health Linkages

Parent Education Incredible Years for case managed families 10 parents Parent Education Counseling services through CALM 21 parents Family Support Linkages WEB families to receive referrals for services 35 parents Family Support Linkages Referrals for non-case managed families Case Management Families identified through WEB by CALM 2 children Case Management General case management 38 parents Child & Maternal Health Access Differential Response 2 children Child & Maternal Health Access Health insurance enrollment 35 children Child & Maternal Health Access Child development visits from CALM 30 children

Attachment 1 - Description of Current Grants, Contracts, and Focus Area Approaches

Department of Social Services Cuyama Family Resource Center $48,987 Fundable component Strategy Projected to be

served FY16/17 Parent Education Parents and children together for Family gathering

workshop using Great Beginnings for parent education 10 parents

Child & Maternal Health Access Health Insurance Enrollment 10 children Child &Maternal Health Access Food distribution for families w/children 0-3 Case Management General case management includes home visit and

developmental screening 9 parents

Family Support Linkages Referrals from case managed families and walk-ins Family Support Linkages Referrals for unique walk in individuals 40 parents Family Support Linkages Home visitation and support for non-case managed families 30 parents

Santa Maria Bonita School District Family Support Project (CALM, SMYFS, Fighting Back) $318,840 Fundable component Strategy Projected to be

served FY16/17 Parent Education Incredible Years series for parents at the Good Sam Shelter 16 parents Parent Education Nurturing Parenting Classes 85 parents Case Management Healthy Start case management services 18 parents Case Management Differential Response case management services 24 children Family Support Linkages Referrals for support services in the community group Child & Maternal Health Access Child development visits provided by CALM for families

referred by community partners/hospital 650 visits 150 infants

Family Support Linkages Referral for support services (DR, and other families who may need additional support but not to the level of case management)

110 parents

Carpinteria’s Children Project at Main $66,672 Fundable component Strategy Projected to be

served FY16/17 Parent Education Nurturing Parenting Classes 32 parents Parent Education Family Literacy workshops 18 parents Family Support Linkages Referrals for community services tracked 39 parents Family Support Linkages Referrals for 61 parents tracked by group Case Management General case management services 30 parents

SBCEO Welcome Every Baby $209,503 Fundable component Strategy Projected to be

served FY16/17 Child & Maternal Health Access A voluntary one-time nurse visit for families in

Lompoc/Santa Barbara (includes: parent education, head to toe check of mom/baby and discussion on the importance of regular/preventive health care as well as lactation support to increase successful breastfeeding.)

400 children

Family Support Linkages 250 of the families seen will receive referrals to community services

Child & Maternal Health Access Of the families that receive a visit in Lompoc, an estimated 14 high-risk families will receive a second visit w/appropriate referrals to the Family Resource Center


Family Service Agency Collaborative (SB, Lompoc, and Isla Vista/Goleta) $306,777 Fundable component Strategy Projected to be

served FY16/17 Case Management Tier 3 criteria for DR families 85 children Family Support & Linkages For families needing tier 2 services 239 parents Family Support & Linkages Tier 1 informal services and not attached to case

management (group)

Case Management Child development home visits (health, case plans PPD and child dev/socio/emotional screenings)

72 parents

Parent Education Based on families who meet tier 2/3 criteria (FSA provides parenting, but it was not funded by First 5) I class targeting First 5 families)

25 parents

The total amount allocated to the Family Support Focus Area over the three fiscal years of the current Strategic Plan is $3.2 million and is to be used to fund direct services. Total Grant Award 2016-2017 North County • CAC THRIVE Guadalupe (CALM, SMYFS, SBCEO) $500,000 $172,190 • Department of Social Services Cuyama Family Resource Center $146,961 $48,987 • Santa Maria Bonita School District Family Support Project $935,500 $318,840

(CALM, SMYFS, Fighting Back) Total $1,582,461 $540,017

Mid/South County • Carpinteria Unified School District Children's Project at Main $200,000 $66,672 • Family Service Agency Collaborative (PHP, IVYP) $845,150 $306,777 • Santa Barbara County Education Office/Welcome Every Baby $628,509 $209,503

