first 5 fresno county · 2019-06-14 · montejano, cecilia paredes, karina perez, guadalupe...

NOTE: If you need disability modification or accommodation in order to participate in this meeting, please contact the Commission office at (559) 558-4900 at least 48 hours prior to the start of the meeting. Government Code Section 54954.2(a).

FIRST 5 FRESNO COUNTY ADMINISTERED BY CHILDREN & FAMILIES COMMISSION OF FRESNO COUNTY

DATE: Wednesday, June 19, 2019 Lighthouse for Children 2405 Tulare Street Fresno, CA 93721 TIME: 11:45 a.m. – Regular Meeting

AGENDA ITEM SUBJECT PRESENTER

1. CALL TO ORDER Chair Pacheco

2. POTENTIAL CONFLICTS OF INTEREST Any Commission Member who has potential conflict of interest may now identify the item and recuse themselves from discussing and voting on the matter.

Chair Pacheco

3. Action

Pg. 1

CONSENT AGENDA – ITEM 3a-3b See attached Consent Agenda.

Overview: These matters are routine in nature and are usually approved by a single vote. Prior to action by the Commission, the public will be given the opportunity to comment on any Consent Item.

Chair Pacheco E. Reyes, E.D.

4. Public

Hearing Pg. 7

PUBLIC HEARING ON THE PROPOSED FIRST 5 FRESNO COUNTY 2020-2025 STRATEGIC PLAN Supporting Document

*This report can be viewed at: http://www.first5fresno.org/wp-content/uploads/2019/06/20924-1-F5Fresno-2020-2025-Strategic-Plan-09.pdf Interested parties may also review a copy at the Commission office located at: 2405 Tulare St., Suite 200, Fresno, CA 93721. Phone: (559) 558-4900.

E. Reyes, E.D.

5. Action

Pg. 8

FIRST 5 FRESNO COUNTY 2020-2025 STRATEGIC PLAN ADOPTION Supporting Documents

E. Reyes, E.D.

6. Action Pg. 25

FINANCIAL REPORT FOR PERIOD ENDING APRIL 2019 Supporting Documents

E. Reyes, E.D. A. Montejano, Staff

7. Action Pg. 32

2019-2020 PROPOSED BUDGET AND LONG-RANGE FINANCIAL PLAN Supporting Documents

E. Reyes, E.D. A. Hillis, Staff

8. Action Pg. 53

GROUP PRENATAL CARE FUNDING ALLOCATION AND PROCUREMENT E. Reyes, E.D. M. Ramirez, Staff

9. Action Pg. 55

HELP ME GROW FRESNO COUNTY CENTRALIZED ACCESS POINT PROCUREMENT

E. Reyes, E.D. H. Norman, Staff

10. Information

Pg. 57 EXECUTIVE DIRECTOR REPORT

E. Reyes, E.D.

11. Information

PUBLIC COMMENT Limit two minutes per speaker. Public Comment is also taken on individual agenda items throughout the meeting at the conclusion of each agenda item.

E. Reyes, E.D.

12. Information ANNOUNCEMENTS / INFORMATION SHARING

Chair Pacheco

13. ADJOURNMENT Chair Pacheco

NOTE: NEXT REGULAR MEETING – AUGUST 21, 2019 2405 Tulare St. Fresno, CA 93721

We encourage the public to attend. If you have a disability and need accommodations to participate in a meeting, please contact the Commission office at (559) 558-4900 at least 48 hours prior to the start of the meeting. Government Code Section 54954.2(a).


DATE: Wednesday, June 19, 2019 Lighthouse for Children

2405 Tulare Street Fresno, CA 93721 TIME: 11:45 a.m. – Regular Meeting

CONSENT AGENDA (Any Commissioner may pull any Consent Item for discussion or separate vote.)

ITEM SUBJECT PRESENTER

3a. Action

Pg. 2

MINUTES FROM MAY 15, 2019 REGULAR COMMISSION MEETING Supporting Document

E. Reyes, E.D.

3b. Action

Pg. 5

AMERICORPS PROGRAM AGREEMENT RENEWAL WITH PREVENT CHILD ABUSE CALIFORNIA

E. Reyes, E.D. K. Rangel, Staff

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Consent Agenda Item 3a

CONSENT AGENDA ITEM 3a

RECOMMENDED ACTION: Approve Commission Meeting Minutes – May 15, 2019 ACTION SUMMARY MINUTES May 15, 2019 – 12:00 P.M. PRESENT: Commissioners: Brian Pacheco, Dawan Utecht, Shantay Davies-Balch, Kari Gilbert ABSENT: Hugo Morales STAFF: Emilia Reyes, Fabiola González, Alix Hillis, Monica Ramirez, Mayra Diaz, Arthur

Montejano, Cecilia Paredes, Karina Perez, Guadalupe Ramirez, Karen Rangel, Liliana Salcedo, Melissa Cook, Kalisha Goodwin, Johnathan Zepeda, Ken Price (Legal Counsel)

ABSENT: Hannah Norman 1. CALL TO ORDER

Brain Pacheco, Commission Chair, welcomed new Commissioner Shantay Davies-Balch.

2. RECOGNITION CEREMONY: 2019 CHILD-FRIENDLY BUSINESS AWARDS

Recess at 12:20pm Resume at 12:35pm

3. POTENTIAL CONFLICTS OF INTEREST: Any Commission Member who has a potential

conflict of interest may now identify the item and recuse themselves from discussing and voting on the matter.

None heard.

4. CONSENT AGENDA – ITEM 3a These matters are routine in nature and are usually approved by a single vote. Prior to action


REGULAR BUSINESS MEETING

June 19, 2019 – 12:00 p.m.

2405 Tulare Street Fresno, CA 93721

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by the Commission, the public is given the opportunity to comment on a consent item. Any Commission Member may pull any consent item for discussion or separate vote.

Public Comment: None heard. Motion by: Utecht Second by: Gilbert Ayes: Pacheco, Utecht, Gilbert, Davies-Balch Noes: None heard.

5. AGREEMENT WITH TRANE U.S. INC. FOR HEATING VENTILATION AIR CONDITIONING SERVICES

Public Comment: None heard.

Motion by: Utecht Second by: Gilbert Ayes: Pacheco, Utecht, Gilbert, Davies-Balch Noes: None heard.

6. FINANCIAL REPORT FOR PERIOD ENDING MARCH 2019


Motion by: Gilbert Second by: Utecht Ayes: Pacheco, Utecht, Gilbert, Davies-Balch Noes: None heard.

7. DRAFT 2020-2025 FIRST 5 FRESNO COUNTY STRATEGIC PLAN

Public Comment: Eric Payne, from the Central Valley Urban Institute, expressed his excitement for Shantay Davies-Balch being on the First 5 Fresno County Commission. He thanked First 5 staff for their work on the strategic plan and their effort to help families of color. No action required.

8. EXECUTIVE DIRECTOR REPORT

Emilia Reyes, Executive Director, provided the following verbal highlights and updates to the written Executive Director Report included as part of the Commission Meeting packet: On Monday May 13, Reyes was invited to participate in a meeting with Governor Newsom’s Administration to discuss the governor’s early childhood investments in his proposed 2019 – 2020 Budget.. The University of California, San Francisco – California Pre-term Birth Initiative in partnership with the Central Valley Health Policy Institute received a $5.6 million award from the Patient Centered Outcomes Research Institute (PCORI) to scale the Glow: Group Prenatal Care and Support Program throughout Fresno County.

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Reyes gave an update on the partnership with the Fresno Economic Opportunities Commission for an On-site Mobile Meal Bus serving vulnerable communities. The kick-off for the effort will be Thursday, June 6 at 10:15a.m. The upcoming televised Town Hall forum in partnership with KSEE24 is scheduled for Thursday, June 6th in the evening. On April 29 and April 30 Commission staff traveled to Sacramento to participate in First 5’s annual Advocacy Day alongside representatives from other First 5 Commissions across the state.


No action required.

9. PUBLIC COMMENT Public Comment: None heard. No action required.

10. CLOSED SESSION

Ken Price, Legal Counsel, had no action to report out of closed session.

11. ADJOURNMENT

Public Comment: None heard. Motion by: Gilbert Second by: Davies-Balch Ayes: Pacheco, Utecht, Gilbert, Davies-Balch Noes: None heard.

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Consent Agenda Item 3b



June 19, 2019 – 11:45 a.m.


CONSENT AGENDA ITEM 3b

TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: AmeriCorps Program Agreement Renewal with Prevent Child Abuse California RECOMMENDED ACTION: Approve an agreement renewal with Prevent Child Abuse California for the 2019-2020 First 5 Service Corps Program for seven full-time and two part-time AmeriCorps members in an amount not to exceed $200,115. BACKGROUND: On June 7, 2019, the Finance and Program Review Committee reviewed and approved this item to move forward for full Commission consideration. Since 2010, the First 5 Fresno County (F5FC) Commission has been one of nine counties across the state to participate in the First 5 Service Corps Program also known as AmeriCorps. Currently, we are hosting four full-time and five part-time AmeriCorps members at the Lighthouse for Children to provide critical skill-building and school readiness activities to young children and their families. The First 5 Service Corps Program has three primary goals: school readiness, volunteer recruitment, and member development. AmeriCorps members commit to either a full-time (1,700 hours) or half-time (900 hours) year of service at the Lighthouse for Children to meet the objectives of the program. To ensure AmeriCorps members provide service with a strengths-based, culturally-responsive and trauma-informed approach, professional development is provided to enhance their understanding about early childhood development, effective ways of working with parents and families, and soft skills to promote teamwork and collaboration. AmeriCorps members are eligible to receive a variety of benefits including: a monthly living allowance, health and child care benefits, student loan deferment and a post-service educational award for a successful year of service. Alignment with 2013-2020 Strategic Plan: The proposed renewal agreement aligns with Tier 1: Children and Families – Goal 3 – Strong Families and Goal 2 – Early Learning. In addition, the program works to strengthen parent-child relationships and improve child outcomes related to school readiness, thus aligning with predictive factors for reading on grade level by the third grade.

Short-term goal(s) and long-term outcomes: The short-term goal is for AmeriCorps members to continue working with families being served out of the Lighthouse for Children for an additional year (August 16, 2019 - August 15, 2020). The long-term outcomes are that children served through the First 5 Service Corps program will benefit from school readiness activities, nurturing parent child

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Consent Agenda Item 3b

relationships as well as AmeriCorps members will receive valuable skills and pathways to new opportunities as they enter the workforce. Fiscal Impact: The proposed funding amount not to exceed $200,115 is included in the Commission’s FY 2019-2020 Proposed Budget: Strategic Plan Investments. The Commission’s full investment is a cash match to Prevent Child Abuse California in order to leverage approximately $86,892 in federal funds to be able to offer the post-service educational awards, health and child care benefits, and additional benefits for the members.

