Amador Child Care Council

STRATEGIC PLAN 2005-2010

101 Shopping Drive, Jackson, CA 95642  (209) 257-1092 FIRST 5 AMADOR JANUARY 2005 STRATEGIC PLAN UPDATE

Acknowledgements

First 5 Amador would like to thank the community members, staff and commissioners who participated in, or contributed to the developing the 2005-2010 Strategic Plan.

Community Members Joyce Stone, Coordinator, Amador County Child Care Planning Council Debbie Johnson, Head Start Mel Welsh, Family Resource Center representative

First 5 Commission and Staff Tracy Russell (Chair) Tracy Russell has worked in the Social Services arena since 1970 and has held a management position since 1976. She has worked in Amador County for the past eighteen years, first as Social Services Director, and then as Director of the Amador County Health and Human Services Agency since 1990. Tracy has also served on a variety of local and statewide commissions and associations and held numerous leadership positions. Catherine Bourland Catherine Bourland has been working for the Human Resources Council, Inc. in the child care field in Amador and Calaveras counties for twenty years. As Program Director of Child Care Resources she oversees sixteen employees who provide child care-related services to children and families in both counties. Child care is not only her career, it is her passion. Supervisor Richard Forster Richard Forster has resided in Amador County since 1975 and is a fifth generation Californian. He graduated from the University of California, Davis in 1982 with a Bachelor of Science degree in Agricultural and Managerial Economics. He is a commercial cattle rancher and is employed with the California Youth Authority. Supervisor Forster has served as an active member on the Amador Water Agency Board of Directors, the Ione Planning Commission, and numerous community organizations. Richard and his wife, Laurie, have two daughters, Lindsey and Tyler. Shelly Hance Shelly Hance is the Executive Director of the Amador-Tuolumne Community Action Agency. She has over 20 years experience in Amador County, developing, organizing, and overseeing projects focused on assisting individuals and families toward self-sufficiency. She has a passion for community involvement, collaboration, and recognition of community strengths as key to success in community endeavors. Last, but not least, she is a committed, loving parent. Angel LeSage Angel LeSage has been the Amador County Public Health Nursing Director since 1983. She holds a bachelors degree in nursing and is a pediatric nurse practitioner. She has devoted the last twenty

- i - FIRST 5 AMADOR JANUARY 2005 STRATEGIC PLAN UPDATE years to the improvement of health for women and children. Angel has been a serving member of both the Child Abuse and the Domestic Violence Prevention councils. She has also participated as a volunteer with Amador’s 4-H program.

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Pam Weatherly Pam Weatherly is a community member, parent and school teacher. She was born in California and spent much of her youth in the Midwest. She returned to Sacramento as a teenager where she completed high school. She attended UC Davis and majored in economics and French, as well as spending a year studying abroad in France. Most of her professional career has been spent working in the accounting field. Pam lives in Sutter Creek with her husband and daughter and is currently on her teaching credentials. Pam has a passion for travel and is a life-long learner.

Nina Machado (Executive Director) Nina Machado has resided in Amador county since 1990. She has worked in the Public Health arena for ten year. For five of those year, Nina assisted Public Health Nursing with the Child Health and Disability Prevention Program and eventually moved into a Health Education position with Tobacco Reduction of Amador County. Nina worked closely with the community to gain policies regarding youth access to tobacco and environmental tobacco smoke. Nina has served as an active member of 4-H, youth sports organizations, Toastmasters and multiple regional and statewide councils. Tracy Furman-Carlton (Project Coordinator) Tracy Furman-Carlton came to work for the Commission after completing her Masters degree in Cultural Anthropology. She has experience in both the non-profit and private sectors, including skills in strategic planning, database management, fundraising campaigns and business planning. She has a strong commitment to youth mentoring, community involvement, and sustainable living. Paige Mair (School Readiness Coordinator) Paige Mair is a credentialed teacher with a B.S. in Anthropology. She has taught in special education, independent study, high school French, and in early education settings. In Sacramento, she co- designed and implemented a business called, “Mother-to-Mother” that created networks of support and information for new mothers and on-going playgroups for families. Her dedication to developing the talents of every child and respecting the unique contributions every child brings to the world is the basis for her approach and dedication to the idea of school and life readiness.

Project Support Thanks also goes to Social Entrepreneurs, Inc, a company dedicated to improving the lives of people by helping organizations realize their potential. SEI provided support and guidance throughout the planning process. SEI can be contacted at 6121 Lakeside Drive #160, Reno, Nevada 89511 (775) 324-4567, or on the Internet at http://www.socialent.com.

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Acknowledgements...... i Executive Summary...... 1 Background...... 3 Proposition 10...... 3 First 5 Amador...... 3 Overview of the 2005-2010 Strategic Planning Process...... 4 Amador County Profile...... 5 Updated County Profile...... 5 Amador Trends and Other Considerations for the 2004 Strategic Plan...... 5 First 5 Amador Goals, Focus Areas & Indicators...... 7 2004 Goals, Focus Areas and Indicators...... 7 Implementation and Evaluation...... 13 Guiding Principles for Implementation and Evaluation of the Strategic Plan...... 13 Implementation Strategies...... 14 Evaluation Approach...... 16 Funding Approach...... 17 Funding Priorities...... 17 Funding Options and Mechanisms...... 17 Allocation Process...... 19 Funding Cycles, Decisions and Limitations...... 19 Appendices...... 21 Appendix A: Briefing on Current Situation and County Profile Update...... 22 Appendix B: Menu of Strategies...... 30 Appendix C: Matrix of Strategies and Goals Impacted...... 43 Appendix D: Funding Options...... 45 Appendix E: Examples of First 5 Projects, Partners and Grants...... 46

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Executive Summary

Since the passage of Proposition 10 in 1998, California cigarette buyers have been paying an additional 50 cents per pack in sales tax. The revenues generated are distributed to County First 5 Commissions who are charged with funding programs and services for children ages 0-5 and their families. Programs and services are to improve family functioning and result in strong families; improve child development and result in children learning and ready for school, and improve child health so that all children are healthy. Before distributing funding, each county had to create a strategic plan outlining the goals and objectives specific to that county, based on a needs assessment. First 5 Amador issued its first strategic plan in 2000 which outlined three goal areas: Child Care, Family Violence Reduction, and Health Education. The 2000 plan outlined strategies and outcomes, which then informed the Commission’s fund allocation and activities through end of 20041. Late in 2004, the Commission and its community partners entered into a process to assess community needs and develop its next three-year strategic plan. The planning resulted in the Commission modifying its existing goal areas to Child Care, Family Safety, and Health. A fourth goal area, School Readiness, was added. For each goal area, the Commission adopted specific focus areas, or objectives, that provide a precise description of the desired short-term changes sought. The goals and focus areas adopted in the 2005-2010 Strategic Plan are as follows: Child Care: Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5. . Increase the percentage of informal caregivers that participate in educational opportunities. . Support and/or expand the existing child care system. . Support for development and improvement of facilities and equipment exists. Family Safety: Work towards eliminating Family Violence and its impact on Amador County families with children 0-5. . Increase the awareness of Amador County residents about what constitutes family violence, and how to access resources. . Increase the number of persons of who receive services and information about family violence. . Improvements in the Family Violence/Domestic Violence system functioning in Amador County are supported. Health: Enhance the health opportunities to families with children 0-5. . Increase awareness of the availability of (health) services to families, and how to access those services. . Increase the utilization of health opportunities (e.g., parent and infant kits, school readiness information, etc.). . Increase the percentage of eligible families who enroll, participate in, and are retained in health programs (i.e., Healthy Families, Medi-Cal, etc.). . Increase the number of local health service programs.

1 The 2000 plan was amended to include Family Resource Centers as a goal area.

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School Readiness: Children will enter school with skills for success in life. . Increase the nutrition education and physical activity of children 0-5. . Increase peer support of, and self-identification by, parents and/or primary caregivers in their role as their child’s first, most important teacher. . Increase the number of parents, primary caregivers, and informal/formal caregivers participating in hands-on child development activities in informal settings. . Increase the number children 0-5 have current assessments of their development and total well-being, and whose parents are linked with appropriate resources. . Increase community awareness of what constitutes School Readiness and skills for success of children. . Increase early childhood educators’ understanding and awareness of what constitutes School Readiness for children that includes skills for success in life. . Increase communication and collaboration between Pre-kindergarten and Kindergarten communities so they come to a common understanding. A collection of strategies known to be effective in achieving results were identified and prioritized. Funding will be used to support programs and activities that incorporate one or more of the strategies and are in alignment with the Guiding Principles for Implementation and Evaluation. First 5 will fund major programs and projects (those in excess of $3,000) on a three year basis, with the ability to revisit and change funding commitments based on performance and outcomes achieved. Mini-grants will be accepted year round for small projects and one-time events where the project total is $3,000 or less. The Commission will evaluate grantees’ progress on a quarterly basis and use this information to identify and share successes and lessons learned with its grantees and the community. When program or projects encounter unexpected delays or obstacles, the quarterly evaluation process will allow the Commission to provide technical assistance and support the grantee in a timely, proactive manner. From the beginning, Prop 10 revenues were expected to decline as fewer cigarettes are purchased. For this reason the Commission also developed a Strategic Financing Plan as a companion to the Strategic Plan. The Financing Plan was issued as a separate document.

Background

Proposition 10

Proposition 10, passed by California voters in November 1998, imposes a fifty-cent-per-pack state sales tax on tobacco to fund a comprehensive, integrated system of early childhood development services for California children ages 0-5. The overall intent of the initiative is to prepare all California children to enter school healthy and ready to learn. Efforts are provided by the State Commission and through the efforts of Prop 10 Children and Families Commissions in each California County. Eighty percent of the revenue collected is received by County Commissions to fund local programs. The remaining twenty percent is being used by the State Commission to implement statewide strategies. Never before in the history of California has there been such a comprehensive, grassroots effort to fully involve the public in deciding how young children's programs should be funded. Prop.10 is designed to ensure that program-funding decisions are made at the local level, calling for extensive input from all segments of the community. In order to receive resources from Children and Families First Act funds, counties are required to form Children and Families Commissions. These commissions must develop strategic plans that address the three strategic results identified by the State Commission: 1. Improved Family Functioning: Strong Families 2. Improved Child Development: Children Learning and Ready for School 3. Improved Child Health: Healthy Children County Commissions have been given flexibility in determining their own strategic planning process and goals, but must, at minimum, ensure that the following components are addressed: . A description of goals and objectives proposed to be obtained; . A description of the programs, services and projects proposed to be provided, sponsored or facilitated; . A description of how measurable outcomes of such programs, services and projects will be determined by the County Commission using appropriate reliable indicators; and . A description of how programs, services and projects relating to early childhood development within the county will be integrated into a consumer-oriented and easily accessible system.

