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Similar to 2018 First 5 California Summit Presentation: Creating a Strategic Approach to Strengthen, Integrate, Expand, and Sustain Solano County’s Early Childhood System
Similar to 2018 First 5 California Summit Presentation: Creating a Strategic Approach to Strengthen, Integrate, Expand, and Sustain Solano County’s Early Childhood System (20)
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2018 First 5 California Summit Presentation: Creating a Strategic Approach to Strengthen, Integrate, Expand, and Sustain Solano County’s Early Childhood System
- 1. First 5 Solano Systems Change Action Plan Creating a Strategic Approach to Strengthen, Integrate, Expand and Sustain Solano County’s Early Childhood System April 2018 Presentation Child Health, Education, and Care Summit 4:00- 5:15 Presenters Megan Richards, First 5 Solano Lisa Niclai, Applied Survey Research
- 2. Overview • Why change systems? • First 5 Solano’s systems change goal and results • Implementation progress • Early lessons learned • Discussion 2
- 3. Why Change Systems? 3 • First 5 Solano funding is steadily declining
- 4. Why Change Systems? 4 • Foundation funding in Solano County remains lowest across region • Yet, demand for services remains • To hold on to gains made, and to make more gains, we must strengthen the systems we share $3 $22 $27 $55 $87 $162 $233 $320 $1,199 Solano Napa Contra Costa Sonoma San Mateo Santa Clara Marin Alameda San Francisco Foundation dollars given per capita, 2012
- 5. Precursor to Systems Change 5 • 2012, First 5 Solano adopted priority area of “First 5 Futures” Grant Funding Business Funding Legislative and Policy Change to access state $ • Indicators: # of dollars raise
- 6. Goal 7: The early childhood system is strengthened, integrated, expanded, and sustained R12: Systems are strengthened with the increased capacity of providers R14: Systems are integrated with increased cross- systems understanding, resource sharing, referral and collaboration R15: Systems are sustained with legislative and policy changes R13: Systems are expanded with leveraged or new financial resources Priority Area 4: Systems Change
- 7. Mutually Reinforcing Strategies • The systems change strategies are interdependent: Strengthened provider capacity to fund-raise and expand resources New ways of integrating services become hardwired and sustained with a local policy change
- 8. Potential Strategies – Result 12 8 Systems are strengthened with the increased capacity of providers Increase cultural and linguistic competency of providers Increase organizational capacity Increase cross-training of providers
- 9. Progress – Result 12 • Offered UC Berkeley Professional Fundraising and Volunteer Management Program to 25 nonprofit leaders in county • Conducted nonprofit capacity assessment to inform needed capacity building supports • Offered multiple trainings, including Advancing Racial Equity and Bridges Out of Poverty • Explored with local universities partnerships to address shortage of social workers 9 Systems are strengthened with the increased capacity of providers
- 10. Potential Strategies – Result 13 10 Systems are expanded with leveraged or new financial resources Find new funding for services Find alternative ways to fund services Promote more efficient use of existing resources
- 11. Progress – Result 13 • Developed local Funder Packet • Developed & shared Foundation Report highlighting lack of local giving • Convened Funder Meeting to inform Bay Area Foundations about Solano’s needs • Provided support for 9 letters of interest/applications for $3.2 million; received $1.6 million to date in Solano • Reviewed all Solano LCAP Plans to identify areas of ECE alignment and leverage 11 Systems are expanded with leveraged or new financial resources
- 12. Progress – Result 13 • Developed local Funder Packet • Developed & shared Foundation Report highlighting lack of local giving • Convened Funder Meeting to inform Bay Area Foundations about Solano’s needs • Provided support for 9 letters of interest/applications for $3.2 million; received $2.1 million to date in Solano • Reviewed all Solano LCAP Plans to identify areas of ECE alignment and leverage 12 Systems are expanded with leveraged or new financial resources
- 13. Potential Strategies – Result 14 13 Systems are integrated with increased cross-systems understanding, resource sharing, referral and collaboration Identify points of fragmentation as families move between systems Use Collective Impact and Help Me Grow to increase service integration Track integration via common indicators across providers (e.g., common intake form or intake questions) Promote communication between and within systems
- 14. Progress – Result 14 • Created Children and Youth Leadership Council » First 5 Solano » Health and Social Services » Law Enforcement » Child Support » Library • Local Universal Consent Form • Solano Kids Thrive Collective Impact Initiative 14 Systems are integrated with increased cross-systems understanding, resource sharing, referral and collaboration
- 15. Potential Strategies – Result 15 15 Systems are sustained with legislative and policy changes Update lawmakers about most pressing needs of Solano children Create and/or support coordinated policy agendas Encourage BOS’s to adopt Child Impact Statements
- 16. Progress – Result 15 • Developed Legislative Platform » First 5 Association » First 5 California » Solano County » Children Now • Interviewed local Chief of Staff for Assemblymember • Developed outreach plan • Began meetings with local legislators 16 Systems are sustained with legislative and policy changes
- 17. Early Lessons Learned • Relationships are key • Develop Measurement Plan early • Always follow up • Don’t minimize the importance of the backstory • Find the nexus between missions • Multi-sector partnerships are key to success 17
- 18. Relationship Building • Start with the outcome we all want • Allow others to have a stake in the end result • Be flexible • Allow the conversation to unfold • Find the path that gets to yes • Small steps are ok 18
- 19. Table Conversations Questions: • What have you done locally to [insert topic here] your early childhood service systems? • What one thing could you do to [insert topic here] that could change outcomes for our youngest children? 19 Topic (pick one): Expand Integrate Sustain Strengthen
- 20. Questions? 20 Megan Richards Deputy Director First 5 Solano 707-784-1335 merichards@solanocounty.com Lisa Niclai Vice President of Evaluation Applied Survey Research 408-483-8471 lisa@appliedsurveyresearch.org
Editor's Notes
- megan
- Megan
- Megan In 1998, when the Proposition 10 tobacco tax was initially passed, $650 million in tax revenue were collected statewide, but this has now decreased to $350 million. As seen in the figure below, First 5 Solano’s funding from tax revenue (blue line) as well as spend-down on reserves (purple line) mirror the statewide trends in terms of revenue declines
- Lisa Additionally, a 2016 study on foundation funding commissioned by the Solano County Board of Supervisors found that the county ranks last of all Bay Area counties when it comes to foundation funding: there is just $3 spent per capita compared to $22 per Napa resident, the closest comparable county, and yet that is still 7 times more than is invested in Solano. Solano County Child Poverty Percent 2007 2008 2009 2010 2011 2012 2013 2014 13% 11% 15% 19% 20% 20% 19% 17% diminished supply and steady demand compels First 5 Solano to find new, more efficient new ways to provide the same level and reach of high quality services with fewer resources, through sharing or transitioning some program services to other public systems of care (health, social services, education), cost sharing and leveraging, raising new money, or some combination of the above.