CONCLUSION: This is an opportunity for the Commission to leverage federal funding streams to enhance and sustain much needed services for Fresno County young children and their families. In addition, the AmeriCorps members receive valuable professional development training, a livable wage, a year of solid work experience, and a post-service educational award to promote continued growth.

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Agenda Item 4



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 4 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: Public Hearing on the Proposed First 5 Fresno County 2020-2025 Strategic Plan BACKGROUND: Prior to adoption of its strategic plan, the Commission is required to conduct at least one public hearing on its proposed county strategic plan, per the revised County Ordinance (Title 2, Chapter 2.38.030). The draft Strategic Plan can be found online at: http://www.first5fresno.org/wp-content/uploads/2019/06/20924-1-F5Fresno-2020-2025-Strategic-Plan-09.pdf

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Agenda Item 5



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 5 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: First 5 Fresno County 2020-2025 Strategic Plan Adoption RECOMMENDED ACTION: Adopt First 5 Fresno County’s 2020-2025 Strategic Plan. BACKGROUND: The proposed strategic plan was shaped by the voices of Fresno County families and community partners and builds on more than two decades of lifting up young children by investing in their families, neighborhoods and the system of services that make up our community. If adopted, the strategic plan will be presented to the Fresno County Board of Supervisors and forwarded to First 5 California as required by local county ordinance and the California Health and Safety Code. FISCAL IMPACT: The adopted strategic plan will guide all Commission investments from July 1, 2020 to June 30, 2025.

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DRAFT2020-2025 STRATEGIC PLAN

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DRAFT

Introduction..... ....................................................................................................................3

Background .........................................................................................................................4

Strategic Planning Process ............................................................................................8

Strategic Plan Framework ............................................................................................10

Vission, Mission, Values ....................................................................................... 11

Investment Areas ....................................................................................................12

Strategies ....................................................................................................................13

Indicators of Progress ....................................................................................................14

Acknowledgements.. ....................................................................................................... 15

Additional Resources................ ....................................................................................16

TABLE OF CONTENTS

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DRAFTAt First 5 Fresno County we believe that children thrive when their families thrive. This plan was shaped by the voices of Fresno County families and community partners. It builds on more than two decades of lifting up young children by investing in their families, neighborhoods and the system of services that make up our community. Because when children are healthy, loved and nurtured, we all thrive.

INTRODUCTION

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DRAFTBACKGROUNDHistory In 1998, California voters passed Proposition 10, increasing the state’s tax on tobacco products and creating an initiative called “The Children and Families Act.” The legislation established First 5 (the California Children and Families Commission), charged with implementing an integrated system of services to support the early development of children from the prenatal stage to five years of age, so they are ready to succeed in school and life. Each California county formed a First 5 – and so was born First 5 Fresno County (F5FC).

Investments First 5 Fresno County has invested more than $300 million in local programs and services for young children and their families over the last 20 years. We continue to partner with the community to fill gaps in the early childhood system of services and raise up the needs of young children, so that families have access to the community-based supports they need. While we will continue to fund effective and culturally responsive services for families, we will also look ahead to a more sustainable, coordinating role in the early childhood system of care.

Evolving Focus Proposition 10 revenue has declined as tobacco consumption wanes and is expected to continue to decline by approximately 3-4% per year. Yet, the needs of our families continue to surpass the necessary funding to support them.

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DRAFTInvestment Spotlight: Blue Ribbon Equity PanelIn response to the long-standing inequities facing Fresno County African American families, we partnered with the community to create a Blue Ribbon Equity Panel that brings awareness and action to address larger societal issues that historically have led to African American infant mortality. The work of this panel shapes our underlying approach to community investments, as we seek to lift up and address the challenges unique to African American families, while applying what we learn toward the way we serve all families.

In order to adjust to our new fiscal reality, we have shifted our efforts over time to focus on systems: the integration of all people, policies and places working for our children and families. Strengthening systems helps families thrive and makes each of our Proposition 10 dollars go further. Over these next five years, we will continue investing with a primary focus on early childhood system coordination and sustainability, consistent with our other First 5 counterparts throughout California.

Our 2013-2020 Strategic Plan emphasized preparing children to read at grade level by the 3rd grade. In this spirit, we partnered with the community on initiatives such as the Birth to Third Grade Challenge (B3), which engaged school districts to understand their role in supporting children in their first five years of life. B3 began with five school districts and grew to include government, education, housing, justice, and community organizations countywide.

These community partnerships underscored the reality that, in order to have the greatest impact on children and families, we must work together. What started as a focus on 3rd grade reading evolved into adopting the community’s Help Me Grow Fresno County Strategic Plan, to create a coordinated system of all the services and assistance available to families in Fresno County and support the healthiest development of young children.

Decline in Proposition 10 Revenue by Period

$63,897,130 $56,590,136

$45,595,693 $38,222,300

2005–2010 2015–20202010–2015 2020–2025(projected)

$87,359,110

1999-2005

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Lighthouse for Children

An innovative community hub for Fresno County families and early childhood professionals o�ering services, resources and opportunities to transform the first five

years of a child’s life. The only facility of

its kind in the county.

Direct Service Programs

Community-based partnerships to provide

home visitation, parent-child developmental learning groups,

family literacy, parenting education, mentorship and other

health, early learning,and direct supports to

families across the county.

Quality Counts California

A state-wide Quality Rating and Improvement System providing support for families and

early childhood educators to assess, improve, and communicate the level of quality in

early and school-age care and education programs.

African American Infant Mortality

Prevention Community-driven pilot projects and

partnerships to tackle the high rates of infant mortality among the

African American community in Fresno County.

Help Me Grow Fresno County

A coordinated system of services and assistance available to families

to support the healthiest development of young

children.

We are invested in a number of crucial efforts and initiatives with an aim to leverage, sustain, and increase our impact. The above areas of investment are examples of how we have

embraced our unique role as a county-wide convener and coordinator in the early childhood service system. Moving forward, we are committed to these investments, and to exploring

innovative and collaborative ways to improve how our systems operate.

For more details on the goals, strategies, and results of these investments, see the reports in the attached resources section.

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DRAFT

Snapshot of Fresno County

Of the 971,616 residents in Fresno County, 8% are children under five years old.

Of families with children under 5 are living in poverty

37%Of food insecure children are likely ineligible for assistance

22%Median household

income

$48,730

Sources: Health Fresno County; County Health Rankings; 2013-2017 American Community Survey 5-Year Estimates; Children Now, 2016-17 California County; Fresno Cradle to Career Partnership 2018 Annual Report; Lucile Packard Foundation for Children’s Health

Pregnancy & Childbirth Access to Services

Physical & Emotional Stress

Of mothers receive early prenatal care

88% Of children are born with a low birthweight

8%

Of births are preterm, with less than 37 weeks of completed gestation

10%

7Of children receive care within a medical home

37% Of people are delayed in, or had di�culty obtaining health care

9%

Of adults who need behavioral or mental health services recieve them

57% Of children who need behavioral or mental health services recieve them

55%

Of 3 and 4 year olds attend preschool

33% Of 3rd graders are reading at grade level

47%

Of children have experienced two or more adverse experiences

18% Of adults have frequent mental distress

13%

Early Childhood Education

Out of every 1,000 children have substantiated child abuse88

Infant deaths (within 1 year), per 1,000 live births

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DRAFTSTRATEGIC PLANNING PROCESSThe strategies included in this plan are meant to serve as a north-star and roadmap for our efforts moving forward. This Strategic Plan is inspired by parents and the community, and we are committed to honoring their voices.

We view this plan as an opportunity to express our values as an organization and outline our investment priorities for the future. On an annual basis, First 5 Fresno County will review and assess our Strategic Plan to ensure its continued alignment with community priorities and investments.

Gathering Information Every First 5 commission is required to adopt a Strategic Plan to guide local decision-making for the purpose of strengthening families and improving outcomes for young children in its county.

With the end of our 2013-2020 Strategic Plan in sight, our local commission took an unconventional approach to developing this 2020-2025 plan. In February 2018, we were presented with the opportunity to partner with the Fresno County Cradle to Career Partnership, the Central Valley Community Foundation, Fresno County Superintendent of Schools and Fresno Economic Opportunities Commission to develop a community agenda called the Preconception to Age 5 Blueprint for Funding and Advocacy (Blueprint).

The development of the Blueprint included an analysis of all current funding for children and families in Fresno County and engaged community stakeholders (including parents and professionals) to guide investments impacting children and families across the county.

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DRAFT

This Strategic Plan serves as the foundation for the Blueprint and is rooted in the community input we received from stakeholders, over 60% of whom were parents or primary caregivers. Throughout this process, we reached out to our community directly to learn about the most pressing and difficult challenges facing young children and their families.

We were able to identify many key challenges facing families with young children in Fresno County. These priorities are the heart of our 2020-2025 Strategic Plan1:

Key Challenges

Parents have trouble accessing high quality childcare and early education services for their young children.

Families face many barriers accessing physical, mental, and behavioral health care services.

Parents are in need of support to build their understanding of early childhood development.

Many families struggle to find safe community spaces and healthy food options for their children.

Families face a number of economic insecurities in their daily lives.

Parents need more support navigating the early childhood service system and ensuring services meet their complex needs.

Using what we learned from our community members as a guide, we worked to shape our 2020-2025 Strategic Plan around addressing these key challenges in responsive and innovative ways.

This plan was also designed to complement existing community efforts addressing the needs of children and families in Fresno County. Using this plan as a guide, we will advance the priority areas of the Blueprint, Help Me Grow Strategic Plan, First 5 Fresno County Rural Needs Assessment, the African American Infant Mortality in Fresno County report, the Blue Ribbon Equity Panel report, Quality Counts California standards, the Breastfeeding Efforts Needs Assessment, and similar community agendas (see appendices).

1 For more detail on these key challenges, and others, please see the Community Engagement Findings Report in the resources section.

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DRAFTSTRATEGIC PLAN FRAMEWORKFirst 5 Fresno County’s main goal, above all else, is helping our families thrive. In everything we do, we commit to honoring and supporting our families. Our vision, mission, and values reflect this commitment, and our investment areas and strategies are designed to convert our commitment into action.