First 5 Amador

First 5 Amador (previously called the Amador County Children & Families Commission) was formed in December 1998 by the Amador County Board of Supervisors in accordance with the California Children and Families First Act (Proposition 10). First 5 Amador adopted its first strategic plan in 2000 and since then the Commission has met monthly to implement the strategies outlined in that plan. The first plan focused on three goal areas: Child Care, Family Violence, and Health Education. A fourth goal area, Family Resource Centers, was later added.

The Commission maintains an open and welcoming atmosphere during its meetings, which are open to the public in compliance with the Brown Act. The Commission’s monthly meetings have been used as the forum for creating the 2005-2010 Strategic Plan, as described in the next section.

Overview of the 2005-2010 Strategic Planning Process

Community involvement was an important component of developing both the 2000 Strategic Plan and the 2005-2010 Strategic Plan. The strategic planning process was designed to guide the Commission and the community through a review of community needs based on current data and recent needs assessments. Once the planning team had a clear picture of the community’s needs and trends impacting children, they then identified the long-term positive changes sought in the well-being of families with children ages 0-5 (goals), and the short-term measurable focus areas (objectives). This resulted in four goal areas and seventeen focus areas being identified. Indicators were developed for each of the focus areas and will be used to determine whether programs, services, projects or initiatives are achieving goal and focus area results. Research was then conducted to identify best practices and successful models for achieving the goals and focus areas. This included a consideration of local programs and activities that were successful and which could serve as models for future efforts. The results of the research were presented to the planning group to discuss and prioritize, establish implementation guidelines, and determine types of funding mechanisms to support each. At this stage, the planning team outlined the evaluation process and timing. A final draft of the 2005-2010 Strategic Plan was issued for review by the community and the First 5 Commission; after which it was presented for formal adoption.

Amador County Profile

In the summer of 2004, First 5 Amador began work to update the Community Needs Assessment. This resulted in an updated county profile. The executive summary of that document is presented here. Data and information gathered and analyzed by Social Entrepreneurs, Inc. was used to develop a summary of county, and was then used to develop the trends and considerations section. The summary is included as Appendix A.

Updated County Profile

This section will be inserted upon final review and acceptance of the updated needs assessment document.

Amador Trends and Other Considerations for the 2004 Strategic Plan

The planning group reviewed and discussed data and trends presented in the briefing paper issued for the goal planning session (see Appendix A). The paper bullet pointed key points about the current situation related to demographics, health care, education, child care, and family safety in Amador County. As a result of the discussion, the planning team highlighted the following trends and considerations that influenced development of the goals, focus areas and strategies presented in the next section.  The inability to reach various target populations is a constant issue (e.g. doctors and others in areas outside Amador County), and needs to be taken into consideration in all aspects of plan development and implementation.  Domestic and Family Violence system components (judicial, nonprofit, law enforcement, child welfare, nonprofit organizations, etc.) use different terminology and data capture systems and processes. There is a broad interpretation of domestic violence versus a narrower, consistent definition; this impacts data collection and reporting, as well as communication.  The data related to violence is “soft,” as a result of differences in data captures and reporting processes, and terminology. There are a number or peripheral issues that cut across and impact family/domestic violence, e.g. substance abuse, unemployment, etc., which further affect data capture and reliability. Other than numbers of children and adults served, it is too early to know the results and beneficial changes from the Safe Exchange program.  Child Welfare System Redesign team is looking at strategies regarding domestic violence/ family safety to include sending a Public Health Nurse into situations where children 0-5 years old are involved.  Bruce Perry has been extremely well-received; his approach of presenting specific “How to’s” reaches across various service delivery systems, i.e., Mental Health, Child Care, Family/Domestic Violence, Probation, etc.

 The Maternal Child Health Assessment has identified the top priorities for action, as follows: (1) Breast Feeding, Health Insurance, and Physical Fitness and Nutrition (all tied for first); (2) Perinatal Substance Abuse; (3) Domestic Violence, and (4) Dental Access.  Obstetrical services in Amador County have been historically unstable, with more than 40% of pregnant women (depending on the year) delivering out of county. Currently, there are 3 physicians delivering in Amador County, and there will be only 1 in a few months. A number of factors contribute to this situation, including doctors’ retirement or relocation.  New emerging leadership has been positively influenced as a result of First 5’s role in the ongoing success of community collaborations. First 5 needs to build on current successes, which are attributed to (1) providing high contact between First 5 staff and community groups, organizations, councils, etc.; (2) bringing people “to the table” – the best successes have come from the ground up and are community generated; (3) First 5 is largely neutral and not in competition with other community organizations (School Readiness is a possible exception, as it involves direct service delivery); and, (4) having the “Right People” in the “Right Venue” makes a huge difference in results achieved (e.g. School Readiness and the Mobile Outreach Program both owe a tremendous deal of success to the lead staff people involved and the relationships they’ve established).  First 5 Amador needs the ability to be flexible while still achieving results, and remaining able to staff and manage the work it takes on. To this end, it needs to test the reasonableness of the goals, focus areas and strategies and implement a more regular review of the 2004 Strategic Plan results.  Using First 5 as an initiator has worked well. The Domestic Violence Emergency Response Team (DVERT) was formed out of Domestic Violence Council and is developing a plan for a comprehensive, county-wide response to Domestic Violence. This started as a result of initial First 5 support.  Availability/access to child care services is affected by zoning, costs, space and/or facilities available for child care. Toxicity of land is an additional barrier to child care facilities. Amador County will address the General Plan sometime next year (2005) and this is seen as an opportunity to include child care. A newly established group has just begun meeting to address facilities and waiting lists for pre-kindergarten programs, which may provide yet another opportunity.  Cost of doing business for child care providers (rent, staff, etc.) is not covered by the revenues earned. There are few existing property options that could be used to expand child care facilities that are ADA appropriate.  A plan for a Sutter-Amador Hospital child care center has been discussed. The initially proposed center would operate 18 hours, 6 days a week.  The growing population base of older residents without children, or with grown children and consequently no/low interest in children’s issues, has the potential to negatively impact voting related to children’s issues and/or child/family-friendly policy development.  The property that the Head Start program currently operates out of may come up for sale. In order to take advantage such an opportunity to obtain this (or other) property for child care purposes, there would need to be a person dedicated to staying on top of the situation.

 State First 5 Universal Preschool and other issues (local) have the potential to influence Amador First 5 decisions.  First 5 needs the ability to be proactive in leveraging funding; must be able to conform to State criteria to get funding and support when it aligns with goals and focus areas, while continuing to build bridges to ensure priorities are being driven from the “ground up” and are community supported.  When considering proposed services and projects, First 5 needs to question how people will learn about, become aware of, access, and ultimately be impacted by those services and projects. Effective communications to target population, meeting people “where they live and work,” must be considered.

First 5 Amador Goals, Focus Areas & Indicators

This section defines and describes the key components of the strategic plan and how they connect.

GOAL A long-range (e.g. 3 or more years) statement of desired change in the condition of well-being for children, adults, families or communities, based upon the vision that “all California children enter school healthy and ready to learn. (Tells “where” the future should lead)

FOCUS AREA A precise description of the desired change that is short-term (1-3 years), measurable, actionable, realistic and (time) specific. Focus areas/objectives support the achievement of the goal. (Describes “what” will signal progress toward First 5 Goals)

INDICATORS Specific process and/or performance measures used to determine whether programs, services, projects, or initiatives are achieving goals and focus area results.

2004 Goals, Focus Areas and Indicators

Three of the four goals from the previous strategic plan were refined and included in the 2004 Strategic Plan Update. The fourth goal (Family Resource Centers) was determined to be an overarching strategy as well as a guiding principle that would be applied across all goals. A new goal four was added to the Strategic Plan Update to address children’s readiness for school and success in life. Each of the four goals, their focus areas, and the indicators to measure progress are diagramed on the following five pages, preceded by an explanation, or rationale for the goal.

Child Care Child care continues to be an issue for Amador County residents. The system does not currently have the capacity to meet the demand for the hours and types of care needed. Families frequently use multiple options to meet their children’s care needs. Provider retention continues to be an issue, due to many factors including challenges with operating child care services. First 5 has one goal and three focus areas related to child care infrastructure support and development.

Goal 1: Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5.

INDICATORS IncreaseIncrease thethe percentagepercentage ofof informalinformal caregiverscaregivers thatthat Demonstrated use of information participateparticipate inin educationaleducational opportunities.opportunities. Utilization and attendance rates

Active participation in child care provider association SupportSupport and/orand/or expandexpand thethe existingexisting childchild carecare system.system. Existence of compensation and retention project(s) Additional child care slots and hours

Effective collaboration and results achieved by the facilities SupportSupport forfor developmentdevelopment andand improvementimprovement ofof facilitiesfacilities task force andand equipmentequipment exists.exists. Existence and implementation of a child care facilities plan for Amador County County and city plans include child care

Family Safety Domestic and family violence continue to be issues in Amador County. The 2004 Maternal Child Health Community Needs Assessment revealed that nearly one quarter of all parents and children have been affected by domestic violence, and more than one-third of parents or guardians indicated they and/or their children has witnessed domestic violence. While the percentage of persons affected by domestic violence is significant, it would likely be even larger if the community had a clear understanding of what constitutes domestic violence and family violence. Significant progress has been made over the past year, as Amador County formed, trained and implemented a Domestic Violence Emergency Response Team. To build upon this progress while addressing the need for expanded community awareness about domestic violence and available resources, First 5 identified one goal and three focus areas. Goal 2: Work towards eliminating Family Violence and its impact on Amador County families with children 0-5.

INDICATORS

IncreaseIncrease thethe awarenessawareness ofof AmadorAmador CountyCounty residentsresidents Volume and variety of education and awareness activities aboutabout whatwhat constitutesconstitutes familyfamily violence,violence, andand howhow toto and materials accessaccess resources.resources. Number of requests for information, intervention and support services

IncreaseIncrease thethe numbernumber ofof personspersons ofof whowho receivereceive Demonstrated use of information to access resources servicesservices andand informationinformation aboutabout familyfamily violence.violence. Utilization and attendance rates

ImprovementsImprovements inin thethe FamilyFamily Violence/DomesticViolence/Domestic ViolenceViolence systemsystem functioningfunctioning inin AmadorAmador CountyCounty areare Common terminology, data collections and reporting processes in use supported.supported. Existence of effective, functioning multi-disciplinary collaborations and communications networks

Health First 5 Amador considers health in a holistic manner that encompasses well-being of families with children ages 0-5, and addresses the aspects of physical, mental, oral health, physical activity and nutrition. Access to health care services continues to be a problem for families in the county, as physicians retire, leave the county, or simply quit accepting new clients. Health insurance, physical fitness and nutrition, and access to dental care were all among the top priorities identified in the Maternal Child Health’s Local 5-Year Plan. While First 5 recognizes that families with children ages 0-5 need additional services and health access opportunities, there is much that can be accomplished by enhancing existing services and ensuring families know how and where to access them.

