[{"_1":2,"_110":-5,"_111":-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",[32,74,86,98],{"_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":56,"_73":56},"mediaId",6501471,"mediaKeyId","5535899-59479de6195e1fa450832905ff95fb8b","parentId",5535899,"title","Ten‑year community effort to reduce African American child deaths shows program gains but county data rose during COVID years, presenters say","audioSeconds",2707,"startMs",3556000,"endMs",6263000,"viewUrl","/Search/View?dp=1&key=5535899-59479de6195e1fa450832905ff95fb8b&start=3556&end=6263","thumbnailUrl","https://assets.pipeline.soar.com/5535899-59479de6195e1fa450832905ff95fb8b/thumbnail_3556000.jpg","articleUrl","/articles/6501471/Sacramento-County/California/Tenyear-community-effort-to-reduce-African-American-child-deaths-shows-program-gains-but-county-data-rose-during-COVID-years-presenters-say","mediaUrl","https://secure.pipeline.soar.com/6501471-b28a6f33c5ae295cea616e8b2deb73a7/orig.mp4?Expires=1770415713&Signature=YNlom-reVox1HQNcouYYlbIWM28P7uId-QALA2VQ5rWNg76O0t~vAHBp0LB52Ijp3-lOAbnWICXeZw2VT3MIU18WHRbACaInPTDw2mOJLXJrjLxtti6eUAPaa73WGohIJSn6edF-wTs7CsQIx4bh971Qeymhq8abFDSgNdtTzrrNzAI6HaoON99MDD6WFoRo8bE5HM8lGBge7-95zcj6vpXnFga3JQ4d-yUKRKaGEbAWpYBXcAttgRkJQZ0R6Q9HDPnldVE7fTB0~gsfIYiLa3I4SwSrZfNGczBCaurI4Ccvt7SCGcbzQ3cQURnrdOXEvQG3oFS8GGyKyl8re5-77A__&Key-Pair-Id=KUT5TJCACFTXG","author","","date","2025-08-06T15:10:54.467Z","article","First 5 Sacramento and partner agencies on Aug. 4 presented a multi‑pronged, decade‑long effort to reduce disproportionate rates of African American child deaths and described both program outcomes and recent countywide trends.

Linda Fong Samara, the long‑time lead on the reduction effort, and partners from the Sierra Health Foundation and external evaluators at Applied Survey Research described a collective impact model that combines targeted neighborhood work, family resource centers, pregnancy peer support, safe‑sleep education and a “concrete needs” rapid‑response program.

What programs reported
- Black Mothers United (BMU) pregnancy peer support: Evaluators reported that in the 2020–2022 period there were 241 BMU births and one infant death during the 12‑month follow‑up window (a numerical rate of 4.1 deaths per 1,000 births for BMU participants). Applied Survey Research reported that, for the 2020–2022 births, the BMU infant mortality rate was lower than the countywide African American infant mortality rate (12 per 1,000) and lower than the countywide total rate (5.2 per 1,000) for the same period. Program data showed improved enrollment in supports such as WIC and CalWORKs and reductions in self‑reported anxiety and moderate‑to‑severe PHQ‑9 depression scores for matched participants at postpartum follow‑up; doulas were associated with especially positive birth outcomes in the cohort cited (24 of 26 infants delivered full term with healthy birth weight when a doula provided support).

- Safe Sleep Baby: More than 1,000 caregivers received the one‑hour workshop in the fiscal year and more than 600 cribs were distributed across cohorts; about one‑third of training participants and one‑third of crib recipients were African American. Follow‑up calls with samples of participants showed increases in reported safe‑sleep practices; African American participants were significantly more likely to report always placing infants on their backs at follow‑up compared to intentions measured at intake.

- Family Resource Center programs (Birth & Beyond, Mann Arcade/Valley High Village): Home‑visiting, group parenting education and crisis case management participants reported increases in protective factors, parenting knowledge and access to immediate needs. Case management examples included connecting families to diapers, food boxes, housing leads and temporary transportation that families said helped them stabilize and move to longer‑term housing.

