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2021 - 2026STRATEGIC PLANADOPTED BY THE COMMISSIONOctober 2020
Table of ContentsINTRODUCTION .2The Strategic Planning ProcessFOUNDATIONAL STATEMENTS .5VisionMissionGuiding PrinciplesOVERVIEW OF BUTTE COUNTY DEMOGRAPHICS .6HIGHLIGHTS FROM THE NEEDS ASSESSMENT .7STRATEGIC FRAMEWORK .10Desired Outcome: CHILDREN’S HEALTH AND WELL-BEING . 12ResultsStrategiesIndicatorsDesired Outcome: STRONG FAMILIES. 13ResultsStrategiesIndicatorsDesired Outcome: HIGH QUALITY LEARNING. 14ResultsStrategiesIndicatorsDesired Outcome: SUSTAINABILITY AND SYSTEMS CHANGE . 15ResultsStrategiesIndicatorsCOMMISSION DEVELOPMENT .16EVALUATION .18PARTNERSHIP DEVELOPMENT .19LONG-RANGE FINANCIAL PLAN .20APPENDIX .23First 5 Butte County / 2021-2026 Strategic Plan1 P a g e
INTRODUCTION“Low- and even some middle-income families live so near the edge that any significant bump willthrow them into the next category [lower].” – First 5 Key Informant InterviewA sense of security and well-being is fundamental to the overall health and welfare of a youngchild, enabling them to successfully overcome difficulties, be ready for school and achieve whatthey want out of life. Past experiences, attitudes and outlook can all impact well-being as canphysical or emotional trauma following specific incidents. Early childhood also matters becauselearning starts from birth: from the time they are born, children experience relationship bonds andbegin learning key social and emotional coping skills that develop from the interactions theyexperience. Children do best when they enjoy the shelter and stability of a strong family withcaregivers positively invested in their lives.First 5 Butte County Children and Families Commission (F5BC) has done much to improve theoutcomes of the children and families living in Butte County. For the past 20 years, F5BC hasplayed a vital role in building a cohesive, collaborative system of services for children and theirfamilies throughout the county. With about 1.6 million currently allocated by the State inProposition 10 funds—an amount that declines annually due to the decline in tobacco taxrevenue—F5BC has created a number of direct service programs that influence systems, buildprovider capacity, and target physical and mental health, early literacy, parenting skills andschool readiness. Grants have supported schools, community organizations, non-profits, publicagencies and cultural centers which work to provide services to children and their families.Proposition 10 legislation (the California Children and Families First Act of 1998) requires eachcounty’s First 5 organization to prepare a strategic plan describing its goals, objectives, fundedprograms and services, and measurable outcomes, and to present fiscal projections.The timing of the strategic planning process coincided with one of the most historic andunprecedented times as the crisis of COVID-19 unfolded across the state—with devastating anduncertain long-term health, social and financial impact. The pandemic was uniquely overwhelming for Butte County as it rolled out against the backdrop of two local disasters from whichthere has not been complete recovery: the Oroville Dam Crisis and the Camp Fire of 2018. Thecombination of these significant events have magnified the wide disparities in Butte County, andhave created an opportunity for F5BC to develop proactive and systemic strategies to addressthe systemic oppression that has prevented families, particularly families of color, from thriving.The Strategic Planning ProcessFirst 5 Butte County / 2021-2026 Strategic Plan2 P a g e
Community input and data-driven strategic planning helps funders define their direction anddecision-making process. To launch the strategic planning process, a comprehensive needsassessment (with highlights on pages 7-10) was carried out to provide the framework theCommission needed to plan and guide its community investments. After identifying the issues ofhighest relevance to First 5’s mission, data and other information were gathered to inform theCommission of current needs, gaps, barriers and community perspectives. The information fromthis research came from the following sources: A Data Dashboard. Statistical data were collected on 56 common indicators that align withFirst 5 goals, with comparisons shown between county and statewide status that allows theCommission and stakeholder groups to track the key data points and monitor progresstoward achieving the desired outcomes. Interviews. Twenty-one key informants representing a cross-section of Butte County healthand human service and other professionals with a broad and informed perspective about thecounty’s population and needs participated in a telephone interview. Commissioners andstaff participated in similar interviews as well as offered historical perspectives and inputregarding planning, programming, infrastructure, evaluation and other