Goal 3: Enhance the health opportunities to families with children 0-5.

INDICATORS Number and percent of people who are made aware of health IncreaseIncrease awarenessawareness ofof thethe availabilityavailability ofof (health)(health) services to families, and how to access those service options in the community services to families, and how to access those Volume and variety of education and awareness activities services.services. related to health service opportunities

IncreaseIncrease thethe utilizationutilization ofof healthhealth opportunitiesopportunities (e.g.,(e.g., parentparent andand infantinfant kits,kits, schoolschool readinessreadiness Demonstrated use of health opportunities information to access information,information, etc.),etc.), nutritionnutrition andand physicalphysical activity.activity. resources and information Number and percent of persons utilizing, and attendance rates for health related activities and services. IncreaseIncrease thethe percentagepercentage ofof eligibleeligible familiesfamilies whowho enroll,enroll, participateparticipate in,in, andand areare retainedretained inin healthhealth programsprograms (i.e.,(i.e., HealthyHealthy Families,Families, Medi-Cal,Medi-Cal, etc.).etc.). Percent of eligible families with medical coverage Percent of families participating in health programs IncreaseIncrease thethe numbernumber ofof locallocal healthhealth serviceservice Percent of families retained in health programs programs.programs.

Number of health service options by location throughout the county

School Readiness Children’s school readiness and schools’ readiness for children are high priorities for Commissions throughout California. However, there is no common understanding within the community of what constitutes school readiness. For educators, it generally means the ability of a child to fit into the public school environment and/or meet specific cognitive, emotional, language, physical and/or social and emotional developmental thresholds. Parents want their children to do well in school academically as well as socially. First 5 Amador believes school readiness means that a child has the skills necessary to be successful in life, including the school environment. One goal with seven focus areas has been identified for this area.

Goal 4: Children will enter school with skills for success in life.

INDICATORS Increase the nutrition education and physical activity of Increase the nutrition education and physical activity of Number and percent of children engaged in physical activity childrenchildren 0-5.0-5. three or more times per week Number and percent of children and parents with increased knowledge about nutrition and physical activity promotion

IncreaseIncrease supportsupport ofof parentsparents and/orand/or primaryprimary caregiverscaregivers inin theirtheir rolerole asas theirtheir child’schild’s first,first, mostmost importantimportant teacher.teacher. Number and percent of persons who self-identify as their child’s most important teacher Number and percent of persons who self-report increased level of peer support

IncreaseIncrease thethe numbernumber ofof parents,parents, primaryprimary caregivers,caregivers, andand informal/formalinformal/formal caregiverscaregivers participatingparticipating inin hands-onhands-on childchild developmentdevelopment activitiesactivities inin informalinformal settings.settings. Number, percent and role of persons participating in hands-on child development activities Number and percent of informal settings providing hands-on child development activities

Goal 4: Children will enter school with skills for success in life.

INDICATORS IncreaseIncrease thethe numbernumber childrenchildren 0-50-5 havehave currentcurrent assessmentsassessments Number and percent of children participating in observations ofof theirtheir developmentdevelopment andand totaltotal well-being,well-being, andand whosewhose parentsparents and/or assessments for their current well-being and areare linkedlinked withwith appropriateappropriate resources.resources. developmental stage Number and percent of parents linked to resources as a result of assessments or other strategies

IncreaseIncrease communitycommunity awarenessawareness ofof whatwhat constitutesconstitutes SchoolSchool ReadinessReadiness (SR)(SR) andand skillsskills forfor successsuccess ofof children,children, andand Volume and variety of education and awareness activities and supportsupport childrenchildren SRSR skillskill building.building. materials about school readiness and skills for success Number of requests for additional information and educational materials/presentations Number of reports that materials and information were used

IncreaseIncrease earlyearly childhoodchildhood educators’educators’ understandingunderstanding andand awarenessawareness ofof whatwhat constitutesconstitutes SchoolSchool ReadinessReadiness forfor childrenchildren Number and percent of early childhood educators self-reporting increased understanding thatthat includesincludes skillsskills forfor successsuccess inin life.life. Changed curriculum and/or practices in working with children as a result of increased awareness

IncreaseIncrease communicationcommunication andand collaborationcollaboration betweenbetween Pre-Pre- kindergartenkindergarten andand KindergartenKindergarten communitiescommunities soso theythey comecome toto aa commoncommon understanding.understanding. Percent of children entering kindergarten demonstrating appropriate progress in several areas, including physical-motor, cognitive, language, social and emotional development

Implementation and Evaluation

This section presents the guiding principles First 5 Amador will use for implementing and evaluating results of the strategic plan. It details the strategies to be pursued in achieving the goals and focus areas, and the timing, responsibility and process for evaluating results.

Guiding Principles for Implementation and Evaluation of the Strategic Plan

First 5 Amador is committed to ensuring the county’s diverse population of families with children 0-5 years old are integral and active participants in the planning and implementation of First 5. Equity for diverse populations, especially in a rural county, must be defined broadly to include differences in ethnic, linguistic, cultural, socio-economic, religious, geographical and/or other historically or currently underserved communities (e.g., those without transportation), as well as those with disabilities and other special needs. In 2002, First 5 Amador adopted the Principles on Equity developed by the Advisory Committee on Diversity to First 5 California. By adopting the Principles on Equity, First 5 Amador underscored its commitment to the Principles as well as its intention to lead by example. As part of the goal setting session for 2004 Strategic Plan Update, the planning team drafted a set of Guiding Principles to use in implementing and evaluating the plan. The Principles on Equity served as the foundation for developing the eight Guiding Principles described here. 1. Access - For all goals and focus areas, proposed programs and/or services will need to address how various target populations learn about, become aware of, access and are impacted by services. In addition, the means for connecting any resources outside Amador County (e.g., physicians, mental health providers, other collaborations, etc.) to the target population need to be addressed. 2. Inclusive principles of equity and diversity for children with special needs – The fair and just treatment and inclusion of children and community members must be a cornerstone of the Strategic Plan framework. Achieving equity means individual differences are valued; high expectations are held for all; instruction occurs in inclusive environments; diversity is recognized and appreciated; and discrimination, stereotyping, and bias are not accepted. Equity recognizes the need to treat unequals differently in order to ensure that the quality of the experiences are equal and of high standards. 3. Collaboration – First 5 seeks to maximize its resources and results, while reducing duplication of effort in the delivery of high quality services and supports to families with children 0-5. Effective collaboration is essential to achieving the Commission’s goals and focus areas. 4. Outreach and engagement - Tools and methods for communicating with target populations must be tailored to each population to ensure optimal results. Well conceived and implemented social marketing campaigns, in addition to other proven, effective and successful practices (i.e., going to the group in their own setting, communicating through formal and

informal community leaders, etc.) should be used. Results of outreach and engagement efforts should be tracked and measured for future improvements. 5. Utilization of Family Resource Centers (FRCs) as well as other resources – Successful implementation of the strategies and progress toward the goals will result in increased utilization of the FRCs and other community based or co-located programs, services or projects funded. Increased utilization rates will be considered one indicator of success. 6. School Readiness – Whether or not it is tied directly to the School Readiness Initiative, the ability of any program, project or service to enhance and demonstrate results in the school readiness of children ages 0-5, is key to the overall success First 5. As such, this will be considered in funding decisions. 7. Promoting Father Involvement - Promoting the roles, responsibilities and importance of fathers in the lives of their children is an essential component of the programs, services and/or initiatives of First 5. Whether through workshops, mentoring programs, media campaigns, listservs, online newsletters, and/or other process, the ability of proposed projects to demonstrate increased father involvement is extremely important. 8. Community Building – Sustainability of community-wide results requires programs, projects and/or initiatives to employ effective community building strategies. This approach places the shared responsibilities for identifying the problems and developing solutions among community members and groups; they benefit from the accomplishments and positive changes resulting from their work. Community building develops skills, knowledge and expertise in individual community members and organizations which can be applied to different situations. 9. Prevention and Wellness Approach – Regardless of the health issue being addressed, it is important to approach it from a prevention and wellness perspective: proactively engaging in activities that prevent health issues from arising and that lead to sustained wellness. Focusing on wellness and the activities, services and programs that support and promote it will benefit the population being addressed and the larger community.

The Guiding Principles listed above combined with strategies described in the next section were crafted and selected to ensure that early childhood development programs, services and activities will be integrated into a consumer-oriented and easily accessible system.

Implementation Strategies

The First 5 Amador planning team prioritized a list of strategies STRATEGIES for achieving results toward the long-term goals and focus areas. Strategies are the activities The team reviewed and discussed menu of strategies developed and actions which will be through research into best/promising practices, which also pursued to achieve the included accomplishments and results realized by local programs First 5 goals and focus and initiatives. areas. Strategies describe “how” and with whom.

All strategies were considered viable options for the 2005-2010 Strategic Plan Update with limitations on the level of involvement by First 5. Some of the larger strategies will only be pursed with a lead partner. In some cases, such as “Community Initiator/Incubator,” only one group is expected to take the lead through First 5 funding (the Commission). In other cases, such as social marketing campaigns and workshops and educational events, all three groups are considered leaders. The table that follows lists the strategies First 5 Amador will pursue and the group(s) responsible for initiating and leading the strategies. Strategy leaders were categorized into one of three groups, defined as follows:

 Community – formal and/or grassroots organizations within the community providing direct programs, activities and/or services

 Partner – established organizations, businesses, associations, or government entities with primary responsibility for the strategy, where Amador First 5’s role is secondary; can be local or external to Amador County  First 5 – local Commission; regional, and/or state association of First 5 Commissions

The detailed description of the strategies contained in Appendix B should be reviewed by all prospective funding applicants and/or First 5 Amador partners.

Lead Strategy Implementers Communit Strategies y Partner First 5 Parent/caregiver education and mobile outreach X X expansion

Grantee and/or System Capacity Building and X Sustainability

Family Resource Centers. X X

Assessment, Orientation and Linkage to Kindergarten X X X and School Readiness

Community Initiator/Incubator for projects X

Professional and Community Workshops and Educational Events, including child care subsidies to X X X enable participation.

