[{"_1":2,"_99":-5,"_100":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6667958,"mediaKeyId","2249017-d0030b1caeb5378dfe3b92eae5426fc4","parentId",2249017,"title","First 5 Sacramento proposes making 2024 strategic plan an evergreen framework, selects equity-centered consultant","audioSeconds",899,"startMs",3256000,"endMs",4155000,"viewUrl","/Search/View?dp=1&key=2249017-d0030b1caeb5378dfe3b92eae5426fc4&start=3256&end=4155","thumbnailUrl","https://assets.pipeline.soar.com/2249017-d0030b1caeb5378dfe3b92eae5426fc4/thumbnail_3256000.jpg","articleUrl","/articles/6667958/Sacramento-County/California/First-5-Sacramento-proposes-making-2024-strategic-plan-an-evergreen-framework-selects-equity-centered-consultant","mediaUrl","https://secure.pipeline.soar.com/6667958-ff18c23ea959d5dbed03edbc3b367c91/orig.mp4?Expires=1771171274&Signature=Kn~xws5Mgt6LL1Se~xRu779QXCWdgqy1RphKuczx8uDbWCSC4hNjKoRS2JQe3AENpaXAXWHBhQrtTn95rnJwb~3K1QNKKxGG0canmwjIihQbYi71h6q6b6z0JWY7gpS9xP9ubKIaMNvN411I9YUI-Yj3cAhAYm-HV6ep0-AUp1pFrKJkkjg1vu9b~9ipHyGAIy-25NxvtDor-hB3YTu0s37-wpJDuSGJl608QWizSzN05XScerkpEZeQN2xpOYTcO7oOiwlaUEtNShBHwoBZCsZ9jlY6zmQTd21oYsmqyzkeYTEzoznhUFN9lXNbLDg4eQFyA7CC5GUo0p3OOOvONg__&Key-Pair-Id=KUT5TJCACFTXG","author","Sacramento County","date","2025-02-07T19:06:35.013Z","article","First 5 Sacramento staff told commissioners on Feb. 3 that rather than redoing the entire strategic plan at the end of the current three-year funding period, they propose keeping the 2024 strategic plan as an \"evergreen\" framework through 2034 and separating fiscal implementation details into discrete spending-plan addenda for each funding period.

Lindsay Janko, who is leading the strategic planning work, said the commission’s 2024 plan centers racial equity and sets five interlocking priorities — racial equity, health and well-being, quality childcare, parent partnership and systems improvement — each with outcomes and goals. \"Given that the commission set priorities through 2034 and that our new funding is just now rolling out... staff is proposing that we maintain the current vision, mission and priorities,\" Janko said.

Staff recommended hiring a short-term, equity-centered strategic planning consultant to support the commission’s decision making about allocations and timelines. After a request for quotes and interviews, staff selected Lindsay Bellows of Heart of Strategy for up to $18,000. The consultant will provide thought partnership, help design community input, create a decision-making timeline and recommend tools and processes to guide commissioners in allocating funding across priorities.

Commissioners asked about the cadence of updating child and family trend data, how the priorities and result areas map to budgeting, and whether the commission will continue to use outcome/result area tables. Staff said the implementation planning process will revisit percentage-weighting and funding strategies for each priority area, particularly in light of anticipated revenue reductions. Staff estimated possible cuts of roughly 25% for the next funding period and said commissioners will be asked to prioritize strategies when staff presents the spending-plan addendum.