Vision

Mission Values

InvestmentAreas

Strategies

Action

Vision

Mission Values

InvestmentAreas

Strategies

Action

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VisionWe envision a future where all children and their families are healthy, loved, and nurtured.

MissionWe run after this vision by partnering with our community to create a seamless system of quality, accessible services that support the well-being of every child and family.

ValuesEvery aspect of our work is guided by our underlying beliefs and commitments.

We believe that…• Children develop in the context of their families and communities • Every person has innate dignity and worth • Families and communities are the ultimate experts on their needs• Relationships are at the heart of strong systems and families

• We are a piece, not the whole, of the solution

And so we will..• Engage and amplify the voices of families and communities • Be culturally responsive, respectful, honest, fair, and ethical• Build intentional, rather than transactional, relationships• Lift up the needs of our most underserved children and families

including, but not limited to: undocumented individuals, dual language learners, rural families, African American families, single parents, children with special needs, and low-income households

• Prioritize sustainable, innovative solutions that leverage and build on local strengths, wisdom, and resources

• Hold ourselves and our partners to the highest standards of quality

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DRAFTInvestment AreasGuided by our values and the community engagement process, we work toward our mission of a seamless system of quality, accessible services by investing in families, communities and systems. Each of these areas are fundamentally related and represent key elements of a child’s life essential to their wellbeing. Families: Our primary goal, above all else, is helping families thrive across the county. To us, this looks like every family having the resources they need to support their child’s development, so children grow up ready to succeed in school and in life.

Communities: Families flourish in safe, stable, and engaged neighborhoods. Strong communities provide the social support and environment needed to give children the best start possible.

Systems: Any successful approach to addressing the key challenges facing Fresno County families will require a systemic change. We see the system as the people, policies, and places representing each agency, organization, and business that serves Fresno County families. From private businesses to community-based agencies, libraries to law enforcement, schools to hospitals, we all can make things work better for families.

Communities

Systems

Families

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Strategies

CommunicationWe will pursue communication strategies to highlight the importance of early childhood development, and to ensure that young children and their families are connected to the services they need.

AdvocacyWe will engage with decision-makers at all levels to promote family-centered policies that improve the well-being of children.

CollaborationWe will strengthen connections and information-sharing between community partners in all sectors, to ensure complimentary rather than duplicative service delivery.

Skill-BuildingWe will support professionals and parents to ensure they have the knowledge, skills, and resources to effectively care for young children.

Innovation & LearningWe will seek out innovative and reflective approaches to confront persistent community challenges.

We will support families, communities and systems through five primary strategies. These strategies may involve funding direct services and programs, convening community partners, investing in systems improvement initiatives, or a combination of all.

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DRAFTINDICATORS OF PROGRESSAs one piece of the early childhood system in Fresno County, we understand that our investments cannot be made or measured in a vacuum. We are dependent upon our partners to collectively meet the needs of families. We will look to community-developed performance measures and local data to track progress at the county level. Our strategies moving forward are designed to help move the needle in these crucial areas, and we will be tracking them closely along the way.

Example indicators include: • Families with children under age 5 living in poverty

• Food insecurity

• Infant mortality rate

• Preterm birth rate

• Mothers receiving early prenatal care

• Children who receive care in a medical home

• 3 and 4 year olds who attend preschool

• 3rd graders reading at grade level

• Violent crime rate

• Substantiated child abuse rate

• Children with two or more adverse experiences

• Children who have received a standardized developmental screening

• Children who are successfully referred or linked to services as a result of screening and assessment

• Children receiving IDEA early intervention services

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ACKNOWLEDGEMENTSThank you to all of those who contributed to the creation of this Strategic Plan. A special thank you to the families and members of the community who shared their perspectives and experiences with us. Finally, we would like to acknowledge these partners:

First 5 Fresno County Commissioners• Brian Pacheco, Chair

• Kari Gilbert, Vice Chair

• Hugo Morales, Secretary/Treasurer

• Dawan Utect, Commissioner

• Shantay Davies-Balch, Commissioner

First 5 Fresno County Staff• Emilia Reyes, MBA

• Fabiola González, MPA

• Hannah Norman

• Alix Hillis

• Monica Ramirez, MA

• Karen Rangel

• Karina Perez

• Mayra Diaz, MS, PPS

Other Partners• Harder+Company Community Research

• Central Valley Community Foundation

• Fresno County Cradle to Career Partnership

• Fresno County Superintendent of Schools

• Fresno Economic Opportunities Commission

• Melissa Cook

• Guadalupe Ramirez

• Arthur Montejano, MA, MBA

• Cecilia Paredes

• Kalisha Goodwin

• Liliana Salcedo

• Johnathan Zepeda

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ADDITIONAL RESOURCESAll documents referenced below can be found on our website www.first5fresno.org/publications

A: Community Engagement Key Findings Report

B: Help Me Grow Fresno County Strategic Plan

C: African American Infant Mortality Report

D: Fresno County Rural Needs Assessment

E: School Readiness Longitudinal Study

F: Blue Ribbon Equity Panel Report

G: Breastfeeding Efforts Needs Assessment

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Agenda Item 6



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 6 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: Financial Report for Period Ending April 2019 RECOMMENDED ACTION: Accept the financial report for period ending April 30, 2019. BACKGROUND:

This item is intended to keep the Commission apprised of financial activity as of April 30, 2019 and to provide an opportunity to discuss and review financial activities for the reporting period. KEY POINTS: Revenues ($8,293,661 - 81%)

Prop 10 Revenue ($6,661,185 – 83%) – First 5 California has not yet reported Proposition 10 revenue for March and April 2019.

First 5 CA IMPACT Revenue ($502,245 – 36%) – First 5 California processes IMPACT

reimbursements twice per year. Final reimbursement will take place in June at which time we anticipate receiving the remaining balance.

California Department of Ed. Grant ($205,375 – 138%) – The revenue from the California Department of Education represents moneys owed from previous years that were recently disbursed due to the cycle timeline and does not indicate an increase in project funding.

Other Revenue ($155,235 – 310%) – Other revenue comprises rent collected from Lighthouse tenants to off-set facility operating costs as well as reimbursement for indirect costs from outside contracts.

Operating Expense ($955,590 - 46%) – All expenses are within budget limits.

Worker’s Compensation Expense ($1,097 – 6%) – Worker’s compensation expense will be paid in full by the end of the fiscal year.

Advertising Expense ($0 – 0%) – Advertising expense is underutilized due to staff leveraging electronic and online marketing tools.

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Agenda Item 6

Dues & Subscriptions Expense ($1, 998 – 5%) – First 5 Association membership dues make up most of this item and are paid in May.

Capital & Equipment Expense – Computers & Software ($85 – 1%) – Recent capital equipment

purchases will be reflected in May 2019.

Program Development/Strategic Planning Expense ($3,125 – 10%) – The decision to complete much of this work in-house has kept costs low though costs associated with the production of the final plan will be shown in May and June.

Strategic Plan Investments Awards ($6,684,911 - 88%) - Development of contracts are on target and within budget constraints. FY 2018-2019 Service Provider Expenses ($5,429,486 - 68%) – Expenses are on track and within budget constraints. FISCAL IMPACT: Overall, expenses are within budget constraints for fiscal year 2018 – 2019.

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FIRST 5 FRESNO COUNTYFINANCIAL STATEMENT

APRIL 2019 (83%)

Revenues

Budget Amounts Actual Amounts Percent Variance

07/01/2018-06/30/2019 07/01/2018-4/30/2019

Prop 10 Revenue $8,000,000 $6,661,185 83%Non-Prop. 10 Revenue First 5 CA IMPACT Revenue $1,408,325 $502,245 36%

California Department of Ed. Grant $148,729 $205,375 138%

UCSF Grant $638,138 $365,278 57%

The David and Lucile Packard Foundation Grant $15,000 $15,000 100%

Other Revenue $50,000 $155,235 310%

Interest Revenue - County Treasury $25,000 $18,901 76%

Investment Income $0 $370,444 100%

Total Revenues $10,285,192 $8,293,661 81%

Operating Salaries & Benefits

Salary Expense $1,050,886 $522,553 50%

Payroll Tax Expense $138,313 $48,871 35%

Retirement Expense $90,326 $58,917 65%

Employee Benefits Expense $247,497 $93,014 38%

Worker's Compensation Expense $18,711 $1,097 6%

Total Salaries & Benefits Expenses $1,545,733 $724,453 47%

Services & Supplies

Advertising Expense $4,000 $0 0%

Audit Expense $25,000 $22,905 92%

Capital & Equipment Expense- Computers & Software $14,840 $85 1%

Commissioner/Advisory Expense $5,836 $834 14%

Dues & Subscriptions Expense $42,125 $1,998 5%

Equipment Rental/Maintenance Expense $42,535 $15,796 37%

General & Administrative Expense $23,041 $14,816 64%

Insurance Expense $16,303 $7,067 43%

Materials & Supplies Expense $12,021 $4,782 40%

Overhead Expense $110,000 $76,376 69%

Program Development/Strategic Planning Expense $29,940 $3,125 10%

Professional Services Expense $135,000 $51,072 38%

Staff Training & Conference Expense $41,517 $21,168 51%

Telephone Expense $17,300 $10,323 60%

Local Travel Expense - Local Mileage $2,500 $791 32%

$521,957 $231,137 44%

Total Operating Expenses $2,067,690 $955,590 46%

Total Services & Supplies Expenses

*First 5 California has not yet reported Proposition 10 revenue for March & April 2019.