Social Marketing Campaigns X X X

Mobile/Classroom-Based Education and Prevention X X Services for Child Oral Health

Family Visiting X

Promoting Father Involvement X X X

Telemedicine (Videoconferencing) X X

Community Building Initiatives X X

Family Violence/Domestic Violence System Enhancements, such as Legal Vouchers, supervised X X visitation and/or exchange programs, case coordinator(s), resources to eliminate family violence

Expand Financial Resources within County X X

Evaluation Approach

The ongoing evaluation of progress toward achieving the focus areas and goals will be the joint responsibility of funded programs and organizations, First 5 staff and Commission members, and a contract evaluator. The Executive Director will work with a contract evaluator and the funded programs during the contract development period to identify and clearly articulate the program outcomes, indicators, and reporting expectations and milestones. Projects funded through the RFP/RFA process will participate in evaluation as follows: Grantees will be expected to submit a brief narrative report each quarter, using a standard template supplied by First 5. This report is specifically designed to capture information about progress, including what’s working well and where the grantee is experiencing difficulties. This will provide First 5 staff and the contract evaluator information necessary to help the grantee “course correct” in a timely manner. Semi-annually, grantees will be expected to include updates to their project budget and the number of persons served and services delivered. Once a year, Commissioners will visit with grantees to learn first-hand how the programs and services are being delivered, and what results the grantees are seeing. This is an opportunity for the Commissioners to ask questions and learn more about the communities’ efforts on behalf of First 5 goals. Mini-grant recipients will be evaluated at the conclusion of the project, and will be expected to provide data and information specific to the purpose of the funded request. A common aspect of all evaluation processes is the inclusion of customer and/or client feedback, whether through focus groups, surveys, or other avenues. The Executive Director and the contract evaluator will prepare and issue a quarterly progress report to the Commission that includes information from all grantees funded. The evaluation report issued at the end of each year will be used by the staff and Commission to identify areas for system improvement and change, and opportunities for community building. The table below lists the tasks and timing for evaluation each year. It does not include the first task, which is identifying and contracting with an evaluator to assist First 5.

Activity Month Identify (or revises) grantees’ program indicators, data sets, reporting June/July milestones Issue tools and templates to grantees July/Aug Provide training on data collection tools and process July/Aug First quarter narrative report due to First 5 staff Oct First quarter summary report to Commission Oct/Nov Second quarter narrative, client/services volume and budget updates to First 5 Jan staff Second quarter summary report to Commission Jan/Feb

Activity Month

Third quarter narrative report due to First 5 staff Apr Third quarter summary report to Commission Apr/May Year end narrative, client/service volume and budget updates to First 5 staff Jul Year end summary report, with finding and action recommendations, if any Aug Evaluation technical assistance to improve data and outcomes tracking Ongoing

Funding Approach

This section describes First 5 funding priorities and the methods and processes for fund allocation. The Strategic Financing Plan was produced as a separate document.

Funding Priorities

Funding will be consistent with the needs identified through the community assessment update process, and with the goals and focus areas outlined in this strategic plan. Funding priority will be given to recipients whose plans address the following:  At least one of the strategies and the related focus areas and goals outlined in this plan  The degree to which the Guiding Principles for Implementation in this plan are reflected in the proposed project, program or activity  Methods for ensuring collaboration and overall coordination and integration of services with existing agencies and programs  Specific plans for addressing the assessment process as outlined by the indicators and evaluation process in the strategic plan  The ability to leverage funds from other sources

Funding Options and Mechanisms

A number of funding mechanisms will be used to fund the programs and projects over the next three years, which include the following:

. Capital Grants . Professional Services . Community Education & Capacity Building . Provider Capacity Building and Technical Assistance . Direct Services and Operations Grants . Start-up Grants . Mini Grants

A definition of the above funding options can be found in Appendix D. Appendix E describes how the community can partner with First 5 through funding; the types of activities and programs funded through mini-grants; and, projects, granted programs and partners involved funded for early learning and School Readiness.

The Commission will use the various funding mechanisms to support the strategies and goals. The types of mechanisms that will be used are based on past successful efforts in Amador and other counties, and take into account the ability to get the most out of every First 5 dollar invested.

The table that follows lists the strategies and the funding mechanisms that will be used to implement the strategic plan. It should be used as a guide for applying for funding and other First 5 support.

Strategies Funding Mechanisms Parent/caregiver education and mobile outreach . Capital Grants expansion . Direct Service/Operations Grants . Mini-grants . Professional Services Grantee and/or System Capacity Building and . No funding distributed; First 5 lead Sustainability through operations budget Family Resource Centers. . Direct Service/Operations Grants . Start-up Funding Assessment, Orientation and Linkage to Kindergarten . Capital Grants and School Readiness . Direct Service/Operations Grants . Mini-grants . Start-up Funding Community Initiator/Incubator for projects . No funding distributed; First 5 lead through operations budget

Professional and Community Workshops and . Community Education (scholarships) Educational Events, including child care subsidies to enable participation. . Mini-grants Social Marketing Campaigns . Community Education (scholarships) . Mini-grants Mobile/Classroom-Based Education and Prevention . Direct Service/Operations Grants Services for Child Oral Health . Mini-grants . Professional Services Family Visiting . Direct Service/Operations Grants . Mini-grants Promoting Father Involvement . Community Education (scholarships) . Mini-grants Telemedicine (Videoconferencing) . Capital Grants . Community Education (scholarships) . Start-up Funding2

2 Investments through capital and start-up funding will be limited to those projects where others have made a substantial contribution and First 5 is not primary/lead funding source.

Strategies Funding Mechanisms Community Building Initiatives . Mini-grants . Professional Services Family Violence/Domestic Violence System . Community Education (scholarships) Enhancements . Direct Service/Operations Grants . Mini-grants Expand Financial Resources within County . No funding distributed; First 5 lead through staff technical assistance, linking and proposal development

Allocation Process

Agencies, groups or individuals interested in applying for First 5 Amador funding will need to submit the appropriate application (e.g. mini-grant form, application, and request for proposal). The funding parameters and specific guidelines and/or limitations for each type of funding request will be included in the application packets. Funding opportunities will be advertised and promoted broadly, and distributed to anyone interested in applying. All recipients of First 5 funds to support the School Readiness goal and focus areas will be required to display and/or include First 5 Amador’s School Readiness logo on printed materials, and in all advertising and promotions. Recipients of funds that support other goals and focus areas will be required to display and/or include the First 5 Amador logo in their printed materials and in all advertising and promotions. First 5 will provide grantees with an electronic version of the logo which is camera-ready. The funding cycles and decision making process are described below.

Funding Cycles, Decisions and Limitations

Mini-grants Mini–grants will be accepted on an ongoing basis by First 5 staff throughout the year. Groups seeking a mini-grant will need to complete an application form. Total request cannot exceed $3,000. First 5 will not fund more than $300 of total capital assets in any one mini-grant. First 5 staff will be available to provide coaching on mini-grants as needed, and may request revisions to mini-grants that are not fully developed. Review of mini-grants and subsequent funding recommendations are made to the Commission on a monthly basis by a three-member panel of evaluators comprised of at least one staff and at least one community member. Length of time for the mini-grant funding cycle is (up to) sixty days from the time the application is received.

Community Education Scholarships Each year the Commission will set aside funds to be used for scholarships. Requests for scholarships to attend education events and workshops are in alignment with First 5 goals. Applicants will need to submit request to staff using the form in effect at the time. Staff will filter requests and make funding decisions based on the request and the funds available. Staff may recommend that scholarship requests are submitted as mini-grants if the criteria and size of request warrant (if request exceeds $50 per person). The Commission determines the funding amount per topic as part of the annual budgeting process. The total length of time to complete the Community Education Scholarship request process is minimal, usually only one to two weeks.

Requests for Proposals/Applications (RFP/RFA) First 5 will develop and issue RFP/RFA’s for funding requests for professional services, start-up funding, direct services/operations, community education, capital3, and staff support/technical assistance every three years. Funding will be issued for a three-year period with a built-in review process and an option for canceling funding should the program/project funded not fulfill the contract agreement. The next three-year funding cycle begins in 2005. The RFP/RFA will be advertised broadly and distributed to anyone expressing interest in applying. RFP’s and RFA’s will be reviewed by a three-member panel comprised of two Commissioners and one community member, with an option to include additional external (non-Commission) reviewers. Length of time to complete the entire RFP/RFA funding cycles is approximately five months, according to the following time table:

Tentative Month in RFP/RFA Process Activity Schedule Funding Cycle RFP/RFA Released March 1 Month one

Grantee Workshop (non-mandatory) – two weeks after March 15 Month one RFP/RFA is released

RFP/RFA Due 60 days from date of issue Third week April Month two

Screening and recommendations within 10 days of final First week May Month three submission deadline

Decision – next regularly scheduled Commission meeting, May/June Month three/four with time for public notice/posting

Contract development June/July Month four/five

3 It should be noted that the Commission will be highly selective in funding capital grant requests.

Appendices

Appendix A: Briefing on Current Situation and County Profile Update

Data The majority of data shown here were drawn from two recent assessments (1) the 2004 Maternal Child Health Assessment and Local Five Year Plan, and (2) the 2003 Amador County Child Care Needs Assessment. This information was supplemented by an update to the Amador County Profile performed by an intern working with First 5 Amador.