Total $1,673,659 $582,952

II. Early Care and Education Spaces Investments The goal of First 5’s investments 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 its current Strategic Plan, the Commission set aside $300,000 to invest 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. At the beginning of the current fiscal year, the Commission continued two projects from the previous fiscal year in this area for funding: $75,000 to support a project with the Santa Maria Bonita School District to provide 72 spaces, and $37,666 to support a project with the County Education Office to provide 8 infant and toddler spaces for mothers at Santa Maria High School. Last month the Commission also continued funding for Children’s Resource and Referral to create new family child care (FCC) spaces and support quality improvement in FCC programs they helped start up in FY15/16 with support from the Commission and the Women’s Fund of Santa Barbara. These projects are described below:

1. Santa Maria Bonita School District (SMBSD) – Preschool Expansion Santa Maria Bonita School District has a long history of running part day preschool programs for children residing in the Santa Maria Bonita School District. For most of their existence, the preschool spaces were a direct result of a California State Preschool Program grant. First 5 approached SMBSD administration with an offer to match new funds that were designated for preschool. This resulted in local control and


migrant education funding being set aside for preschool spaces, where the district invests roughly $150,000 and First 5 invests $75,000. This investment has led to 72 spaces being funded each year, with 24 being funded by First 5 directly and 48 being funded by the district through their required match.

2. Santa Barbara County Education (SBCEO) – Infant and Toddler Expansion SBCEO has a long history of running child care programs serving teen parents. For most of their existence the teen parenting program, also known as Cal Safe, was a result of an annual California Department of Education grant. The new spaces are integrated into the Joint Union High School District-sponsored spaces. This site is in QRIS and was just recently NAEYC accredited. This program currently serves 24 teen mothers (8 new) and their infants at Santa Maria High School and recruits teen mothers from all the local high schools. Mothers and the Fathers (if a high school student) are required to participate in parenting classes and be on site for dedicated time with their child. The joint funding model of First 5 and SMBJUH has been in existence since October 2015. First 5 funding totals $37,667 per year with a match totaling $75,346 from the Santa Maria Joint Union High School District. This matching strategy created eight new infant spaces.

3. Children’s Resource & Referral (CRR)– Licensed Family Child Care Home Expansion and Quality Improvement CRR has been funded for many years through the state Child Care Initiative Project (CCIP) to offer support and assistance to 10 -12 new individuals annually seeking to become licensed Family Child Care Providers. In the first year of funding this grant (FY15/16), First 5 invested $26,500 to match an $80,000 grant from the Women’s Fund of Santa Barbara for this effort. The model was to create 266 new family child care spaces with First 5 funding targeting north county. Last month the Commission approved a $77,600 grant to CRR (FY 16-17) to create 80 new spaces and also to support quality improvement for the FCC spaces created last year. The Commission waived the 2/3 match requirement for this grant because the Women’s Fund grant could not continue past June and there was insufficient time to garner additional funding for this fiscal year.

III. Early Care and Education Quality Improvement A robust body of research demonstrates high-quality early learning programs and services can improve young children’s health, social-emotional, and cognitive outcomes; enhance school readiness, and help close the wide school readiness gap. Children with high needs who participate in high-quality early learning benefit greatly, often exceeding national averages on measures of school readiness. Access to programs of insufficient quality does not produce positive outcomes for children and may actually worsen early disparities in development. Researchers have conducted extensive studies and identified quality elements and "effectiveness factors" in early learning settings consistently associated with improving child outcomes. These include the following principle characteristics: highly skilled teachers, small class sizes, high adult-to-child ratios, age-appropriate curricula and stimulating materials, safe physical settings, language-rich environment, warm and responsive interactions between staff and children, and high and consistent levels of child participation. Moreover, quality programs include connections to both health and home. Developmental screenings and follow-up promote healthy cognitive, social-emotional, and physical development. Quality early learning programs also model and support positive parent-child interactions.

1. Core Components First 5 invests in bringing local child care programs to the level of quality required for school readiness, and draws down funds from First 5 California through its IMPACT grant. First 5 receives $378,585 per year from IMPACT which is meant to increase the number of high-quality early learning settings, including supporting and engaging families in the early learning process. First 5 invests an additional $100,000 to support the direct


service work of our partners/funded agencies in this area and another $100,000 to support quality improvement grants to preschool and child care programs and educational stipends to preschool and child care educators. This combined investment supports not only work locally but is also part of statewide effort to create a QRIS system made up of 42 counties across the state.

