Los Angeles County Perinatal and Early Childhood Home Visitation Consortium

Home-Based Support:

Begin Early, Impact a Lifetime

Los Angeles County Perinatal and Early Childhood Home Visitation Consortium

Strategic Plan, 2015-2020

Revised February 2017

Mission

To coordinate, measure and advocate for high quality home-based support to strengthen all expectant and parenting families so that the children of Los Angeles County are healthy, safe and ready to learn.

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Strategic Plan 2015-2020 Los Angeles County Perinatal and Early Childhood Home Visitation Consortium Table of Contents Executive Summary ...... 5

The Timely Importance of Prevention-focused Home Visitation in Los Angeles County ...... 5 Investing in a Home Visitation Consortium: A Strategic Imperative for Los Angeles...... 5 Strategic Plan Summary: Mission, Vision, Goals, Objectives & Metrics ...... 6 New Network Structure to Support Consortium Goals ...... 7 Acknowledgements ...... 7 Invitation to Join Us in Support of Quality Home Visitation for LA ...... 8 One Page Summary of Strategic Plan ...... 9 History and Context ...... 10

The Roots of our Consortium ...... 10 Contributions of the Consortium Leading into this Strategic Planning Process ...... 11 Timely Emphasis on Prevention-focused Home Visitation in Los Angeles County ...... 12 Planning Process ...... 14

The Focus of Our Planning: Our Compelling Strategic Question ...... 14 Overview of the Strategic Planning Process and Planning Team ...... 14 Strategic Planning Results ...... 16

The Home Visitation Landscape and What We Learned from Stakeholders ...... 16 New Consensus-driven Vision, Mission and Tagline: Committing to Collective Countywide Impact for Children ...... 18 Mission ...... 18 Vision ...... 18 Tagline ...... 18 Priorities for 2015-2020: Measuring and Growing Our Impact ...... 19 5-Year Goals, Objectives and Metrics Fully Defined ...... 20 Strategic Goal #1. Build working referral pathways among programs ...... 20 Strategic Goal #2. Promote well-trained and supported home visitors ...... 21 Strategic Goal #3. Collect data to understand, support and demonstrate collective impact ..... 22 Strategic Goal #4. Elevate, promote and advocate for quality home visiting ...... 23 Strategic Goal #5. Increase funding and partnerships ...... 24

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Strategic Goal #6. Self-govern effectively and impactfully ...... 25 Structure, Governance and Infrastructure ...... 26

Refined Structure and Governance for Countywide Consortium...... 26 Action-Focused Workgroups and Supportive Infrastructure ...... 27 Action Plan 2015-2016 and Workgroup Responsibilities ...... 29

What, By When and Who: Milestones and Metrics ...... 30 Appendices ...... 37

Appendix I: Detailed Planning Process ...... 37 Appendix II: Full Charts of Goals, Objectives, 2016 Action Plan, 2020 Metrics...... 38 Appendix III: Consortium Charter ...... 47 Reasons for Charter ...... 47 Purpose of the Consortium ...... 47 Consortium Priorities ...... 47 Membership ...... Error! Bookmark not defined. Roles and Commitments of Members ...... 48 Operational Structure and Procedures ...... 50 Roles of Staff and Consultants ...... 52 Funding and Resources ...... 53 Accountability ...... 53 Serving as a Community Advisory Board ...... 54 Appendix IV: Consortium Structure at a Glance ...... 55 Appendix V: Descriptions of Sample LA Home Visitation Programs ...... 56 Appendix VI: 2017 Workgroup Action Plans……………………………………………………………………………….58

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Executive Summary Executive Summary

The Timely Importance of Prevention-focused Home Visitation in Los Angeles County Now is an exciting and important time for perinatal and early childhood home visitation1 programs in the United States and Los Angeles County. At the local, state, and federal level, governmental and private entities are recognizing the incredibly positive impact that home visitation can have on child development, health outcomes, parenting, safety, and long-term community well-being, and are investing in these programs at unprecedented levels:

 In 2010, the federal government invested $1.5 billion dollars in quality home visiting through the Maternal Infant and Early Childhood Home Visitation (MIECHV) and has extended this investment twice since then;  In 2013, the First5LA Commission voted to expand its signature home visiting investment in Welcome Baby and targeted home visiting, which will, at full implementation, serve 25% of the births in Los Angeles County;  In 2014, the Los Angeles County Blue Ribbon Commission on Child Protection identified home visitation as a key strategy to pursue for the prevention of child abuse; and  Just this year, the California State legislature introduced AB50, which recognizes the value of high quality home visiting and seeks to find sustainable funding for these services (a piece of legislation that the LA County Board of Supervisors has voted to support).

With these investments and endorsements underway, prevention-focused home visitation has become recognized as a vital part of our community. These historic investments in home visiting create an opportunity, and a need, for our community to come together to support and elevate the home visiting programs in our backyard.

Investing in a Home Visitation Consortium: A Strategic Imperative for Los Angeles In this opportune landscape, the Los Angeles County Perinatal and Early Childhood Home Visitation Consortium stands out as a key resource and unique body—one that unites LA home visitation service providers and stakeholders, providing critical space for dialogue and collaboration so that Los Angeles County may shine as a leading example of high-quality home visitation services and may have an active, collective voice in state-wide and nationwide discourse.

1 The Consortium defines home visiting as “a multi-disciplinary, family-centered support strategy with services delivered by trained professionals in the home that: is offered on a voluntary basis to pregnant women and/or families with children through the age of 5; provides a comprehensive array of holistic, strength-based services that promote parent and child physical and mental health, bonding and attachment, confidence and self-sufficiency, and optimizes infant/child development by building positive, empathetic, and supportive relationships with families and reinforcing nurturing relationships between parents and children; and is designed to empower parent(s) to achieve specific outcomes which may include: healthy pregnancy, birth and infancy; optimal infant/child development; school readiness; and prevention of adverse childhood experiences.

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Executive Summary

Officially launched in 2012, the LA County Perinatal and Early Childhood Home Visitation Consortium (the “Consortium”) evolved out of a Perinatal Home Visitation Advisory Committee that had been convened in 2010 by the Los Angeles County Department of Public Health (DPH) Maternal, Child and Adolescent Health (MCAH) Programs to provide direction among the LA County home visitation and early childhood agencies as they pursued application for federal MIECHV funding. Participating agencies recognized the value of and need for a body that could give voice to important issues, advocate on behalf of collective concerns, and work together to develop needed cross-county data tracking mechanisms and peer resources in support of high quality services. With the sponsorship of First 5 LA, and the co-leadership of DPH and Los Angeles Best Babies, the Consortium was born. Through the financial sponsorship of the Los Angeles Partnership for Early Childhood Investment, Los Angeles was also fortunate to become a partner in the Pew Charitable Trusts Home Visiting Campaign (Pew’s one and only county partner in the country). Over the course of the following two years, the Consortium made significant contributions toward the improvement of cross-county data tracking metrics and referrals.

In 2014, the Consortium determined that a full strategic planning process would be helpful in solidifying the common vision of its Members, focusing its work for the next five years into key measurable goals, and clarifying the governance that would strengthen the Consortium as it took on increasingly ambitious collaborative projects. The Consortium invested in an eight-month strategic planning and reorganization process that led to the development of this Strategic Plan. The process included: . one-on-one interviews of a broad range of stakeholders representing public and private entities, active and periodic participants, and various industries (health, early child hood, child welfare, mental health) . analysis of similar and related entities . small group and full-Consortium facilitated planning sessions, and . online surveys and input opportunities open to the full Consortium Membership.

Strategic Plan Summary: Mission, Vision, Goals, Objectives & Metrics The results of this planning included a revised Vision statement, new Mission statement, and new tagline. Mission To coordinate, measure and advocate for high quality home-based support to strengthen all expectant and parenting families so that the children of Los Angeles County are healthy, safe and ready to learn.

Vision Our children: Healthy, safe and thriving Our families: Supported, connected, resilient and self-sufficient Our communities: Strengthened for generations to come

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Executive Summary

Tagline Home-based support: Begin early, impact a lifetime

Results also included Consortium Strategic Goals, Objectives and 2020 Metrics for the five-year planning horizon, as well as measurable Action Plans to guide the Consortium’s work in 2016. The Strategic 5-Year Goals for the Consortium are as follows:

Strategic Goals (2015 – 2020) 1. Build working referral pathways among programs 2. Promote well-trained and supported home visitors 3. Collect data to understand, support and demonstrate collective impact 4. Elevate, promote and advocate for quality home visiting 5. Increase funding and partnerships 6. Self-govern effectively and impactfully

These Goals were determined to be the most important to pursue over the next five years in order to promote high-quality practices and maximize future funding among home visitation programs, so that LA’s children may be healthy, safe, and ready to learn. Charts outlining the SMART Objectives, Metrics, and Action Plans for each of these goals are included in their respective sections of this plan, as well as in the Appendix.

New Network Structure to Support Consortium Goals The planning process also focused on designing the best structure to take the Consortium’s impact to the next level. The result was a shift in operating structure from a collaborative led officially by two co-lead organizations to a formal Network structure in which the full Consortium Membership holds ultimate responsibility for living out its Charter and advancing its Strategic Plan. In this structure, all Member organizations would ratify the Charter (attached in full in the Appendix). Members self-govern the Consortium and organize into Workgroups to implement Strategic Goals. At this time the four Workgroups are: Referrals, Support, Data and Advocacy.

Acknowledgements This strategic planning process would not have been possible without the support of several key entities, including but not limited to: . The Strategic Planning Team — These leaders from Consortium Member organizations/programs gave numerous hours to guide the strategic planning process and give critical, timely feedback: o Suzanne Bostwick, interim MCAH Director, Department of Public Health (Co-Chair of Planning Team) o Lynn Yonekura, Executive Director, LA Best Babies Network (Co-Chair of Planning Team)

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Executive Summary

o Jan French, Director of Programs, LA Best Babies Network (Acting Coordinator of the Consortium and Strategic Planning Project Manager) o Demitra Adams, Contract Program Auditor, Nurse Family Partnership, MCAH, Department of Public Health o Kate Anderson, Child Advocate, PEW Center on the States o Sharlene Gozalians, Senior Public Health Research Associate, LA Best Babies Network o Paula Kaplan, Director, Early Head Start o Lynn Kersey, Executive Director, Maternal and Child Health Access o Stacy Lee, Policy Manager, First 5 Los Angeles o Bonnie Midura, Program Manager, Partnership for Early Childhood Investing, Baby Futures Fund o Jeanne Smart, RN, MSN, Director, Nurse Family Partnership, MCAH, Department Public Health . LA Partnership for Early Childhood Investment— Provided the funding to underwrite the facilitation of the strategic planning process . Gina Airey Consulting—Consultants Gina Airey and Rochelle Alley provided strategic facilitation of the Strategic Planning and Governance restructuring process. Linda Fowells, Executive Vice President of Community Partners, was retained to educate the Consortium about principles, features and factors for success for Networks and advise on the development of a Charter (the Network Agreement).

Invitation to Join Us in Support of Quality Home Visitation for LA We invite you to join the Consortium at this key time of optimism, momentum and commitment, either as Members or partners. The window for activism and engagement regarding perinatal and early childhood home visitation is open now more than ever before. By providing coordinated quality resources, measuring our impact and speaking with a collective voice, we can solidify sustainable funding streams and ensure quality services are available to support more families, that will strengthen our community for generations to come. Join us in this five year phase of collaboration!

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Executive Summary

One Page Summary of Strategic Plan

Goal Objectives

Mission GOAL #1: Build working referral a. By year-end 2020, clarify and improve referral pathways into home visitation programs pathways among programs b. By year-end 2020, improve home visitation client access to high priority referral resources To coordinate, GOAL #2: Promote well-trained and a. From 2016 through 2020, serve as an exchange for training resources (via development of Consortium Training and Development Listserv measure and supported home visitors and in-person announcements at meetings) advocate for high b. From 2016 through 2020, provide best practice trainings (with CEUs) that are universally beneficial - but above and beyond standard basic quality home-based trainings for each program - such as trauma-informed care and reflective supervision support to strengthen c. From 2017 through 2020, promote quality standards in Member agencies including professional development standards, case load sizes, all expectant and supervision practices and continuous quality improvement parenting families so GOAL #3: Collect data to understand, a. Develop measurement and illustrations of Los Angeles-wide home-visiting capacity to meet the needs of expectant and parenting families support and demonstrate collective by year-end 2016; and perform ongoing data collection and updating of graphics through 2020 that the children of impact b. Establish an online data warehouse (including establishing long- term management roles for warehouse) by year-end 2016 Los Angeles County c. Pilot, finalize and fully launch headline indicator data collection by year-end 2018 are healthy, safe and d. Use the headline indicators to analyze the impact of home visiting services across LA County and to identify strengths and opportunities for ready to learn. county-wide quality improvement with and consortium input annually from 2018 through 2020

e. From 2017 through 2020, provide updated data to key funding stakeholders regarding service availability and gaps Vision f. During 2019/2020, provide updated graphics and briefs to key funding stakeholders demonstrating collective impact GOAL #4: Elevate, promote and a. Support Consortium Members to speak with collective voice to partners, media and policymakers; train participating partners to deliver Our children: Healthy, advocate for quality home visiting consistent messages, powerful stories and data from 2018 through 2020 safe and thriving b. By year-end 2020, LA County Board of Supervisors will have passed board motions that formalize County departments’ participation in and Our families: support of Consortium outcomes, messaging, collaboration and referrals around perinatal and early childhood home visitation services Supported, c. Advance data-informed policies through proactive policy development and timely, responsive advocacy connected, resilient GOAL #5: Increase funding and a. Advocate for long-term sustainable public funding that allows for local flexibility, is responsive to community need, and is aligned to and self-sufficient partnerships support an efficient network of services, so that in 2020, 2015 funding levels of home visitation have been preserved and allocations are Our communities: more efficiently aligned with community needs Strengthened for b. Build partnerships with public and private health insurance providers and hospitals to promote and fund home visitation services, resulting generations to come in a completed Health Plan pilot of home visitation by year-end 2020, at least 30% hospital funding of Welcome Baby by hospitals, and at least one hospital-funded home visitation program c. Build partnerships with at least two philanthropic organizations that have committed to support network infrastructure and activities, Tagline providing funding and leadership when needed Home-based support: GOAL #6: Self-govern effectively and a. Operate as outlined in Consortium’s Charter; update with improvements informed by experience Begin early, impact a impactfully b. Coordinate and support workgroups/committees that address Consortium’s priorities lifetime c. Develop annual action plans to implement the strategic plan; track and share progress on annual and five-year plans d. Establish a presence for the Consortium with key stakeholders and online