internal operationalissues. (Attachment 1.) Provider Survey and Focus Groups. Fourteen individuals representing F5BC grantees, earlylearning and care providers, and other community professionals responded to a survey thatinvited them to identify highest needs and top priorities, insights, and recommendations for0-5 children and families. Additionally, two existing Commission advisory committees—theChild Abuse Planning Council and the Children’s Services Coordinating Council—served asfocus groups for a facilitated discussion about community needs and suggested strategies forFirst 5 support. Parent/Caregiver Survey. To learn more directly about the needs and experiences of ButteCounty’s 0-5 children and families, a 16-question survey in English and Spanish wasdeveloped. Local organizations and providers were sent the survey link and asked toencourage their clients and other community members to participate. A total of 77 parentsand other caregivers responded to topics that included access barriers and utilization ofservices; nutrition and other preventive practices; early learning experiences; highest needsand concerns; and awareness and use of community resources. Others’ Findings. Other relevant, recent local needs assessments were gathered andreviewed to inform and supplement the First 5 research. Literature. A purposeful literature search was undertaken to learn what best-practiceinterventions, sustainability and systems-level approaches, including revenue maximizationstrategies, have been used successfully elsewhere that could have applicability to Butte County. In-person focus groups were scheduled and later had to be cancelled because of the restrictions presented by COVID-19.First 5 Butte County / 2021-2026 Strategic Plan3 P a g e
Becoming More ImpactfulThe planning process took place against a backdrop of declining Proposition 10 revenues, astobacco use rates in California continue to fall. While these declines were not unexpected, areview of F5BC investments under its current strategic plan was conducted. This review revealedF5BC history of funding direct services and programs for individuals and families, compared tofew investments in system-level changes that have the potential to benefit more children andfamilies in the future. Because F5BC believes direct service programs should be rooted within alarger accessible system of support to have an impact large enough to change community-levelindicators, the Commission will look for opportunities for systems-level work as well as giveconsideration to factors that increase program and organizational sustainability.Setting the DirectionAfter the needs assessment phase, the Commission revisited its vision and mission statements toupdate these foundational statements. Subsequently, a set of guiding principles that reflect andcommunicate the Commission’s core values was established as the framework for expectedorganizational behavior and decision-making.The Commission then held further meetings to discuss and reach consensus on priorities and todevelop the specifics of the plan that provide the foundation for measurement. For each corepriority area—strong families, high quality early learning, and children’s health anddevelopment—the group discussed examples of investments along a continuum ranging fromdirect services to organizational capacity building and systems change. The result of thesediscussions is the Strategic Plan Framework that begins on page 11 and contains the followingelements: Population-Level Results: what F5BC and its partners hope to achieveAgency-Level Results: articulates F5BC unique responsibilityStrategies: approaches F5BC will invest in to achieve the resultsIndicators: agency and community-level indicators of change, improvement and progressData Development Agenda: performance measures for which we need to obtain reliablelocal dataFirst 5 Butte County / 2021-2026 Strategic Plan4 P a g e
FOUNDATIONAL STATEMENTS“Supplying safe places for families to gather and engage with other families is important to build support forone another—and build stronger communities.” – First 5 Butte Provider SurveyOur VisionEvery child in Butte County will have the opportunity for a resilient, thriving futurethrough a nurturing, supportive network of families, caregivers, and their community.Our MissionFirst 5 Butte County Children and Families Commission works collaboratively withpartners and stakeholders to build a healthy, integrated system of support for youngchildren and their families and caregivers.Guiding PrinciplesThe following guiding principles reflect the core values of First 5 Butte and guide its work: Dependability: Being present, engaged and visible in our efforts to advocate for andrespond to the needs of children, families and the community. Cultural humility: Interacting with partners and families with deep respect and sensitivityto a wide range of racial and social identities that affect child development and families incomplex ways. Trauma-healing: Using our understanding of how trauma and stress affect people’s livesto support healing and ensure we are compassionate in our work. Inclusivity: Cultivating a professional culture in which everyone feels valued, respected,and empowered. Responsible stewardship: Practicing transparent and wise stewardship of resources toput the needs of children and families first and ensure they receive the greatest possiblebenefit. Balanced decision-making: Weighing empirical data with local feedback and needs inmaking decisions, and allowing for flexibility and innovation in responding.First 5 Butte County / 2021-2026 Strategic Plan5 P a g e