In Santa Barbara County, the QRIS is called Quality Counts and includes not only those programs supported through First 5 quality grants described here, but also through state Block Grants (roughly $600K) received and administered by SBCEO. First 5 staff and partners support all participating programs to some degree, through the database, communications, ratings, and trainings, with the goal of one comprehensive county-wide QRIS system for centers and family child care.

Elements include: o National Accreditation o Coaching and Support for Centers and Family Child Care Homes, based on a tiered support

system – higher intensity for programs that are working towards quality, and less for those at the higher levels.

o Ratings, based on the 7 elements of the California QRIS system o Quality Grants for program improvement and accreditation costs o Professional Development for administrators and staff, and education stipends

2. Funded Agencies/Strategies The partners funded to conduct the Quality Counts work include Children’s Resource and Referral of Santa Barbara County (CRR), Santa Barbara County Education Office (SBCEO) and Los Angeles Universal Preschool (LAUP) for the following services:

Agency Funding Strategies Core Components SBCEO $185,000 • Support for 31 QRIS participating

child care centers (IMPACT $) • Coaching to director and classroom • Workforce development • Quality improvement grants • Accreditation

CRR $135,000 • Support for 31 QRIS participating family child care sites (IMPACT $)

• Coaching to director and classroom • Workforce development • Quality improvement grants • Accreditation

LAUP $47,000 • Training • Consulting

(IMPACT $)

• Training of coaches • Training of QRIS participating, staff • Consulting to First 5 on evaluation,

contracting, program development, and programs and processes

First 5’s Internal Staff Investments

• Administrative support of QRIS (including IMPACT, CSPP, and Infant/Toddler sites)

• Systems change and leadership

• Coordinating Independent Assessments

• Verifying and awarding ratings • Maintenance of QRIS Database • Upkeep of QRIS website • General QRIS leadership


3. Outcomes o Approximately 2,000 children this year will be served in Quality Counts programs funded by First 5

(est. 5,000 through all QC programs) o 31 centers and 31 family child care providers participating, funded by First 5 (126 QC programs total) o 3,383 high needs children in higher quality programs (all QC sites) o All but 2 state and federally funded and infant/toddler programs (all serving high needs children)

participate in Quality Counts o 42% of centers and a growing number of family child care providers are accredited o Children are now receiving developmental screenings, using a valid and reliable screening tool, in

programs that did not conduct screenings prior to QRIS. o Improved quality of care for children in participating programs, as shown by increased rating scores

IV. Systems Change and Capacity Building Grants A Secondary Focus Area in the current Strategic Plan is Systems Change and Capacity Building. The Systems Change & Capacity Building grants address the Commission’s fourth goal which states that “Children and their Families have a system of accessible, community-based services and support available.” These grants do not fund direct services, but instead assure that families and children have services that are accessible and that these services are provided in a high-quality manner. In addition, efforts funded under this area increase and promote the importance of the first 5 years of life, increase the advocacy and commitment for the needs of children and families, and ensure that services funded through First 5 are sustainable.

1. Systems Change Grants Community Action Commission

$28,440 included as part of First 5’s annual budget

• 211 Helpline • Building and maintaining a comprehensive

phone/online system for referral to services Ventura County Dental Society

$30,000 per year for two years • Leadership of Oral Health Collaborative

County Education Office - CSEFEL

$60,000 over 18 months • Leadership of CSEFEL Initiative

Santa Ynez People Helping People

$29,918 per year for two years

• Leadership of Family Friend and Neighbor Quality Improvement Effort

County Education Office - CHISB

$30,000 for one year

• Conduct outreach, education and enrollment of children into health insurance options

• Establish coordinated services and strategies with partnering agencies

2. Capacity Building One Year Grants

SBCEO-Health Linkages $5,000 SBC Promotores Network Trainings and Action Plan UCSB Early Childhood Care and Education Services

$4,999 Learning Stories Leadership Conference

Guadalupe Union School District $5,000 THRIVE Guadalupe Family Services Center Rebranding Project