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History and Context

History and Context

The Roots of our Consortium Perinatal and early childhood home visitation services have been proven through research to be an incredibly powerful model for improving health outcomes, preventing abuse, and supporting community economic, social and physical well-being. As Los Angeles Best Babies Network (LABBN) wrote in its policy brief Los Angeles Home Visitation Consortium: Strengthening the Support Systems Serving Babies and Families, “well-documented benefits of perinatal home visitation include: . Improved pregnancy outcomes for both mother and baby. . Decreased rates of child abuse and neglect. . Improved intellectual development, especially for low-birthweight babies and those who have failed to thrive. . Reduced childhood accidents (“unintentional injuries”) and hazards in the home, and fewer emergency room visits. . Increased breastfeeding rates. . Improved parenting skills and home environment. . Stronger parent-child bonding. . Decreases in behavioral problems, including sleep problems. . Improved maternal life course, including enhanced employment, education, and pregnancy spacing. . Better detection and management of postpartum depression; and . Increases in developmental screening.” Cost benefit analyses of home visitation programs estimate that well-run programs save between $2.24 and $5.17 for each $1 invested.2 Home visiting services have been funded and provided by a variety of sources over the past several decades in Los Angeles County. These services have provided invaluable support to children and families. At the same time, they have also been challenged with siloed and inconsistent funding streams that make county-wide program navigation, consistency, evaluation and communication difficult. Out of this challenge was born the collaborative that is known today as The Los Angeles County Perinatal and Early Childhood Home Visitation Consortium. As LA Best Babies policy brief continues: “Each year, more than 150,000 babies are born in L.A. County. There is a scarcity of home visitation programs to serve the new and expectant parents of these babies, and what few there are tend to

2 Gomby, Deanna S. Home Visitation in 2005: Outcomes for Children and Parents. (2005). Invest in Kids Working Paper No.7. Committee for Economic Development.

Lee, S; Aos, S; Miller, M. (2008). Evidence-based programs to prevent children from entering and remaining in the child welfare system: Benefits and costs for Washington. Olympia: Washington State Institute for Public Policy, Document No. 08-07-3901.

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History and Context be disconnected from each other, and to overlap in services… A Home Visitation Consortium would fill this void, strengthen current and future investment in home visitation programs, and promote collaboration among them.” A Perinatal Home Visitation Advisory Committee had already been convened starting in 2010 by the Los Angeles County Department of Public Health (DPH) Maternal, Child and Adolescent Health (MCAH) Programs to provide direction and collaboration among the L.A. County home visitation and early childhood agencies and to guide the application process for federal Maternal Infant and Early Childhood Home Visiting (MIECHV) funding. Stakeholders recognized that for home visiting funding to be expanded and optimally used long-term, L.A. County needed a more cohesive system of home visiting and data to support its accomplishments and to guide allocations of funding to address community need. In May of 2012, the Department of Public Health and Los Angeles Best Babies Network, with significant support from First5LA, took up that challenge. They brought together home visiting stakeholders from across the county for the first-ever meeting of what would become known as the Los Angeles County Perinatal and Early Childhood Home Visitation Consortium. Los Angeles, through the Consortium, and with significant support from the Los Angeles Partnership for Early Childhood Investment, was also chosen as a partner in the Pew Charitable Trusts Home Visiting Campaign (Pew’s only county partner in the country). Stakeholders came to the table with exciting ideas of how the Consortium might be able to improve service quality, coordination, and funding, including but not limited to: . Identifying best practices . Providing training and technical assistance . Building better referral systems . Advocating for greater and more sustainable funding . Advocating for allocations of funds that better match community needs and allow more flexibility . Advocating for policies to improve service delivery . Developing countywide policies, procedures and standards of practice . Establishing common outcome measurement . Establishing common data tracking mechanisms.

Contributions of the Consortium Leading into this Strategic Planning Process Since its founding, the Consortium has made great strides in bringing together the diverse and siloed landscape of home visitation actors and advocates in L.A. County. The Consortium has maintained consistent participation by First 5 LA, Department of Public Health, Department of Children and Family Services, Office of Child Care, Pew Charitable Trusts, Children Now, Los Angeles Best Babies Network, leading nonprofit providers of home visitation services (including providers of Early Head Start, Healthy Families America, Parents as Teachers, Positive Parenting Program (Triple P) and other models), and numerous other stakeholders. During its first two years, the Consortium made substantial progress in three domains: (1) drafting common indicators of quality services, (2) beginning the planning for a mechanism to collect

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History and Context county-wide data to bridge diverse program models and geographies, and (3) drafting a referral matrix to help alleviate confusion around available programs so that clients may connect with the right program most efficiently. Pew Charitable Trusts chose the Consortium as one of its key partners in its national Data for Performance Initiative, providing expertise and resources to help the formation of “Headline Indicators” that would be measured consistently across all home visiting programs regardless of funding streams or program model. Shared headline indicators are critical to being able to tell a story of shared impact of home visiting services throughout the County. First 5 LA committed to building a data warehouse for collecting and storing these Headline Indicators. The Department of Public Health and non-profit partners led the categorization of programs by geography and intake criteria to help improve referral flow to available programs. Throughout this time of initial launch, the Consortium sustained an underlying, deep commitment to the success of families in Los Angeles, and to home visitation as a leading model to ensure all children have the opportunity to grow healthy, strong, safe and supported.

Timely Emphasis on Prevention-focused Home Visitation in Los Angeles County The value that the Consortium brings to the social service landscape could not be more timely. At the time of this writing, legislatures, government agencies and organizations are actively looking at and debating home visitation as a key strategy at the local, state and federal levels. Nationwide, leaders are building off of new investments in home visitation models and policymakers are examining data and resources as they consider future policies. On the federal level, in 2010, Congress made a substantial investment in home visiting through the Maternal Infant and Early Childhood Home Visiting (MIECHV) program. That funding supports Nurse Family Partnership countywide, including an innovative partnership with LAUSD, and Healthy Families America in the Antelope Valley. On the local level, Los Angeles County also supports these programs; together, combined with federal matching funds, these programs support 1275 first time, teenage mothers in every region in the county including 100 students within the Los Angeles Unified School District. In addition, in 2013, the First 5 LA Commission voted to expand its investment in Welcome Baby and targeted evidence-based home visitation programs from its initial pilot site in Metro Los Angeles, initiating partnerships with 13 hospitals throughout LA County. At full implementation in 2016, this program is expected to serve an estimated 34,300 mothers (25% of births countywide). These significant governmental investments have dramatically expanded the availability of home visitation programs in LA County in recent years, but their current investment is not guaranteed to continue indefinitely. The MIECHV funding has been extended twice but this current funding is set to expire in 2017 and there are no guarantees that it will be extended a third time. Funding from First5LA is also not guaranteed over the long term, as revenues from tobacco taxes, First5LA’s funding source, are declining. Meanwhile, the State of California has also been responding to the clear evidence that home visitation sends positive ripples throughout the community. The State legislature is currently considering AB 50, a bill that would initiate a state-wide planning process to expand the availability of home visitation services in California.

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History and Context

Last but not least, in 2014 the Los Angeles County Blue Ribbon Commission highlighted home visitation as one of its recommended strategies for preventing child abuse. The newly formed Office of Child Protection in turn is looking closely at home visitation as one of its prevention pillars. Consortium Members are actively engaged with the Office of Child Protection as it moves forward in exploring how to operationalize these strategic concepts. With all of these local, state and federal conversations underway, this is a critical time for Los Angeles to have a strong, collective voice to inform these home visitation planning processes and to prepare the data that will evidence the powerful local impact.

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Planning Process Planning Process

The Focus of Our Planning: Our Compelling Strategic Question In the Gina Airey Consulting planning methodology, a “compelling strategic question” is the big question that leaders want to answer through the planning process. After extensive input from the Strategic Planning Committee and Policy Committee of the Consortium, the Compelling Strategic Question was confirmed as follows: How will we define, structure and govern the Consortium and strategically focus our collaboration over the next 5 years to: (a) develop and promote a county-wide infrastructure that builds and supports coordinated quality home visitation services that maximize resources and integrate with other social services; and (b) advocate for and secure sustainable funding for home visitation services in LA County?

Overview of the Strategic Planning Process and Planning Team The diagram below illustrates the high-level stages in the facilitation process through which the Consortium has addressed the compelling strategic question. As summarized in this plan, consensus was developed regarding the Consortium’s strategic direction, governance guidelines and structure. Consultants Gina Airey, MBA, and Rochelle Alley, MBA, designed and facilitated the planning process and will provide technical assistance to ensure Membership takes the best first steps into implementation.

Stage I Stage II Stage III Stage IV Design project with Revise vision and craft Complete strategic Provide Co-Chairs and mission, plan: structure, implementation Strategic Planning 5-year strategic goals, charter, governance + support, track Team objectives goals, objectives, progress on plan, Gather and analyze Identify requirements metrics transition consultant information to for structure Establish 1-year action roles answer compelling plan for all goals strategic question

Manage process with Consortium leadership | Facilitate meetings All Stages Prevent and resolve conflict | Design consensus-building processes Develop healthy communication practices | Build capacity for collaboration

The first three stages of planning were propelled by regular meetings of the Strategic Planning Team – convened approximately monthly – followed by meetings open to all organizations involved with the Consortium. Strategic Planning Team Members also put in additional effort preparing for discussions, meeting with consultants, reviewing documents and participating in focused discussions of specific key content questions (for example, refining Metrics and clarifying the priorities for near-term advocacy work). We thank our dedicated Strategic Planning Team and, in particular, acknowledge our Co-Chairs and Coordinator/Project Manager for going above and beyond to ensure the quality of this process:

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Planning Process

o Suzanne Bostwick, interim MCAH Director, Department of Public Health (Co-Chair of Planning Team) o Lynn Yonekura, Executive Director, LA Best Babies Network (Co-Chair of Planning Team) o Jan French, Director of Programs, LA Best Babies Network (Acting Coordinator of the Consortium and Strategic Planning Project Manager) o Demitra Adams, Contract Program Auditor, Nurse Family Partnership, MCAH, Department of Public Health o Kate Anderson, Child Advocate, PEW Center on the States o Sharlene Gonzalians, Senior Public Health Research Associate, LA Best Babies Network o Paula Kaplan, Director, Early Head Start o Lynn Kersey, Executive Director, Maternal and Child Health Access o Stacy Lee, Policy Manager, First 5 Los Angeles o Bonnie Midura, Program Manager, Partnership for Early Childhood Investing, Baby Futures Fund o Jeanne Smart, RN, MSN, Director, Nurse Family Partnership, MCAH, Department Public Health By April 2015, Consortium meetings started to include breakout sessions organized by strategic goal topics. These goal-focused breakout groups were the successors to the Consortium’s previous two committees (Operations and Policy) and the precursor to the Workgroups being proposed in this Strategic Plan. As consensus confirmed these groups to be the optimal ones in order to drive forward the Consortium’s Goals and Action Plan, the Consortium began officially shifting toward this Workgroup structure in Summer 2015. Throughout the process, both electronic and in-person communication was utilized in order to invite input from stakeholders. Of particular note, at two points electronic surveys were used to invite feedback of draft materials and agreements that had been developed in Consortium meetings—confirming Mission, Vision, Tagline, Goals, and then later gaining feedback on the full Strategic Plan and Charter. The first meeting of Membership to re-launch the Consortium and officially ratify its Charter is planned for Fall 2015.

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Strategic Planning Results Strategic Planning Results

The Home Visitation Landscape and What We Learned from Stakeholders The strategic planning process began with research regarding the landscape of the activities, stakeholders, organizations, strengths and needs of perinatal and early childhood home visitation in Los Angeles County. One-on-one interviews were conducted with a broad range of stakeholders representing public and private entities, active and periodic participants, and various industries (health, early child hood, child welfare, mental health, political advocacy). These interviews were conducted: 1) to provide a forum for Members to reflect on their experiences with the Consortium, and 2) to gather valuable knowledge and input about priorities that could help focus the planning of vital Consortium efforts. Interviews averaged approximately one hour, and included consistent, structured questions regarding: . The core value of the Consortium . Strengths of the Consortium and its Membership . Strategic landscape (what other organizations are pursuing similar work) . Definitions of home visitation . Success criteria for future Consortium governance . Priority activities for the Consortium to pursue to achieve the vision This research revealed the following trends, perspectives and realities that were influential in shaping the Consortium’s Vision, Mission, Goals and Objectives.

Top priorities and opportunities according to interviewed Stakeholders were as follows: 1. Coordinate services better – to ensure families connect with the programs that best meet their needs and that resources are maximized 2. Secure greater resources to grow LA capacity 3. Speak with a collective voice that is informed by data – including specifically to measure, strategize, and advocate for LA-wide impact 4. Peer networking – industry/funding updates and shared vision Priorities #1-3 above were also echoed by interviewees as the opportunities through which the Consortium could make the biggest difference for children and families in LA. Consortium strengths as noted by interviewees included the Consortium’s:

 Ability to convene leading home visitation players  Leadership in formulating County-wide data mechanism to capture the quality, quantity, and impact of home visitation services  Leadership in gathering information to help better guide referrals into home visiting programs The strategic landscape analysis (see diagram below) revealed several influential facts about how the Consortium might uniquely contribute to the improvement and/or coordination of home visiting programs. It revealed that the Consortium was unique in its foci on improving service

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Strategic Planning Results coordination and on tracking LA-wide outcomes. It also indicated that while the Consortium was one of several entities interested in increasing home visitation funding and advocating with policymakers, that it may still play a valuable and unique role since there was no clear leader among them providing coordination in messaging. Last but not least, it demonstrated that it might similarly play a niche role regarding training and support of home visitors: while it was one of numerous organizations providing training, there was no one entity providing coordination or summary information on all the training available.