Population4

 Since 2000, there has been a 5% increase in county’s population, from 34,853 in 2000 to 36,657. When adjusted for the institutional (incarcerated) population, which is estimated at 5,000, total population is 31,657. Density per square mile (excluding the institutional population) has increased 8.3%, from 48 people to 52. (MCH 2004 and 2000 Assessment)

 The median age in 2000 was 42.7, almost nine years older than the median age for the state. Children under 5 represent 4.2% of the total population; while all children younger than 19 represent 23.4% of the population. A slightly greater percentage of the population (23.8%) is represented by persons 60 and older. As an older population moves into the county, focus and resources targeted on the needs and issues of children, and families with children, may shift. (MCH 2004)

 The non-white student population is increasing. In 2000, 85.8% of the county’s total population were Caucasion, while Caucasians represented 81% of enrolled students. 5% of families speak primarily Spanish in the home 2000. (MCH 2004 and ACCC)

Economy and Income

 In 2003, unemployment was 4.9%, up slightly from 1999 figures of 4.6%, yet the 16th lowest in the state. Many families seek employment in neighboring counties, or conversely, move to Amador county and commute to employment in larger metropolitan areas. (ACCC)

 Median family income was $42,280 in 2000, with approximately 10% of the total population, and 14.2% of children younger than five, living at or below poverty ($11,859 for a family of 2). (MCH 2004)

 In December 2003, the Department of Social Services provided public assistance to 481 children and 161 adults (total of 291 cases). (ACCC)

4 Information on demographics comes from three reports: MCH Community Health Assessment and Local Five Year Plan (MCH 2004); the 2000 Amador County Community Assessment (2000 Assess); and, the Amador Child Care Council’s 2003 Child Care Needs Assessment Report (ACCC), and the California Department of Economic Development (EDD)

 Fair market rate for rentals is $673, however due to rising home values, few units exist. Subsidized housing waiting lists are many months long. (MCH 2004)

 Median price of a home increased 150% in past 5 years to $247,000. Affordable to people moving to the area from areas with a higher cost of living than Amador, but out of reach for many first time home buyers. (MCH 2004)

 Job growth projections indicate a 46.1% increase in the service sector, and an 18.3% growth in the government sector. (EDD)

Education

 The four-year rate for high-school drop outs was 6.6% between 2000 and 2003, 4.4% lower than the rest of the state. (MCH 2004)

 In 2001, 19% of new mothers, and 13.4% of new fathers had not completed high school. (MCH 2004)

 Health Access5

 The top health issues identified by the MCH Planning Team are: 1) breast feeding, health insurance and physical fitness/nutrition, 2) perinatal substance abuse, 3) domestic violence, and 4) dental access. (MCH 2004)

 The top four health issues for children, as identified by survey respondents, are: 1) availability of child care; 2) drug and alcohol abuse; 3) violence; and 4) families who are homeless. (MCH 2004)

 Sutter-Amador Hospital in Jackson remains the county’s only hospital, it supports two clinics, a full-time pediatric office, and the new Women’s Health clinic (opened in 2003). (MCH 2004)

 The fluctuation in medical providers impacts the number of women able to deliver babies in- county. The percentage of in-county births jumped 8% between 2002 and 2003, due to three physicians delivering children in Amador. (MCH 2004)

 Sutter-Amador Hospital and clinics and the Indian Dental Health Clinic provided the major source of health care for those on Medi-Cal. Not all of the physicians accepting Medi-Cal have full time practices. In July 2004, one obstetrician discontinued seeing Medi-Cal patients. (MCH 2004)

 More than 40% of Amador babies are delivered in other counties. All high-risk obstetrical patients are referred to Sacramento, an hour away. (MCH 2004)

5 Data in the Health Care section was cited in the MCH Community Health Assessment and Local Five Year Plan (MCH 2004), Summary on Oral Health – First 5 Amador (First 5), MCH Dental Needs Profile Amador County 2002 (MCH 2002), and Amador Child Care Council’s 2003 Child Care Needs Assessment Report (ACCC).

 Sutter-Amador has limited services available for California Children Service (CCS) program eligible children. The approximate 80 CCS cases have access to 1.1 FTE pediatricians, one internist and one neurologist. Other care is referred out to Sacramento or Bay Area Counties. (MCH 2004)

 Between 16.9% and 17.7% of children living in poverty (ages 0 – 19) are eligible for Medi-Cal. Total Healthy Family enrollment in the county for past 3 years exceeds 300. Approximately the same numbers of families dis-enroll each year as enroll. Medi-Cal funded more than one-third of births for past three years. (MCH 2004)

 There are no health care plans in Amador County (MCH 2004)

Prenatal Care, Healthy Babies and Children

 The percent of women receiving prenatal care in the first trimester has increased from 84% in 2000 to 87.2% in 2003. (MCH 2004)

 The percent of live births funded by Medi-Cal increased from 31% in 2000 to 38% in 2001. Since that time it has decreased to 34.9% of live births in 2003. (MCH 2004)

 The percent of low birth weight babies born (under 2500 grams) has increased from 3.4% in 2000 to 4.4% in 2003. (MCH 2004)

 There was a slight increase in percent of births to women with no prenatal care between 2002 and 2003, from 1.5% to 2.3% of births, due to women choosing to have home deliveries with no medical intervention. (MCH 2004)

 Teen-age birth rate remains low. In 2000, there were 4 births to girls under 17 and in 2003, there were 5 births to this same population.

 Twenty-six percent of survey respondents smoke cigarettes everyday, and 9.3% report that someone smokes within the home frequently. (MCH 2004)

 Twenty percent of those surveyed by MCH in 2004 reported that doctors and told them their children under 17 had asthma. In the 2003 Healthy Kids Survey, 19% of 7th graders, 21% of 9th graders, and 23% of 12th graders had also been told by a doctor they had asthma.

 There are 587 cases of pediatric asthma, representing 11% of children between the ages of 0 and 14 years. (American Lung Association, California State of the Air 2004)

 The percent of children fully immunized at 24 months (Amador County Health Department Clinics) has declined from 71% in 2001 to 65.4% in 2003. However, the percent of children entering Kindergarten with all required immunizations has dropped only slightly (94.9% in 2001 to 94.3% in 2003), and remains above the state levels (California Department of Health Services, Immunization Branch)

 As of July 2004, 1,265 families with children under 18 were receiving food assistance from Amador Interfaith Food Bank; 50% of those families (635) had children 0 to 5. (Interfaith)

Families can visit twice a month for food. On average, the agency sees 900 families per month, 55% of which are unduplicated. (MCH 2004)

 First 5 Amador is working with the Mind Institute to develop the concept of a regional tele-med approach to mental health and special needs services. While there may be costs associated with the planning process, it could result in a pilot project for Amador County.

 Proposition 63, if passed, will result in more funds for mental health services, and an opportunity to direct some of those funds to serve young children.

Oral Health

 2,242 low income children require dental homes. (MCH 2004) Yet, there are approximately 18 dental practices active within Amador County (MCH 2002)

 In 2002, Amador County had two private practice dentists that would serve an extremely limited number of Denti-Cal recipients and one group practice. (MCH 2002) The Rancheria’s dental health practice is full. However 2 private dentists will see Denti-Cal children on a case-by-case basis. (MCH 2004)

 Low income children who need extensive dental care requiring sedation must travel to Atwater, approximately a 3 hour drive. (MCH 2002)

 Due to budget restraints and the inability to adequately monitor the quality of the practices, there was no funding available for either Medi-Cal or Healthy Family recipients for mobile dental services. Amador has not benefited from the mobile dentistry system since December 2002. (MCH 2002)

 The lack of dental providers coupled with the lack of transportation and low Medi-Cal rate makes it impossible for many children to get dental services. The community does not recognize the problem and efforts to rally support have not yet been successful. (MCH 2004)

Mental Health/Special Needs

 Children with special needs receive services from Amador County Office of Education (ACOE) and Valley Mountain Regional Center (VMRC). At end of 2003, there were 623 children receiving services from ACOE and 69 children receiving services from VMRC. 3.2% of ACOE children served and 27% of VMRC children served were under 5 years old. (ACCC)

 Learning disabilities (48%) were diagnosed most frequently in children being served by ACOE, followed by speech language impairments (28%). Severely emotionally disturbed children represent 4% of those served.

 A child psychiatrist comes from Sacramento once a week (for Medi-Cal population). Mental Health intake appointments for children can take up to two months for children. (MCH 2004)

 Since the MCH Assessment was completed, triage now occurs within one to two weeks, and appointments are scheduled as soon as possible after that. There is still a service gap for the non-Medi-Cal population.

 Seventeen percent of surveyed families in Amador County reported having children in their home with disabilities or special needs; and 44% of child care providers care for one or more children with a diagnosed disability.(ACCC)

 The Children’s Inclusive Care Council of Amador and Calaveras (CICC) is working to connect children with special needs and their families to quality care and other needed services. (ACCC)

Child Care/Early Care and Education6

 Availability of child care was identified by MCH survey respondents as one of the top four health needs for Amador families. (MCH 2004)

 Fifty one percent of children under 6 live in homes where both parents and/or a single head of household are employed. (ACCC)

 The recently completed 2004-05 enrollment for State Preschool revealed Ione as a high priority area; it already has a waiting list. (State Preschool)

 Ninety-three percent of families surveyed in the Plymouth/Ione area have children under 5 in the home, and all of those families indicate they would enroll their children in additional classes if available. Nearly two-thirds of those need classes in the Ione area. (ATCAA)

 Sixty-three percent of survey respondents are Head Start eligible; 30% speak primarily Spanish in the home, while 38% children enrolled in State Preschool are Spanish-speaking. (ATCAA and ACCC)

 There are 3,249 children in Amador County, ages 0-13, with parents in the workforce (California Child Care Resource and Referral Network’s 2003 Child Care Portfolio). The supply of licensed child care meets only 24% of the need. (ACCC)

 Total number of licensed child care spaces in the county has fluctuated between 720 and 770 between 2001 and 2003. As of August 2003, there were a total of 727 spaces.

 As of August 2003, there were 30 Trustline providers (informal care providers who have passed criminal background checks for the State of California) care for 47 children through the subsidy program. (ACCC)

6 Data in the Child Care section came from Interfaith, ATCAA Head Start 2004 Needs Assessment (ATCAA), informal data collection and discussions with First 5 Amador (First 5), and was cited in the Amador Child Care Council’s 2003 Child Care Needs Assessment Report (ACCC).

 Only 6% of spaces in licensed care were available to infants, and 45% were available for preschool-age children. (ACCC)

 As of August 2003, there were 139 children, ages 0-5 receiving subsidized care, and 140 children, ages 0-5, on the waiting list to receive subsidized care. (ACCC)

 Throughout 2003, HRC Child Care Resources received 385 calls for child care referrals for children ages 0-5. (ACCC)

 Seventy-five percent of 2003 Child Care Assessment survey respondents indicated having at least one child in care, while 22% had two children in care. Twenty-seven percent of children needing care were less than three years old. (ACCC)

 Child care provider wages vary greatly, depending upon place of employment. Wages paid by private centers ranged between $7.00 and $9.00 per hour ($14,560 to $18,720 annually for full time employment), while providers employed by Head Start and State Preschool earned wages ranging from a low of $9.35 to a high of $20.05). (ACCC)

 Ninety percent of providers participating in the Amador CARES program who responded to a survey indicated they had been inspired to continue their education because of CARES; 96% had attended a college course, 87% had completed more than one college course, and 22% had earned a degree since their enrollment in CARES. (ACCC)

 Nearly 30% of employers responding to a survey indicated they had experienced attendance problems as a result of employees’ child care needs. Issues usually related to sick children or provider availability. (ACCC)

 The Rancheria provides unlicensed child care for its employees at Little Oaks, which offers care 24 hours a day, 7 days a week. The number of children cared for during the month is estimated at 800 children, with up to 100 children on site at any one time. (First 5)

 Providing services and supports to informal and/or unlicensed care providers is a challenge, as there is no structured process for identifying and communicating with them. Early success in communicating with informal care providers has been demonstrated through the Mobile Outreach program. Thirty-one children recently attended an up-country program session.