Antioch University Santa Barbara $5,000 Nature-Based Early Childhood Education Scholarships Transition House $5,000 Brazelton Touchpoints Training Carpinteria Unified School District $3,063 Thrive Carpinteria Friends Program Planning THRIVE Santa Barbara County $5,000 THRIVE SBC Redesign Isla Vista Youth Projects $3,100 Standards of Quality for Family Strengthening & Support

Training

Attachment 1 - Description of Current Grants, Contracts, and Focus Area Approaches V. Communications In its current strategic plan, the Commission increased investment in Communications strategies. The budget for this Secondary Focus Area is $160,000 most of which is invested internally in staff expenses, messaging materials and supplies, web/online services, town halls and community events, media/advertising, and building and maintaining the infrastructure for a grassroots communications program. Additionally, the Commission provides $20,000 in small co-sponsorships (no more than $2,000 each) to support education and outreach events targeting parents and providers.

Efforts in Communications focus first on increasing awareness among parents about their important role, and tools and tactics they can use, in supporting their child’s healthy physical, social/emotional, and brain development. Additionally, First 5 has used Communications investments to connect directly with parents, decision-makers, and other stakeholders and to encourage them to play the key roles that each of them can to support children and families through policies and increased investment that benefit children prenatal through age 5.

First 5’s Communications investments are driven through a Community Building model, which attempts to build a community of support for 0-5-year-olds and their families. This approach begins by connecting directly with parents, policymakers, and other stakeholders. Once individuals are recruited, First 5 engages them through Communications to educate them about their key role supporting children and families. Next, those who are engaged are encouraged to become active in either supporting children directly, or supporting policies and programs that serve children and families. The goal of these engagement and advocacy strategies is to secure additional resources for the broader 0-5 serving systems by building awareness about and demand for additional services and programs for children and families.

Since the program was launched in FY 14/15 more than 3,000 community members and parents, have been engaged as new “members” of First 5, laying the groundwork upon which to build a constituency of support for the Commission’s work and priorities in the years ahead.

A Quick Rundown of Communications Strategies WEBSITE FACEBOOK LARGE COMMUNITY TABELING SMALL COMMUNITY TABLING PARENT NEWSLETTER POTTER-PRESCHOOL OUTREACH KIT FOR NEW PARENTS PAID MEDIA FREE MEDIA TOWN HALL MEETINGS PARENT PRESENTATIONS COMMUNITY PRESENTATIONS CO-SPONSORSHIPS POLICY ADVOCACY DATABASE

Attachment 2 - Key Components of the Current Strategic Plan Vision: All children are healthy, safe, and ready for kindergarten. Mission: To help all children prepare for kindergarten by supporting families to be healthy and strong and by enhancing the availability of high-quality child care and preschool. Five Guiding Principles

Serving those most at risk Supporting tiered levels of services to meet the full diversity of needs that all families face Leveraging both funding and results Funding direct services through evidence-based strategies, while maintaining the flexibility

necessary to respond to emerging needs and opportunities Maintaining clear separations between First 5’s role in supporting direct services, and First 5’s

role in assuring accountability, public review, and reporting on results Population Risk Conditions:

Children w/multiple risk factors (3+ risk factors – poverty, single parent and/or non- English speaking, less than high school education, no employment)

Racial/ethnic origin is non-white Children living in extreme poverty federal poverty Low birth-weight babies Children born to teens ages 15-17 (number per 1,000) Children of mothers receiving late or no prenatal care

Result Areas: Key Factors Promoting School Readiness

Children live in safe, stable, and nurturing family environments Children are learning in a manner that supports school readiness Children are healthy Children & families have access to an available system of community-based services and

support

Attachment 3: Survey Results from Previous Strategic Planning Process and Other Relevant Data

5 7 9 816 13

416 23 2511

1725

15

17 22

7

20 10 734

42 23

1511

23

5

129 16

Food

and

nut

ritio

n pr

ogra

ms

Pres

choo

l and

chi

ldca

re p

rogr

ams

Emot

iona

l/men

tal h

ealth

supp

ort

for c

hild

ren

and

fam

ilies

Tran

spor

tatio

n

Opp

ortu

nitie

s to

conn

ect s

ocia

llyw

ith o

ther

s

Pare

nt e

duca

tion

Heal

th re

late

d pr

ogra

ms

Recr

eatio

n

Prog

ram

s tha

t con

nect

fam

ilies

with

serv

ices

Prog

ram

s tha

t hel

p fa

mili

es li

ving

in p

over

ty

What programs and services for parents are most lacking in your community?