Figure 1 Strategic Landscape of Home Visitation

Additional concepts highlighted by numerous stakeholders included (a) the desire to partner with health insurers, hospitals, and others in the medical system to pilot home visitation as a funded model to improve health outcomes, reduce medical system costs, and broaden the availability of home visitation to all parents; and (b) the concept of a “universal” home visitation as a highly desired aspiration, but with lack of consensus that it was an appropriate goal for the next 5 years

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Strategic Planning Results New Consensus-driven Vision, Mission and Tagline: Committing to Collective Countywide Impact for Children Consortium Members built off stakeholder interviews and research through a facilitated process, gaining strong consensus around new Mission, Vision, and Tagline statements. The resulting Mission, Vision and Tagline in many ways re-confirmed the original needs and desires that drove the initial formation of the Consortium. At the same time, the new statements provided valuable focus and inspiration for the Consortium Membership: streamlining the numerous perspectives and opportunities expressed by stakeholders into statements that express clearly and concisely the core aspirations and purpose of the Consortium moving forward to 2020 and beyond.

Mission

Why the Los Angeles County Perinatal and Early Childhood Home Visitation Consortium exists. To coordinate, measure and advocate for high quality home-based support to strengthen all expectant and parenting families so that the children of Los Angeles County are healthy, safe and ready to learn.

Vision

What we aspire to create together. Our Ideal future state. Our children: Healthy, safe and thriving Our families: Supported, connected, resilient and self-sufficient Our communities: Strengthened for generations to come

Tagline

Inspirational phrase that succinctly captures mission and vision.

Home-based support: Begin early, impact a lifetime

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Strategic Planning Results Priorities for 2015-2020: Measuring and Growing Our Impact Informed by the Stakeholder Interview results and research, the Consortium narrowed and consolidated the wide breadth of ideas that had been proposed by Members into six Strategic Goals for 2015-2020 through a process that combined large group facilitation, small group refinement, and an open online forum for Member feedback. Building off the themes of coordination, measurement, and advocacy central to the Consortium’s new mission, the following goals surfaced as the key focal points for the upcoming five years.

1. Build working referral pathways among programs 2. Promote well-trained and supported home visitors 3. Collect data to understand, support and demonstrate collective impact 4. Elevate, promote and advocate for quality home visiting 5. Increase funding and partnerships 6. Self-govern effectively and impactfully

These Goals were determined to be the most important to pursue over the next five years in order to promote high-quality practices and maximize future funding among home visitation programs, so that LA’s children may be healthy, safe, and ready to learn. In addition, these were goals that were not being addressed by others or could not be as effectively addressed without the network of entities in the Consortium. Through a combination of further small group refinement and large group reflection, 5-year Objectives that are SMART (specific, measurable, attainable, relevant and timebound) were developed for each Goal, with accompanying 5-year metrics for the completion of implementation in 2020. The following pages outline in detail the Objectives and Metrics chosen by Consortium Members for 2015-2020.

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Strategic Planning Results

5-Year Goals, Objectives and Metrics Fully Defined

Strategic Goal #1. Build working referral pathways among programs

OBJECTIVES 2020 (5-YEAR) METRICS GOAL #1: Build working referral pathways among programs a. By year-end 2020, clarify and improve referral a.1. By 2020, no available home visitation client pathways into home visitation programs, openings are going unused including: a.2. By 2020, referrals into home visitation are  Refine by year-end 2016 and maintain working optimally utilizing an online system to over the next four years a referral matrix ensure all entities have access to timely and that will identify available Home Visitation correct information about services that are program(s) and clarify which program appropriate for each potential client; at least best matches each family’s needs by 90% of Member agencies are using referral tools geography developed or identified by the Consortium.  Develop (by year-end 2016) and maintain over next four years graphics/tools to help facilitate optimal referrals  By year-end 2020, build and maintain collaboration with existing referral systems (including but not limited to Healthy City, 211, Help Me Grow, and the Perinatal Mental Health Directory) to maximize the utility and comprehensiveness of their systems in linking clients to appropriate home visitation and other resources b. By year-end 2020, improve home visitation  Top resources needing improvement, client access to high priority referral opportunities for systemic improvement, and resources, including: potentially useful tools identified by year-end  By year-end 2017, identify top client 2017 referral resources needing improvement  Referral tools and policy recommendations to and policy recommendations that may address systemic barriers identified for top help improve systemic coordination needed resources by 2020.  By year-end 2020, develop referral tools and additional policy recommendations as may be appropriate to address top resource needs and systemic barriers

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Strategic Planning Results

Strategic Goal #2. Promote well-trained and supported home visitors

OBJECTIVES 2020 (5-YEAR) METRICS GOAL #2: Promote well-trained and supported home visitors a. From 2016 through 2020, serve as an a.1. By end of March 2020, expand use of existing tools to exchange for training resources (via obtain and disseminate training opportunities and development of Consortium Training and other resources to all home visiting related Development Listserv and in-person organizations that may provide ancillary services, such announcements at meetings) as hospitals, partnering nonprofit organizations, faith based organizations, and philanthropic organizations b. From 2016 through 2020, provide best b.1. By 2020, Consortium Members will be sharing training practice trainings (with CEUs) that are topics and costs, including providing training universally beneficial - but above and opportunities to peer agencies. beyond standard basic trainings for each program - such as trauma-informed care and reflective supervision c. From 2017 through 2020, promote c.1. By June 2017, a list of quality standards will be quality standards in Member agencies approved by the Consortium and available to assess including professional development home visitation programs and to assist programs with standards, case load sizes, supervision quality improvement practices and continuous quality improvement

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Strategic Planning Results

Strategic Goal #3. Collect data to understand, support and demonstrate collective impact

OBJECTIVES 2020 (5-YEAR) METRICS GOAL #3: Collect data to understand, support and demonstrate collective impact a. Develop measurement and illustrations a.1. Collection of key capacity and needs data by June of Los Angeles-wide home-visiting 2017; development of illustrative graphics by end of capacity to meet the needs of expectant year 2017 and parenting families by year-end 2016; a.2. Annual or bi-annual updating of data and graphics and perform ongoing data collection and updating of graphics through 2020 b. Establish an online data warehouse b.1. Online data warehouse management roles established (including establishing long- term by year-end 2016 management roles for warehouse) by b.2. Online data warehouse built by year end 2017 and year-end 2016 maintained through 2020 c. Pilot, finalize and fully launch headline c.1. By year-end 2018, headline indicator data collection indicator data collection by year-end fully launched with at least five program models 2018 participating (EHS, NFP, PAT, HFA, PPP) d. Use the headline indicators to analyze d.1. Analysis completed annually 2018-2020 regarding the the impact of home visiting services impact of home visiting services across LA County, across LA County and to identify identifying strengths and opportunities for county- strengths and opportunities for county- wide quality improvement wide quality improvement with and consortium input annually from 2018 through 2020 e. From 2017 through 2020, provide e.1. Data regarding services, needs and gaps collected and updated data to key funding delivered to key funding stakeholders 2017-2020 stakeholders regarding service availability and gaps in order to inform future funding allocation decisions f. During 2019/2020, provide updated f.1. Updated graphics and briefs developed and delivered graphics and briefs to key funding to key funding and policy stakeholders 2019-2010 stakeholders demonstrating collective impact in order to influence future funding decisions

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Strategic Planning Results

Strategic Goal #4. Elevate, promote and advocate for quality home visiting

OBJECTIVES 2020 (5-YEAR) METRICS GOAL #4: Elevate, promote and advocate for quality home visiting a. Support Consortium Members to speak a.1. By year-end 2017, Consortium has established with collective voice to partners, media communications tools, guidelines, and trainings for its and policymakers; train participating Members partners to deliver consistent messages, a.2. Consortium Members share consistent messaging for powerful stories and data from 2018 target audiences (funders, media and partners) 2018- through 2020 2020 b. By year-end 2020, LA County Board of b.1. By year-end 2020, LA County will devote more Supervisors will have passed board resources to home visiting services and will track motions that formalize County outcomes with First 5, Early Head Start and other departments’ participation in and Consortium participants; the Office of Child Protection support of Consortium outcomes, specifically will have a full understanding of home messaging, collaboration and referrals visitation, will utilize Consortium as source of around perinatal and early childhood expertise, will share Consortium messaging and will home visitation services participate in Consortium referral system c. Advance data-informed policies through c.1. By year-end 2020, Consortium will have developed a proactive policy development and set of data-informed policy recommendations in timely, responsive advocacy support of quality programming; funders and program models will have adopted Consortium recommended policy(ies)

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Strategic Planning Results

Strategic Goal #5. Increase funding and partnerships

OBJECTIVES 2020 (5-YEAR) METRICS GOAL #5: Increase funding and partnerships a. Advocate for long-term sustainable a.1. Through 2020, overall funding for home visitation in public funding that allows for local LA County will remain level with 2015 allocations or flexibility, is responsive to community increase need, and is aligned to support an a.2. By year-end 2018, Consortium will utilize the efficient network of services, so that in graphics/tools it has developed to illustrate how 2020, 2015 funding levels of home current funding lines up with community needs, and visitation have been preserved and to illustrate systemic barriers to efficient rollout of allocations are more efficiently aligned services with community needs a.3. In year-end 2020, home visitation funding is allocated in a manner that is responsive to community need and supportive of interagency coordination b. Build partnerships with public and b.1. By year-end 2018, target partners and appropriate private health insurance providers and messaging have been defined, and appropriate data is hospitals to promote and fund home being collected visitation services, resulting in a b.2. By year-end 2020, a Health Plan will have completed a completed Health Plan pilot of home home visitation pilot in partnership with the visitation by year-end 2020, at least Consortium 30% hospital funding of Welcome Baby b.3. By year-end 2020, one hospital will self-fund its own by hospitals, and at least one hospital- home visitation program funded home visitation program c. Build partnerships with at least two c.1. By year-end 2018, at least two philanthropic philanthropic organizations that have organizations have committed to 10 year investments committed to support network in the infrastructure of LA home visitation infrastructure and activities, providing funding and leadership when needed

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Strategic Planning Results

Strategic Goal #6. Self-govern effectively and impactfully

OBJECTIVES 2020 (5-YEAR) METRICS GOAL #6: Self-govern effectively and impactfully a. Operate as outlined in Consortium’s a.1. Through 2020, Membership, Coordinating Committee, Charter; update with improvements Workgroups and staff are functioning as outlined in informed by experience Charter a.2. Through 2020, Membership conducts reflection/evaluation and updates the Charter and/or practices to improve effectiveness and impact b. Coordinate and support b.1. Through 2020, Consortium’s workgroups/committees workgroups/committees that address evolve to effectively address priorities Consortium’s priorities c. Develop annual action plans to c.1. By end of September 2020, Consortium has adopted a implement the strategic plan; track and new 5-year strategic plan share progress on annual and five-year c.2. By year-end 2020, Workgroups, Committees and plans annual plans are ready d. Establish a presence for the Consortium c.3. Consortium has developed an online presence that with key stakeholders and online meets the needs of Membership and other key audiences

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Structure, Governance and Infrastructure Structure, Governance and Infrastructure

Refined Structure and Governance for Countywide Consortium Throughout the stakeholder interviews and facilitated discussions with the Consortium, implications for the structure and governance emerged. Consultants drew on the expertise of leaders of Community Partners – who have long worked with organizations of organizations – to draft a potential structure that was reviewed in depth with the Planning Team. Community Partners offers the definition of a Network as “Stakeholders with pre-existing relationships representing various organizational interests working toward alignment, results, and new ways of tackling a shared purpose.” Key features and principles of networks that are embedded in the new structure for the Consortium are: . Equal partnership among Member organizations . Stakeholders take risks – by sharing people, expertise and other resources – to advance a shared agenda . Moving from independence as separate entities to interdependence on matters regarding the shared agenda . No one organization or leader is “in charge” – there is shared authority and responsibility for the actions and future of the Network . Member organizations operate according to an agreement (which we call the Charter) . Staff support the management of the network but are not the leaders. The following diagram illustrates the new structure of the Consortium as it embodies these principles and moves forward the work of the Consortium on behalf of LA County families.

The Appendix includes the complete Charter of the Consortium that outlines purpose, priorities, Membership, roles, structure, processes, resources and accountability. In summary, below are the key aspects of the structure, governance and infrastructure as they are now designed. The spirit of a Network is an organization of organizations that is continually evolving, learning through

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Structure, Governance and Infrastructure experience how to best leverage collective resources to have the greatest impact. Because this is a new design that will be implemented concurrent with the approval of the Charter and the Strategic Plan, it is anticipated that lessons will be learned and adjustments will be made. At this time, functions and activities are organized as follows. Membership . The function of Membership is to act collectively in alignment with the Charter and to advance the Strategic Plan. . Collectively, the Membership self-governs. In other words, governance will not be delegated to a leadership committee or a few individuals in key roles. . Decisions will be made through facilitated consensus; if voting is needed, each Member organization will have one vote in alignment with the principle of equal partnership. . Examples of decisions of the Membership will be: setting annual policy priorities and annual Action Plans; signing off on the changes to the Charter. . Membership will meet approximately quarterly with regular communication among Members in between meetings to keep the work of the Consortium transparent and create opportunities for Membership to continually contribute to the work, whether or not they are active on a Workgroup.