Overview of Selected Butte County Child Demographics and Socioeconomic IndicatorsChild Population by Ethnicity (2017) African American 1.5% American Indian 1.6% Asian American5.6% Hispanic/Latino 24.8% White60.1% Multiracial6.3%Child Population by Age Group (2017) Ages 0-2 - 6,915 (20% of population) Ages 3-4 - 5,167 (15.6%)Ages 5-12 - 20,896 (63.3%)Butte County Local Child Care Planning CouncilTop non-English Languages Learners,K-6th Grade Public Schools (2016-17) SpanishHmongArabicPunjabi-CA Department of Finance, Race/Ethnic Population DetailStudents Ages 0-12 in Migrant Education 67.4% (1,802)23.7% (633)1.6%(42)1.5%(39)CA Department of Education, Demographics by Language GroupChildren Identified with Special Needs 8.1% with IEPs in 2019 7.7% with IEPs in 2012-13Butte County Local Child Care Planning CouncilPercent of Children Age 18 Living BelowPoverty Threshold 105161186210Butte County Office of Education, Migrant Education ProgramHealth Insurance Coverage (Ages 0-6) Un-insured (4.1%)Private purchase (4.9%)Medi-Cal (36.3%)Employment-based (53.8%)UCLA CA Health Information Survey, 2018Unemployment Rate (pre-COVID-19)106.86.2Rate 6.35.55.24.85.34.24.23.902015Butte CountyCAU.S. Census Bureau, American Community SurveyFirst 5 Butte County / 2021-2026 Strategic Plan2016 2017 2018 2019Butte CountyCACA Employment Development Department, Labor Market Information6 P a g e
HIGHLIGHTS FROM THE NEEDS ASSESSMENTNeeds Assessments help to ensure the development of meaningful and achievable strategicplans and guide the course of community grantmaking.DATA DASHBOARD Some of the more positive indicators,1 which reflect progress in Butte County over time or incomparison to the statewide averages, include the following:The percent of children fully immunized by entry intokindergarten94.2% (2018-19)The percent of babies born with low birth weight6.0% (2015-17)The percent of women with a dental visit duringpregnancy46.8% (2015-17)The percent of population age 25 and older with (only) aHS/GED diploma22.6% (2017)The percent of children ages 0-5 whose parents read with 83.8% (2018)them every dayThe percent of women who initiate any or exclusivebreastfeeding after childbirth91.9% (any), 75.9% (exclusive) (2018) The following Butte County indicators1 are unfavorable and reflect local conditions thatare poorer than the state averages and are of concern:The prevalence of people with ACES in the county23.5% (0); 26.3% (1); 19.9% (2-3); 30.3(4 or more) (2015)The percent of 3rd grade children at grade-levelproficiency in reading and math43.4% English (2018-19)41.3% Math (2018)The percent of women with postpartum depression16.3% (2013-15)The percent of children with parents in the labor force for24.0% (2017)whom licensed child care is availableHospital admission rate with any substance-affecteddiagnosis, infants 0-3 mos. per 1,000 hospital births58.5 per 1,000 hospital births (2015)The percent of children with Medi-Cal with a dental visitin the last 12 months.25.6% ages 1-252.7% ages 3-5 (2018)1The references for these data are available in the full Data Dashboard available at http://first5butte.org/First 5 Butte County / 2021-2026 Strategic Plan7 P a g e
Other situations—food security, employment, safe and stable housing—are also troublingbecause they point to the persistent, multigenerational cycle of poverty and economicdisparities—conditions which are likely to be exacerbated by the long-term impact of the COVID19 epidemic. Taken together, these indicators help provide context for this strategic plan. 20.7% (2017) of children ages 0-17 are living in households with limited or uncertain access toadequate food. As of June 2020, countywide unemployment stood at 12.1%, which may not represent themost current economic conditions due to COVID-19. 9.3% (2015) of women reported experiencing physical or psychological intimate partnerviolence during pregnancy. The current coronavirus may possibly result in an increase ofthese incidents in 2020. 