Choice #3 Choice #2 Choice #1

4 5 11 4 10 198 16

5 1030

14 9 8 1014 11

1510

14

32

5

15

812

15

9 113 6

5542 31

1012

33

13

22

6

13

25

1410

1112

Info

rmat

ion

on h

ow c

hild

ren

grow

and

dev

elop

Help

pla

ying

or t

alki

ng w

ith m

ych

ild

Help

teac

hing

my

child

Acce

ss to

hea

lth se

rvic

es

Acce

ss to

den

tal/o

ral h

ealth

serv

ices

How

to h

andl

e m

y ch

ild’s

be

havi

or

Info

rmat

ion

abou

t any

con

ditio

nor

disa

bilit

y m

y ch

ild m

ight

hav

e

Info

rmat

ion

abou

t ser

vice

s tha

tar

e av

aila

ble

for m

y ch

ild

Gett

ing

any

spec

ial e

quip

men

tm

y ch

ild n

eeds

Info

rmat

ion

abou

t nut

ritio

n

Info

rmat

ion

abou

t soc

ial a

ndre

crea

tion

activ

ities

in m

y…

Info

rmat

ion

abou

t the

serv

ices

my

child

mig

ht n

eed

in th

e fu

ture

Find

ing

mor

e tim

e fo

r mys

elf

Assis

tanc

e w

ith b

reas

tfee

ding

Help

enr

ollin

g m

y ch

ildre

n in

kind

erga

rten

As a parent, what information or services would be most helpful to you in supporting the health, safety and development of your child?

Choice #3 Choice #2 Choice #1

Questions from Surveys of Parents and Providers from Previous Strategic Planning Process


31.6%

68.4%

Sí No

11. SPANISH: Does someone other than you currently care for any of your children age 0-5

during the day?

Sí No

74.3%

25.7%

Yes No

11. ENGLISH: Does someone other than you currently care for any of your children age 0-5

during the day?

Yes No

57.3%

26.8%

1.2%

13.4% 11.0%6.1% 2.4% 3.7% 7.3%

Cent

er-b

ased

pre

scho

ol p

rogr

am

Fam

ily m

embe

r oth

er th

an im

med

iate

fam

ily

I hav

e ol

der c

hild

ren

who

look

aft

erm

y 0-

5 ye

ar o

ld

Lice

nsed

hom

e-ba

sed

child

car

epr

ogra

m

Nei

ghbo

r/fr

iend

/bab

ysitt

er w

ho c

ares

for y

our c

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at y

our h

ome

Nei

ghbo

r/fr

iend

/bab

ysitt

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ho c

ares

for y

our c

hild

som

ewhe

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ther

than

…

Tran

sitio

nal K

inde

rgar

ten

Regu

lar K

inde

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ten

Oth

er (p

leas

e de

scrib

e)