Domestic and Family Violence7

 Probation reports increasing domestic violence caseload in 2004, with a case load of 165 as of June; 15% of those are considered high risk and require daily contact with a probation officer. (MCH 2004)

 The County Sheriff reports an increasing volume of domestic violence dispute incidents. However, since domestic violence specific information has only been tracked since August 2003 in the data reporting system, there is no baseline for comparison. (MCH 2004)

 Rape and assault arrests for 2000 totaled 180 (MCH 2004)

 The number of temporary restraining orders issued by the County Superior court declined from 95 in 2002 to 68 in 2003. Trends for the first half of 2004 indicate the number may reduce even further in 2004 (24 through June). (MCH 2004)

 The number of restraining orders issued after a hearing have dropped from 25 (in 2002) and 24 (in 2003), to 6 for the first half of 2004. (MCH 2004)

 Thirty four percent of all parents or guardians reported that they or their child had witnessed domestic violence. (MCH 2004)

 Twenty four percent of all parents and children had been affected by domestic violence. (MCH 2004)

 Total number of domestic violence related calls to Operation Care’s crisis hotline in 2002/2003 was 96; the number dropped slightly for the first half of 2003/2004. (MCH 2004)

 During 2002/2003, 402 domestic violence victims received counseling, 146 received sexual assault crisis intervention, and 31 adult victims of domestic violence used a safe shelter. (MCH 2004)

Child Protection

 Calls to Child Protection Service (CPS) have increased to almost 60 per month (669 in 2003), resulting in over 40 children in foster care yearly since 2001. (MCH 2004)

 Due to the increased caseload, two additional positions in CPS have been added. (MCH 2004) However, high turnover of caseworkers presents an ongoing challenge of recruiting and retaining qualified staff.

 There is an increasing trend to vacate parental rights and place children for adoption. (MCH 2004)

 Much of new funding from grants (First 5 and the Office of Child Abuse Prevention) target at-risk children younger than 6. Risk areas for adolescents and teens include sexually transmitted diseases,

7 Data in the Family Safety was cited from the MCH Community Health Assessment and Local Five Year Plan (MCH), except as noted.

pregnancy, obesity, unintentional injuries/deaths, alcohol/drug abuse, and crime – both as a perpetrator and victim. (MCH 2004)

Substance Abuse in the Home

 CPS reports that as many as 80% of their cases involve parental drug use as the primary problem for the family. (MCH 2004)

 Participation in perinatal day treatment programs has decreased slightly from 246 participants in 2001 to 232 in 2003. (MCH 2004)

 Youth smoking prevalence in Amador high schools has dropped, while the smoking rates for ages 18- 24 is growing (23.6% as of Spring 2003). (MCH 2004)

Appendix B: Menu of Strategies

The table below describes the strategies for achieving the long-range goals of First 5 Amador considered by the Planning Team. Strategies were lettered for ease of reference, and were not listed in any particular order (i.e., priority or feasibility). The matrix that follows the table links the strategies to the goals and focus areas they impact.

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed

A. Promoting Father Dad’s matter economically, Nonprofit groups focused on This topic can (and has) Goal 1. Child Involvement emotionally and intellectually in increasing male/father become politicized. Care their child’s well-being. Studies involvement exist throughout Promoting the roles, A number of states have Goal 2. Family have linked positive father the country. Resources (free responsibilities and implemented fatherhood violence involvement to improved listservs, speakers, program importance of fathers in programs as a means of reduction cognitive, social, educational and models, etc.) are available, such the lives of their children enforcing child support future earnings. Additionally, as the toolkit developed by The Goal 3. Health through workshops, payments and/or getting fathers’ attitudes, behavior and Coalition of Community Opportunities mentoring programs, fathers into the workforce. This involvement with their children Foundations for Youth. media campaigns, may have the unintended Goal 4. Children directly influence how those listservs, online Father Matters is a national consequence of giving a enter school children view social and family newsletters, and/or other program with regional chapters. negative connotation to a with skills for violence, as well as healthy family support groups. www.fathermatters.com man’s involvement in success in life functioning and parenting. “fatherhood” programs. The purpose of this Recent national ad campaigns strategy is to increase have been launched that May take time to gather male involvement, help highlight the importance of interest and support for work fathers become the best adult male involvement in in this area, and results from dads possible, and commit teaching young men (and this effort may take longer to to encouragement, women) about domestic achieve and be more difficult support, and accountability violence and attitudes toward to quantify. with themselves and their women. children. Work in this area The US Department of Health elevates the importance of and Human Services has fathers and engages them developed a special initiative to more actively in their

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed children’s lives. support and strengthen the roles of fathers in families.

B. Telemedicine for Telemedicine is one means of Telemedicine programs already Depending upon the Goal 3 Enhance Special Needs / providing access to medical care exist, and a framework is in technology involved, Health Dental Screenings for consumers and health place. telemedicine can initially be Opportunities professionals via costly to implement. A Conduct feasibility study/ Professional groups/ Goal 4. Children telecommunications technology. thorough feasibility study, implement telemedicine associations are working on enter school Telemedicine is a means of including funding scenarios system (sometimes policy and regulations that with skills for extending professional should be completed before referred to as distance affect the field of telemedicine. success in life development for health implementing. videoconferencing) to practitioners in rural areas as well Moving data (electronic images assess and identify Requires strong working as bringing specialized assessment and sound) is more cost children who may have relationships between the services to the local population. effective than moving the special needs, and to component parts (technology, Telemedicine partnerships usually clients. Health resources, provide support for medicine, consumers, include academic medical centers, including specialty care, are families and caregivers in education), and personnel private physicians, extended to underserved and/or meeting those children’s dedicated to maintaining telecommunication companies, unserved populations, and it needs. relationships. and government entities. extends opportunities for This strategy focuses on medical education and training A pilot study compared data using video by medical professionals and obtained using traditional methods conferencing to conduct community members. Can link of visual dental screenings in a live conferences and/or parents to educational and school setting with data obtained consultations over support activities. using an intraoral camera and distances via a range of transmitted to a distant location In 2003, funding was awarded telecom services (usually via telehealth technology. No for telemedicine projects aimed ISDN or a suitable T1 or significant differences were found at providing care in rural frame relay network). in the data collected by the two locations. For example, The The purpose of this screening methods. (The California Endowment awarded strategy is to bring percentage agreement between a $9 million grant to expand

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed services to clients rather the methods ranged from 89% to telemedicine projects to than clients to services. 100 %.) In under-serviced or underserved areas in California; The common goal of any remote areas, the telehealth and insurer AnthemBlue Cross telemedicine application is system may allow for accurate and Blue Shield gave $250,000 to increase access and identification of oral conditions and to the University of Virginia ease of health care, act as a means of consultation Office of Telemedicine to especially for rural and between specialists, general provide care to patients in rural underserved populations. practitioners, hygienists and areas of the state. And, to provide early and individual patients. The local hospital may also be accurate assessments for looking at telemedicine children, allowing early strategies. interventions and supports.

C. Grantee and/or First 5 funding will continue to Increases self-sufficiency of an Sometimes difficult for Addresses all System Capacity decrease over time. The ability to organization or group, can build grantees and others to Goal areas by Building & attain and then sustain results transferable skills in program embrace idea of sustainability virtue of building Sustainability from First 5 funded programs, and/or organizational and capacity building as capacity of services and initiatives is management. worthwhile efforts, because organizations/ Provide (directly or important, so that children born 10 activities do not immediately groups working through partnerships First 5 resources (staff and or 15 years from now will benefit translate into client services in those areas. and/or contracted services) funding) can be used to develop from the work and investments and/or programs. technical assistance and made today. and support new/emerging training to build the projects and groups as existing Requires a shift in thinking capacity and long-term Many First 5 Commissions invest in groups/agencies become more from short-term gain for an sustainability of First 5 grantee capacity building and self-reliant. Existing groups can individual grantees and sustainability. Nevada, San serve as peer mentors around organization/program (i.e., collaborations. Joaquin, and Yolo counties contract topic/content areas. funded grant proposal) to long- term community results The purpose of this with a third party to connect TA Capacity building can: (increased and sustained strategy is to ensure providers (consultants) to (1) decrease reliance on access to health opportunities results achieved by grantees. Other, usually larger existing funders/funding and services, improved school grantees and/or counties (e.g. Alameda and Contra Costa) hire staff that is then streams and build new and/or readiness, etc.) partnerships are sustained leverage existing revenue

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed over time, and reduce dedicated to providing direct streams Differing developmental levels technical assistance and training dependency upon First 5 (2) demonstrate a return on for grantee / collaborations are to support providers/grantees staff and funding. human and capital investments, likely to exist; some groups will around the Commissions’ goal need more intensive support, There are a number of key areas. A third approach is a blend (3) improve communications while others will need less. components and delivery of the first two, and is practiced in and establish policies and mechanisms for capacity Santa Barbara. In this approach, practices to sustain results Would likely require leveraging building. the Commission has identified beyond the existence of the funding in order to provide priority areas for capacity building program, organization or capacity building services. (specifically evaluation, service delivery system marketing/PR, and fiscal (4) increase efficiencies - leveraging, and sustainability deliver more or better results planning) and then contracted for through optimization professional services in these areas. Santa Barbara staff then serves as liaisons to help the grantees.