- Megan Approached it exclusively as a First 5 Solano funding problem Applied for grants, PreK business champs/EDC, trained commissioners on how to talk to legislators Led by First 5 Systems change MUCH BIGGER! Bring in partners. Not just focus on funding, but on changing systems
- Lisa In the 2016 Strategic Plan, the first three priority areas are further defined by community goals, desired results, strategies and metrics for tracking performance and outcomes. The fourth priority area, Systems Change, has been newly rearticulated based on the needs of the Solano County early childhood system. This priority area has a stated goal and four desired results, and the purpose of this plan is to further define and operationalize these into actionable strategies
- LIsa
- Lisa Read Show of hands….who is doing is work in the area: ------------------------------------------------------------ Help increase the number of new bilingual/bicultural staff in the county by encouraging local training institutions to recruit more bilingual/bicultural students and place them in the county (e.g., medical providers, mental health providers). Help increase the competency of existing staff through strategies such as cultural competency training or encouraging providers to review their staffing models and re-assign staff that are competent to positions that have direct client contact Identify the functions that non-profits feel most hinder their efficiency and effectiveness (e.g., bookkeeping, fundraising, staffing, and management). Explore creating pool of shared resources that multiple non-profits can draw from, such as HR, bookkeeping, and information technology. Seek resources to fill the prioritized needs, such as Strategies’ sustainability coaching, The Oertel Group’s organizational development training and coaching, CompassPoint, and/or Packard’s Organizational Effectiveness grants.,, Create a pool of trainers in topics relevant to several sectors (e.g., Desired Results Developmental Profile, Trauma). Coordinate Train the Trainer sessions. Create a shared training calendar to coordinate training needs across multiple sectors.
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- Lisa Show of hands….who is doing is work in the area: ----------------------------------------------- Increase grant-seeking activity of non-profits serving young children and their families (e.g., make better use of First 5 Solano’s grant-writing fund, provide training on grant-writing). Share the Foundation Giving report with Bay Area funders and learn what they feel it will take to make Solano a more competitive grantee. The Affordable Care Act may cover the cost of developmental screenings. School district early education funding could possibly be accessed to help support the Commission’s Priority of Early Childhood Learning and Development. Identify places where theet are redundancies across providers or systems and streamline.
- Megan
- Megan
- Lisa Show of hands….who is doing is work in the area: ------------------------------------------------------------ First 5 Solano could facilitate cross-sector meetings to identify areas of system fragmentation, such as when families receive a referral from one provider, but are unable to access treatment from the referred provide First 5 Solano’s Solano Kids Thrive identifies critical services throughout the county for safety, support, education, and health outcomes, and promotes collaboration between these services. Likewise, Help Me Grow’s call center connects families to needed services across sectors. SKT identifies the critical “nodes” or touchpoints in the system and HMG acts as the neurons that connects people to them. We can’t track improvements in integrations…families and children getting to where they need to go if we can see their movement across agencies and systems. Common forms or at least questions would help providers know what services incoming clients are already engaged in. In addition, the use of common intake questions will make it possible to quantify the extent clients are served across multiple touchpoints in the system. It is essential that child-serving agencies across systems are coordinated in their programming and policy efforts. For example, we want to support consortia that bridge systems such as the early learning consortia….a forum in which early care and education and the K-12 systems can communicate about the transition of children between systems, alignment of content and practices, and the necessary professional development. Support system-specific forums in which providers of similar services come together and coordinate services and approaches that promote service quality. Examples include the Family Resource Center Network.
- Megan Resilience plan
- Lisa Show of hands….who is doing is work in the area: First 5 Solano can inform lawmakers such as city councilpersons, county supervisors, state assemblypersons and congresspersons about the status of their child and family constituents and recommend ways in which lawmakers can support and invest in improving child and family outcomes. Santa Clara County adopted the use of such statements in the last decade, and they help ensure that every action taken by the Board of Supervisors is done in recognition of the impact such actions may have on children.
- Megan
- Megan We all share a stake in strengthening family and child outcomes.
- Megan We all share a stake in strengthening family and child outcomes.
- Lisa send people to exercises 20 mins, 10 min report out We all share a stake in strengthening family and child outcomes.