12. ENGLISH: If yes to question 11, please indicate who provides that care

25.0%

50.0%

6.3%0.0%

6.3%

25.0%

0.0%6.3%

Prog

ram

a pr

eesc

olar

Mie

mbr

o de

la fa

mili

a qu

e no

es

fam

iliar

dire

cto

Teng

o hi

jos m

ayor

es q

ue c

uida

n de

mis

hijo

s de

0 a

5 añ

os d

e ed

ad

Prog

ram

a de

cui

dado

infa

ntil

en e

lho

gar c

on li

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ia

Veci

no/a

mig

o/ni

ñera

que

cui

da d

esu

hijo

en

su c

asa

Veci

no/a

mig

o/ni

ñera

que

cui

da d

esu

hijo

en

algú

n lu

gar q

ue n

o se

a su

…

Kind

er d

e tr

ansic

ión

Kind

er R

egul

ar

12. SPANISH: If yes to question 11, please indicate who provides that care



14 20 21 31 23 17 22 21 11 14

23 23 1728 31

23 26 2011 9

87

20 22

26 32

2336

28

23 15

Pove

rty

Inad

equa

te su

ppor

t ser

vice

sav

aila

ble

in th

e co

mm

unity

Chal

leng

es fa

cing

chi

ldre

n an

dfa

mili

es w

ith sp

ecia

l nee

ds

Lack

of a

fford

able

hea

lth c

are

Lack

of c

hild

car

e an

d pr

esch

ool

serv

ices

Lack

of a

fford

able

den

tal s

ervi

ces

Lack

of a

fford

able

hou

sing

Lack

of p

aren

t’s o

ppor

tuni

ty to

en

gage

in th

eir c

hild

’s li

fe a

nd

educ

atio

n

Lack

of r

ecre

atio

n, e

nric

hmen

t and

heal

thy

activ

ities

for c

hild

ren

New

par

ents

don

’t ge

t the

supp

ort

they

nee

d

8. PROVIDERS: In your opinion, what issues and challenges most directly and negatively impact a family’s ability to support their child’s healthy growth and development and

readiness for kindergarten?

3 2 1 Top Choice

21 24 22 17 14 19 20 16 15 20 18

28 23 3015 10

31 3626 16

4026

4064 46

9 13

5124

29

13

43 65

Food

and

nut

ritio

n pr

ogra

ms

Pres

choo

l and

chi

ldca

re p

rogr

ams

Emot

iona

l/men

tal h

ealth

supp

ort

for c

hild

ren

and

fam

ilies

Tran

spor

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n

Opp

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nitie

s to

conn

ect s

ocia

llyw

ith o

ther

s

Pare

nt e

duca

tion

Heal

th re

late

d pr

ogra

ms

Dent

al re

late

d pr

ogra

ms

Recr

eatio

n

Prog

ram

s tha

t con

nect

fam

ilies

with

serv

ices

Prog

ram

s tha

t hel

p fa

mili

es li

ving

in p

over

ty

10. PROVIDERS: In your opinion, what programs and services for parents should be a priority for the First 5 Commission as it invests in strategies to support 0-5 year olds and

their families?

3 2 1 Top Choice



Current Need and Licensed Capacity for Preschool and Child Care

Region Infant - Toddler

Need

Infant - Toddler

Capacity

Pre- school

Need

Pre-school

Capacity Need Capacity

So. County 2,222 687 4,452 4,098 6,674 4,785

SY Valley 221 43 482 464 703 507

Lompoc 942 190 1,877 984 2,819 1,174

No County 3,143 575 6,062 3,136 9,205 3,711

Countywide 6,528 1,495 12,873 8,682 19,401 10,177

Source: SB County Child Care Planning Council

Continuum of Evidence of Eff ectiveness

Well Supported Supported Promising Direction / Emerging / Undetermined Unsupported Harmful

Found to be eff ective

True experimental

design

Quasi experimental

design

Quasi experimental

design

Randomized control

trials and meta-

analysis / systematic

review

Program replication with evaluation replication

Comprehensive

Applied studies—

diff erent settings

(2+)

Applied studies—

similar settings

(2+)

Some evidence of

eff ectiveness

Expected preventive

eff ect

Eff ect is

undetermined

Non-experimental

designSound theory only No research

No sound theory

Single

group designExploratory study

Anecdotal /

Needs

assessment

Program replication

without evaluation

replication

Partial program replication without

evaluation replication

NonePartial

Real-world informedSomewhat

real-world

informed

Not real-world in-

formed

Ineff ectivePractice constitutes

risk of harm

True or quasi

experimental design

Any design with

results indicating

negative eff ect

Randomized control

trials or quasi

experimental design

Any design with

results indicating

negative eff ect

Program replication

with evaluation

replication

Possible program

replication with/

without evaluation

replication

ComprehensiveComprehensive/

partial

Applied studies—

same/diff erent

settings

Possible applied

studies—similar/

diff erent settings

Eff

ec

tIn

tern

al

va

lid

ity

Ty

pe

of

ev

ide

nc

e/

res

ea

rch

de

sig

n

Ind

ep

en

de

nt

rep

lic

ati

on

Imp

lem

en

t-

ati

on

gu

ida

nc

e

Ex

tern

al

an

d

ec

olo

gic

al

va

lid

ity

More Research Needed

The various areas and dimensions of the Continuum of Evidence of Eff ectiveness are explained in the accompanying guidance document, Understanding Evidence Part 1: Best Available Research Evidence. A Guide to the Continuum of Evidence of Eff ectiveness, which can be downloaded from www.VETOviolence.org or ordered in hardcopy from www.cdc.gov/injury/publications/index.html.