21.0% of individuals age 18 reported current cigarette smoking—almost double thestatewide average.PROVIDER AND KEY INFORMANT INPUTButte County professionals and providers offered valuable input on the priorities they believedF5BC should set for future funding, and weighed in on how F5BC could be more helpful to theprovider community.Relatively Ranked Priorities for First 5 SupportMental/behavioral healthAccess to quality preschoolSubstance abuseAffordable housingFood securityNutrition/physical activityFamily/domestic violenceOral healthTransportation assistanceHearing and vision problemsSafe parks and play areasPrimary health care92.9%7.1% 1%71.4%Higher14.3%MiddleLowerSuggestions for the ways First 5 can Better Support Providers/Professionals Training on specific topics by bringing in outside experts/speakers, e.g., evidence-based practice, trauma,ACE's, family engagement, parent/caregiver engagement, cultural competence.Host provider networking to share learning and decrease silos.Be a more effective voice for the first 5 years; increase leadership in this area.Be more visible in the community (rural areas, too), e.g., Commissioners visit project sites.Build more understanding of “what it takes” to deliver direct client services (the challenges as well as joys).Expand consultation and resource availability for providers.First 5 Butte County / 2021-2026 Strategic Plan8 P a g e
PARENT INPUTOverall, the 77 parents who responded to the needs assessment survey expressed having a greatdeal of confidence about several important aspects of parenting. The area where they felt mostself-assurance was in their ability to tell if their child was making developmental progress andknowing how to help their child develop and learn.Parent Self-Reported Confidence Concerning Aspects of 4%25.0%Never3.0%1.5%I know what is usualchild behavior at thisage.Rarely20.9%19.1%1.5%I am able to tell if my I know how to help mychild is makingchild develop and learn.developmental progress52.2%50.0%45.6%Sometimes9.0%14.9%I feel confident in my I have someone to leanparenting skills.on or a place to go whenI need support or helpwith my child.OftenAlwaysFamilies were asked to think about and share which of 9 common issues were worrisome for them.Issues Parents Worry About the Most87.9%Safe and stable housing 12.1%Employment31.3%Child care68.7%41.8%Help to identify potential child problems58.2%33.3%66.7%Domestic violence100.0%Drug/alcohol issues100.0%Mental/emotional health issuesTransportation19.4%80.6%12.1%Enough food for my family87.9%14.9%85.1%YesNoParents also provided helpful feedback on needs First 5 and its partners could help to address.Needs Related to Health and DevelopmentNeeds Related to Early Care and Family ResourcesPercent Saying YesPercent Saying Yes20.0%Child disciplineHelp with breastfeedingDrugs and AlcoholSpecial needs3.1%1.5%12.5%16.9%DentalSafe parks and play areasNutrition23.1%25.0%28.6%10.8%English (n 65)28.6%Spanish (n 8)First 5 Butte County / 2021-2026 Strategic Plan41.3%Child CareAffordable preschoolHelp getting housingHelp finding a jobGetting legal aidGetting foodHelp with newborn at Parenting sh (n 65)13.9%14.3%15.4%12.5%Spanish (n 8)9 P a g e37.5%
STRATEGIC PLAN FRAMEWORK“Some parents feel they have no power to change their situations but some may not be aware of theenvironment they’re providing their kids.” – First 5 Provider Focus Group ParticipantFirst 5 Butte County (F5BC) has a responsibility to all young children and their families living inButte County, with particular focus on those who are most vulnerable. With limited Prop 10dollars, we need to distinguish our accountability to the children and families we directly touchthrough F5BC funded programs and investments from the county’s entire early childhoodpopulation. Results-Based Accountability helps us to distinguish how F5BC programs and fundedpartners contribute to the overall goals for the early childhood community.Results-Based Accountability helps us distinguish Population Accountability, the wellbeing of thewhole population, from Performance Accountability, the wellbeing of the clients who aretouched by programs, agencies and service systems. While both Population Accountability andPerformance Accountability are priorities to F5BC, we distinguish between the two for thepurpose of agency, and strategy, performance measures.All performance measures fall into three categories: How much do we do? How well do we do it?Is anyone better off?The strategic direction the Commission has set for the next 5 years identifies desired results;service and program strategies to achieve the results; and program- and community-levelindicators to measure for improvement closely aligned with First 5’s mission, vision and guidingprinciples. The Commission recognizes there will be overlaps among the strategies, and in somecases the same strategy or strategies can serve to address multiple objectives.The results and indicators framework is an approach that will promote greater impact for F5BCinvestments. The Commission’s program investment hierarchy—guided by data sources andcommunity input—can be easily illustrated by the four-level strategic planning elements on thenext page.