Action-Focused Workgroups and Supportive Infrastructure The Consortium planning resulted in ambitious goals. Organizing sufficiently to support the work will be paramount for the momentum and progress of the Consortium. Members will work their plans through Workgroups, Workgroups will be connected through Co-Leads and staff will be critical to coordinate and facilitate all efforts. Workgroups . As illustrated above, Member participation will be organized in Workgroups that will drive forward specific Strategic Goals of the Strategic Plan. The purpose of Workgroups is to advance and update annual Action Plans for each of the Goals. Over time, Workgroups can emerge or sunset as priorities change. . These Workgroups will operate largely through the collective volunteer capacity of Members sharing staff time, expertise and resources collaboratively. Participants on Workgroups will be from various levels of Member organizations who each have the interest, capacity, and expertise to make the Action Plans happen. . The support of staff/consultants in the roles of Coordinator and Facilitator(s) will be key to supporting Members on Workgroups.

Co-Leads and the Consortium Coordinating Committee . Each Workgroup will select two volunteer Co-Leads to ensure that the Workgroup is on track. These Co-Leads will focus both on the Goal(s) of their Workgroup and help manage interdependencies and spot opportunities across Goals.

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Structure, Governance and Infrastructure

. The function of the Consortium Coordinating Committee is to coordination and communication across Workgroups and preparation of quarterly agendas for Membership. As noted above, their function is not governance; governance topics will be taken to the full Membership. Staffing Coordinator and Facilitator(s) . Not apparent from this diagram of Membership is the critical role of staff/consultants to keep efforts coordinated and productive. The function of these roles is to coordinate and support Consortium activity in alignment with the Charter and Strategic Plan. . These roles will connect the actions of the Workgroups with full Membership, anticipate and surface conflict so it can be addressed, and prepare and facilitate meetings. . Sustaining these critical staff roles will be dependent on investment or in-kind contributions from funders and Members.

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Action Plan 2015 - 2 0 1 6 Action Plan 2015-2016 and Workgroup Responsibilities

Through the Action Planning process, Consortium Members assigned responsibility for the first five strategic goals to Workgroups and established Year 1 milestones, providing the focus and division of labor to move forward both efficiently and effectively.

Workgroup Responsible for Advancing Referrals Goal #1: Build working referral pathways among programs

Support Goal #2: Promote well-trained and supported home visitors

Data Goal #3: Collect data to understand, support and demonstrate collective impact

Advocacy Goal #4: Elevate, promote and advocate for quality home visiting & Goal #5: Increase funding and partnership

In addition, it was agreed that ultimate responsibility for Goal #6: “Self-govern effectively and impactfully” would be shared by the Consortium Membership as a whole (as the network’s governing body), with significant operational support being provided for Goal #6 Objectives by the Consortium’s staff Coordinator and Facilitators. Detailed Action Plans for 2016 were developed within these four Workgroups through Planning Team guidance and Consortium-wide input. The following charts relay the resulting 2016 Action Plan milestones and the entities responsible for leading progress for each. The Action Planning process will be followed for each year of this Strategic Plan to consistently make progress toward 2020 (5-year) Metrics.

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What, By When and Who: Milestones and Metrics

Strategic Goal #1: Improving Referral Pathways – Led by Referrals Workgroup

OBJECTIVES 2016 ACTION PLAN MILESTONES a. By year-end 2020, clarify and improve  By end of January 2016, refine and maintain referral referral pathways into home visitation matrix that clarifies optimal referrals for parents programs, including: into home visitation programs  Refine by year-end 2016 and maintain  Investigate the capacity of Healthy City, 211, PMHD over the next four years a referral and others and whether adjustment would be matrix that will identify available Home needed to utilize their systems effectively for Visitation program(s) and clarify which Consortium Members’ needs by end of March 2016 program best matches each family’s  By end of June 2016, develop graphics/tools to needs by geography illustrate key information:  Develop (by year-end 2016) and  how existing models address the continuum of maintain over next four years family needs, graphics/tools to help facilitate optimal  assessments/enrollment criteria needed to referrals appropriately match parents with programs,  By year-end 2020, build and maintain  geographic availability of programs collaboration with existing referral systems (including but not limited to  If Healthy City/211/others can serve as referral hub, Healthy City, 211, Help Me Grow, and work with them to ensure that home visitation the Perinatal Mental Health Directory) program information is correctly listed (end of June to maximize the utility and 2016), that their taxonomy and processes work comprehensiveness of their systems in optimally (end of September 2016), that linking clients to appropriate home information is up to date (Member annual reminder visitation and other resources system in place by end of December 2016), and that our own constituents, clients and partners utilize them (end of December 2016)  If needed, define scope of build and explore funding required in order to integrate home visitation component effectively into Healthy City/211/others so that those who say they are pregnant get screened and referred to home visitation b. By year-end 2020, improve home  By end of December 2016, utilize Member survey to visitation client access to high priority identify systemic barriers to collaboration, top referral resources, including: client referral resources needing improvement, and  By year-end 2017, identify top client useful tools/agreements that would support referral resources needing coordination. improvement and policy recommendations that may help improve systemic coordination  By year-end 2020, develop referral tools and additional policy recommendations as may be appropriate to address top resource needs and systemic barriers

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Action Plan 2015 - 2 0 1 6 Strategic Goal #2: Training and Supporting Home Visitors – Led by Best Practices Workgroup

OBJECTIVES 2016 ACTION PLAN MILESTONES a. From 2016 through 2020, serve as an  Explore mechanisms for obtaining info on county exchange for training resources (via and local training activities and disseminate development of Consortium Training and information to Consortium Membership by Development Listserv and in-person November 1, 2015. announcements at meetings)  By end of March 2016, increase use of existing listserv (or similar tool) for sharing of training and other resources, actively publicizing the resource to all Consortium Members and partners  During 2015-2016, host standing announcement time during Membership Meetings to share training and development key resources b. From 2016 through 2020, provide best  By end of October 2015, workgroup will assess practice trainings (with CEUs) that are existing resources and opportunities for leveraging universally beneficial - but above and trainings, space, etc. beyond standard basic trainings for each  By end of December 2016, the Consortium will program - such as trauma-informed care develop its plan for leveraging trainings and gain and reflective supervision agency commitments c. From 2017 through 2020, promote quality  By end of June 2016, the Consortium will have standards in Member agencies including reviewed quality home visiting standards adopted professional development standards, case by several other states, as well as MIECHV, EHS, load sizes, supervision practices and HomVEE and other definitions continuous quality improvement

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Action Plan 2015 - 2 0 1 6 Strategic Goal #3: Collecting Data – Led by Data Workgroup

OBJECTIVES 2016 ACTION PLAN a. Develop measurement and  Research and quantify current capacity (by age, region, risk level, illustrations of Los Angeles- language, income, zip codes, SPA), current community needs and wide home-visiting capacity any service gaps by end of September 2016 to meet the needs of - Quantify potential full need (client base) of Los Angeles expectant and parenting families and obtain relevant DCFS, SPA/regional data by families by year-end 2016; end of March 2016 and perform ongoing data - Leverage Referrals Workgroup’s classification of collection and updating of programs by geography [anticipated by end of March graphics through 2020 2016] - Quantify capacity of existing home visitation programs by geography, types of services provided, and client base (age, language, income, etc.) by end of June 2016 - Identify what percentage of potential clients are accessing services by end of September 2016 - Identify and quantify service gaps by end of September 2016  Develop graphics/maps to illustrate current capacity, needs, and gaps - Leverage or collaborate with Referrals Workgroup as appropriate to develop maps/graphics showing (a) the availability of home visiting programs of various types and (b) the continuum of family needs by end of June 2016 - Develop map/graphic showing the need for home visiting programs of various types by end of September 2016 - Develop map/graphic showing how existing program capacity addresses (or fails to address) the continuum of family needs by end of September 2016 b. Establish an online data  By year-end 2016, establish an online data warehouse (including warehouse (including establishing long- term management roles for warehouse, establishing long- term agreements with Children’s Data Network, and Member data management roles for sharing agreements) warehouse) by year-end 2016 c. Pilot, finalize and fully launch  By mid-2018, begin pilot headline indicator data collection with headline indicator data [fill in #] agencies/program models collection by year-end 2018 d. Use the headline indicators to  By year-end 2016, identify other data sets to connect to analyze the impact of home (education, child welfare/DCFS, birth records, emergency rooms, visiting services across LA Persimmony, etc.) County and to identify strengths and opportunities for county-wide quality improvement with and

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Action Plan 2015 - 2 0 1 6

OBJECTIVES 2016 ACTION PLAN consortium input annually from 2018 through 2020 e. From 2017 through 2020,  By end of year-end 2016, share with Advocacy Workgroup and provide updated data to key Consortium Membership the graphics and briefs developed funding stakeholders under Objective (a) (illustrating community need for home regarding service availability visitation, availability of services, and service gaps) so that the and gaps in order to inform Consortium may educate funding stakeholders future funding allocation decisions f. During 2019/2020, provide  N/A updated graphics and briefs to key funding stakeholders demonstrating collective impact in order to influence future funding decisions

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Action Plan 2015 - 2 0 1 6 Strategic Goal #4: Advocating for Quality – Led by Advocacy Workgroup

OBJECTIVES 2016 ACTION PLAN a. Support Consortium Members to speak  By mid-year 2016, establish current state of affairs, with collective voice to partners, media existing resources, communication tools, guidelines, and policymakers; train participating stories, trainings partners to deliver consistent messages,  Develop Elevator speech for variety of different powerful stories and data from 2018 consumers in 2016 through 2020 b. By year-end 2020, LA County Board of  In 2015 and 2016, advocate to pass LA County Board Supervisors will have passed board of Supervisors policy motions that formalize LA motions that formalize County County support for outcome tracking and for departments’ participation in and support perinatal and early childhood home visitation of Consortium outcomes, messaging, services at the state and local level collaboration and referrals around perinatal and early childhood home visitation services c. Advance data-informed policies through  By year-end 2016, Consortium will clarify when and proactive policy development and timely, how it will pursue advocacy (defining criteria to responsive advocacy support a policy)  By year-end 2016, Consortium will establish a forum or methodology for the timely vetting of policy opportunities that arise

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Action Plan 2015 - 2 0 1 6 Strategic Goal #5: Increasing Funding and Partnerships – Led by Advocacy Workgroup

OBJECTIVES 2016 ACTION PLAN a. Advocate for long-term sustainable public  By year-end 2016, forecast funding and future funding that allows for local flexibility, is needs for sustainability responsive to community need, and is  During 2016, leverage and/or collaborate with aligned to support an efficient network of Referral and Data Workgroups as may be services, so that in 2020, 2015 funding appropriate to develop powerful illustrations of levels of home visitation have been community needs and capacity preserved and allocations are more efficiently aligned with community needs b. Build partnerships with public and  By year-end 2016, Consortium will: private health insurance providers and - clarify what would be needed in order to bill hospitals to promote and fund home Medi-Cal targeted case management, MAA visitation services, resulting in a or other billing options, and completed Health Plan pilot of home - clarify with LA Care the data that needs to visitation by year-end 2020, at least 30% be gathered in order to demonstrate hospital funding of Welcome Baby by efficacy in the way that LA Care and other hospitals, and at least one hospital- medical entities will find most impactful funded home visitation program c. Build partnerships with at least two  In 2016, work with LA Partnership to develop philanthropic organizations that have messaging; create stories via NPR (KPCC) and a committed to support network “wish list” that can be ready at all times. infrastructure and activities, providing funding and leadership when needed

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Action Plan 2015 - 2 0 1 6 Strategic Goal #6: Self-Governing Effectively – Led by Membership, Consortium Coordinating Committee and Workgroups

OBJECTIVES 2016 ACTION PLAN a. Operate as outlined in  By year-end 2015, staff excerpt from the Charter the actions that Consortium’s Charter; need to be taken for ongoing, annual and ad hoc activities that will update with improvements need to be followed through on in 2016 informed by experience  Throughout 2016, Members sustain active and consistent participation in meetings/work of Membership, Coordinating Committee, and Workgroups b. Coordinate and support  By year-end 2015, clarify roles and scope of services for workgroups/committees Consortium staff and consultants that address Consortium’s  By end of January 2016, develop tools and methods for tracking priorities workplans across Workgroups and Coordinating Committee  By end of September 2016, conduct a reflection activity that each Workgroup/Committee will share with the Membership along with suggestions for improvements  Throughout 2016, Workgroups will support Consortium self- governance by keeping Membership apprised of status c. Develop annual action  By year-end 2015, develop tools and methods to regularly share plans to implement the progress on plans with the Membership strategic plan; track and  Throughout 2016, share progress on plans with the Membership at share progress on annual least quarterly and five-year plans  By year-end 2016, create new annual workplans that have been OK’d by Membership d. Establish a presence for the  By year-end 2015, determine if and when the Consortium will Consortium with key create a logo, letterhead and other markers of a brand stakeholders and online  By end of March 2016, determine what the Consortium’s online presence will be (considering audiences, needs and the resources required to maintain)  By end of June 2016, establish online presence

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Appendix: Planning Process Appendices

Appendix I: Detailed Planning Process The section of the Strategic Plan titled “Planning Process” provides an overview. The table below summarizes activities across the four stages of facilitation throughout 2015.