TM

National Center for Injury Prevention and ControlDivision of Violence Prevention

Attachment 4: Sample Continuum of Evidence Based Effectiveness

Understanding Evidence

Best Available Research Evidence enables researchers, practitioners, and policy-makers to determine whether or not a prevention program, practice, or policy is actually achieving the outcomes it aims to and in the way it intends. The more rigorous a study’s research design, (e.g. randomized control trials, quasi-experimental designs), the more compelling the research evidence, indicating whether or not a strat egy is effectively preventing violence.

While the Best Available Research Evidence is important, it is not the only standard

of evidence that is essential in violence prevention work. Two other forms of evidence are also very important when making decisions based on evidence.

Experiential Evidence is based on the professional insight, understanding, skill, and expertise that is accumulated over time and is often referred to as intuitive or tacit knowledge.1

Contextual Evidence is based on factors that address whether a strategy is useful, feasible to implement, and accepted by a particular community.2,3,4,5

These three facets of evidence, while distinct, also overlap and are important and necessary aspects of making evidence-based decisions about violence prevention strategies.

A Framework for

Thinking About Evidence

Best Available Research Evidence

Contextual EvidenceExperiential Evidence

Evidence Based

Decision Making

The Continuum of Evidence of Eff ectiveness is a

tool that clar ifi es and defines standards of the

Best Available Research Evidence.

1. Orleans, Gruman, & Anderson, 1999 (March 4, 1999). Roadmaps for the next frontier: Getting evidence-based behavioral medicine into practice. Paper presented at Society of Behavioral Medicine, San Diego, CA.

2. Canadian Health Services Research Foundation (March, 2004). What counts? Interpreting evidence based decision-making for management and policy.

3. Canadian Health Services Research Foundation (May, 2005). Conceptualizing and combining evidence for health system guidance.

4. Substance Abuse and Mental Health Services Administration- National Registry of Evidence Based Programs and Practices. (2008). What is Evidence Based? Retrieved March 23, 2010 from http://www.nrepp.samhsa.gov/about-evidence.asp

5. Victora, C., Habicht, J. P., & Bryce, J. (2004). Evidence-based public health: Moving beyond randomized trials. American Journal of Public Health, 94, 400-405.

Attachment 4: Sample Continuum of Evidence Based Effectiveness

Attachment 5 – Breakdown of Evaluation Tools and Measurements in Direct Service Family Support Grants

Family Support-Tool Matrix 2015-2017 EVALUATION TOOL NAME

Family Development

Matrix

Universal Referral

Tracking Form Intake Form –

PART 1 Intake Form –

PART 2 (assesses risk)

Cultural and Linguistic

Competency Self-Assessment

Parent Education PF Survey

Short

Parent Satisfaction

Survey Service

Log

Wilder Collaboration

Factors Inventory

Family Strengthening & Support Network Standards Survey

Agencies Network OF FRC Members Only Carpinteria Children’s Project X X X X X X X X X

Cuyama Valley FRC X X X X X X X X X Family Service Agency Collaborative X X X X X X X X

SBCEO Welcome Every Baby X X X X X X

Santa Maria Family Support Project X X X X X X X X X

THRIVE Guadalupe FSC X X X X X X X X X

WHO:

Case managed families

Case managed families and

Families listed as unduplicated or individual

Case managed families and

Families listed as unduplicated or individual (one intake form for

each client)

Case managed families and Families listed as

unduplicated or individual (primary client/parent only)

First 5 funded direct service staff

Adult attending

Parent Education

series

All families Enter 1 in 4

into database

All families

Network of FRC members only:

Program/ Agency Lead

Network of FRC Staff only

WHEN ADMINISTERED

Quarterly until case closed

2 times per year when service

completed (pre/post)

One time annually One time annually Pre (July)/Post

(June) Pre/Post Upon

completion of services

At each nurse visit Pre/Post Pre/Post

OUTCOMES

Children live in safe, stable and nurturing family environments • Reduce the rate of child abuse and neglect • Increase the number of parents using healthy and developmentally appropriate practices • Increase number of families who can identify, access and utilize family and child resources

Children are learning and ready for school (kindergarten)

• Increase number of parents who have the awareness and skills to help support their child’s school readiness Children are healthy