- Concrete Needs rapid‑response funding: Community partners described stabilizing 363 families in identified high‑risk ZIP codes, with $787,000 allocated to immediate needs such as emergency hotel stays, rental and mortgage assistance, transportation, groceries and furniture. Partners said the stabilization was typically coupled with ongoing case management to address durable barriers.

Countywide trends and context
Applied Survey Research and partners emphasized that recent countywide data include calendar years 2020–2022—the period most affected by the COVID‑19 pandemic and related service disruptions. Evaluators reported that the county’s African American infant mortality rate rose to 12 per 1,000 births for 2020–2022, an increase versus prior benchmark periods. Staff and presenters said the pandemic likely contributed to service access disruptions and other stressors that affected outcomes; they cautioned that the pandemic years complicate direct interpretation of trend lines.

Community testimony
Multiple community partners and program participants addressed the commission: Heart Health First and Black Mothers United staff described hesitancy among some mothers to engage during the pandemic and a rebound in face‑to‑face enrollment as safety concerns eased. A parent served by the Roberts Family Development Center described receiving wraparound help after a family medical emergency; program staff said the intervention included housing assistance and other services. Providers emphasized the importance of trusted community partners and long‑term relationships for reaching families in crisis.

Why it matters
Presenters said the combined strategy—community‑led entry points, targeted rapid response for concrete needs and perinatal peer support—has demonstrable program success for participants and helps reduce risks for infants and families in the neighborhoods served. They also noted that countywide metrics remain uneven and that the pandemic appears to have reversed some earlier gains in certain outcomes.

Next steps
Presenters said First 5 and partners will finalize a new strategic plan for the RAACD work that incorporates community input gathered during town halls and advisory sessions, including priorities to reduce disparities and to build long‑term, thriving, healthy communities. Evaluators and providers asked commissioners to sustain partnerships and funding that support both immediate stabilization and longer‑term systems change.

","mediaType","Video","parentTitle","First5 Sacramento - 8/4/2025","oneSentenceSummary","First 5 Sacramento and community partners reported program outcomes and countywide data Aug. 4, saying pregnancy peer support, family resource center services and a safe‑sleep campaign have reached hundreds of caregivers and stabilized hundreds of families, while countywide infant mortality for African American births rose during the 2020–2022 COVID years.","taxTitle","Sacramento County, California","taxId",2889,"location","headline","shortSummary",{"_33":75,"_35":36,"_37":38,"_39":76,"_41":77,"_43":78,"_45":79,"_47":80,"_49":81,"_51":82,"_53":83,"_55":56,"_57":58,"_59":84,"_61":62,"_63":64,"_65":85,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6501481,"First 5 Sacramento approves FY25‑26 revised budget and 10‑year plan; minutes and advisory appointments also approved",1211,388000,1599000,"/Search/View?dp=1&key=5535899-59479de6195e1fa450832905ff95fb8b&start=388&end=1599","https://assets.pipeline.soar.com/5535899-59479de6195e1fa450832905ff95fb8b/thumbnail_388000.jpg","/articles/6501481/Sacramento-County/California/First-5-Sacramento-approves-FY2526-revised-budget-and-10year-plan-minutes-and-advisory-appointments-also-approved","https://secure.pipeline.soar.com/6501481-df84e01a077c717e81bf8a2695a82338/orig.mp4?Expires=1770415713&Signature=Bd-pwWjf6BE1za5idaknRLdrP8tC6Z5YoRnCFs0AtuPxFSq6ImbRPDmXjxw9EHhGBxHaJOr~VdcozrIS6HqIyJ0QVNU-wTi1uuj1S1k6RiPSKBj~4iR1LS1oyYI1brWbjLmXrbo2DI8Vo2PlCYYRmnyj6aEciFBpFaQVd-8My2oZO3DseNxPso3ZANbLSC9Q7~nTCXXQqZT9V05QhTR3kI2LVEGDdpuiy0-jNkFt9QupXEXPzU~WxsyTGEVMwDZfy5hcZ57Ilh~AP7u0izoex-34N1wv0rrUWKAoHrh88~z8k7CsT7rl35FdMt8VakqPJQtNpr4Uug673jlvzZaTUw__&Key-Pair-Id=KUT5TJCACFTXG","The First 5 Sacramento Commission voted Aug. 4 to approve its revised recommended budget for fiscal year 2025–26 and an updated 10‑year financial plan, following staff presentations on changed carry‑forward and reserve projections.