Co-Chairs & Full Consortium & Committees/ Planning Team Key Stakeholders Workgroups

January – March Confirm compelling Conduct systematic inquiries Assess status (overall (Stage I) strategic question, (interviews, meetings, research, strengths, priorities, Design project with Co- design process (data- analysis, as appropriate) to assess: leadership, team Chairs and Planning Team gathering, - Underlying stakeholder interests, development needs, stakeholder roles, priorities communications, etc.) Gather and analyze outputs) - Unique value and priorities of information to answer Consortium compelling strategic Establish work plans, - Degree of agreement with draft question timelines and regular vision, goals meetings with - Points of strength/agreement Project Manager and and points of Planning Team conflict/disagreement

February – May Ongoing project Strategic Planning Facilitation Draft 5-year objectives (Stage II) management with - Confirm vision and build and metrics Revise vision and craft Project Manager and commitment for shared agenda mission, 5-year strategic Co-Chairs - Clarify 5-year goals goals, objectives Facilitate Planning Conduct Member survey to Team (regarding confirm mission, vision, tagline, Identify requirements for work in next goals structure columns) June – September Ongoing project Facilitation of Strategic Planning Finalize definition, (Stage III) management with and development of Structure structure, governance and Complete strategic plan: Project Manager and and Governance Consortium Charter structure, charter, Co-Chairs - Establish mechanisms to Coordinate selection of governance + goals, Facilitate Planning measure outcomes Co-Leads for Workgroups objectives, outcomes Team (regarding - Create 1-year action plan with and prep for workplanning work in next clear milestones, timeframes and and work Establish 1-year action columns) roles Identify any additional plan for all goals - Design structure and governance support required for to advance goals and vision optimal progress - Identify resources in place and any resources needed to execute action plan and accomplish goals

August – December Ongoing project Transition from planning mode to Support tracking of (Stage IV) management with implementation activities workplans, follow through Provide implementation Project Manager and Participation in monthly or and progress support, track progress Co-Chairs quarterly meetings, as is Participation in monthly or on plan, transition Facilitate Planning determined to be appropriate quarterly meetings consultant roles Team (regarding Conflict resolution support, if Conflict resolution work in next needed support, if needed columns)

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A p p e n d i x : Full Chart of Goals, Objectives, 2016 Action Plan, 2020 M e t r i c s

Appendix II: Full Charts of Goals, Objectives, 2016 Action Plan, 2020 Metrics OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #1: Build working referral pathways among programs a. By year-end 2020, clarify  By end of January 2016, refine and a.3. By 2020, no available and improve referral maintain referral matrix that home visitation client pathways into home clarifies optimal referrals for openings are going unused visitation programs, parents into home visitation a.4. By 2020, referrals into including: programs home visitation are  Refine by year-end  Investigate the capacity of Healthy working optimally utilizing 2016 and maintain City, 211, PMHD and others and an online system to ensure over the next four whether adjustment would be all entities have access to years a referral matrix needed to utilize their systems timely and correct that will identify effectively for Consortium information about services available Home Members’ needs by end of March that are appropriate for Visitation program(s) 2016 each potential client; at and clarify which  By end of June 2016, develop least 90% of Member program best graphics/tools to illustrate key agencies are using referral matches each family’s information: tools developed or needs by geography identified by the - how existing models address Consortium.  Develop (by year-end the continuum of family needs, 2016) and maintain - assessments/enrollment over next four years criteria needed to appropriately graphics/tools to help match parents with programs, facilitate optimal referrals - geographic availability of programs  By year-end 2020, build and maintain  If Healthy City/211/others can collaboration with serve as referral hub, work with existing referral them to ensure that home systems (including but visitation program information is not limited to Healthy correctly listed (end of June 2016), City, 211, Help Me that their taxonomy and processes Grow, and the work optimally (end of Sept. Perinatal Mental 2016), that information is up to Health Directory) to date (Member annual reminder maximize the utility system in place by end of Dec. and 2016), and that our own comprehensiveness of constituents, clients and partners their systems in utilize them (end of Dec. 2016) linking clients to  If needed, define scope of build appropriate home and explore funding required in visitation and other order to integrate home visitation resources component effectively into Healthy City/211/others so that those who say they are pregnant get screened and referred to home visitation

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A p p e n d i x : Full Chart of Goals, Objectives, 2016 Action Plan, 2020 M e t r i c s

OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS b. By year-end 2020,  By end of December 2016, utilize  Top resources needing improve home visitation Member survey to identify improvement, client access to high systemic barriers to collaboration, opportunities for systemic priority referral top client referral resources improvement, and resources, including: needing improvement, and useful potentially useful tools  By year-end 2017, tools/agreements that would identified by year-end identify top client support coordination. 2017 referral resources  Referral tools and policy needing improvement recommendations to and policy address systemic barriers recommendations identified for top needed that may help improve resources by 2020. systemic coordination  By year-end 2020, develop referral tools and additional policy recommendations as may be appropriate to address top resource needs and systemic barriers

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OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #2: Promote well-trained and supported home visitors a. From 2016 through 2020,  Explore mechanisms for obtaining a.2. By end of March 2020, serve as an exchange for info on county and local training expand use of existing training resources (via activities and disseminate tools to obtain and development of information to Consortium disseminate training Consortium Training and Membership by November 1, opportunities and other Development Listserv and 2015. resources to all home in-person announcements  By end of March 2016, increase visiting related at meetings) use of existing listserv (or similar organizations that may tool) for sharing of training and provide ancillary services, other resources, actively such as hospitals, publicizing the resource to all partnering nonprofit Consortium Members and organizations, faith based partners organizations, and philanthropic  During 2015-2016, host standing organizations announcement time during Membership Meetings to share training and development key resources b. From 2016 through 2020,  By end of October 2015, b.2. By 2020, Consortium provide best practice workgroup will assess existing Members will be sharing trainings (with CEUs) that resources and opportunities for training topics and costs, are universally beneficial - leveraging trainings, space, etc. including providing but above and beyond  By end of December 2016, the training opportunities to standard basic trainings Consortium will develop its plan peer agencies. for each program - such as for leveraging trainings and gain trauma-informed care and agency commitments reflective supervision c. From 2017 through 2020,  By end of June 2016, the c.2. By June 2017, a list of promote quality Consortium will have reviewed quality standards will be standards in Member quality home visiting standards approved by the agencies including adopted by several other states, Consortium and available professional development as well as MIECHV, EHS, HomVEE to assess home visitation standards, case load sizes, and other definitions programs and to assist supervision practices and programs with quality continuous quality improvement improvement

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OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #3: Collect data to understand, support and demonstrate collective impact a. Develop measurement  Research and quantify current a.3. Collection of key capacity and illustrations of Los capacity (by age, region, risk level, and needs data by June Angeles-wide home- language, income, zip codes, SPA), 2017; development of visiting capacity to meet current community needs and any illustrative graphics by end the needs of expectant service gaps by end of September of year 2017 and parenting families by 2016 a.4. Annual or bi-annual year-end 2016; and - Quantify potential full need updating of data and perform ongoing data (client base) of Los Angeles graphics collection and updating of families and obtain relevant graphics through 2020 DCFS, SPA/regional data by end of March 2016 - Leverage Referrals Workgroup’s classification of programs by geography [anticipated by end of March 2016] - Quantify capacity of existing home visitation programs by geography, types of services provided, and client base (age, language, income, etc.) by end of June 2016 - Identify what percentage of potential clients are accessing services by end of September 2016 - Identify and quantify service gaps by end of September 2016  Develop graphics/maps to illustrate current capacity, needs, and gaps - Leverage or collaborate with Referrals Workgroup as appropriate to develop maps/graphics showing (a) the availability of home visiting programs of various types and (b) the continuum of family needs by end of June 2016 - Develop map/graphic showing the need for home visiting programs of various types by end of September 2016 - Develop map/graphic showing how existing program capacity addresses (or fails to address)

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the continuum of family needs by end of September 2016 b. Establish an online data  By year-end 2016, establish an b.3. Online data warehouse warehouse (including online data warehouse (including management roles establishing long- term establishing long- term established by year-end management roles for management roles for warehouse, 2016 warehouse) by year-end agreements with Children’s Data b.4. Online data warehouse 2016 Network, and Member data built by year end 2017 and sharing agreements) maintained through 2020 c. Pilot, finalize and fully  By mid-2018, begin pilot headline c.2. By year-end 2018, launch headline indicator indicator data collection with [fill headline indicator data data collection by year- in #] agencies/program models collection fully launched end 2018 with at least five program models participating (EHS, NFP, PAT, HFA, PPP) d. Use the headline  By year-end 2016, identify other d.2. Analysis completed indicators to analyze the data sets to connect to annually 2018-2020 impact of home visiting (education, child welfare/DCFS, regarding the impact of services across LA County birth records, emergency rooms, home visiting services and to identify strengths Persimmony, etc.) across LA County, and opportunities for identifying strengths and county-wide quality opportunities for county- improvement with and wide quality improvement consortium input annually from 2018 through 2020 e. From 2017 through 2020,  By end of year-end 2016, share e.2. Data regarding services, provide updated data to with Advocacy Workgroup and needs and gaps collected key funding stakeholders Consortium Membership the and delivered to key regarding service graphics and briefs developed funding stakeholders availability and gaps in under Objective (a) (illustrating 2017-2020 order to inform future community need for home funding allocation visitation, availability of services, decisions and service gaps) so that the Consortium may educate funding stakeholders f. During 2019/2020,  N/A f.2. Updated graphics and provide updated graphics briefs developed and and briefs to key funding delivered to key funding stakeholders and policy stakeholders demonstrating collective 2019-2010 impact in order to influence future funding decisions

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A p p e n d i x : Full Chart of Goals, Objectives, 2016 Action Plan, 2020 M e t r i c s

OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #4: Elevate, promote and advocate for quality home visiting a. Support Consortium  By mid-year 2016, establish a.3. By year-end 2017, Members to speak with current state of affairs, existing Consortium has collective voice to resources, communication tools, established partners, media and guidelines, stories, trainings communications tools, policymakers; train  Develop Elevator speech for guidelines, and trainings participating partners to variety of different consumers in for its Members deliver consistent 2016 a.4. Consortium Members messages, powerful share consistent stories and data from messaging for target 2018 through 2020 audiences (funders, media and partners) 2018-2020 b. By year-end 2020, LA  In 2015 and 2016, advocate to b.2. By year-end 2020, LA County Board of pass LA County Board of County will devote more Supervisors will have Supervisors policy motions that resources to home visiting passed board motions formalize LA County support for services and will track that formalize County outcome tracking and for outcomes with First 5, departments’ perinatal and early childhood Early Head Start and other participation in and home visitation services at the Consortium participants; support of Consortium state and local level the Office of Child outcomes, messaging, Protection specifically will collaboration and referrals have a full understanding around perinatal and early of home visitation, will childhood home visitation utilize Consortium as services source of expertise, will share Consortium messaging and will participate in Consortium referral system c. Advance data-informed  By year-end 2016, Consortium will c.2. By year-end 2020, policies through proactive clarify when and how it will Consortium will have policy development and pursue advocacy (defining criteria developed a set of data- timely, responsive to support a policy) informed policy advocacy  By year-end 2016, Consortium will recommendations in establish a forum or methodology support of quality for the timely vetting of policy programming; funders and opportunities that arise program models will have adopted Consortium recommended policy(ies)

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OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #5: Increase funding and partnerships a. Advocate for long-term  By year-end 2016, forecast a.4. Through 2020, overall sustainable public funding funding and future needs for funding for home visitation that allows for local sustainability in LA County will remain flexibility, is responsive to  During 2016, leverage and/or level with 2015 allocations community need, and is collaborate with Referral and Data or increase aligned to support an Workgroups as may be a.5. By year-end 2018, efficient network of appropriate to develop powerful Consortium will utilize the services, so that in 2020, illustrations of community needs graphics/tools it has 2015 funding levels of and capacity developed to illustrate home visitation have been how current funding lines preserved and allocations up with community needs, are more efficiently and to illustrate systemic aligned with community barriers to efficient rollout needs of services a.6. In year-end 2020, home visitation funding is allocated in a manner that is responsive to community need and supportive of interagency coordination b. Build partnerships with  By year-end 2016, Consortium b.4. By year-end 2018, target public and private will: partners and appropriate health insurance - clarify what would be needed in messaging have been providers and hospitals order to bill Medi-Cal targeted defined, and appropriate to promote and fund case management, MAA or data is being collected home visitation services, other billing options, and b.5. By year-end 2020, a Health resulting in a completed - clarify with LA Care the data Plan will have completed a Health Plan pilot of that needs to be gathered in home visitation pilot in home visitation by year- order to demonstrate efficacy partnership with the end 2020, at least 30% in the way that LA Care and Consortium hospital funding of other medical entities will find b.6. By year-end 2020, one Welcome Baby by most impactful hospital will self-fund its hospitals, and at least own home visitation one hospital-funded program home visitation program c. Build partnerships with at  In 2016, work with LA Partnership c.2. By year-end 2018, at least least two philanthropic to develop messaging; create two philanthropic organizations that have stories via NPR (KPCC) and a “wish organizations have committed to support list” that can be ready at all times. committed to 10 year network infrastructure investments in the and activities, providing infrastructure of LA home funding and leadership visitation when needed

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A p p e n d i x : Full Chart of Goals, Objectives, 2016 Action Plan, 2020 M e t r i c s

OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #6: Self-govern effectively and impactfully a. Operate as outlined in  By year-end 2015, staff excerpt a.3. Through 2020, Consortium’s Charter; from the Charter the actions that Membership, Coordinating update with need to be taken for ongoing, Committee, Workgroups improvements informed annual and ad hoc activities that and staff are functioning by experience will need to be followed through as outlined in Charter on in 2016 a.4. Through 2020,  Throughout 2016, Members Membership conducts sustain active and consistent reflection/evaluation and participation in meetings/work of updates the Charter Membership, Coordinating and/or practices to Committee, and Workgroups improve effectiveness and impact b. Coordinate and support  By year-end 2015, clarify roles and b.2. Through 2020, workgroups/committees scope of services for Consortium Consortium’s that address Consortium’s staff and consultants workgroups/committees priorities  By end of January 2016, develop evolve to effectively tools and methods for tracking address priorities workplans across Workgroups and Coordinating Committee  By end of September 2016, conduct a reflection activity that each Workgroup/Committee will share with the Membership along with suggestions for improvements  Throughout 2016, Workgroups will support Consortium self- governance by keeping Membership apprised of status c. Develop annual action  By year-end 2015, develop tools c.4. By end of September 2020, plans to implement the and methods to regularly share Consortium has adopted a strategic plan; track and progress on plans with the new 5-year strategic plan share progress on annual Membership c.5. By year-end 2020, and five-year plans  Throughout 2016, share progress Workgroups, Committees on plans with the Membership at and annual plans are ready least quarterly  By year-end 2016, create new annual workplans that have been OK’d by Membership d. Establish a presence for  By year-end 2015, determine if c.6. Consortium has developed the Consortium with key and when the Consortium will an online presence that stakeholders and online create a logo, letterhead and meets the needs of other markers of a brand Membership and other key  By end of March 2016, determine audiences what the Consortium’s online

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OBJECTIVES 2016 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #6: Self-govern effectively and impactfully presence will be (considering audiences, needs and the resources required to maintain)  By end of June 2016, establish online presence

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A p p e n d i x : Consortium Charter

Appendix III: Consortium Charter3 Reasons for Charter . Seeing the power of a united voice, coordinated referrals, supported home visitors, data- informed advocacy, expanded partnerships, and increased funding, our organizations have joined together to create a formal network. This charter outlines the agreement made by us, Membership organizations, to sustain the Los Angeles County Perinatal and Early Childhood Home Visitation Consortium and to forward its goals. . This charter is open-ended. It may be reviewed and updated at any time as may be needed to support the Consortium’s collaboration, and will be reviewed at least every two years by the Membership. Purpose of the Consortium . During the 2015 strategic planning process, Members of the Consortium revised the previous mission statement and crafted both a vision statement and tagline. o Mission Why the Los Angeles County Perinatal and Early Childhood Home Visitation Consortium exists. To coordinate, measure and advocate for high quality home-based support that strengthens all expectant and parenting families so that the children of Los Angeles County are healthy, safe and ready to learn. o Vision What we aspire to create together. Our ideal future state. Our children: Healthy, safe and thriving Our families: Supported, connected, resilient and self-sufficient Our communities: Strengthened for generations to come o Tagline Inspirational phrase that succinctly captures mission and vision. Home-based support: Begin early, impact a lifetime Consortium Priorities . The 2015 strategic planning process resulted in six strategic goals that will be pursued through 2020. These goals, and their related strategic objectives, 5-year metrics, and first-year action plan are more fully outlined in the Consortium’s 2015 Strategic Plan.

o Strategic Goals (2015 – 2020) How we will live out our mission and reach toward our vision. Coordinate: 1. Build working referral pathways among programs 2. Promote well-trained and supported home visitors Measure: 3. Collect data to understand, support and demonstrate collective impact Advocate:

3 Outline of charter and recommended content based on sample agreement in Networks that Work: A Practitioner’s Guide to Managing Networked Action by Paul Vandeventer and Myrna Mandell, Ph.D., 2011.