*

27

FIRST 5 FRESNO COUNTYFINANCIAL STATEMENT

APRIL 2019 (83%)

Strategic Plan Investments Awards


Strategic Plan Investments

Tier 1: Children and Families

Goal 1 - Health Promotion $1,258,488 $663,488 53%

Goal 2 - Early Learning $545,635 $505,000 93%

Goal 3 - Strong Families $1,566,926 $1,566,726 100%

Total Tier 1 $3,371,049 $2,735,214 81%

Tier 2: Community Partners

Early Childhood Partner Capacity Building $35,000 $35,000 100%

Community Learning Center $548,803 $548,803 100%

$583,803 $583,803 100%

Tier 3: Early Childhood System of Care

Community Relations $318,944 $81,973 26%

Multi-Sector Partnerships $25,000 $25,000 100%

$343,944 $106,973 31%

Accountability and Evaluation

Accountability Services $300,000 $300,000 100%

Evaluation Services $600,000 $600,000 100%

$900,000 $900,000 100%

Non-Prop. 10 Funded Programs

First 5 CA IMPACT Program $975,323 $975,323 100%

First 5 CA IMPACT Regional Hub Program $581,731 $581,731 100%

CA Department of Education QRIS Certification $148,729 $148,729 100%

UCSF- Group Prenatal Care Program $638,138 $638,138 100%

The David and Lucile Packard Foundation $15,000 $15,000 100%

$2,358,921 $2,358,921 100%

$7,557,717 $6,684,911 88%

Operations Contingency Fund $1,000,000 $1,000,000 100%

Strategic Reserve Fund $2,000,000 $2,000,000 100%

FY 2018-2019 Service Provider Expenses


Tier 1: Children And Families $3,800,008 $2,366,571 62%

Tier 2: Community Partners $804,076 $596,711 74%

Tier 3: Early Childhood System of Care $421,000 $255,527 61%

Accountability and Evaluation $800,000 $450,688 56%

Non-Prop. 10 Funded Programs $2,195,192 $1,759,990 80%

$8,020,276 $5,429,486 68%

Total Strategic Plan Investments Awards

Total Service Provider Expenses

Total Tier 3

Total Tier 2

Total Non-Prop. 10 Funded Programs

Total Accountability and Evaluation

28

JULY AUG SEPT OCT NOV DEC JAN FEB MAR APRIL MAY JUNEFY 15/16 1,004,258 1,002,801 1,004,476 629,962 1,038,424 828,134 1,041,907 749,911 782,588 961,106 900,259 1,076,427

FY 16/17 1,015,870 774,562 975,656 973,316 454,669 1,070,089 864,587 792,879 999,109 1,229,291 359,799 632,521

FY 17/18 919,321 832,837 810,097 773,319 730,237 209,324 884,785 522,174 681,066 791,132 799,468 649,333

FY18/19 845,329 714,761 951,239 780,033 724,798 822,022 250,798 653,454

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

Dol

lars

MONTHLY PROPOSITION 10 REVENUE COMPARISON

*First 5 California has not yet reported Prop 10 Revenue for March & April 2019.

*

29

FIRST 5 FRESNO COUNTYBALANCE SHEETDECEMBER 2018

Operating Checking$282,189

Program Checking$2,855,014

Treasury$2,441,121

Investment Portfolio$10,867,689 Revenue Receivable

$1,319,503

Loans Receivable, Long Term

$10,956,060

ASSETS

Nonspendable$10,956,060

Committed$7,419,782

Assigned$2,411,121

Unassigned$5,673,908

Contingency$3,000,000

FUND BALANCEFUND BALANCE

30

$21,374,798

$16,485,275

$16,175,722

$14,713,133$15,138,275

$16,908,782

$15,816,518

$17,000,403

$17,913,455

$16,152,751

$15,170,028

$13,301,450$12,907,568

$12,106,551

$11,810,999$11,988,200

$11,020,252

$10,142,348

$8,603,094

FY 99/00 FY 00/01 FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18

Revenue Since Inception - First 5 Fresno County

31

Agenda Item 7



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 7 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: 2019-2020 Proposed Budget and Long-Range Financial Plan RECOMMENDED ACTION: Approve the First 5 Fresno County (F5FC) 2019-2020 Proposed Budget and Long-Range Financial Plan. BACKGROUND: On June 7, 2019 the Finance and Program Review Committee reviewed and approved this item to move forward for full Commission consideration. With the 2019-2020 Proposed Budget, the Commission will implement its proposed 2020-2025 Strategic Plan by setting aside funds to invest in services and efforts designed to positively impact the lives of young children and their families in Fresno County. This budget is the funding framework for the proposed 2020-2025 Plan while it also incorporates the committed investment obligations from the current 2013-2020 Strategic Plan. Included in the 2019-2020 Proposed Budget is a comparison of the past year’s expenditures, encumbrances and revenues. Key Points of 2019-2020 Proposed Budget:

Revenues For 2019-2020, anticipated revenues total approximately $10.28 million including the following projections: Proposition 10 Revenues: $8 million Non-Proposition 10 Revenue: $1.96 million Other Revenue: $300,000 Interest Earnings (County Treasury): $20,000 Investment Income: $5,000

Fund Balance F5FC staff is projecting a zero-beginning balance. At the completion of the FY 2018-2019 Audit Report in October 2019, any unspent funds will be brought to the Commission to designate to program investments. Interest Revenue This line item includes only the interest earned from funds held in the County Treasury Pool. Investment Income Interest/Profit earnings from the Commission’s investment portfolio are potential future program allocation.

32

Agenda Item 7

Operational Administrative costs are projected to be approximately 5.7%. Program Allocations The proposed 2020-2025 Strategic Plan identifies the Commission’s priorities and approaches to community investments. All known funding has been identified and detailed in the cost analysis section. Long-Range Financial Plan:

With the creation of each new budget, the Long-Range Financial Plan (“the Financial Plan”) is updated with actual financial data and assumptions are reviewed for continued accuracy.

Financial Planning Model Assumptions: The Financial Plan is based on a model that provides actuals and projections and estimated revenues and expenses from FY 2017-2018 through FY 2026-2027. The calculations are based on the following assumptions:

1. Proposition 10 Revenues – The average decrease of Prop 10 Revenues is projected at 2% annually.

2. Investment Income – Interest/profit earnings from the Investment Portfolio have been inconsistent. Minimal amounts are included to account for the unpredictability.

3. Non-Proposition 10 Revenue – Other non-Proposition 10 Revenue includes contracts with First 5 California for IMPACT efforts, focused on quality child care coaching and capacity building, which began in FY2016-2017, a five-year commitment to term in fiscal year 2019-2020.

4. Operating Expenses – The financial planning model uses actuals from FY 2017-2018 which levels as baselines to project operating expenses for FY 2019-2020 and beyond.

First 5 Fresno County Begins FY 2019-2020 with a(n):

Beginning Fund Balance of zero Anticipated annual Proposition 10 revenues $8 million Projected Administrative Rate of 5.7% Proposed Strategic Plan Investment allocation of approximately $6.16 million

The Financial Plan allows the Commission to use current year Proposition 10 allocation funds and investment income to support future Strategic Plan Investments. Over the 10-years of the Financial Plan, the Commission is expected to receive $92.8 million in revenue and allocate approximately $75 million in Program Investments (Program and Technical Assistance Support, Focus Areas, Community Partners, Systems, and Strategic Plan Investment Areas). Fiscal Impact: The Financial Plan serves as a 10-year guide for the management of resources and program investments as allocated by the Commission in accordance with the proposed 2020-2025 Strategic Plan. The 2019-2020 Proposed Budget provides a financial framework to allocate funds and cover operational costs for the Commission. CONCLUSION: Upon approval, staff will finalize and implement the 2019-2020 Proposed Budget informed by the Long-Range Financial Plan.

33

2019-2020PROPOSED BUDGET

2405 Tulare Street, Suite 200 | Fresno, CA 93721 (559) 558-4900 | www.first5fresno.org

34

Table of Contents

EXECUTIVE SUMMARY................................................................................1

REVENUE BUDGET..........................................................................................2

PROPOSED BUDGET ACTIVITY SUMMARY 3

PROPOSED BUDGET COMPARISION & SUMMARY .4

DETAIL BUDGET LINE ITEMS COST ANALYSIS....................... ....5

35

FY 2019-2020 BUDGET EXECUTIVE SUMMARY

BACKGROUND At First 5 Fresno County (F5FC) we are committed to honoring and supporting families throughout our county. We envision a future where all children and their families are healthy, loved and nurtured. By the age of five, 90% of a child's brain is developed. Based on this fact, California voters passed Proposition 10 (the California Children and Families Act) in 1998. As a result, a 50-cent tax on all tobacco products was established ‘to facilitate the creation and implementation of an integrated, comprehensive, and collaborative system of information and services to enhance optimal early childhood development.’ Proposition 10 funds are distributed to California counties based on birthrate. Over time, Proposition 10 revenue has declined. In recent years, the natural wane of consumption has been negatively impacted by the passage of two pieces of legislation; Senate Bill X2-7 which increased the state’s smoking age from 18 to 21 and Proposition 56 which imposed an additional $2.00 tax on tobacco products and electronic cigarettes. Recognizing that the needs of Fresno County’s 78,000 children under the age of five surpass necessary funding to support them, the FY 2019-2020 Budget reflects our commitment to becoming more strategic, efficient, and effective in carrying out our mission. In order to adjust to our new fiscal reality, we continue to shift our efforts to focus on creating long-lasting policy and systems-level change to benefit the greatest number of young children and their families. PRIOR BUDGET FINANCIAL HIGHLIGHTS The Commission’s previous 2017-2019 Two-Year Budget guided investments of approximately $17.1 million for early childhood services and service alignment. Investments over the life span of the previous budget work together to create a coordinated system to support the healthiest development of young children. Initiatives like Quality Counts California, the Lighthouse for Children, direct service programs, African American infant mortality prevention efforts, and Help Me Grow Fresno County. Moving forward these crucial efforts and initiatives remain priorities with an aim to leverage, sustain and increase our impact. FY 2019-2020 BUDGET In developing the 2020-2025 Strategic Plan over the last year, we reached out to our community directly to learn about the most pressing and difficult challenges facing young children and their families. The feedback we heard serves as a roadmap for our efforts moving forward. The 2019-2020 Budget outlines the investment areas through which we will honor the voices of our community.

The budget demonstrates our continued commitment to supporting the early childhood system of care in Fresno County while laying the foundation for innovative ways, keeping long-term sustainability in mind, to support the well-being of every child and family. From Help Me Grow Fresno County to QRIS, funds will be utilized to promote an integrated, high quality system of care for children and families. Efforts like Glow! Group Prenatal Care and the Community Learning Center will create a sense of community and an environment where everyone thrives. Finally, by specifically allocating funds for “Innovation & Learning Partnerships”, we invite our community to envision new ways of addressing the needs of children and families – and creating the early childhood system of care of the future, today.

The budget document contains detail on investments and is meant to complement the 2020 - 2025 Strategic Plan. For details on the agency’s vision, mission and more, refer to the full Plan at our website www.first5fresno.org.

36

REVENUES

REVENUE BUDGET $10,284,888Proposition 10 Revenue $8,000,000

Non-Proposition 10 Revenue $1,959,888

UCSF - Group Prenatal Care Grant Pilot Program Grant $211,780

First 5 California QRIS Revenue $1,645,421

California Department of Education QRIS Grant $102,687

Other Revenue $300,000

Interest Revenue - County Treasury $20,000

Investment Income $5,000

Anticipated revenue received from investments reserved for future program allocation.