STRATEGIC PLANNING HIERARCHYPriority AreasHealth and DevelopmentStrong FamiliesHigh-quality LearningSustainability & Systems ChangeResultsThe condition of well-being First 5desires for families in Butte CountyStrategiesWhat strategies or approaches willbe implemented (i.e., what we willfund) to achieve the desiredoutcomesIndicators1What we will measure to quantifyachievement or progress towardachieving the resultsAfter adopting this strategic plan, the Commission will create an implementation plan. Thisdocument operationalizes the strategic plan—laying out the activities that will occur over aspecified timeframe; identifying the roles and responsibilities of Commission and staff to carrythem out; identifying the allocation of resources to support the mission; and specifying theprogress reporting structure and timeline.1Anindicator is different from a performance measure. The latter is specific to a strategy—a program, service system orcollaborative effort—to measure how well it is working. For example, how many non-English speaking parents of young childrenparticipated in a neighborhood nutrition class? Performance measures will be built into the individual evaluation plans of eachgrantee going forward.First 5 Butte County / 2021-2026 Strategic Plan11 P a g e
HEALTH AND DEVELOPMENTPOPULATION-LEVEL RESULT:Children achieve optimal physical, behavioral andsocial-emotional healthAGENCY-LEVEL RESULTSTRATEGIESINDICATORS11. F5BC invests in mentalhealth supports andservices for youngchildren and theirfamilies, including womenduring the perinatalperiod. Help Me Grow and othercare coordination services. Provider and communitycapacity building to increasesupport for young childrenand their families.# and % of children andcaregivers touched by F5BCprograms and investmentswho receive mental healthscreenings and services. Navigation and care forwomen who areexperiencing maternalmental health challenges.# and % of women reportingpost-partum depression andwho report ability to accessmental health services.2. F5BC promotes andinvests in universal earlyintervention screeningand associated support. Help Me Grow Support of systemsinterventions such asscreening and prenatal/primary care providertraining.# and % of children whoreceive developmentalscreenings and appropriatereferrals.3. F5BC promotes tobaccoand marijuana cessationbefore and duringpregnancy and postpartum. Promotion of outreach andeducation campaignsfocused on the holistichealth needs of children 0-5and their caregivers. # and % of pregnant womenwho receive substance abusescreenings duringpregnancy.* 4. F5BC promotes andinvests in opportunitiesfor caregivers to receivesupport fromorganizations andprograms to achieve andmaintain sobriety. # and % of women whoreport no use of nicotine ormarijuana 3 months beforeand during pregnancy.* # and % of children who aresystem-involved as a result ofparental substance use. * # and % who access andreceive substance usedisorder prevention andintervention services. *Care coordination andnavigation of services forfamilies.1Some indicators are community- or population-level indicators, for which First 5 funds contribute to community improvements;some are individual-level indicators, the direct results of First 5 investments; and, some may be a measurement of both. All maybe measured and tracked over time.*Indicates Data-Development Agenda Item.First 5 Butte County / 2021-2026 Strategic Plan12 P a g e
STRONG FAMILIESPOPULATION-LEVEL RESULT:Families raise their children in safe, stable and nurturing homesAGENCY-LEVEL RESULTSTRATEGIESINDICATORS11. F5BC promotes andinvests in programs andservices designed toprevent childmaltreatment. Targeted intensive andtrauma informed familysupport services, includinghome visiting, parenteducation and supportgroups. # and rate of Butte children withentries to foster care. # and % of parents/ caregiverstouched by F5BC programs andinvestments who report usingeffective and appropriatediscipline with their children.2. F5BC invests in services toensure children live insafe and healthyenvironments nurturingand responsivecaregivers. Programs that build andenhance protective factorsthat promote optimaldevelopment and positivechildhood experiences. # and % of families touched byF5BC programs and investmentswho report having what theyneed to support their child’sgrowth and well-being.3. F5BC invests inpartnerships andprograms that strengthenindividual and communityprotective factorsthrough socialconnection, communitycapacity