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A p p e n d i x : Consortium Charter

4. Elevate, promote and advocate for quality home visiting 5. Increase funding and partnerships As a Consortium: 6. Self-govern effectively and impactfully Membership . As Members we are unified in our deep commitment to the value of home visiting and our desire to measure and illustrate its value, to expand its availability, to meet unmet needs, to support home visitors, to increase partnerships and funding, and to secure supportive policies. These are the most important distinguishing characteristics of Members. . The types of establishing Members include: community-based social services and health services agencies; child and family advocacy organizations; county or city departments; early education providers; funding entities; and school districts. On a case-by-case basis, individuals (such as subject matter experts) may be considered for Membership in the Consortium. Like all potential Members, they will be required to complete an application, outlining how they will contribute to the work of the Consortium, which will be subject to review and approval by the Membership. . Potential new Members will be considered by the Membership at quarterly meetings. Before consideration, organizations will submit a brief application that will be shared with the Membership prior to the meeting. The application confirms that the organization seeking Membership: o Understands this Charter and is ready to agree to it; o Will allocate staff time to meet requirements for engagement and specifies the intended initial engagement (e.g., the name of a staff Member who will be involved and which Workgroup s/he will participate on); and o Will make other contributions to the work of the Consortium (with specifics of what these contributions will be, for example, the commitment of a percentage of a staff grant writer’s time for a specified period). . Once accepted for Membership, representatives of the organization who will be participating with the Consortium will be provided a new Member orientation by staff and/or Members. . Annually, Members will individually be asked to re-confirm their Membership. Any time Member organizations change their representative(s) to the Consortium or Workgroup(s), they will inform the Coordinator. Roles and Commitments of Members . As Members we are unified in a shared purpose and shared “ownership” of the Consortium’s activities and accomplishments. Each Member and, more importantly, our clients and community will share in the rewards of our collective impact. . Current and future Members will meet these minimum requirements. At least one representative of the Member organization will: o Speak on behalf of their organization (for example, participate in consensus-building discussions on behalf of the Member organization as the Consortium approves annual priorities and policy agenda);

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o Actively participate in at least one Workgroup; o Consistently participate in quarterly Membership meetings and Membership activities (such as surveys, data sharing, campaigns); o Have the authority to commit staff time and other organizational resources. . There are no Member dues; however, Member organizations are expected to tap into organizational resources to make various contributions that will advance the shared purpose and action plans of the Consortium. Members are expected to explore and pursue opportunities to share agency/institutional resources. While contributions will vary with the type and size of Member organizations, contributions may include: o Sharing of expertise; o Making connections that support the Consortium’s priorities; o In-kind donations; and o Financial donations. . As the Consortium implements its strategic plan, additional expectations will be set for Members, such as: participating in data collection efforts, keeping referral information up-to- date, etc. . In addition to positive engagement, representatives of Member organizations are expected to refrain from activities that would detract from, counteract or impede the timely implementation of the strategic plan, annual action plans, and Workgroup workplans. Depending on the severity of the action, the Membership can decide to ask a Member to assign different representative(s) or even leave the Consortium. An example of such activities is related to speaking on behalf of the Consortium. o Speaking on behalf of the Consortium should be done only when the Member has been empowered to speak as a representative of the Consortium by the Membership; explicit approval is required before a Member can present themselves as a representative of the Membership of the Consortium. o In general, Members will be asked to speak as an individual or as a representative of their own organization, instead of as a representative of the Consortium. In such situations, the individual could state that their employer/organization/program is a Member of the Consortium and endorses the position, action or policy of the Consortium. o The Consortium may choose to give standing authority (or for a specific timeframe) to the person in a particular role to speak on behalf of the Consortium. . As noted above, the Membership will review this Charter at least every two years. . Annually, Members will collectively consider, perform and/or produce: o A reflection on the quality and effectiveness of the operations of the Consortium (see further guidance under Accountability); o Substantive updates to the strategic plan (especially if there are revisions to mission, vision or other statements of shared purpose); o An annual action plan (reflecting Consortium priorities) and policy agenda that are both aligned with the 5-year metrics of the strategic plan; o An annual operating budget and fund development plan. . Members commit to open and constructive communication, civility and equal partnership.

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A p p e n d i x : Consortium Charter

. Members commit to joint decision making processes: o The preferred method of decision making will be facilitated consensus; this includes the following steps: 1) Inform Membership in advance that a decision will be made; 2) Provide options and time to consider/discuss; 3) Clearly indicate the timeline and process for submitting feedback; 4) At each step in process remind of the full process leading up to decision; 5) Make clear when decision is being made; and 6) Support consensus-building process. The suggested consensus-building process is some variation on the Gradients of Agreement. When decisions must be made outside of quarterly Membership meetings, consensus-building may be done electronically. o When deemed necessary – because of the lack of consensus after prolonged efforts, or the need to poll Membership virtually, or another reason – voting may be used. In these instances, each Member organization will have one vote. Operational Structure and Procedures

. The following diagram illustrates the structure of the Consortium.

. The Membership, its requirements and activities are described above. The primary function of Membership is to live out this charter and the strategic plan. Consistent communication and regular meetings will help the Membership to fulfill its function. o Quarterly Membership meetings will be facilitated by the Consortium’s staff Facilitator. o The Consortium’s Facilitator and Coordinator are responsible for meeting logistics and meeting related communication. o Typical topics for Membership meetings may include: . Updates from each Workgroup; . Requests of Member organizations to support a priority of the Consortium through action or planning within their organizations; . Requests of Member organizations to lend expertise or perspective on specific topics and opportunities; . Consideration of changing internal or external conditions that might merit a new/changed response from the Consortium; . Approval and/or welcome of new Members;

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A p p e n d i x : Consortium Charter

. Removing an organization from Membership (due to inactivity or otherwise failing to meet the requirements for Members); . Discussion and resolution of points of conflict; and . Training of Members to be more effective as a Consortium. o Due to the topics anticipated at Membership meetings, it is recommended that Member organizations are represented at these meetings by staff with the authority to make decisions or allocate resources on behalf of their program/organization. (See Membership requirements.) o In addition to quarterly meetings, the Membership allows for ad hoc calls or electronic communication in order to brief Membership and/or obtain approval of time-sensitive issues or opportunities, such as those related to funding or advocacy. . Membership will be supported in its self-governance by a Consortium Coordinating Committee. The primary function of the Consortium Coordinating Committee is to coordinate and communicate across workgroups in order to manage interdependencies and ensure mutually reinforcing activities toward agreed-upon priorities. o In addition, the Committee will inform the development of agendas for quarterly Membership meetings and may work with the Facilitator to prepare for these meetings. o To reiterate: The Consortium Coordinating Committee is not a governing or steering committee. They support the overall Membership but are focused on the Consortium’s actions and results through the Workgroups, not on the governance of the Consortium. o The Consortium Coordinating Committee will be comprised of the Co-Leads of each of the active Workgroups. Facilitation and coordination will be provided by Consortium staff. o The Committee will meet or teleconference quarterly, in preparation of Membership’s quarterly meetings, or as frequently as may be deemed needed or helpful to ensure efficient and effective communication among Members. . The strategic goals and objectives of the Consortium will be enacted through the Membership and Workgroups. The primary function of Workgroups is to advance and update action plans that support the Consortium’s agreed-upon priorities. o Each Workgroup will be comprised of representatives of Member organizations. These volunteer Workgroup participants may be from various levels/areas of their organizations. The key criteria for Workgroup participation is the interest, capacity, and/or expertise to help advance the Workgroup’s workplan. o Each Workgroup will have two Co-Leads who will help the Workgroup to stay on track and also serve on the Consortium Coordinating Committee. o To choose initial or subsequent Co-Leads of a Workgroup, or to select a mid-term replacement Co-lead: Workgroup Members will be informed of the open role and given an opportunity to volunteer or nominate a fellow Workgroup or Consortium Member. After the designated period of time has passed, the Coordinator will notify the Membership of the Workgroup’s recommended Co-lead, and allow the Membership time to consider and provide feedback on the recommendation (privately). If no nominees are received from within the Workgroup, the Coordinator will notify the

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Membership and solicit nominees from them. In either case, the Membership is responsible for final approval of the Co-lead. o Workgroups will determine the method of chairing/facilitating meetings and coordinating work that is most effective for their work and supportive of the interdependencies with other Workgroups. o Workgroups will meet monthly, or as needed. With the support of Consortium staff, they will set their own meeting schedules and workplans. o Frequently, and at least at quarterly Membership meetings, the Membership will be apprised of the status of each Workgroup’s activities and accomplishments. o Members recognize that Workgroups may evolve over time as Consortium priorities evolve, e.g., starting or stopping a Workgroup; changing focus and therefore name of a Workgroup; calling for new Members with expertise that matches the next phase of work. Workgroup Members are to keep the Consortium Membership apprised of the evolution of the Workgroup. Major changes such as starting or stopping a Workgroup will require concurrence of Membership; however, these changes will not necessitate an update to the Charter. . The Charter of the Consortium serves as the charter of our Workgroups. At the signing of this Charter, there are four Workgroups, each devoted to one or more strategic plan goals (see list of goals above): o Referrals Workgroup - focused on goal 1; o Best Practices Workgroup - focused on goal 2; o Data Workgroup – focused on goal 3; o Advocacy Workgroup – focused on goals 4 and 5. Roles of Staff and Consultants . The Charter references two staff roles that will be fulfilled by staff and/or consultants: Facilitator and Coordinator. o The primary responsibility of the Facilitator is guidance and support of the Consortium in alignment with the Charter and strategic plan. Sample activities include connecting workgroups and the whole; anticipating and surfacing conflict so it can be addressed; and prepping and facilitating meetings, as needed. o The primary responsibility of the Coordinator is to serve as the key contact for the Consortium, managing communications and ensuring that necessary administrative support and logistics are available to support the smooth functioning of the Membership, Coordinating Committee, and Workgroups. Sample tasks/competencies include:  Liaise with other community-based efforts/entities to maintain knowledge of the field of home visitation in LA County and facilitate connections with relevant Consortium Workgroups  Maintain an in-depth knowledge of Consortium Strategic Plan and Charter, and develop and update related Workgroup action plans

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 Participate in each Workgroup to facilitate communication among Members, including development of shared communication methods (listservs, online platforms, etc.)  Provide technical support for use of shared tools (i.e., action plan documents)  Manage and/or provide administrative support for Consortium and Workgroup meetings  Work with Co-leads to arrange and fulfill research and content expertise needed to progress toward completion of action plans  Work with Membership and Coordinating Committee to ensure that measurable progress is made toward fulfilling Goal 6 of the Strategic Plan: “Self-govern effectively and impactfully”  Work with Membership to ensure that Consortium financial responsibilities outlined in this Charter (such as development of annual budget and funding plans) are fulfilled in a timely manner o See separate descriptions of job/role/scope. o Coordinator and Facilitator roles will be re-approved (and modified if needed) annually by the Membership. Funding and Resources . As outlined above, the primary fuel of our Consortium will be the engagement and contributions of the Membership, through our organizations and their representatives. This people power and other resources from knowledgeable, committed Members are necessary regardless of what other funding the Consortium is able to retain. . Each year the Membership will approve an annual operating budget and fund development plan. The intention is to invest all resources in strategic priorities, maximize funding and remain lean. . In addition to contributions from Member organizations, funds will need to be raised from private and public funders since there are no Member dues. The Consortium may seek grant or contract funds for operating support of the whole Consortium, operations of the Workgroups and/or specific Workgroup projects. The approach to funders will be coordinated across the Membership by Consortium staff. Individual Members will not fundraise for the Consortium unless empowered to do so by the Membership. When seeking funds, a Member organization(s) will act as the lead entity/ies. Accountability . As Membership of a self-governing, voluntary body, we will voluntarily hold ourselves accountable for living out this Charter and engaging in work toward agreed-upon priorities for the Consortium. This includes activities both within the structure of the Consortium as well as within our Member organizations. . Because the Consortium is a relatively new network, periodic reflection and/or evaluation is important for Members’ learning about what is working and what needs to be changed. Approximately every other year, the Membership will design a way to receive feedback from Members, partners, funders and/or others.