The proposal was presented for discussion; commissioners did not take a formal vote at the meeting. Staff said they will return with timelines for implementation planning and community engagement.","mediaType","Video","parentTitle","First 5 Sacramento - 2/3/2025","oneSentenceSummary","Staff proposed treating the 2024 strategic plan as a multi‑year (through 2034) framework and using shorter implementation spending plans for discrete funding periods; a consultant was selected to help with planning and decision tools.","taxTitle","Sacramento County, California","taxId",2889,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6667963,"First 5 Sacramento moves forward with participatory grant making; county announces separate CBO partnership effort",1772,4569000,6341000,"/Search/View?dp=1&key=2249017-d0030b1caeb5378dfe3b92eae5426fc4&start=4569&end=6341","https://assets.pipeline.soar.com/2249017-d0030b1caeb5378dfe3b92eae5426fc4/thumbnail_4569000.jpg","/articles/6667963/Sacramento-County/California/First-5-Sacramento-moves-forward-with-participatory-grant-making-county-announces-separate-CBO-partnership-effort","https://secure.pipeline.soar.com/6667963-fbecaa977abdf76a05833d7abd640a23/orig.mp4?Expires=1771171274&Signature=BtzkAdTlGwNT28rrp5Uwcd5avw4bVsxkE6GcMZmSlAINZkgJQw3eGrDFyaC1Vk1r~YWMJEL6bP6TuEppf4xoYBy7vU7KNeLFsxFXLoM4CTW4yWVyF7v3izeQ84RV7PwWjc35zab9o5h1w8sm~hW57LEIar2xwutb9RZehldwAResMhp7hHmEkBWCfq~eSU~Jra25VvBJStO2Fb-n8IBSiw8mFKTTUUGqHErlNaIFGRMdwydfMEwVk3mgX7E4ANHDUGPwknUK~9qs7xfrl0xpwsMKBNwbEnvgcQ3qdgzqzsmAwggs~bXmwTA4r0ZqRtWm4rTThff07doj2BAn5fl8eA__&Key-Pair-Id=KUT5TJCACFTXG","First 5 Sacramento staff and consultants reported on phase-one work to design a participatory grant-making process that will allocate roughly $4 million to BIPOC-led or -serving organizations, and county officials described a parallel CBO partnership initiative that will direct additional capacity-building resources to small community-based organizations.

Stephanie McLemore Bray of Touchstone Leadership Group summarized outreach done in September and October to recruit input from organizations that had not received First 5 funding in recent years. \"We sent out 272 invitations and got an outstanding response rate — we were shooting for 10% and got almost 20%,\" McLemore Bray said, noting that assemblies included dinner, childcare, and stipends for participants.

The community assemblies prioritized panel recruitment criteria the consultant described as: lived experience and community knowledge; representation from grassroots, nontraditional organizations; geographic diversity across Sacramento neighborhoods; cultural competency; and inclusion of youth members. McLemore Bray said the design recommendation is to recruit up to a 15-member deliberative panel with at least three members aged 16–24, provide onboarding and training on deliberation and decision-making, and pay stipends, transportation and childcare to reduce participation barriers.

Staff will report back to community stakeholders during a virtual session on Feb. 26, 2025, and aim to identify and onboard the panel in April. The panel will then make awards during a later phase of the participatory grant-making process.

Separately, county staff detailed the Sacramento County CBO Partnership Initiative, an effort that grew from a board-level request to use federal and local funds to shore up nonprofit capacity after COVID. The county had previously set aside $7.2 million (initially ARPA funds, later reallocated to general fund) for the initiative and staff said there is a broader pipeline of support estimated in the slides as $9 million for capacity-building and grant opportunities. The county contracted with Sacramento State’s Institute for Social Research to complete a landscape analysis, and staff said the work revealed that small CBOs face barriers navigating county systems and lack formal capacity-building resources.

County and commission leaders described a two-pronged county approach: cohorts that would provide 6–12 months of capacity-building support plus a small implementation grant, and smaller self-directed grants for single needs (for example, an audit or a refrigerator for fresh produce). Staff said the county’s Health and Racial Equity Unit will lead the effort.

Commissioners asked about language access, alternate members for the deliberative panel, and evaluation resources. McLemore Bray said the project team is identifying an evaluation partner with expertise in equitable, culturally grounded evaluation methods. \"We will identify an evaluation partner who understands how to evaluate participatory models that are community designed and community led,\" she said.