The Group Prenatal Care Pilot Program is a resulting recommendation from the First 5

Fresno County commissioned African American Infant Mortality Needs Assessment. The

Commission is in contract with the University of California, San Francisco (UCSF) to

implement the pilot program which includes a subcontract with Fresno State for research

and evaulation. This revenue amount is for the remaining nine months of the contract.

The state collects the state tobacco tax revenue and distributes each propotionate share to

the 58 California counties based on birth-rate, according to the Children and Families Act of

1998.

The Quality Rating Improvement System (QRIS) is a statewide, locally implemented effort

that funds and provides guidance to local and regional agencies, and other quality partners,

to enhance their support of early learning and care providers. These efforts leverage funds

from First 5 California.

In collaboration with First 5 California, the California Department of Education, Early

Learning and Care Division supplies funds to increase certifications and recertifications

regionally to ensure the highest quality is being attained by early care and education

providers.

This includes quarterly New Market Tax Credit loan interest pass-through payments, rents

collected from Lighthouse for Children (LFC) tenants used to offset operating costs,

minimal revenue from use of space by external partners at the LFC facility and other outside

revenue.

Interest collected from the funds held on deposit in the County of Fresno's Treasury account.

37

FIRST 5 FRESNO COUNTYFY 2019-2020 PROPOSED BUDGET ACTIVITY SUMMARY

Line Items % Budget Amounts

Administrative Cost 5.7% $588,461

Program Cost 88.4% $9,091,960

Evaluation Cost 5.9% $604,468

100% $10,284,889

Based on its strategic plan, First 5 Fresno County invests in three areas: Families, Communities,

Systems through established strategies: Communication, Advocacy, Collaboration, Skill-building, and

Innovation & Learning.

The breakdown of expenses by cost category is as follows:

5.7%

88.4%

5.9%

Administrative Cost

Program Cost

Evaluation Cost

38

FIRST 5 FRESNO COUNTY

2019-2020 PROPOSED BUDGET COMPARISON AND SUMMARY

FY 2018-19

Budget

2019-2020 Proposed

BudgetVariance

Fund Balance

Assigned Fund Balance $6,533,243 $0 ($6,533,243)

RevenuesProposition 10 Revenue $8,000,000 $8,000,000 $0

Non-Prop. 10 Revenue UCSF Grant $621,676 $211,780 ($409,896)

First 5 CA QRIS Revenue $1,802,588 $1,645,421 ($157,167)

California Department of Ed. QRIS Grant $114,097 $102,687 ($11,410)Other Revenue $65,000 $300,000 $235,000Interest Revenue - County Treasury $25,000 $20,000 ($5,000)

Investment Income $0 $5,000 $5,000

Total Revenues $10,628,361 $10,284,888 ($343,473)

Operating

Salaries & Benefits

Salary Expense $1,050,886 $873,687 $177,199

Payroll Tax Expense $138,313 $93,409 $44,904

Retirement Expense $90,326 $76,395 $13,931

Employee Benefits Expense $247,497 $243,272 $4,225

Worker's Compensation Expense $18,711 $14,621 $4,090

$1,545,733 $1,301,383 $244,350

Services & Supplies

Audit Expense $25,000 $25,000 $0

Capital & Equipment Expense $14,840 $14,500 $340

Commissioner/Advisory Expense $5,836 $2,450 $3,386

Dues & Subscriptions Expense $42,125 $42,125 $0

Equipment Rental/Maintenance Expense $42,535 $37,452 $5,083

General & Administrative Expense $23,041 $20,623 $2,418

Insurance Expense $16,303 $13,384 $2,919

Materials & Supplies Expense $16,021 $15,000 $1,021

Overhead Expense $110,000 $117,000 ($7,000)

Program Development/Strategic Planning Expense $29,940 $25,000 $4,940

Professional Services Expense $135,000 $114,940 $20,060

Staff Training & Conference Expense $41,517 $41,517 $0

Telephone Expense $17,300 $18,780 ($1,480)

Local Travel Expense - Local Mileage $2,500 $2,500 $0

$521,957 $490,271 $31,687

$2,067,690 $1,791,654 ($276,036)

Strategic Plan Investment Areas


Help Me Grow Fresno County $500,000

Direct Service Programs $2,000,000

Community Learning Center $823,067

Patient-Centered Prenatal Care $450,000

African American Infant Mortality Prevention $960,279

QRIS - Local High Quality Training & Technical Assistance $1,100,000

Innovation & Learning Partnerships $200,000

$7,110,202 $6,033,346 $1,076,856


Accountability Services $199,980 $200,000 ($20)

Evaluation Services $600,000 $300,000 $300,000$799,980 $500,000 $299,980

Non-Prop. 10 Funded Programs

UCSF - Group Prenatal Care Program $621,676 $211,780 $409,896

First 5 CA QRIS- IMPACT Program $840,726 $840,729 ($3)

First 5 CA QRIS- IMPACT Regional Hub Program $961,862 $804,692 $157,170

California Department of Ed. QRIS Grant $114,097 $102,687 $11,410

The David & Lucile Packard Foundation Grant $15,000 $0 $15,000

$2,553,361 $1,959,888 $593,473

$10,463,543 $8,493,234 $1,970,309Total First 5 Fresno County Budget $12,531,233 $10,284,888 ($2,246,344)

Reserve

$1,000,000 $1,000,000 $1,000,000

$2,000,000 $2,000,000 $2,000,000

Total Operations Expenses

Strategic Plan Investments Total

Total Accountability and Evaluation

Total Non-Prop. 10 Funded Programs

Total Strategic Plan Investments

Operations Contingency Fund

Total Services & Supplies Expenses

Total Salaries & Benefits Expenses

Strategic Reserve Fund

39

DETAIL BUDGET LINE ITEM

COST ANALYSIS

Salary Expense

2019-2020

Budget Amount

$873,687

FTE Position Salary Proposed Salary FTE Position Salary Proposed Salary

1 $127,050 $129,149 1 Project Manager $51,380 $52,229

1 Deputy Director $104,550 $106,277 1 Project Manager $50,852 $50,8521 Project Director $77,166 $78,441 1 Project Specialist $36,130 $36,1301 $71,995 $73,184 1 Project Specialist $36,130 $36,1301 Project Manager $60,000 $60,000 2 Project Manager - Vacant $132,000 $132,0001 Project Manager $53,106 $53,106

6 $500,157 6 Sub-total $307,340

FTE Total 12.00 $807,497

Overtime $9,882

$56,308

Salary Expense Total $873,687

Total Evaluation Expense 873,687 x 6% 52,421

Total Program Expense 873,687 x 68% 594,107

Total Administration Expense 873,687 x 26% 227,159

Payroll Tax Expense

2019-2020

Budget Amount

$93,409A.

$873,687 x = $88,369

B.

FTE 12 x $7,000 x 3.50% = $2,940

C.

FTE 12 x $7,000 x 2.50% = $2,100




OPERATING EXPENSES

Salaries for a total of 12 FTE positions for the administration of the Commission. (Salary expense for five additional staff members is presented in Tier 2 of the 2013-

2020 Strategic Plan Investments and the Non-Proposition 10 Funded Initiatives below.) Any salary increases are budgeted and recommended by supervisors and are

based on First 5 Fresno County's Employee Compensation Policy. Potential salary increase amounts are based on number of staff eligible and annual performance

reviews. This budget allows for a 1.25% of salary increase Additionally, the budgeted amount for compensated absences for the liability of employee banked Personal

Time Off (PTO) and a potential overtime budget are included here. This portion of the budget amount is based on projected hours accumulated for the year,

approximately 1,520 hours.

State Unemployment Insurance - Estimated 3.5% on first $7,000 earned by each employee at 12 employees. The five remaining employees accounted for

in Strategic Plan Investments to total 17 employees.

Federal Income Contribution Act: The employer's share is set by the federal government at 10% of each gross salary.

Federal Unemployment Training Tax: Estimated 2.5% on first $7,000 earned by each employee at 12 employees. The five remaining employees are

accounted for in Strategic Plan Investments to total 17 employees.

Compensated Absences

10%

Executive Director

Project Director

Salaries Total

40


COST ANALYSIS

Retirement Expense

2019-2020

Budget Amount

$76,395

x 8.74% =

Annual Salaries Amount Percentage




Employee Benefits Expense

2019-2020

Budget Amount

$243,272

$221,156 x 10% $243,272

Rate Increase Annual Amount




Worker's Compensation Expense

2019-2020

Budget Amount

$14,621

$13,292 x 10% =

Prior Estimated Amount Rate Increase

Total Evaluation Expense 14,621 x 6% 877



The Commission's contracted insurance broker recommended a conservative increase to the prior budget amount of 10% assuming no plan changes are made. The

calculation shows the cost breakdown and includes the deduction of the benefits expense for Community Learning Center staff. Benefits for full time, permanent staff

include dental, life, medical, and vision insurance. This line item also includes the auto allowance for the Executive Director for the wear-and-tear and other travel-

related expensesof their personal vehicle for business use in leiu of mileage reimbursement based on the County of Fresno's policy of use.

the salesman category for contract managers' responsibility to execute county-wide site visits and in-person annual contract reviews. The Commission's insurance firm

included a conservative increase of 10% to the prior full-year actual amount each fiscal year in their estimate. The following is the cost breakdown.

$873,687 $76,395

The cost of retirement benefits for full-time, permanent employees is calculated at 8.74% of each gross salary.

Total Amount

FY2018-19 Annual Amount

$14,621

Annual Amount

41


COST ANALYSIS

Audit Expense

2019-2020

Budget Amount

$25,000


Total Program Expense 25,000 x 0% 0


Capital & Equipment Expense

2019-2020

Budget Amount

$14,500




Commissioner/Advisory Expense

2019-2020

Budget Amount

$2,450

7 x $350 = $2,450

Number of Commissioners Average Cost Annual Amount




This line item is budgeted for a maximum of seven Commissioners for potential equipment, trainings, workshops, meeting-related expenses, etc., associated with the

agency's work. Examples include but are not limited to the F5 State Annual Conference attendance, mileage reimbursement, etc. The estimated annual amount is

budgeted at $300 per Commissioner.