building, andaccess to neededservices. Community-focused andbased hubs that offer acomprehensive range ofcoordinated services tochildren and families,including information andreferral, evidence based andculturally informededucation classes, casemanagement, home visits,screenings and services, andmental health support. # and types of hubs and familiesthat access them Collaboratively-driventraining, capacity building,and technical assistanceopportunities. # of organizations and staffparticipating in crossprofessional training andtechnical assistance toorganizations to provide acomprehensive approach tochild and family needs.4. F5BC supports a crossagency effort to identifyways to more efficientlyand effectively outreachand engage caregivers.First 5 Butte County / 2021-2026 Strategic Plan13 P a g e
HIGH QUALITY LEARNINGPOPULATION-LEVEL RESULT:Children are ready for kindergartenAGENCY-LEVEL RESULT1.F5BC efforts andinvestments increaseaccess and opportunities,particularly for childrenliving in poverty, to highquality early learningopportunities.STRATEGIESINDICATORS1 Support of local efforts toensure commitments toIMPACT are fulfilled, and thecounty remains ready toseek or participate inadditional fundingopportunities. # and % of children participatingin quality preschool and otherschool readiness programs. # and % of providers whoreported they received whatthey need to improve theirpractice.Promotion and provision ofopportunities for childrenwho are cared for outside offormal systems to accesshigh quality opportunitiesfor learning, such as playgroups and home visiting. # and % of programs withincreased quality ofteacher/child interactions orenvironments. # and % of children touched byF5BC programs and investmentswhose parents or other familymembers talk, read and singwith them every day. % of 3rd grade children at gradelevel proficiency in reading andmath. Social media engagementmetrics. # of outreach events completed. # of new stakeholders, includingnon-traditional groups thatparticipate in First 5 partnershipactivities and events. 2. First 5 Butte Countypromotes publicawareness regarding thevalue of quality earlylearning programs. Community education andoutreach activities (e.g.social marketing,community events,collateral) and support tocommunicate theimportance of high-qualityearly learning and care andlevels of quality in ECEprograms.First 5 Butte County / 2021-2026 Strategic Plan14 P a g e
SUSTAINABILITY AND SYSTEMS CHANGEPOPULATION-LEVEL RESULT:Families are supported by integrated and effective systemsAGENCY-LEVEL RESULTSTRATEGIESINDICATORS11. First 5 Butte County iscommitted to focusing onlocal policy and systemschange in order tosupport an earlychildhood system of carethat is a network ofcoordinated andresponsive organizationsthat improve outcomesfor children age 0-5. Develop a local policyagenda. Provide training andcommunity of practice withResults-Based Accountability(RBA).# of multi-sector andstakeholder engagement inimproving child and familyoutcomes. #of public agencies withincreased investments in youngchildren.Utilize RBA in grantee scopeof work and evaluationdevelopment. # of organizations that makepolicy and practice changesconsistent with First 5 ButteCounty policy priorities. # of data analyses that informpolicy change. # of First 5 Butte County staffand partners using tools fromRBA. # of community partnerstouched by F5BC investmentsthat have secured sustainablefunding sources for programsand services that support 0-5year olds. # of new external dollarsinvested in First 5 Butte Countyprograms, priorities andstrategies. # of new stakeholder types2. First 5 Butte County iscommitted to expandingprograms and services foryoung children and theirfamilies. Provide technical assistanceand training to build andsupport local agencycapacity to seek and utilizealternative funding sources. Assist partners in using theoutcomes from theirprograms to solicit supportfrom other funders. Use Prop 10 funds toleverage additional fundingsources.Expand stakeholder groups.First 5 Butte County / 2021-2026 Strategic Plan15 P a g e
COMMISSION DEVELOPMENT“There isn’t enough societal buy-in to the extent needed to respond to these problems.”—Key Informant Inter
Community input and data-driven strategic planning helps funders define their direction and decision-making process. To launch the strategic planning process, a comprehensive needs assessment (with highlights on pages 7-10) was carried out to provide the framework the Commission needed to