Chief of Administration Kristin Scheiber told the commission the updated figures show revenues for fiscal year 2024–25 came in about 4.8% below earlier projections, primarily because Proposition 10 disbursements were lower than expected. Scheiber said expenditure savings and higher interest income offset most of that shortfall. The commission was told the estimated carry‑forward fund balance for FY 2025–26 is $2,683,284—about $737,000 more than originally budgeted—and the updated reserve release required to balance the budget is $2,284,019.

Scheiber said the higher carry‑forward amount and reduced reserve draw allowed staff to lower the projected reduction in the 2027 strategic plan from 22.4% to 20%. She told commissioners that Prop. 10 revenue projections were updated to reflect the state's April forecast and that allocations to programs did not change from the version presented in April.

The commission also approved a motion to accept the June 2, 2025 action summary and ratified several advisory‑committee appointments. Staff members earlier told the commission that committee work had recommended the items and that no members of the public were signed up to speak on the actions.

Votes at a glance
- Approval of the June 2, 2025 draft action summary: approved by roll call. Recorded votes in the meeting roll call: Chair Serna—Aye; Commissioner Wesley—Aye; Commissioner Williams—Aye; Commissioner Gordon—Aye; Commissioner Guerra—Aye; Commissioner Kattari—Aye; Commissioner Moke—Aye. (Motion moved and seconded during the meeting.)

- Approval of appointments to advisory and committee seats: approved by roll call. Recorded votes in the meeting roll call: Chair Serna—Aye; Commissioner Wesley—Aye; Commissioner Williams—Aye; Commissioner Gordon—Aye; Commissioner Guerra—Aye; Commissioner Kattari—Aye; Commissioner Moke—Aye. Appointments mentioned in the meeting packet and motion discussion included: Maelle (returning, seat from earlier service), Bukola (new member), Bademasso (applying for parks and rec seat), Heidi Kiser (moving to parents’ seat), Keisha Harris (moving to mental health advisory board seat). Names and seats were those provided in staff materials; some entries were first‑name only in the meeting materials and are shown as presented.

- Approval of the fiscal year 2025–26 revised recommended budget and 10‑year financial plan: approved by roll call. Recorded votes in the meeting roll call: Chair Serna—Aye; Commissioner Wesley—Aye; Commissioner Williams—Aye; Commissioner Gordon—Aye; Commissioner Guerra—Aye; Commissioner Kattari—Aye; Commissioner Moke—Aye.

Why it matters
The revised budget keeps program allocations intact but relies on a larger-than‑expected carry‑forward balance to reduce the near‑term draw from reserves. The commission was told changes in Prop. 10 revenues and other economic factors have pressured the long‑term plan; staff described the 20% projected reduction in the coming implementation period as a guiding constraint for strategy prioritization.

Details and context
Kristin Scheiber told the commission there are no line‑item changes to the recommended budget; instead the changes are to the carry‑forward balance and reserve release amounts. Staff emphasized that the revised projections were sufficient to preserve current program allocations for 2025–26 while modestly improving the projected long‑term reduction in funding needs from 22.4% to 20%.

The commission’s financial planning committee reviewed and recommended the revised budget earlier in July; the committee’s report noted the committee had satisfied itself with the financial statements for the fiscal year ending June 30, 2025 and identified no concerns that required additional action.