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A p p e n d i x : Consortium Charter

. Approximately annually, Membership will design a way to have a reflective conversation about the state of the Consortium’s connectivity, health and results. Our Membership meetings, formal reflection, and general communication forums will encourage constructive feedback on the following topics:4: o Consortium Connectivity: Membership (who participates from Member organizations in a network); structure (how connections between Members are structured and what flows through those connections) o Consortium Health: Resources (material resources a network needs to sustain itself, e.g., external funding); infrastructure (internal systems and structures that support the network, e.g., communication, rules and processes); advantage (network’s capacity for joint value creation) o Consortium Results: Interim Outcomes (results achieved as the network works toward its goal or intended impact); impact (ultimate goal or results the network is after). Serving as a Community Advisory Board . The activities of the Consortium have and will fulfill the requirement for a Community Advisory Board for one home visitation program, LA County’s Nurse-Family Partnership, which is a Member of the Consortium. . Signatories of this Charter are aware that minutes of quarterly Membership meetings will be available to the state to demonstrate that the community advisory role is being fulfilled by the Consortium.

4 “Framing Paper: The State of Network Evaluation”, by Network Impact and Center for Evaluation Innovation, July 2014.

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A p p e n d i x : Structure at a Glance

Appendix IV: Consortium Structure at a Glance

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Appendix V: Descriptions of Sample LA Home Visitation Programs . Black Infant Health Program is a state program providing health education, health promotion, social support and service coordination to pregnant and parenting African American adult women. BIH program services are located in local health jurisdictions where over 75% of California’s African American live births occur. . Early Intervention or Early Start programs are California DDS educational programs for infants and toddlers with disabilities or developmental delays. Families whose infants or toddlers have a developmental delay or disability or an established risk condition with a high probability of resulting in a delay may be eligible to receive an "Early Start" in California. This program provides appropriate early intervention and family support services for young children from birth to three years of age. . The First Steps Program (administered by the Los Angeles Child Guidance Clinic) uses the home- visiting, Interaction Guidance Model for families with children ages 0-3 who are at very high risk for future involvement in mental health services. It specializes in improving the lives of children diagnosed with Autism and related developmental and behavioral disorders. . Family Preservation provides family-based services designed to assist families in crisis by improving parenting and family functioning while keeping children safe. Family preservation services grew out of the recognition that children need a safe and stable family and that separating children from their families is traumatic for them, often leaving lasting negative effects. These services build upon the conviction that many children can be safely protected and treated within their own homes when parents are provided with services and support that empower them to change their lives. . Healthy Families America (HFA) is an evidence-based, nationally recognized home visiting program model designed to work with overburdened families who are at-risk for child abuse and neglect and other adverse childhood experiences. It is the primary home visiting model designed to work with families who may have histories of trauma, intimate partner violence, and mental health and/or substance abuse issues. HFA services are voluntary, intensive and long-term (up to 3 to 5 years after the birth of the baby) . Healthy Homes run by Antelope Valley Hospital is a home visitation program aimed at strengthening at-risk families, during pregnancy or at time of birth, by helping them gain the skills to create and sustain safe, healthy, nurturing homes, thereby, preventing child abuse and neglect. . Healthy Start works to prevent infant mortality in 87 communities with infant mortality rates at least 1.5 times the national average and high rates of low birthweight, preterm birth, maternal mortality and maternal morbidity (serious medical conditions resulting from or aggravated by pregnancy and delivery). It is for low income mothers and infants. . Home-based Early Head Start aims to (1) promote healthy prenatal outcomes for pregnant women, (2) enhance the development of very young children, and (3) promote healthy family functioning. It gives weekly 90-minute home visits and two group socializations each month to low-income pregnant women. The program works to promote healthy women for healthy young children and family functioning.

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. Nurse-Family Partnership (NFP) intervenes when a first-time mother-to-be is 28 weeks pregnant, and provides regular visits until the child’s second birthday. NFP has proven success in reducing childhood injury, involvement in the juvenile justice system and improving parent bonding, health behaviors in pregnant women, and child health and development. . Parents as Teachers (PAT) works with pregnant women and families with children up to kindergarten with home visits twice a month and monthly group meetings. The Parents as Teachers program strives to increase parent knowledge of early childhood development and improve parenting practices, while preventing abuse and neglect and increasing school readiness and success. . Partnership for Families is a First 5 LA initiative in partnership with the Department of Children and Family Services to prevent child abuse and neglect. The goal is to prevent child maltreatment by ensuring that families with children 18 years and under live in physically and emotionally safe environments. . SafeCare aims to prevent and address factors associated with child abuse and neglect among the clients served. Eligible clients include families with a history of child maltreatment or families at risk for child maltreatment. SafeCare provides weekly, 90-minute visits for families with children 0 to 5. The focus of SafeCare is to train parents how to use resources that help prevent illness and injury in their children. . Triple P (Positive Parenting Program) has various components depending on the need of the family. It covers 17 core parenting skills including promoting positive relationships and encouraging desirable behavior. Overall, Triple P focuses on promoting the independence and health of families and healthy development, growth and environments for children. . Welcome Baby! Welcome Baby is a free program for women of all income levels offering moms-to-be a trained professional with home visits, parenting tips and referrals to help mom and baby. First 5 LA available to all pregnant women who deliver at Best Start Welcome Baby Hospitals. Clients may enroll prenatally or in-hospital, regardless of their risk factors or socio- economic status.

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Appendix VI: 2017 Workgroup Action Plans OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #1: Build working referral pathways among programs a. By year-end 2020, clarify and improve 1. [ADVOCACY/PROMOTION] Throughout 2017, a.5. By 2020, no available home referral pathways into home visitation connect with/attend meetings of other visitation client openings are going programs, including: organizations that work with children, unused  Refine by year-end 2016 and maintain families, and/or pregnant women to inform a.6. By 2020, referrals into home over the next four years a referral them about the Resource Directory (for visitation are working optimally matrix that will identify available example, the SPA monthly meetings, CCALAC, utilizing an online system to ensure Home Visitation program(s) and DPSS, Help Me Grow network, etc.). all entities have access to timely and clarify which program best matches 2. [MEDIA PRODUCTION] By January 2017, correct information about services each family’s needs by geography record a training video on how to use the that are appropriate for each  Develop (by year-end 2016) and Resource Directory and post on the potential client; at least 90% of maintain over next four years Consortium website. member agencies are using referral

graphics/tools to help facilitate 3. [ADVOCACY/PROMOTION] By January 2017, tools developed or identified by the optimal referrals identify at least one Early Head Start Consortium. representative to participate in the  By year-end 2020, build and maintain Workgroup. collaboration with existing referral 4. [EVENT PRODUCTION] By March 2017, invite systems (including but not limited to home visitors from all major home visiting Healthy City, 211, Help Me Grow, and programs to attend a Workgroup meeting to the Perinatal Mental Health Directory) discuss and help identify barriers to referring to maximize the utility and into and between home visiting programs. comprehensiveness of their systems in 5. [RESEARCH & ANALYSIS] By May 2017, linking clients to appropriate home decide what electronic format to convert the visitation and other resources Resource Directory to, and explore funding options to pursue. 6. [RESEARCH & ANALYSIS] By June 2017, conduct an inventory of home visiting programs’ capacity (via qualitative snapshot, not ongoing data collection). If they are not at capacity, why?

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS a. Where are external referrals coming from? Are programs receiving too few, enough, or too many referrals? When referrals are unsuccessful, why? Include: annual # of referrals; annual # that agree to services; annual # that refuse services; annual # that “graduate” from program; annual # that are lost to follow-up. 7. [REPORT PRODUCTION] By year-end 2017, work with the Advocacy and Best Practices Workgroups to develop policy, system, and protocol recommendations to improve referral systems based on findings. b. By year-end 2020, improve home  [RESEARCH & ANALYSIS] By April 2017, b.1. Top resources needing visitation client access to high priority work with the Data Workgroup to collect data improvement, opportunities for referral resources, including: on the numbers and types of referrals that systemic improvement, and  By year-end 2017, identify top client home visiting programs provide to ancillary potentially useful tools identified by referral resources needing services in the County. (This is also helpful for year-end 2017 improvement and policy advocacy purposes.) b.2. Referral tools and policy recommendations that may help  [RESEARCH & ANALYSIS] By September recommendations to address improve systemic coordination 2017, based on findings from the Referral systemic barriers identified for top  By year-end 2020, develop referral Barriers Survey (end of 2016) and additional needed resources by 2020. tools and additional policy research as needed, identify top resources recommendations as may be that home visitors are most in need of for appropriate to address top resource their clients. needs and systemic barriers o [REPORT PRODUCTION] By year-end 2017, work with Advocacy and Best Practices Workgroups and ancillary resource agencies to develop policy, systems, education, and communications recommendations to improve home visitors’ ability to refer to Los Angeles County Perinatal and Early Childhood Home Visitation Consortium 59

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS outside resources (for example, to improve follow-through on referrals to mental health services, conduct a training for home visitors with techniques for de-stigmatizing mental health issues with the families they work with).

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #2: Promote well-trained and supported home visitors a. From 2016 through 2020, serve 1. [RESEARCH & ANALYSIS] Use the January 2017 survey a.1. By end of March 2020, expand as an exchange for training noted in Objective B to establish a baseline understanding use of existing tools to obtain and resources (via development of of the current exchange of training resources from which to disseminate training opportunities Consortium Training and measure progress: “In the last year, how many trainings did and other resources to all home Development Listserv and in- you provide in partnership with another organization?” visiting related organizations that person announcements at 2. [GRAPHIC DEVELOPMENT] In collaboration with other may provide ancillary services, such meetings) Workgroups, create advertising materials for the as hospitals, partnering nonprofit Consortium and its resources (website, Best Practice organizations, faith based Recommendations, Training Directory, Resource Directory, organizations, and philanthropic etc.) by February 2017. Examples include Google ads, organizations flyers, postcards, including website url in members’ email signatures, etc. 3. [ADVOCACY/PROMOTION] At January 2017 Membership meeting, ask members to commit to sharing the Training Directory with a minimum of two colleagues at organizations that are not Consortium members by February 2017. Prioritize non-member home visiting programs. 4. [RESEARCH & ANALYSIS] By April 2017, compile a list of upcoming meetings or conferences of non-member providers and organizations (for example, PAC/LAC, CCALAC, Help Me Grow, EHS cluster 3, LAUSD, mental health, etc.); ask members who volunteered to “table” in the March 2017 member survey (see 2017 Action Plan for Strategic Goal #6) to attend and use the Consortium advertising materials noted above.

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F o u n d i n g M e m b e r S i g n a t u r e s b. From 2017 through 2020, 1. [MEDIA PRODUCTION] By April 2017, create a webinar c.3. By June 2017, a list of quality promote quality standards in and/or training video on the Best Practice standards will be approved by the member agencies including Recommendations, including their purpose and Consortium and available to professional development development, and post on website with the assess home visitation programs standards, case load sizes, Recommendations. and to assist programs with supervision practices and 2. [RESEARCH & ANALYSIS] By July 2017, conduct a review quality improvement continuous quality and matrix-style comparison of existing “readiness improvement checklists” (for example, HFA, WB, SAMHSA), identify commonalities, and create a Consortium checklist that aligns with the Best Practice Recommendations. 3. [ADVOCACY/PROMOTION] By October 2017, develop plan to promote Best Practice Recommendations in conversation with the Advocacy Workgroup: a. Identify audiences for promotion (including non-profit, public, and private organizations, funders/philanthropists, Board of Supervisors, and new home visiting programs). b. Develop audience-specific dissemination plan. c. From 2016 through 2020, 1. [ADVOCACY/PROMOTION] During January 2017 b.3. By 2020, Consortium provide best practice trainings Membership meeting, ask all member trainers to promote members will be sharing training (with CEUs) that are universally the use of the Training Request Form among their client topics and costs, including beneficial - but above and organizations. providing training opportunities beyond standard basic 2. [RESEARCH & ANALYSIS] By January 2017, and on an to peer agencies. trainings for each program - annual basis thereafter, conduct a training survey of such as trauma-informed care member organizations, including trainings for upcoming and reflective supervision year. Promote use of the Training Request Form and Training Directory to encourage collaboration. 3. [RESEARCH & ANALYSIS] Beginning in March 2017, conduct a pilot with a few larger member organizations to test the feasibility of an agreement committing them to open up any trainings they host at-cost to other pilot Los Angeles County Perinatal and Early Childhood Home Visitation Consortium 62

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organizations if they have extra space. Compile findings and recommendations to encourage other members to do the same. 4. [RESEARCH & ANALYSIS] By year-end 2017, and on an annual basis thereafter, conduct a survey of home visitors’ training needs/gaps and share the findings with the programs.

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS GOAL #3: Collect data to understand, support and demonstrate collective impact a. Develop measurement and illustrations 1. [RESEARCH & ANALYSIS] By May 2017, explore a.5. Collection of key capacity of Los Angeles-wide home-visiting existing County “rating” tools (DPH, Medi-Cal, etc.) to and needs data by June 2017; capacity to meet the needs of expectant determine if we can use them to identify areas of need development of illustrative and parenting families by year-end or if we need to create our own rating system. graphics by end of year 2017 2016; and perform ongoing data 2. [RESEARCH & ANALYSIS] By July 2017 (if needed, a.6. Annual or bi-annual collection and updating of graphics based on determination from exploration above): updating of data and graphics through 2020 create a list of characteristics that reflect the “greatest need” for home visiting of expectant and parenting families in LA County (teen births and repeat teen births (incl. among youth in foster care), income level, low birth weight and pre-term births, maternal and infant mortality, school readiness, incarceration rates, child welfare, mental health service access and utilization, etc.) 3. [RESEARCH & ANALYSIS] By October 2017, use characteristics from above or identified tools, create a weighted geographic “rating” system (zip code, census track) based on need, services available, etc., that could be color-coded. 4. [GRAPHIC PRODUCTION] By December 2017, work with the Referrals and Advocacy Workgroups to develop a map (potentially web-based) of LA County that identifies areas of greatest need for home visiting (by population characteristics identified above), with the locations of existing home visiting programs (and type of program), and County Supervisorial and CA legislative district boundaries. b. Establish an online data warehouse 1. [ADVOCACY/PROMOTION] Throughout 2017, follow b.5. Online data warehouse (including establishing long- term progress of Office of Child Protection’s assessment of management roles established management roles for warehouse) by need for and creation of a data warehouse for the by year-end 2016 County across programs and offices.