Expenses for mandatory independent auditing services for the Commission are estimated at $25,000 per fiscal year. Estimate is based on the four-year cost proposal

provided by the contracted auditing firm in their awarded submission resulting from the Commission's Request for Quotations procurement in 2016 for auditing

services. The per fiscal year (through FY2018-19) amount proposed by the contractor was for $22,905. Staff is recommending an additional $2,095 per fiscal year for

anticipated rate increase after the new procurement for services.

Currently, the Commission owns 18 staff workstations (computer, monitor, printer, keyboard, etc.). Staff recommends setting aside $11,000 for possible replacement of

two computers (estimated at $2,000 per computer with taxes included) and an additional $3,500 for unforeseen replacement or repairs of other equipment and/or

furniture.

42


COST ANALYSIS

Dues and Subscriptions Expense

2019-2020

Budget Amount

$42,125

$562,010 x 6.25% = $35,125Annual Budget + $7,000

$42,125




Equipment Rental/Maintenance Expense

2019-2020

Budget

Amount

$37,452

Annual Total

$175 x 4 = $700 Postage Maintenance $700

$600 x 12 = $7,200 $7,200

$7,900

Monthly Annual Total

$1,450 x 12 = $17,400 IT Support $17,400

$55 x 12 = $660 $660

$18,060

Monthly Annual Total$9,500 $9,500

$85 x 12 = $1,020 $1,020

$59 x 12 = $708 $708$22 x 12 = $264 $264

$11,492

$37,452




Monthly/Quarterly

Hosted Email & Storage

Copier/Scanner Maintenance

Software Maintenance: The Commission pays a flat rate for its accounting system software on an annual basis of $9,500. Below are the monthly and annual estimated

costs for each software type as quoted by the Commission's IT contractor and based on actuals:

Equipment Maintenance: The Commission's equipment maintenance includes a postage meter and a copier/scanner. The estimated cost breakdown is as follows:

postage meter quarterly maintenance $175 per quarter; copier/scanner maintenance: $600 x 12 months = $7,200 annually.

Computer Maintenance Sub-total

Equipment Maintenance Sub-total

Equipment Rental/ Maintenance Expense Total

Software Sub-totalFax Service

Accounting System Maintenance

IT Management LicenseAnti-virus Software

Computer & Information Technology Maintenance: The Commission contracts out Information Technology (IT) support for workstation/desktop management,

server management and support. The contracted IT support amount support is $16,200 per year ($1,450 per month x 12 months). Hosted email and storage via Office

365 is estimated at $55 per month x 12 months.

F5FC Percentage

The cost associated with dues and subscriptions for the twelve-month period comprises required dues to the First 5 Association (each county pays a proportionate

share of the cost of maintaining the Association) plus the cost cost of miscellaneous subscriptions, publications, and dues at $7,000 (i.e. Government Finance Officers

Association, Fresno Bee, etc.).

43


COST ANALYSIS

General and Administrative Expense

2019-2020

Budget Amount

$20,623




Insurance Expense

2019-2020

Budget Amount

$13,384

Prior Year Estimates

Special Property Insurance Policy (SPIP) $4,100 X 12% = $4,592

Special Liability Insurance Policy (SLIP) $5,100 X 12% = $5,712Cyber Crime Insurance $2,750 X 12% = $3,080

$11,950 $13,384




Materials and Supplies Expense

2019-2020

Budget Amount

$15,000




The Commission is required to carry liability insurance. Insurance type include: Liability Insurance Policy, Special Property Insurance Policy and Cyber Crime

Insurance. Insurance costs typically increase 10-12% year-over-year; therefore, staff is recommending the following for FY 2019-2020.

The Materials and Supplies Expense line item includes costs associated with general office supplies, postage cost, and printing of materials that are required for

aside an additional $2,000 for any unexpected materials costs, such as mandatory document printings, signage, business cards, etc.

Costs associated with management, finances, and other expenses which are incurred by or allocated to the Commission for general management and administration of

the Commission that cannot be assigned to a specific line item. Costs include bank charges, operational advertising costs, dependent care plan, etc. Bank charges,

average $850 per month.

44


COST ANALYSIS

Overhead Expense

2019-2020

Budget Amount

$117,000




Program Development Expense/Strategic Planning Implementation

2019-2020

Budget Amount

$25,000




Professional Services Expense

2019-2020

Budget Amount

$114,940

Monthly Addt'l Services

$5,050 x 12 = $60,600 + $8,000 = $68,600 $68,600

$500 x 12 = $6,000 + $5,000 = $11,000 H.R. Services $11,000

$900 x 12 = $10,800 + $0 = $10,800 $10,800

$295 x 12 = $3,540 + $0 = $3,540 $3,540

$250 x 12 = $3,000 + $0 = $3,000 $3,000

$18,000

$114,940




This line item exists for additional or unforeseen costs for program development, the implementation of the Strategic Plan, and/or printing materials to showcase the

Strategic Plan. The Commission is currently in the early stages of strategic planning implementation. Staff recommends budgeting $25,000 to anticipate the further

stages of strategic planning.

The Commission occupies 15% of the leasable space within the Lighthouse for Children facility. As the Master Lease Holder of the Lighthouse for Children (LFC)

facility, the Commission is responsible to pay its proportionate share of the overhead cost. Overhead costs include utilities (water, waste, gas & electricity, etc.), facility

contracted services (security, janitorial, landscaping, etc.), insurance and taxes and a facility management services contract. The remaining amount for the facility is

budgeted within the Strategic Plan Investments for the Child Development Center and Community Learning Center.

The Commission utilizes this line item to obtain a specific technical or unique function performed by independent contractors or consultants whose occupations are

not fulfilled by F5FC staff. Examples of professional services include attorneys, business consultants, business development managers, law firms, human resources,

payroll services, investment custodial services and other specialized administrative roles. Budget amounts are based on past trends, average monthly rates and quotes

multiplied by 12 months. Staff recommends including $18,000 for other miscellaneous professional services to include services for translators (services when needed),

administrative cost for Health Savings Accounts (average cost per month = $125), human resources coaching and other short-term consultants.

Payroll Services

Professional Services Total

Investment Services

Custodial Services

Legal Services

Misc. Professional Services

45


COST ANALYSIS

Staff Training, Travel & Conference Expense (Out of Town Travel)

2019-2020

Budget Amount

$41,517




Telephone Expense

2019-2020

Budget Amount

Justification/Calculations:

$18,780

Monthly Amount Annual Amount$550 x 12 = $6,600 Landlines $6,600$650 x 12 = $7,800 Data Lines $7,800

$115 x 12 = $1,380 Tablet Data Plan & Devices $1,380

Unforeseen Phone Expenses $3,000

Telephone Expense Total $18,780




Local Travel Expense - Local Mileage

2019-2020

Budget Amount

$2,500

Local Travel Expense- Mileage Total $2,500



Total Administration Expense 2,500 x 26% 650

Estimated cost for F5FC staff to attend local and out of town trainings/conferences on behalf of the Commission. All trainings & conferences attended are required to be

aligned with the Strategic Plan per the Commission's Travel Policy and Procedures Manual. Trainings/conferences include, but are not limited to, the First 5 State

annual conference, First 5 Association quarterly meetings and summits, annual retreats, Government Finance Officer Association trainings, Early Care & Education

meetings/conferences, legislative visits, Help Me Grow National and State Conference, etc. Average cost of travel for one staff on one trip is $200 which includes

transportation, lodging, registration, per diem, etc.

Telephone expenses include the Commission's phone landlines, data lines and data plan for wireless accessibility all to aid in the operations of the agency. Staff

recommends $3,000 for unforeseen expenses.

Annually, F5FC contract managers are required to administer Annual Contract Reviews to all funded Service Providers which may require traveling locally on behalf of

the agency throughout Fresno County. Additionally, staff occasionally travels for the Commission for various reasons including off-site technical assistance to Service

Providers and various Community Partner convenings. Estimated costs are projected based on past expense trends. All staff do not utilize this line item, for example

administrative-type staff tend to travel less frequently. Currently, the IRS mileage rate is 58¢ per mile.

46


COST ANALYSIS

2019-2020

Budget Amount

Help Me Grow Fresno County

Help Me Grow Fresno County $500,000

Direct Service Programs

Direct Service Programs $2,000,000

Community Learning Center

AmeriCorps Contract $203,040AmeriCorps Team Parking & Misc. $15,500

CLC Salaries Salary Proposed SalaryProject Director (.4 FTE) $28,600 $28,600Project Manager $52,309 $53,173Project Speciliast $36,130 $36,130Project Manager - Glow! $47,476 $47,476

Project Speciliast - Glow! $33,280 $33,280Absence/Leave Accrual $6,415Medical Benefits (Dental, Medical, Vision) $65,818Retirement Benefits $18,393

Payroll Taxes $29,649Overhead & Operating Expense $200,000

IT Services $6,075Family Parking Expense $5,455

Office Supplies & Materials $6,700Programmatic Materials $9,600Glow! Programmatic Materials (Cirriculum Mtrls, Site License, etc.) $54,663

Staff Training, Travel & Mileage $3,100

Community Learning Center $823,067

The Lighthouse for Children Community Learning Center (CLC) is a network of community partners working together to provide classes and workshops that

encourage and foster healthy relationships between young children and their caregivers as well as to increase early literacy, language and school readiness skills. Along

with family services, the CLC supports professionals working with young children. A detailed breakdown of staffing (2.4 FTE) and non-personnel costs to operate the

CLC is provided. The CLC is home to Glow!, a Group Prenatal Project. Inspired by the African American Infant Mortality Needs Assessment (2016) findings, Glow!

exists to improve the health of moms and babies with a focus on maternal wellness and support for women in Fresno County. The CLC budget includes 2 FTE for the

operations of the program.

We know that any successful approach to addressing the key challenges facing Fresno County families will require systemic change. Acting as convener and connector

we will bring the community and stakeholders together in support of changing the way our systems work for better outcomes for our children. Help Me Grow Fresno

County, a national model that promotes collaboration across sectors to build a more efficient and effective system for young children and their families in Fresno

County is the over-arching investment binding all our work together. This investment area can also be referred to as the early childhood system of care.

This long-standing area of investment is a compilation of community- based partnerships that provide direct supports to families across the county. We remain

committed to fund a navigable, effective and culturally responsive network of direct services to fill gaps in the early childhood system of care.