What commissioners asked
No public speakers were signed up for the budget item. Commissioners asked clarifying questions about revenue sources, the use of carry‑forward funds, and the long‑term assumptions tied to Proposition 10 receipts. Staff said they would continue monitoring revenues and bring updates to future commission meetings.

Next steps
The commission’s approval finalizes the FY 2025–26 revised recommended budget and the associated 10‑year financial plan as presented.

","The First 5 Sacramento Commission voted Aug. 4 to approve its revised fiscal year 2025–26 recommended budget and an updated 10‑year financial plan after staff said a higher carry‑forward balance reduced the reserve draw needed to balance the budget.",{"_33":87,"_35":36,"_37":38,"_39":88,"_41":89,"_43":90,"_45":91,"_47":92,"_49":93,"_51":94,"_53":95,"_55":56,"_57":58,"_59":96,"_61":62,"_63":64,"_65":97,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6501467,"First 5 Sacramento rolls out community grantmaking, parent summit follow‑ups and explores childcare at Sacramento International Airport",181,679000,860000,"/Search/View?dp=1&key=5535899-59479de6195e1fa450832905ff95fb8b&start=679&end=860","https://assets.pipeline.soar.com/5535899-59479de6195e1fa450832905ff95fb8b/thumbnail_679000.jpg","/articles/6501467/Sacramento-County/California/First-5-Sacramento-rolls-out-community-grantmaking-parent-summit-followups-and-explores-childcare-at-Sacramento-International-Airport","https://secure.pipeline.soar.com/6501467-83980129cbcfaea265ed527087d77402/orig.mp4?Expires=1770415713&Signature=V1C~yYWmU5da9wqRMqcO1fCKfeqRACAkWiTuwl-C0ChE7GDrDgj~BA~NOR671wuXKrDg-Ruscz~NipYGdu9OjSDvO0r8Yf1mqoZiAXegpUpj7-v3bUMYzT3GltZ1ceyqu8x1ndEy41ZFAHHGTXvZYivTbpfTtSlr~XUAqWox7hDZ2anzVMuhX6A7lXRG7pjOCjzG6HsgdHEZ5vDNlbtVCfdCvFJMpdD0H6AlaxA7nxCmsPDvj4e9m-0UVQaoBpOTuzo0lDOv0jDjgrJ~KcgJvFGG9sa3-xwFY~LyfM1ZI5qSalF3FatP6-vXJy7iFkrbO4XiLptY5~BWisJpjQnkYA__&Key-Pair-Id=KUT5TJCACFTXG","In an executive director’s report at the Aug. 4 meeting, First 5 Sacramento staff highlighted new and forthcoming initiatives, including a participatory grantmaking process for roughly $4 million, a parent leadership summit, a family exhibit partnership and an exploratory study into on‑site childcare at Sacramento International Airport.

Julie, the First 5 executive director (name not specified in the transcript), described the Equity in Action committee as a participatory grantmaking process that will allow community members to help determine awards across 11 priority ZIP codes. She said two members of the 15‑member community panel were in the audience and the committee will aim to advance racial equity and stronger families through community‑led decision‑making.

Julie said more than 70 parent leaders gathered in June in Natomas for a parent partnership summit; several commissioners joined panels at the event. Staff said the commission will shortly invite commissioners to a Potter the Otter museum exhibit on Aug. 19, a traveling early‑childhood exhibit developed by First 5 Santa Clara and the San Jose Children’s Museum; the Aug. 19 event will include resource partners and a ribbon cutting at 9 a.m.

Julie also described exploratory work to assess feasibility for a childcare center at Sacramento International Airport. Staff said they are drafting a memorandum of understanding with the county airports department and expect to bring the MOU to the commission at a future meeting. Staff estimated an initial build‑out cost of $1–$2 million for a space that is already available at the airport, and said the plan would use a sliding scale and a mixed revenue portfolio, including a small fee for contractors working at the airport, so the center could be sustained long term. Julie said county airports leadership is supportive and that staff are already briefing state legislators about the idea.