D. Mobile/Classroom- Dental caries (tooth decay) is the Takes services/education to the Lack of confidence in service G.1 Child Care Based Education and single most common chronic target population, eliminating delivery continuity. Mobile G.3 Enhance Prevention Services childhood disease; five times more transportation barriers. dental services have been Health for Child Oral Health common than asthma and seven tried before and when funding Mobile/classroom based Opportunities Although there are times more common than hay was lost, so was the service. fever. prevention and education Goal 4. Children variations, most early oral Need dedicated staff services have been enter school health prevention outreach Twenty-five percent of children coordination and ongoing implemented for some time. A with skills for and assessment programs suffer 80 percent of tooth decay. support to manage review of 10 studies that success in life include education on oral relationships among providers, Poor children suffer twice as much compared programs where hygiene, screenings, parents and community. Could also tooth decay as the more affluent. sealants were applied versus sealants/varnishes and impact G.2 those where no sealants were Lack of understanding or referrals to dentists. One of the most encouraging Family Violence, applied showed a 60% median negative perceptions about Dentists and/or hygienists opportunities relating to children’s if linked with a decrease in occlusal caries (i.e., dental sealants, varnish or

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed provide the education, with oral health is the opportunity for those on the horizontal surfaces fluoride treatments could be a program like the screenings and disease prevention. Prevention can of molars and pre-molars) when barrier to some families P.A.N.D.A. sealants/varnishes being largely be addressed through sealants were applied in school- participating. (Prevent Abuse provided by the community water fluoridation, based or school-linked and Neglect appropriately trained good personal care (including programs; approach was found through Dental person. nutrition), and regular preventive to be effective among children Awareness) dental visits. And, maximizing of varying socioeconomic status which teaches A local example is Smile auxiliary personnel can increase and risk of decay.9 dental Keepers Dental Disease access to preventive services for professionals Prevention Program, low-income children. 8 Opportunities to link with FRCs, how to identify operated out of the as well as formal/informal early child abuse and Tuolumne Superintendent Untended oral infections and care and education settings, neglect during of Schools Office. Smile disease can have a serious impact. and public school settings. dental Keepers is a school-based Children with untreated oral screenings) program which includes disease may end up eating and Screenings/assessments can teacher training for sleeping badly. Their ability to pay identify other health needs of program implementation; attention to their teachers and children, and provide an participating students their parents can suffer. opportunity to link parents with receive preventive dental needed resources. instruction, have the Amador Oral Health Task Force opportunity to brush and identified need to ensure floss daily in the classroom physicians are screening and use a 2% sodium children’s mouths as part of fluoride mouth rinse once exams. a week. Each student receives a dental screening with referral if necessary. Smile Keepers serves children ages 18

8 National Governors’ Association report States’ Efforts to Improve Children’s Oral Health, http://www.nga.org/cda/files/1102CHILDORALHEALTH.pdf 9 School-Based or School-Linked Pit and Fissure Sealant Delivery Programs are Effective in Reducing Tooth Decay in Children and Adolescents http://thecommunityguide.org/oral/oral-int-seal.pdf

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed months - 22 years.

E. Social Marketing Social marketing began in the Social marketing has the ability If community does not Potential to Campaign(s). 1970’s and has become an to change common attitudes perceive that a genuine address all Goal Launch social marketing effective way of motivating low- and/or accepted practices problem exists (e.g., lack of areas over time. campaign(s) in conjunction income and high-risk people to related to health, school oral health options for children, with grantees, and other adopt healthy behavior, including readiness, child care and family family violence, obesity, etc.) local public and private the use of needed health products violence throughout the they won’t be motivated to organizations to “sell” the and services. Effective community. Programs and take action. “products” (services, communication is a key ingredient, services which already exist in Need time and resources to behaviors, practices, advertising specific the community (parent and conduct research to discover initiatives) that will achieve products/services (insurance infant kits, Healthy Families, perceptions of the problem the goals and focus areas options, health Medi-Cal, school readiness and to determine how of First 5 Amador. practices/programs, etc.) and information) can be marketed important people feel it is to (Products are not general educational campaigns. A to increase utilization and take action against the necessarily tangible mix of strategies and channels, awareness. problem, and then to develop objects.) including mass media and Other products (health care, a coherent marketing strategy. interpersonal communications, are physical fitness, etc.) can be Social marketing uses employed to reach the target Belief that planning takes too procured from corporations at commercial marketing audience(s). long, or is unnecessary leads reduced rates and marketed to concepts and tools in organizations to use a This technique has been used the local community. programs designed to piecemeal approach to extensively in international health influence individuals' Social marketing topics could marketing, and leaves them programs, especially for behavior to improve their most likely cover positive without the ability to measure contraceptives and oral well being and that of parenting, role of fathers, campaign effectiveness. rehydration therapy (ORT), and is society. It is an innovative components of school being used with more frequency in If try to address too many approach now being readiness, oral health/physical the United States for such diverse issues at same time, risk of implemented by groups as health, quality child care, etc., topics as drug abuse, heart being ineffective. Need to diverse as the Centers for and would target Amador’s disease and organ donation.10 launch one campaign and Disease Control and growing Spanish-speaking evaluate what works before Prevention, the American population. Cancer Society, the U.S. moving on to other areas. Agency for International Costs for media buys, Development, AARP, and 10 Nedra Kline Weinreich “What Is Social Marketing?” http://www.indianngos.com/ngosection/marketingarticle1.html

F. Family Visiting Early investments in family visiting Effective family visiting efforts Essential that family visitors This strategy programs have been shown to have been shown to: are knowledgeable and can address Family visiting, also reduce costs due to foster care credible. Families will make multiple goals referred to as home 1) Provide important services, placements, hospitalizations and decisions about future and focus areas, visiting, is a long-standing, social supports, and referrals. emergency room visits, involvement based on the based on the well-known prevention unintended pregnancies, and other 2) Improve the quality of quality and content of the purpose of the strategy used by states more costly interventions. Recent services and evaluate visits. family visits. and communities to research in early brain programs. improve the health and National evaluation research development and increased well-being of women, 3) Integrate home visiting with notes that resources are federal program flexibility provide children, and families, other programs and supports. needed for ongoing progress states with new opportunities to particularly those who are evaluation and improved reexamine home visiting goals, 4) Maximize federal funding at risk11 service quality. expected outcomes, and streams. investments. Training, continuing education, Baby Welcome Wagon has been and ongoing supervision and Family visiting can serve as a very well received in Amador professional support of family vehicle for connecting families to County. The next opportunity is visitors are critical to the needed services and supports, to connect with parents of effectiveness of family visiting. especially when efforts are toddlers to continue the effectively integrated with other relationship around health and Persons actually doing the programs. Several states are school readiness. work need to have done their integrating home visiting efforts own “personal” work, so that into larger statewide initiatives, they are able to accurately particularly those focused on observe and respond to family children’s well-being and healthy needs. development.

G. Professional and Bringing educational opportunities Can be cost effective means of Budgets are tight and This strategy Community to the community allows providers educating community members professional/community addresses Workshops, Training and community members to as a whole, or groups within the education may not be seen as multiple focus

11 The Benefits and Financing of Home Visiting Programs, Health Policy Studies Division, National Governor’s Association http://www.nga.org/

& Education Events increase their skills and knowledge community. a priority for investment. areas within the in a particular area. The different goals. Provide training and Can offer regionally, increasing Yet, there are really no Commission has already been educational events that attendance and opportunities negative aspects of presenting successful in this arena, as support the goal and focus for sponsor partners. community education/training evidenced by interest and areas, and that build events. A few considerations attendance at the Bruce Perry Raises awareness of issues and community awareness, to ensure success: presentation. of sponsoring organizations. understanding and ability Time and resources need to be to take action to improve This approach allows groups of Can provide continuing allocated to promote event, the health, well-being and people with similar interests (i.e., education credits for conduct event evaluation and school readiness of quality child care, eliminating professionals. report results, including children. Where possible, family violence, ensuring children Can link training/education to knowledge gains/changes in video feeds could be used are ready for school) to learn “best developing specific actions and community behavior and to extend the reach of the practices” and dialogue with community responses based on attitudes. presenter and allow people others about applying those learning. to attend who might not practices locally. It can be costly to bring otherwise be able to Opportunity to measure presenters into the county, Amador First 5 is already without distance learning. knowledge gains / attitude and it may be costly to send employing this approach. Trainings and educational changes of participants as participants out of county to events may take place result of training/ education attend. locally, or out of the area events. Topics need to be timely and (as with the DVERT relevant to consumers; training). presenters need to be good and provide options for action in addition to theory, so that participants can act.

H. Community Building By using a Community Building Community Building Initiatives Community must believe there This strategy Initiatives Initiative approach, responsibility have been conducted for a is a problem requiring action. can address all for identifying the problems and number of years. Research has goals and focus This strategy is used to Requires individuals, groups developing solutions is shared identified characteristics of areas, increase the social and organizations to think among community members and successful approaches which depending upon

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed capacity of individuals and groups, as are the can be used for a model and to more broadly and inclusively, how it is groups/organizations accomplishments and positive test progress. establishing and maintaining implemented. within the community, and changes resulting from the work. solid lines of communications. The skills, communications improves the overall well- The approach develops skills, systems, relationships Shifts traditional approach of being and quality of life. knowledge and expertise in established or reinforced one person or one organization It is the practice of individual community members through the process can be leading a cause or solving a “building connections… and organizations which can be leveraged and applied to solve problem, to larger ownership establishes positive leveraged to respond to different other/different problems. of the problem and the patterns of individual and situations in the future. solution. Requires time and Develops leadership community behavior.”12 resources to support The focus is on developing and skills/leaders from various Community Building Initiatives. As a strategy, Community sustaining relationships, solving groups/communities and Building Initiatives can be problems and collaborating to Increases the breadth and This approach can require used to address system identify goals and get work done depth of involvement. additional and/or reallocated level problems (e.g., (change a situation/condition). staff and financial resources. Builds on previous successes Family Violence/Domestic Linkages to organizations outside and relationships. Violence, connecting the community are used, children and families from It is a flexible process that expanding or extending existing early care and allows for different approaches resources. education/non- preschool to solving problems. environments into Within the First 5 community, this First 5 Amador has already had Kindergarten), or to being used in Santa Barbara success with this strategy, as address specific concerns County where the Commission is evidenced by the formation, around child health funding and supporting five training and activation of the (special needs initiatives to achieve its goals: Domestic Violence Emergency assessments, child oral Family Resource Centers/School Response Team (DVERT), health, school readiness, Readiness, Early Care and supported through leadership etc.) Education Infrastructure, Child Oral and start up funding from the Health, Home Visiting, Early Child Commission. Mental Health and Special Needs.

12 John Gardner, as quoted in Community Building: What Makes it Work, Amhurst Wilder Foundation

I. Family Resource Family Resource Centers (FRCs), or FRCs are flexible and can blend Because they are not part of This strategy Centers Family Support Agencies (FSAs) a variety of education, direct the child welfare system, FRCs can address all have been shown to be successful service and support options for can sometimes be left out of goals and FRCs provide families with models of service delivery. They parents and families with important decisions. multiple focus local (neighborhood or are flexible and can be designed children 0-5. areas. community) services to Need to provide resources to around the unique needs of the meet the needs of that They are sometimes perceived allow staff to stay connected community so that only those community. FRCs provide more favorably than public and build relationships to what services and supports needed are social and educational agencies (less intimidating, is going on throughout the available. resources and supports, more flexible/family friendly). county in order to and staff are generally A national and state network of leverage/share resources. They usually have multiple considered “experts” in Family Support Agencies/Family funding streams and fewer Tendency to become program connecting the children Resource Centers exists. Family restrictions/ limitations on who focused (based on funding) and families in the Support America, a nonprofit they can serve. rather than results focused community to the best organization, serves as a national (based on community needs). resources or supports to catalyst, clearinghouse, and Potential for existing FRCs to meet their needs. thought leader in family support, link with libraries to offer Variety and types of services, based on a bedrock belief: If you literacy and ESL classes in education and programs want to help families, ask parents outlying regions, supporting offered is dependent upon the what they want – this approach School Readiness. quality of relationships and provides the framework for how partnerships with other service most FRCs function. providers/support stems within the county. Recognition of the value and importance of FRCs in assisting Persons involved have to be families is growing throughout knowledgeable and trusted; California. The Foundation linked to other services and Consortium has funded resources. development of a business plan and the initial implementation of a statewide Association to support FRCs/FSAs.