The participatory grant-making design and the county CBO initiative were presented for discussion; no formal commission action was required at the meeting.","Commission staff reported results of community assemblies used to design a participatory grant-making panel for a $4 million BIPOC-focused grant pool; county staff outlined a separate, larger CBO capacity-building initiative.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6667967,"First 5 Sacramento adopts audit and annual report, approves PLTI funding; several committee appointments confirmed",848,2312000,3160000,"/Search/View?dp=1&key=2249017-d0030b1caeb5378dfe3b92eae5426fc4&start=2312&end=3160","https://assets.pipeline.soar.com/2249017-d0030b1caeb5378dfe3b92eae5426fc4/thumbnail_2312000.jpg","/articles/6667967/Sacramento-County/California/First-5-Sacramento-adopts-audit-and-annual-report-approves-PLTI-funding-several-committee-appointments-confirmed","https://secure.pipeline.soar.com/6667967-062efb9991131704940c1c21a532bd8e/orig.mp4?Expires=1771171274&Signature=KYLR7z1ne3AhdZbIpIA~mBNwuJjSmHTELQaVPYZ-FtlCSaP58CULwO~k78o0KujzO3tVKKbB2UIJVwCxRCs~xTz~4O-wrHFyicv8MkbHL22L~rKfc9TMvW9JQ8QiatnvV8jsQdLeBt-CDBvUPKI2Fgk029kqLmFvMZM3P7jj73BKshfEMX-gcgR3jrUZdCPkCd4VGCK6jQJ75VSQfOumQ-ZQ4dnViwYFVTJf9RWbI4RgoPUMIcDKb7aUOuviHG6QbLSF5UyRMK~VBqGwxgmiUVLV6YKosildQ6fv~oZU7zX46mNH3EQeEEfBkwIzm4p1Ncb3xGV1s7jwD89iOiYOeg__&Key-Pair-Id=KUT5TJCACFTXG","The First 5 Sacramento Commission on Monday adopted its fiscal year 2023-24 financial audit and annual report, approved an $80,000 revenue agreement with the County Department of Child, Family and Adult Services and a related $72,000 contract amendment to expand the Parent Leadership Training Institute (PLTI), and confirmed several internal committee and advisory appointments.

The commission voted unanimously among members present to adopt the audit. Russell Robertson, assurance director with auditing firm MGO, told commissioners the audit produced an unmodified (clean) opinion and noted no internal control findings for fiscal year 2023-24. \"We provided an unmodified opinion for fiscal year '23-24,\" Robertson said, adding that there were no findings in the internal control or compliance reports.

The commission also held a public hearing and adopted its fiscal year 2023-24 annual report, which staff said documented $21.3 million in expenditures for the year, a fiscal-year-end fund balance of about $18.5 million and services to more than 21,000 parents, children and providers.

On a separate item, the commission authorized entering into a revenue agreement of $80,000 with the County Department of Child, Family and Adult Services to support an additional PLTI cohort and approved an amendment to the Sacramento Children’s Home contract for $72,000 to operate the cohorts. Staff said the $80,000 will fund a new English-language cohort this fiscal year; $72,000 will be passed through to the Sacramento Children’s Home to run the training and the commission will retain $8,000 for program oversight. A staff member said the investment \"will result in a potential 25 new parent leaders for 2025.\"

The commission also approved internal committee assignments and an advisory appointment. The body voted to appoint Melissa Lloyd to the Systems Optimization and Sustainability (SOS) Committee and Nicole Kravitzwertz to the Evaluation Committee. Commissioners also confirmed Robin Blanks Schuster (reported in the meeting as Robin Blank Schuster / Robin Blanks Guster) to the commission’s oral health seat on the advisory committee.

Motions on the consent items and appointments were moved and seconded and passed by roll call. Chair Serna opened and closed the public hearings on the audit and annual report after no members of the public signed up to speak.

The meeting minutes and roll-call tallies are recorded in the commission packet. For the PLTI revenue agreement item staff noted that six commissioners were eligible to vote due to recusals on that item; the motion passed with all voting members present voting in the affirmative.

The commission’s next regular meeting date was not amended during this session.","At its Feb. 3, 2025 meeting the First 5 Sacramento Commission adopted its fiscal year 2023-24 audit and annual report, approved a revenue agreement and contract amendment to fund Parent Leadership Training Institute cohorts, and confirmed several committee and advisory appointments.","actionData","errors"]

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First 5 Sacramento proposes making 2024 strategic plan an evergreen framework, selects equity-centered consultant

First 5 Sacramento moves forward with participatory grant making; county announces separate CBO partnership effort

First 5 Sacramento adopts audit and annual report, approves PLTI funding; several committee appointments confirmed