Why it matters
The participatory grantmaking process represents a shift toward community‑led funding decisions; the airport childcare feasibility work, if pursued, would expand child‑care access for airport employees and contractors and likely require capital funding.

Details and next steps
- Equity in Action: Staff said the participatory process will distribute about $4 million and focus on 11 priority ZIP codes. Community panelists will participate in award decisions.

- Potter the Otter exhibit: Public opening/ribbon cutting planned for Aug. 19 at 9 a.m. Staff will circulate calendar invitations to commissioners.

- Airport childcare: Staff will return with an MOU and feasibility study; initial capital requirement estimated at $1–$2 million and a plan to use sliding‑scale fees and contractor contributions for sustainability.

Quotes
\"The work that we do here is critical,\" Julie said, noting the commission’s role in early‑childhood supports and the emphasis on family and community.","In the commission’s Aug. 4 executive director report staff described a $4 million participatory grantmaking effort (Equity in Action), a parent partnership summit with more than 70 parent leaders, a Potter the Otter exhibit kickoff Aug. 19, and exploratory work on a childcare center at Sacramento International Airport that",{"_33":99,"_35":36,"_37":38,"_39":100,"_41":101,"_43":102,"_45":103,"_47":104,"_49":105,"_51":106,"_53":107,"_55":56,"_57":58,"_59":108,"_61":62,"_63":64,"_65":109,"_67":68,"_69":70,"_71":68,"_72":56,"_73":56},6501476,"First 5 Sacramento outlines process to prioritize strategies as funding falls 20%; staff to use community input and operationalized principles",1893,1616000,3509000,"/Search/View?dp=1&key=5535899-59479de6195e1fa450832905ff95fb8b&start=1616&end=3509","https://assets.pipeline.soar.com/5535899-59479de6195e1fa450832905ff95fb8b/thumbnail_1616000.jpg","/articles/6501476/Sacramento-County/California/First-5-Sacramento-outlines-process-to-prioritize-strategies-as-funding-falls-20-staff-to-use-community-input-and-operationalized-principles","https://secure.pipeline.soar.com/6501476-50d088a8b8639280ee1aac568ab01a24/orig.mp4?Expires=1770415713&Signature=LJ5zSAtLCkz5dnBxhzutSnphWYi8nICCStrxCApM80mYrvn4Jfvl05xPmNoQZDyuozUETed5msNmgMADQC6AQ5~c3vfJOvGNksnP6qk368HkeAGGIXYWfKWZf1hnIaV2-~p8RlTrF-Bmard6SJ2aFWxA21ZkyqH4Hb8xGaGAYmewL34gFCp8nA5tkkncLtk-AhQVtNFZ3qIz4zvzWZG3ZXvEMwL9F2NJrLj4Ilnf5z58k1QDbE92-zXeWhR-Mpz~gwFri9IucnIp3L2MS~O5IMKZ53NE9q2wbZghuduaAj5gAl6lLlwCr0psvpKZGmoO0jMZlmtILGSO6pRlam-9vg__&Key-Pair-Id=KUT5TJCACFTXG","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.

","Commissioners heard a staff presentation on implementation planning for the 2024–27 strategic period, including a proposed decision method that operationalizes the commission’s foundational principles to prioritize strategies under an expected 20% funding reduction. Staff said Oct., Dec. and Feb. meetings will show community research, prioritized","actionData","errors"]

Article not found

Ten‑year community effort to reduce African American child deaths shows program gains but county data rose during COVID years, presenters say

First 5 Sacramento approves FY25‑26 revised budget and 10‑year plan; minutes and advisory appointments also approved

First 5 Sacramento rolls out community grantmaking, parent summit follow‑ups and explores childcare at Sacramento International Airport

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