First 5 Sacramento outlines process to prioritize strategies as funding falls 20%; staff to use community input and operationalized principles

First 5 Sacramento staff presented an implementation plan and timeline Aug. 4 that will guide strategy prioritization for the next phase of the commission’s 10‑year strategic plan, telling commissioners they expect approximately a 20% funding reduction to be managed through narrower, deeper investments and stronger partnership strategies.

Staff described a three‑step decision timeline: an October report on community trend data and phase‑one community research, a December staff recommendation and community‑informed prioritization of strategies, and a February recommendation on funding allocations. Lindsay (staff presenter) said the proposed method to rank strategies will operationalize the commission’s foundational principles—such as “narrow and deep,” prevention and systems change, data‑driven decision‑making and centering racial equity—so commissioners can weigh tradeoffs when resources are constrained.

Julie, the executive director (name not specified in the meeting transcript), told commissioners staff recommend adding a foundational criterion that prioritizes investments that sustain the commission’s ability to carry out its mission—essentially, modest infrastructure to support systems work, community engagement and decision processes. She said First 5 Sacramento has shifted from primarily grantmaking toward systems improvement and community‑centered approaches such as the Equity in Action participatory grantmaking model.

Staff said phase‑one community outreach included six focus groups with 53 participants: two general caregiver groups, one fathers’ group, one Afghan community group, one Spanish‑language group and one group of mothers experiencing homelessness. The ad hoc community advisory board helped identify priority populations and recruitment channels for focus groups, staff said; another set of focus groups and a broader survey will follow in phase two.

Commissioners and staff discussed practical issues: using local tools such as Sac Family Connect (a referral and “no wrong door” decision tree that staff said is shared under MOUs with more than 30 agencies), strengthening partnerships with managed care plans and health systems, and ensuring strategies reach populations being targeted by enforcement or immigration actions. Commissioner comments emphasized the need to both double down on successful partnerships and adapt how services are delivered to meet changing community needs.

Why it matters Staff told the commission a 20% projected funding reduction requires clearer prioritization methods so limited dollars achieve the greatest impact. The process tries to center community voice and data to surface strategies that yield systems‑level impact and reduce racial disparities in outcomes for children ages 0–5.

Details and next steps Staff will present community trend and phase‑one research at the Oct. commission meeting, bring prioritized strategies informed by community input in December, and return in February with recommended funding allocations. Commissioners indicated they may request additional meetings if needed and urged staff to provide decision rubrics or scorecards to aid voting in December and February.

Quotes from commissioners and staff "We have to come together at this time," Commissioner Kattari said, thanking staff and urging partnership across agencies.

Commissioner Guerra suggested outreach to the fuel network to identify immigrant‑serving partners as the commission develops community engagement for populations facing increased targeting.

Commissioner Wesley urged staff to consider how successful doula and peer‑support practices might inform perinatal supports and to plan for targeted outreach where families may be isolated or afraid to seek services.