J. Provide child care Many times parents and/or Gives parents and caregivers Ability to pay for care may not Depending on and/or child care caregivers are unable to attend the ability to participate in be the only barrier faced by education and subsidies to allow training or workshops because training that ultimately benefits parents/ caregivers; location training topics, parents/caregivers they can’t afford care for their children. and hours of care may also providing to attend education children. Providing subsidies to need to be addressed. stipends can and training events make the cost of care more impact all four affordable removes a barrier. goal areas. This strategy provides financial supports (subsidies) for child care necessary so that parents and/or caregivers can attend educational events, workshops and training.

K. Assessment, By providing assessments and The Bridge program provides The formal education system Supports Goal 4. Orientation and orientation to Kindergarten, children and families with an does not always recognize or Children enter Linkage to parents are in a position to opportunity to meet teachers value parents’, caregivers’ and school with skills Kindergarten and determine the best time for their and learn about kindergarten early care and education for success in School Readiness child to enter Kindergarten. prior to the first week of school. professionals’ role in school life. Information learned during an Benefits of this type of program readiness. This strategy builds assessment is used to understand are: linkages and No ongoing form of how to support one another understanding Parents understand how to communication or interaction (parents, caregivers and among/between parents, connect with schools. exists on a regular basis to Kindergarten teachers) in early care and education allow for information exchange preparing and transitioning Parent understand how to (including informal care and learning between the children to Kindergarten. support their child’s success in settings) and Kindergarten. groups. school. Current examples of this Identifying children in need of strategy being other supports/services and implemented by/through connecting them to those First 5 Amador are the supports prior to entering Kindergarten Bridge

Program, and meetings Kindergarten. where child care providers Additional learning or special and teachers discuss how needs may also be identified each can support through assessment and children’s success in families linked to needed school. services. Parents have information needed (via the assessment) to determine child’s readiness to enter school. Provides common understanding of what constitutes School Readiness (the standards, learning tools, and other materials/information).

L. Parent/caregiver Children’s play groups, mom’s The Mother’s Club and Mobile These strategies rely heavily Supports focus education and groups, and mobile outreach have Outreach are two examples of on personal connections and areas for all mobile outreach shown early successes for First 5 funded programs having the “right” person goals. increasing community involvement showing success in this area. conducting outreach or Though mobile outreach and providing a forum for parents Both have increased interest organizing community groups. and community groups, to learn/share School Readiness and participation in education. information can be Support/coaching needs to be ideas and for building stronger, provided to, and among, available for new/emerging more positive relationships with parents and caregivers in projects. their children.

G.1 Child Care Increase, improve, and enhance the availability, affordability, and quality of child care in Amador County for families with children 0-5 G.2 Family Violence Work towards eliminating Family Violence and its impact on Amador County families with children 0-5 G.3 Health Opportunities Enhance the health opportunities to families with children 0-5 G.4 School Readiness Children will enter school with skills for success in life. Areas Strategies Rationale Pros/Opportunities Issues/Considerations Addressed settings that encourage their participation and promote learning.

M. Community This is a strategy that First 5 This is a role the community is Risk of staff becoming spread Depending upon Initiator/Incubator Amador has already employed used to seeing First 5 fill, and too thin (providing support and areas of focus, successfully. The Healthy Families since First 5 is not (generally) a guidance to too many could impact This strategy uses First 5 Outreach program was initiated by direct service provider, there is groups/initiatives with any of the goals. staff and/or commissioners First 5 with a grant from United no competition between the insufficient administrative to promote an idea or Family Violence Way. ATCAA has now been funded Commission and other partners. support for First 5 staff). approach and support it systems by United Way to implement this through the start up/early Staff is doing this work already Underestimating the amount of improvement, program through the FRC’s. phases of development and the Commission could time and support needed to child care and then hand it off to Other examples where First 5 benefit from measuring and move idea from concept to facilities another group or agency is/has served in this role are the evaluating results as with other implementation and then planning, and for ongoing Oral Health Task Force, DVERT, funded programs. transition to new group. child oral health implementation. Kids in Common Task Force, are three First 5 staff can engage in open, This would likely require School Readiness, and the Child potential focus The Commission would constructive discussions about additional staff and/or financial Welfare System Redesign. areas. select one to three areas issues affecting children and resources on the part of First where their leadership their families without 5. could benefit a new and/or fear/concern that funding will existing group to be put in jeopardy. implement changes in First 5 currently participating in policies or practices that Child Abuse Prevention Council, achieve the goals and Domestic Violence Council, focus areas. Connecting HANDs & Hunger Study Task Force, Local Child Care Planning Council, Child Welfare System Redesign, Children’s Inclusive Care Council, Child Care Facilities Workgroup, InfoNet, and

Operation Care (among other groups); the Commission can build upon the successes and relationships already established.

N. Expanding Access to Control of finances (denying or Although the voucher program There are few family law Supports Goal 2 Legal Counsel limiting access) is one of the tools is fairly new for Amador County, lawyers; currently two lawyers Family Violence of control used in domestic/family early reports indicate it is going are available for this program. Reduction. This strategy provides violence. Victims of domestic well. legal vouchers for up to violence and family violence may $1,500 per case, for use by The $1,500 cap per client has not have the financial resources domestic violence/family not been utilized to date. necessary to pay for needed legal violence victims. assistance, or may have lost First 5 Amador is currently access to resources as a result of working with Victim leaving the home environment. Witness to provide Batterers often escalate violence vouchers. when their partners increase help- seeking measures or attempt separation. During prosecution, approximately half of batterers threaten retaliatory violence, and more than 30% actually commit assaults. The most dangerous time for battered women is during attempts to leave relationships. Legal assistance with emergency protection orders and restraining orders, among other measures is essential. Without access to

support and sound legal counsel, victims face additional barriers and risks to their own/their children’s safety.

O. Expand Financial By partnering with other funders or Increases funding available for Requires dedicated time (staff Can support all Resources within organizations, additional resources programs or initiatives of the or contract staff) to research, goals. the County and revenues can be generated for Commission and/or its grantees. coordinate and develop solid the county, and the scope of funding proposals. This strategy would link Partnering with the Community services provided through those First 5 Amador with other Foundation can increase overall Depending upon how funding resources can extend to children funders (e.g., Amador community contributions is structured, may require over 5, or other areas not Community Foundation) to through the Foundation, and additional time to manage and appropriate for funding directly develop new funding provide mechanisms for report on grant awards. through First 5. streams through grants or financially supporting local May inadvertently set up real other giving opportunities organizations (e.g. donor or perceived competition for to benefit Amador County. advised funds, special projects, funding between First 5 and etc.) local agencies.

Appendix C: Matrix of Strategies and Goals Impacted

- 50 - FIRST 5 AMADOR JANUARY 2005 STRATEGIC PLAN UPDATE e e s s r c e s i a e n t i C e n

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- 52 - FIRST 5 AMADOR JANUARY 2005 STRATEGIC PLAN UPDATE s e i t i n u t r e o c p n s e p l s O o e

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i r n V

a o E f y v l

t 3 5 6 m e n . . . 1 2 4 1 2 3 1 2 3 4 1 2 3 4 a h ...... u 1 4 4 t F

n r i n t o a a d

h         n i F Home Visiting a n e m m

i l A d e n Professional and Community Workshops, Training & s a

      d G , r

Education Events e a v w o r o t p                 

Community Building Initiatives k H m r i

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0 e n t o

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a o E f y v l

t 3 5 6 m e n . . . 1 2 4 1 2 3 1 2 3 4 1 2 3 4 a h ...... u 1 4 4 t F

n r i n t o a a

Child care subsidies for attending training and education d h

   n       i a J n e m events m

i l A d e n

Assessment, Orientation and Linkage to Kindergarten and d ,     K r e a

School Readiness v w o r o t p

 m          r L Parent/caregiver education and mobile outreach i

o , e W s a

e      M Community Initiator/Incubator r c n I

i n h V i t

a a l 3 . F o C

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t 3 5 6 m e n . . . 1 2 4 1 2 3 1 2 3 4 1 2 3 4 a h ...... u 1 4 4 t F

n r i n t o a a d N h   n i

Legal Vouchers a n e m m

i l A d e n

s O a       

Expand Financial Resources within County d , r e a v w o r o t p

k m r i

o , e W s a e r c n I

Appendix D: Funding Options

The table below contains the various funding options which were considered for 2005-2010 Strategic Plan.

Funding Options Description Advantages Capital Grant Provides funding for capital One time expense, can be leveraged investments for long-term community to attract other funding support. impact. Community Education & Funds costs for specific programs, Can reach and impact whole Capacity Building events or activities designed to reach communities, be coordinated to whole communities of families, provide continuum or thematic professionals, and/or service learning. One time expense. providers. Direct Services and Provides funding for new or expanded Provides flexible funding that Operations Grant services that directly benefit families translates into immediate benefits with children 0-5 years old. (services, education, etc.). Can reach diverse groups of families with children through core group of grants. Mini Grant Covers small ($3,000 or less) projects Frequent funding cycle, allows broad purchases, one time events. and diverse community access to Prop 10 funding. Professional Services Funding for professional services Allows targeted investments in contracts to support one-time or expertise, flexible; can be used on an ongoing Commission (or provider) “as needed” basis. efforts. Provider Capacity Building Provides funding to address clearly One time investment that can impact and Technical Assistance defined areas of technical, an individual provider or multiple administrative, operational providers/partners across a system. improvement needs to enhance capabilities and sustainability. Start-up Grant Covers costs of planning and start up Supports innovation based on data of new projects, initiatives or and best practices. Commission can collaborations. set the stage at the front end for programs and projects to be designed with sustainability in mind.

Appendix E: Examples of First 5 Projects, Partners and Grants

The following three pages provide examples of how the community can and has partnered with First 5 Amador to meet the goals of its previous strategic plan. These are excellent road maps that can be applied to the 2005-2010 Strategic Plan.

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