STRATEGIC PLAN INVESTMENT AREAS

47


COST ANALYSIS

Patient-Centered Prenatal Care

Patient-Centered Prenatal Care - Off-Site Sub-Contracts $450,000

African American Infant Mortality Prevention

African American Infant Mortality Prevention $960,279

QRIS - Local High Quality Training & Technical Assistance

QRIS - Local High Quality Training & Technical Assistance $1,100,000

Innovation & Learning Partnerships

Innovation & Learning Partnerships $200,000

Strategic Plan Investment Areas Total $6,033,346

Total Evaluation Expense 6,033,346 x 0% 0

Total Program Expense 6,033,346 x 100% 6,033,346

Total Administration Expense 6,033,346 x 0% 0

The Commission continues to be committed to working with the community and its professionals to tackle the high rates of infant mortality among the African

American community in Fresno County. Embracing our unique role as a county-wide convener and coordinator in the early childhood system, we will continue to

explore innovative and collaborative ways to address societal issues that contribute to African American infant mortality through investment and partnerships.

Combined with portions of some investments listed above including direct service contracts, the Community Learning Center and Patient Centered Prenatal Care, it is

the Commission goal to dedicate approximately 25% of its total program investments to African American infant mortality prevention work.

This year we allocated additional resources for the next phase of the group prenatal care project in order to leverages a four-year $5.6 million grant, awarded to

University of California, San Francisco Preterm Birth Initiative-California in partnership with Fresno State's Central Valley Health Policy Institute, from the Patient-

Centered Outcomes Research Institute (PCORI) to research and enhanced prenatal care model compared to traditional care in the Central Valley. Patient-Centered

Care, in this form, will include the releasing of opportunities for eligible entities to apply to be a satellite site of this scaling project. This huge win for Fresno County

and the Central California region will change the odds for 2,600 women and children through this project with 1,300 mothers enrolled in group prenatal care and the

remaining enrolled in traditional care.

Investments like the Quality Rating Improvement System (QRIS) initiative increase the opportunities for technical assistance and training for early childhood

providers throughout the county by leveraging dollars received from First 5 California and the California Department of Education. Along with the overhead cost of

operating the Lighthouse for Children Child Development Center, this investment includes the long-standing commitment to provide supplemental funds for working

families through a tuition scholarship at the Center.

families, and F5FC find innovative ways to collaborate and create a more integrated and comprehensive support system for young children and their families. The

Commission will invest in emerging, innovative partnerships that directly align with the Strategic Plan and the agency's mission along with communication strategies

to further convey the importance of the early childhood development.

48


COST ANALYSIS


2019-2020

Budget Amount

$500,000

Accountability System & Services

Contract Management System $200,000

Evaluation Services

Evaluation Services $300,000

Accountability and Evaluation Total $500,000



Total Administration Expense 500,000 x 0% 0

Organizations that receive F5FC funds report financial, program, and evaluation data to ensure compliance within their contractual obligations. F5FC staff partner with

grantees to ensure best practices are utilized by all programs. The fiscal reporting structure of the Commission was developed in accordance with the First 5 Financial

Management Guide.

F5FC Commissioners are responsible for ensuring that funds are used as voters intended when Proposition 10 was passed in 1998. Commissioners work with F5FC

staff to ensure policies and procedures are consistent with state law. The Commission utilizes Persimmony International, Inc., as the agency's contract management

database. The system tracks all phases of contract development, compliance, and data. F5 staff is recommending a renewal of the Persimmony contract to support the

Commission's mandatory evaluation and state annual reporting requirements for the year of the budget. The following line items are being requested to support the

Commission's accountability and contract compliance efforts:

The effectiveness of the Commission's investments is monitored regularly by staff along with a contracted evaluation firm. The contracted evaluator works with the

accountability and evaluation data to inform its decision-making, ensuring that funds are used as efficiently and effectively as possible. F5FC staff recommends

renewing the existing contract with Harder+Company Community Research, the Commission's evaluator for one more fiscal year. In FY 2019-2020, the Commission will

be releasing a new procurement opportunity for these services.

With the Strategic Plan framework, Harder+Company ensures it continues to closely assess the outcomes for children and families based on the updated strategies and

the indicators of progress. In fiscal year 2019-2020, evaluation will maintain its level of rigor.

49


COST ANALYSIS

Non-Proposition 10 Funded Initiatives

2019-2020

Budget Amount

$1,959,888

UCSF - Group Prenatal Care Program

UCSF - Group Prenatal Care Sub-total $211,780

First 5 CA IMPACT Program

First 5 CA IMPACT Sub-total $840,729

First 5 CA IMPACT Regional Hub Program

First 5 CA IMPACT Regional Hub Sub-total $804,692

California Department of Education QRIS Certification Grant

CA Dept. of Ed. QRIS Grant Sub-total $102,687

Non-Proposition 10 Funded Initiatives Total $1,959,888




The Group Prenatal Care Program, funded by the University of California, San Francisco (UCSF), was a key recommendation from the First 5 Fresno County

commissioned African American Infant Mortality Needs Assessment. With proven outcomes, the program, a feasibility study, provides enhanced prenatal care to

pregnant women in a group setting while incorporating health and wellness education and providing social support. First 5 Fresno County staff monitors the

subcontract agreement with Fresno State's Central Valley Health Policy Institute for the research and evaluation of the project, oversees program staff and aids the

implementation of the project. The funds allocated below are for the final few months of operations for the project under the contract with UCSF. As outlined in the

Strategic Plan Investment Areas, the Commission is committed to spreading and scaling the Group Prenatal Care Program throughout the county.

The IMPACT program is an innovative approach that forges partnerships between First 5 California and counties to achieve the goal of helping children ages 0 to 5

Improvement System (QRIS). This directly aligns with First 5 Fresno County's investments centered around improving the quality of systems. These funds are received

and monitored by Commission staff.

The primary focus of the IMPACT Hub program funding is to provide coordination and specialized support to consortia within First 5 California IMPACT Region 5 to

create economies of scale while building a local early learning system focused on access to high quality early care and education. These funds for F5FC to lead the

region in this work include the administrative costs as the Commission serves as the Lead Agency for the multi-county consortium. The Lead Agency is responsible for

facilitation of meetings, monitoring the Hub budget, and hosting the Regional Hub Coordinator staff position (.6 FTE). Region 5 includes the following 7 counties:

Fresno, Kern, Kings, Madera, Merced, Tulare, Mariposa.

These Non- Proposition 10 Funded Initiatives create strong partnerships while furthering the Commission's impact in the community. Funding for these

projects, as detailed below, comes from revenue streams separate from the Proposition 10 Revenue that is received on a monthly basis.

Funds from the California Department of Education to assist the IMPACT Hub partners in Region 5 build capacity via certification of trainers, observations, and

technical assistance of assessors and coaches all related to the Quality Rating Improvement System (QRIS).

50


COST ANALYSIS

Operations Contingency Fund

2019-2020

Budget Amount

$1,000,000


Total Program Expense 1,000,000 x 0% 0

Total Administration Expense 1,000,000 x 100% 1,000,000

Strategic Reserve Fund

2019-2020

Budget Amount

$2,000,000




The Operations Contingency Fund was established to guard against possible losses and meet unforeseen and unavoidable requirements that may arise during the

budget year. Parameters of usage are outlined in the agency's Accounting Policies and Procedures Manual. This fund will remain at $1,000,000, being deobligated and

then reobligated at the start of the fiscal year.

The Strategic Reserve Fund is a separate fund to guard against any future immediate and unanticipated Proposition 10 revenue deficits or shortfalls that may arise

during the budget year. Parameters of usage are outlined in the agency's Accounting Policies and Procedures Manual. This fund will remain at $2,000,000, being

deobligated and then reobligated at the start of the fiscal year.

51

First 5 Fresno CountyLong Range Financial PlanDollars in Thousands

2017/18

Actuals

2018/19

Budget2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 TOTAL

Beginning Fund Balance (Unobligated) 0.0 6,533.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 6,533.3

Revenue

Annual Projected Allocation 8,942.8 8,000.0 8,000.0 7,905.2 7,786.6 7,630.9 7,478.3 7,328.7 7,182.1 7,038.5 77,293.1

Revenue A - County Treasury Interest 52.3 25.0 20.0 19.7 17.5 17.0 16.5 16.0 15.5 15.0 214.5

Revenue B - Investment Income -8.9 0.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 31.1

Revenue C - Other Revenue 239.5 50.0 300.0 300.0 300.0 250.0 200.0 150.0 150.0 150.0 87,315.4

Revenue D - Non-Proposition 10 Revenue 2,299.6 2,553.3 1,959.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 85,225.9

Total Revenue 11,525.3 17,161.5 10,284.9 8,229.9 8,109.1 7,902.9 7,699.8 7,499.7 7,352.6 7,208.5 92,974.3

Expenses

Administrative Expenses 552.7 473.4 406.8 395.3 386.8 331.9 246.5 216.4 281.7 276.1 3,567.6

Program and Technical Assistance Support 1,564.4 1,854.1 1,201.7 1,152.1 1,046.3 1,054.9 1,026.0 1,003.5 1,022.9 1,017.3 11,943.2

Accountability and Evaluation 927.8 879.4 560.0 541.1 528.8 526.7 428.5 445.6 460.5 454.9 5,680.3

Focus Areas 4,835.4 7,231.3 - - - - - - - - 12,066.7

Community Partners 928.1 779.0 - - - - - - - - 1,707.1

Systems 417.3 391.0 - - - - - - - - 808.3

Strategic Plan Investment Areas - - 6,156.5 6,141.3 6,147.2 5,989.4 5,998.8 5,834.1 6,026.7 6,216.4 48,510.4

Non-Proposition 10 Funded Programs 2,299.6 2,553.3 1,959.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 6,812.8

Subtotal Expenses 11,525.3 14,161.5 10,284.9 8,229.8 8,109.2 7,902.8 7,699.8 7,499.7 7,791.7 7,964.6 91,096.4

Total Expenses 11,525.3 14,161.5 10,284.9 8,229.9 8,109.2 7,902.8 7,699.8 7,499.7 7,791.7 7,964.6 0.0

Reserved for Priority Focus Area Funding 0.0 1,000.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1,000.0

Contingency Fund 0.0 2,000.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2,000.0

R0519

2013-2020 Strategic Plan

52

Agenda Item 8



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 8 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: Group Prenatal Care Funding Allocation and Procurement RECOMMENDED ACTION:

1) Approve a funding allocation not to exceed $450,000 2) Authorize procurement to select qualified service providers for the coordination and

facilitation of the Group Prenatal Care model throughout Fresno County. BACKGROUND: On June 7, 2019 the Finance and Program Review Committee revised and approved this item to move forward for full Commission consideration. This request is to set aside funds to release a public procurement to contract with community agencies to implement Glow! Group Prenatal Care across Fresno County. Facilitating Glow! Group Prenatal Care (Glow!/GC) through agreements with community agencies promotes the kind of community ownership and involvement that support and leverage funds to improve health outcomes for mothers and babies. On May 31, 2017, the Commission accepted a funding agreement with the University of San Francisco’s Preterm Birth Initiative California (UCSF – PTBi CA) in the amount of $1.3 million to implement Glow! - Group Prenatal Care Demonstration Project in partnership with the Central Valley Health Policy Institute (CVHPI) out of Fresno State University. The pilot project was informed by one of the key recommendations of the Commission’s 2015 African American Infant Mortality Needs Assessment. In April 2019, UCSF in partnership with CVHPI were awarded $5.6 million from the national Patient Centered Outcome Research Institute (PCORI) to scale Glow!/GC. The research project will compare 2,600 pregnant women - 1,300 mothers enrolled in Glow!/GC and 1,300 mothers enrolled in Comprehensive Perinatal Services Program (CPSP) over the course of four years. The results of the study will help future patients decide which approach is best for them, as well as help medical providers and policy makers decide which prenatal care option is best suited and more cost-effective to address high rates of prematurity, depression and anxiety, and disrespectful care. Alignment with 2013-2020 Strategic Plan: Setting aside funds to partner with community agencies to scale Glow!/GC is in direct alignment with the Commission’s overall goal of ensuring healthy development of young children and their families; Tier 1: Children and Families - Goal 1: Health Promotion of the current strategic plan.