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year-end 2016 [INTENTIONALLY 2. [RESEARCH & ANALYSIS] By end of 2017, re-assess b.6. Online data warehouse DEFERRED] the Consortium’s interest in creation of a new data built and maintained by year- warehouse for the indicators (or expansion of existing end 2020 database, such as Stronger Families). c. Pilot, finalize and fully launch headline 1. [RESEARCH & ANALYSIS] By December 2016, develop c.3. By year-end 2018, headline indicator data collection by year-end list and definitions of descriptive elements (clients’ indicator data collection fully 2018 income, insurance status (Medi-Cal, MCAP/AIM, or launched with at least five private), age, race/ethnicity, education level, and program models participating referrals given to other County services (CalWorks, (EHS, NFP, PAT, HFA, PPP) CalFresh, WIC, Medi-Cal, etc.)). 2. By December 2016, develop parameters for data collection and sharing/use that all participating pilot organizations can agree to. 3. By January 2017, pilot indicator creation. 4. By April 2017, pilot descriptive element report. 5. By July 2017, pilot cutting indicators by descriptive elements. 6. By October 2017, report out successes and challenges from pilot. 7. By December 2017, develop parameters for County- wide (expanded) data collection. d. Use the headline indicators to analyze  N/A d.3. Analysis completed the impact of home visiting services annually 2018-2020 regarding across LA County and to identify the impact of home visiting strengths and opportunities for services across LA County, county-wide quality improvement identifying strengths and with and consortium input annually opportunities for county-wide from 2018 through 2020 quality improvement e. From 2017 through 2020, provide 1. [RESEARCH & ANALYSIS; REPORT AND/OR e.3. Data regarding services, updated data to key funding GRAPHIC PRODUCTION] By December 2017, work needs and gaps collected and stakeholders regarding service with the Advocacy Workgroup to create “demographic delivered to key funding availability and gaps in order to inform profiles” of home visiting clients in each Supervisorial stakeholders 2017-2020 future funding allocation decisions and legislative district for advocacy purposes. Los Angeles County Perinatal and Early Childhood Home Visitation Consortium 65

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F o u n d i n g M e m b e r S i g n a t u r e s f. During 2019/2020, provide updated  N/A f.3. Updated graphics and graphics and briefs to key funding briefs developed and delivered stakeholders demonstrating collective to key funding and policy impact in order to influence future stakeholders 2019-2010 funding decisions

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OBJECTIVES 2017 ACTION PLAN 2020 5-YEAR METRICS Strategic Goal #4: Elevate, promote and advocate for quality home visiting a. Support Consortium members 1. [REPORT PRODUCTION] By March 2017, finalize and a.1. By year-end 2017, to speak with collective voice to disseminate one-pagers for policymakers and health Consortium has established partners, media and plans/hospitals. communications tools, policymakers; train 2. [RESEARCH & ANALYSIS] By summer 2017, develop guidelines, and trainings for its participating partners to deliver list of Consortium membership media contacts (based members consistent messages, powerful on March 2017 member survey) and target media a.2. Consortium members stories and data from 2018 outreach list. share consistent messaging for through 2020 3. [ADVOCACY/PROMOTION] By year-end 2017, two- target audiences (funders, three press outlets will cover/feature stories about LA media and partners) 2018- County home visiting programs to raise awareness 2020 about services and their impact. 4. [ADVOCACY/PROMOTION; EVENT PRODUCTION/CONVENING] By year-end 2017, conduct “Home Visiting Advocacy 101” live and/or webinar training for Consortium membership. b. By year-end 2020, LA County 1. [RESEARCH & ANALYSIS; ADVOCACY/PROMOTION] b.1. By year-end 2020, LA Board of Supervisors will have Throughout 2017, partner with the Data Workgroup County will devote more passed board motions that to develop key messages and raise awareness about resources to home visiting formalize County departments’ the importance of and need to standardize and track services and will track participation in and support of LA County home visiting program data. In addition to outcomes with First 5, Early Consortium outcomes, headline indicators, data points of interest include: Head Start and other messaging, collaboration and a. Repeat teen births; Consortium participants; the referrals around perinatal and b. Income data on mothers/families served; Office of Child Protection early childhood home visitation c. Child abuse and neglect; specifically will have a full services d. Kindergarten readiness; understanding of home e. Long-term income and incarceration data; visitation, will utilize f. Oral health indicators; Consortium as source of g. Mental health indicators. expertise, will share 2. [ADVOCACY/PROMOTION] Throughout 2017, Consortium messaging and maintain and develop ongoing relationships with the will participate in Consortium Board of Supervisors and identify “home visiting referral system champions” within their staff as opportunity arises.

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OBJECTIVES 2017 ACTION PLAN 2020 5-YEAR METRICS Strategic Goal #4: Elevate, promote and advocate for quality home visiting c. Advance data-informed policies 1. [RESEARCH & ANALYSIS; GRAPHIC DEVELOPMENT] c.1. By year-end 2020, through proactive policy Throughout 2017, partner with the Data, Best Consortium will have development and timely, Practices, and Referrals Workgroups to identify and developed a set of data- responsive advocacy promote key workgroup/Consortium efforts: informed policy a. With the Data and Referrals Workgroups, work recommendations in support of to quantify and demonstrate referrals from quality programming; funders home visitation programs to other County and program models will have resources such as WIC, Medi-Cal, CalFresh, adopted Consortium CalWorks, etc. according to Supervisorial and recommended policy(ies) legislative districts to use when advocating to policymakers. b. Work with the Data Workgroup to create “demographic profiles” of home visiting clients served, according to Supervisorial and legislative districts, to use when advocating to policymakers. c. At the June 2017 Coordinating Committee meeting, ask other Workgroups to bring comprehensive list of identified systems and policy barriers (e.g., program policies that prevent enrollment past the point of delivery, staffing capacity issues, etc.) to inform Advocacy Workgroup’s and Consortium efforts (for example, working with the Best Practices Workgroup to make connections to relevant County training and education programs and develop internship guidelines and fieldwork opportunities). 2. [RESEARCH & ANALYSIS] To support our policy development efforts, engage State and national leaders to share their expertise at Workgroup meetings throughout 2017 (for example, experts in

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OBJECTIVES 2017 ACTION PLAN 2020 5-YEAR METRICS Strategic Goal #4: Elevate, promote and advocate for quality home visiting long-term funding and sustainability, systems mapping, State and Federal advocacy efforts, etc.)

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OBJECTIVES DRAFT 2017 ACTION PLAN 2020 5-YEAR METRICS Strategic Goal #5: Increase Funding and Partnerships a. Advocate for long‐term sustainable public 1. [RESEARCH & ANALYSIS] By February 2017, a.1. Through 2020, overall funding funding that allows for local flexibility, is conduct a review of State FY 17-18 and Federal FY for home visitation in LA County responsive to community need, and is 17-18 and proposed Federal FY 18-19 Budgets; will remain level with 2015 aligned to support an efficient network of highlight opportunities to sustain and leverage allocations or increase services, so that in 2020, 2015 funding additional funding to support home visitation. levels of home visitation have been 2. [ADVOCACY/PROMOTION] Throughout 2017, a.2. By year‐end 2018, Consortium preserved and allocations are more partner with the Data Workgroup to develop key will utilize the graphics/tools it has efficiently aligned with community needs. messages that support long-term sustainable developed to illustrate how current funding for LA County home visiting programs. funding lines up with community 3. [ADVOCACY/PROMOTION] As needs, and to illustrate systemic appropriate/needed, conduct educational visits barriers to efficient rollout of with local stakeholders throughout 2017 to share services. information about: a. Home visiting clients’ personal stories (from a.3. In year‐end 2020, home the client). visitation funding is allocated in a b. LA County home visiting programs and manner that is responsive to their impact. community need and supportive of c. Consortium efforts, progress, and interagency coordination opportunities to partner. d. Stakeholders include: i. County departments, including the Office of Child Protection; ii. Elected officials; iii. Health plans; iv. Health care providers (pediatricians, OB/GYNs); v. Businesses and business organizations; vi. Faith-based groups; vii. Hospitals (in partnership with First 5 LA’s efforts).

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OBJECTIVES DRAFT 2017 ACTION PLAN 2020 5-YEAR METRICS Strategic Goal #5: Increase Funding and Partnerships b. Build partnerships with public and 1. [RESEARCH & ANALYSIS] By May 2017, b.1. By year‐end 2018, target private health insurance providers and reconfirm the data that needs to be gathered in partners and appropriate hospitals to promote and fund home order to demonstrate efficacy in the way that messaging have been defined, and visitation services, resulting in a completed Medi-Cal health plans and other medical entities appropriate data is being collected. Health Plan pilot of home visitation by year will find most impactful to support home visiting b.2. By year‐end 2020, a Health end 2020, at least 30% hospital funding of programs. Plan will have completed a home Welcome Baby by hospitals, and at least 2. [ADVOCACY/PROMOTION] Throughout 2017, visitation pilot in partnership with one hospital‐funded home visitation work with First 5 LA to develop relationships with the Consortium program. County Medi-Cal and private insurance plans. b.3. By year‐end 2020, one hospital 3. [RESEARCH & ANALYSIS] By year-end 2017, will self‐fund its own home explore other states’ and counties’ models of visitation program braided funding to adapt to LA County. c. Build partnerships with at least two 1. [RESEARCH & ANALYSIS] By May 2017, c.1. Printing of resource materials philanthropic organizations that have Workgroup will have identified philanthropic c.2. By year‐end 2018, at least two committed to support network organizations (and their funding cycles) whose philanthropic organizations have infrastructure and activities, providing funding priorities align with the objectives of the committed to 10 year investments funding and leadership when needed. Consortium. in the infrastructure of LA home 2. [ADVOCACY/PROMOTION] By July 2017, meet visitation with leadership of at least one philanthropic organization to share messaging and informational materials about the Consortium and home visiting in LA County. 3. [REPORT PRODUCTION] By year-end 2017, develop a request for funding proposal or letter of intent to be shared with philanthropic organizations.

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS Strategic Goal #6: Self-govern effectively and impactfully a. Operate as outlined in 1. [CONSORTIUM FUNCTIONING] During January 2017 a.5. Through 2020, Membership, Consortium’s Charter; update quarterly meeting, membership will give final approval Coordinating Committee, with improvements informed by to the 2017 Action Plans, annual budget, necessary Workgroups and staff are experience Charter changes, Funding Guidelines, and a fund functioning as outlined in Charter development plan. a.6. Through 2020, Membership 2. [CONSORTIUM FUNCTIONING] By end of January conducts reflection/evaluation and 2017, “clean” membership list to ensure as many updates the Charter and/or organizations as possible are signed onto the Charter practices to improve effectiveness and have identified at least one staff person to actively and impact participate in at least one Workgroup. 3. [RESEARCH & ANALYSIS] By end of March 2017, conduct a survey of all member organizations asking them to: a. Reflect on the quality, effectiveness, and connectivity of the Consortium. b. Re-confirm their Membership for 2017. c. Re-commit to sharing resources, and identify specific contributions that they can be called on to provide when needed (examples include meeting space, printing materials, attending advocacy visits, speaking with media outlets and/or sharing media contacts, “tabling” at conferences and events, escorting policymakers on home visits, connecting the Consortium with potential funders, policymakers, and hospital or health plan reps., and in-kind graphic design and IT support). d. Re-approve the roles of the Coordinator and Facilitators (or modify, if needed).

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS Strategic Goal #6: Self-govern effectively and impactfully b. Coordinate and support 1. [CONSORTIUM FUNCTIONING] By end of January b.3. Through 2020, Consortium’s workgroups/committees that 2017, codify the process for appointing Co-leads and workgroups/committees evolve to address Consortium’s priorities mid-term replacement of Co-leads in Charter. effectively address priorities 2. [ADVOCACY/PROMOTION] By end of April 2017, create a summary “advertisement” document for the Workgroups, including their objectives, and deliverables or “wins” to-date. 3. [CONSORTIUM FUNCTIONING] Throughout 2017, Workgroups will support Consortium self-governance by keeping Membership apprised of status. c. Develop annual action plans to 1. [CONSORTIUM FUNCTIONING] By year-end 2017, c.7. By end of September 2020, implement the strategic plan; track create new annual Action Plans to be approved by Consortium has adopted a new 5- and share progress on annual and Membership for 2018. year strategic plan five-year plans 2. [CONSORTIUM FUNCTIONING] Throughout 2017, c.8. By year-end 2020, Workgroups, share progress on Action Plans with the Membership Committees and annual plans are at least quarterly. ready 3. [RESEARCH & ANALYSIS] During the 2017 and 2018 Action Planning process, compile a list of “lessons learned” and best practices (for example, “backward planning” from the 2020 Metrics) regarding annual planning to inform development of the next 5-year plan. d. Establish a presence for the 1. [CONSORTIUM FUNCTIONING] By July 2017, develop d.1. Consortium has developed an Consortium with key stakeholders a plan for sustaining the website, including protocols online presence that meets the and online for updates, cost to maintain, and “ownership” of needs of Membership and other key maintenance and fees. audiences 2. [ADVOCACY/PROMOTION] Throughout 2017, maintain, expand, and update website content as needed.

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OBJECTIVES 2017 ACTION PLAN 2020 (5-YEAR) METRICS Strategic Goal #6: Self-govern effectively and impactfully 3. [ADVOCACY/PROMOTION] Through the Consortium Coordinating Committee, coordinate the deepening of key stakeholder relationship to promote Consortium work, work products, and support long-term goals throughout 2017.

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