• Increase the information and education parents received on how to promote positive health practices • Increase access to health services for children and their families

Children and their Families have a system of accessible, community-based services and support available

• Increase the quality of services that programs provide to the divers communities they serve

Parenting Curriculums • Carpinteria-Nurturing Parenting • Cuyama-Great Beginnings • SMBSD/FSA-Nurturing Parenting • THRIVE Guadalupe-Incredible

Years

Revised 3-7-16 TRJ

Attachment 6: Budget to Actual Fiscal Analysis

6/30/2012Fiscal Year

Adjusted Budget

6/30/2012Year-To-Date

Actual


Adjusted Budget


Actual


Adjusted Budget


Actual


Adjusted Budget


Actual


Adjusted Budget


Actual

Tobacco Tax Revenues $3,977,929 $4,173,525 $3,858,591 $4,172,424 $3,819,099 $4,121,826 $3,816,500 $3,592,188 $3,668,401 $3,952,460

OBJECT LEVEL EXPENDITURES: Budget Actual Budget Actual Budget Actual Budget Actual Budget ActualAdministration $629,568 $668,964 $684,886 $740,207 $776,159 $717,368 $780,985 $756,002 $656,027 $581,865.27

Communications $78,500 $83,934 $70,000 $62,338 $95,325 $90,402 $189,999 $153,384 $164,999 $169,240.71

Evaluation & Research $367,223 $400,522 $358,292 $368,480 $363,926 $355,474 $280,264 $282,852 $231,515 $250,289.03

General Program Support $298,503 $307,369 $311,473 $315,627 $339,725 $378,752 $445,132 $375,031 $481,654 $530,562.08

ECE-Quality $739,074 $656,166 $703,249 $660,327 $706,808 $685,404 $626,758 $537,996 $523,000 $461,847.97

$629,926 $174,318 $550,053 $8,407 $988,599 $95,928 $310,836 $124,326 $289,247 $4,617.21Amount Needed from Reserve to Balance Budget

ACTION ITEMS

Commission Staff Report

Date: November 21, 2016 Subject: Item D-1: Extension of Contracts

Recommended Action: Motion to direct staff to begin conversations with funded agencies to extend the following existing contracts for one year and to return to the Commission in January with either a report on the contract extension process and/or with recommendations for approval. Background As discussed briefly at the Commission’s October meeting, staff is recommending that the Commission extend a number of contracts in the Family Support, ECE Spaces, and Systems Change Focus Areas. Extension of these contracts would allow time for the Commission, staff, and community stakeholders to engage over time in developing a well-informed strategic plan. In this motion, staff is requesting direction from the Commission to enter into preliminary discussions/negotiations with existing funded agencies and specifically for the contracts listed below:

• Family Support Contracts: Family Resource Centers, Welcome Every Baby • ECE Spaces Contracts: Santa Maria Bonita School District state preschool spaces, SBCEO program for

teen mothers at Santa Maria High School, Children’s Resource and Referral program to create and support quality in new family child care (FCC) programs

• Systems Change and Capacity Grants: 211 Helpline, SBCEO CSEFEL Program, SBCEO Oral Health Collaborative

While it is not expected that staff would return with recommendations that differ sharply from what the Commission currently funds in each of these contracts, details still need to be explored and developed for a more complete review by the Commission at a future meeting. Any future extension of these contracts will be contingent upon negotiation and contractor’s successful performance in existing contracts. At this time, all contracts recommended for potential extension are on track to meet or exceed expectations. Please note: A more detailed description of each of these contracts, including the exact dollar amount for each, is provided in “Attachment 1 - Description of Current Grants, Contracts, and Focus Area Approaches” which was provided as an attachment to the staff report for agenda item C-2. Fiscal Impact: The exact amount of the contracts that are recommended for extension are not known at this time. The Commission has not yet developed its fiscal strategic plan for the upcoming fiscal year. Staff may recommend extending contracts with a small cost of living increase if that can be achieved within budget parameters laid out in the new fiscal strategic plan. Generally speaking, by Focus Area, current contract amounts for those being recommended are as follows:

• Family Support Contracts: $1,122,969 • ECE Spaces Grants: $190,267 • Systems Change Grants $88,440

TOTAL: $1,401,676

Authored By: Ben Romo, Executive Director

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