53

Agenda Item 8

Short-term goal(s) and long-term outcomes: The desired short-term goal is to establish partnership with community agencies that demonstrate commitment and meet the qualifications to implement and scale the Glow!/GC model across Fresno County. The desired long-term outcomes include: 1. Reduce the number of pre-term births and improve maternal and child health in low-income, racial

and ethnic diverse communities. 2. Demonstrate feasibility and acceptability of a new model that is effective, sustainable, and

replicable, with a focus on addressing psychological and social determinants of health for Medi-Cal enrolled women in Fresno County.

Procurement: Per the Administrative and Programmatic Procurement Policies and Procedures, staff recommends a formal procurement process to select qualified and capable partners to implement Glow!/GC. If approved, procurement would be released in June 2019 in the form of a Request for Qualifications (RFQ). Recommended agencies would come before the Commission for final approval. Fiscal Impact: Total funding from the Commission will be allocated from the Commission’s 2017-2019 approved Revised Two-Year Budget in an amount not to exceed $450,000 for one year, with the option to renew agreements for an additional three years based on performance and availability of funds. In addition, Commission staff is actively working to secure additional funds to supplement the investment from agencies and organizations interested in supporting positive health outcomes for Fresno County families. CONCLUSION: Setting aside funds and partnering with community agencies to scale the Glow!/GC presents a unique opportunity for the Commission to enhance supports to pregnant women to demonstrate the effectiveness of group prenatal care in addressing the social determinants of health. In addition, a programmatic partnership with a national research study effort will have long-term local, state and national implications for the development and implementation of policy change for the prenatal care and support provided to vulnerable pregnant women. If the Commission chooses not to allocate funds for this purpose, a major component of the PCORI research to take place would be jeopardized.

54

Agenda Item 9



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 9 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: Help Me Grow Fresno County Centralized Access Point Procurement RECOMMENDED ACTION: Authorize procurement for a Centralized Access Point for Help Me Grow Fresno County, in an amount not to exceed $300,000. BACKGROUND: Section 130110-130158 of the California Health and Safety Code states the intent of the California Children and Families Act is “to facilitate the creation and implementation of an integrated, comprehensive, and collaborative system of information and services to enhance optimal early childhood development and to ensure that children are ready to enter school.” In February 2018 Commission staff and the Help Me Grow Fresno County (HMG FC) Leadership Team made up of key agencies reflective of the early childhood system of care in Fresno County (including Central Valley Children’s Services Network; Central Valley Regional Center; County of Fresno Departments of Behavioral Health; Public Health and Social Services; EPU Children’s Center; First 5 Fresno County; Fresno County Superintendent of Schools Early Care and Education, SELPA and Special Education Departments; Fresno Economic Opportunities Commission Early Head Start and Head Start; Fresno Unified School District Early Learning and Special Education Departments, Clovis Unified School District Child Development and Special Education and Psychological Services Departments, and Valley Children’s Healthcare) adopted the HMG FC strategic plan to direct future HMG FC investments to be in alignment with the national HMG model expanding from a developmental screening, programmatic focus to a multi-sector, system-wide approach ensuring all children are connected to needed services. The strategic plan outlined priority areas to guide HMG FC implementation including partnerships, contracts and deliverables. Utilizing the plan as a guide, in February 2019 the HMG FC Leadership Team prioritized two areas to focus Commission and community resources in the upcoming months: 1) Centralized Access Point and Care Coordination and 2) Child Developmental Awareness. The Centralized Access Point (CAP) provides a centralized resource and referral hub, in the form of a call center, to assist families in understanding the developmental needs of their children and to identify community resources that will provide appropriate intervention services. Per the HMG National Center, the CAP is the linchpin to the HMG system.

55

Agenda Item 9

During the March 2019 Commission meeting the Commission set aside $500,000 for Help Me Grow Efforts in the FY 2017-2019 Approved Revised Two-Year Budget. As multiple entities are eligible to serve as the HMG FC CAP, Commission staff (following a recommendation by the HMG FC Leadership Team) recommends releasing a formal procurement to identify a HMG FC CAP aligning with the priorities of the HMG FC strategic plan. At this time, the Commission is the primary, direct funder of HMG FC efforts, though one of the key aims of the strategic plan is to achieve financial sustainability for the model beyond Commission funding. Currently, the CAP in Fresno County is the One Call for Kids at EPU Children’s Center funded by First 5 Fresno County and the County of Fresno, Department of Public Health. This transition year contract is set to term June 30, 2019. During this transition period FCSS will develop a HMG FC toll-free phone number for use by the identified HMG FC CAP, and will take calls until a CAP vendor is identified. Alignment with 2013-2020 Strategic Plan: Help Me Grow Fresno County aligns with Tier 1 Children and Families – Goal 1: Health Promotion by supporting a sustainable system for the optimal healthy development of all children, directly linked to the predictive factors for reading on grade level by the third grade.

Short-term goal(s) and long-term outcomes: If approved, Commission staff will work with the HMG FC Leadership Team to develop and release a Request for Proposals, following the Administrative and Programmatic Procurement Policies and Procedures, to identify an entity to serve as the HMG FC CAP. The anticipated timeline is to release procurement in July 2019 with a final recommendation brought to the Commission by August 2019. Following the procurement process, Commission staff will work with the identified entity to develop a scope of work and budget to begin operation in September 2019. Fiscal Impact: Funds for this procurement have been allocated from the Commission’s FY 2017-2019 Approved Revised Two-Year Budget Tier 1 – Children and Families: Goal 1 – Health Promotion line item in an amount not to exceed $300,000 for one year, with the option to renew for an additional three years, aligning with the HMG FC 2018-2023 strategic plan, based on performance and availability of funds. CONCLUSION: This recommendation aligns with the implementation of the adopted HMG FC strategic plan and the Commission’s mandate. As the crux of the HMG FC system, identifying a CAP is key to the full implementation and success of the early childhood system of care in Fresno County. If the Commission determines not to procure for a CAP, Commission staff will work with the HMG Leadership Team to develop next steps for ensuring families are connected to appropriate services within the system.

56

Agenda Item 10



June 19, 2019 – 11:45 a.m.


AGENDA ITEM NO. 10 TO: Children & Families Commission of Fresno County FROM: Emilia Reyes, Executive Director SUBJECT: Executive Director’s Report BACKGROUND: The information presented below is intended to keep the Commission appraised of the Executive Director and staff’s community involvement on behalf of the Commission including relevant activities and new developments undertaken recently. Local Countywide Network Efforts in support of Early Childhood Offsite Staff Meeting Commission staff will be out of the office at our annual offsite meeting retreat from June 20-21, 2019 to prepare for the upcoming fiscal year. 2019 Town Hall Forum in partnership with First 5 California On Thursday, June 6th, 2019 a televised Town Hall forum featured Senator Melissa Hurtado, Fresno County Superintendent of Schools Jim Yovino, County Board of Supervisor Brian Pacheco, Clovis City Council Member Lynne Ashbeck, Fresno City Council Member Nelson Esparza and California State University Fresno President Joseph Castro. The partnership with First 5 California and Nexstar Broadcasting, Inc. (KSEE24) NBC affiliate provided the opportunity to discuss critical early childhood issues encouraging positive relationship-building with our local elected officials. Strategic Plan Presentation to the Board of Supervisors On June 18, 2019 I presented the Commission’s proposed 2020-2025 Strategic Plan. The Commission is required to present its proposed strategic plan to the board of supervisors as a regular item on the agenda of a regularly scheduled board of supervisors meeting and allow a 45-day public comment period as required by county ordinance. Community Learning Center Diaper Hub Pilot Program Central California Food Bank, an official partner of the National Diaper Bank Association, received state funding to pilot a Diaper Distribution Program throughout various geographic regions in the Central Valley. The Community Learning Center (CLC) at the Lighthouse for Children is one of 12 agencies selected to serve as “Diaper Distribution Hubs” to distribute diapers directly to families in need at no charge. The direct and immediate goal for this pilot program is to provide families access to diapers so that parents keep their children clean and healthy. The desired long-term outcomes of this program are to remove barriers to the pursuit of gainful employment and the attainment of child care, as well as create more budget availability for these households to afford food and other basic needs. CLC staff

57

Agenda Item 10

is working with select community partners to effectively reach target populations within our community, such as low-income, working families and those living in rural communities. Our goal is to serve up to 200 families that are referred through select community partners on a monthly basis. Through our soft launch roll-out we’ve enrolled 75 families. Children 0 – 5 Census Subcommittee On May 31st, 2019, the Fresno County Complete Count Census Committee approved for First 5 Fresno County to chair the Children 0-5 Subcommittee. The goal of the Subcommittee is to coordinate efforts with agencies serving families with young children to ensure all Fresno County babies, toddlers and preschoolers are counted in the 2020 Census. Statewide Early Childhood Network Efforts First 5 Association Meeting On July 24, 2019 I will be joining colleagues from around the state to the next First 5 Association quarterly meeting taking place in The First 5 Alameda County Conference Center. The following day on July 25, 2019, I will attend the First 5 California Commission Meeting.

58