Rules & Legislation Committee
March 26, 2026

1 CITY O

F OAKLAND
CHILDREN’S INITIATIVE OVERSIGHT COMMISSION

REGULAR MEETING AGENDA
Thursday, February 26, 2026
4:00 PM
1 Frank H. Ogawa Plaza, Oakland, CA
Hearing Room #2
O
versight Commission Members:

Edgar Rodriguez-Ramirez, Emma Batten-Bowman (District 1), Kym Johnson (District 4), Lisa Truong (District 6), Marcy Whitebook (District 1), Maria Sujo (District 5), Michael-Sesen Perrilliat (District 3), Michelle NewRingeisen (District 1), Natalia Rios (District 5), Peter Haviland-Eduah (District 1), Priya Jagannathan, Rickey Jackson (District 3), Sam Davis (District 1) P

UBLIC PARTICIPATION
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CITY O

F OAKLAND
CHILDREN’S INITIATIVE OVERSIGHT COMMISSION

REGULAR MEETING AGENDA
Thursday, February 26, 2026
4:00 PM
1 Frank H. Ogawa Plaza, Oakland, CA
Hearing Room #2
2 P
ROVIDE PUBLIC COMMENT: Below are the ways in which to make public comment within the time allotted for public comment on an eligible Agenda item.

C
omment in advance:

To send your comment directly to the Oakland Children’s Initiative Oversight Commission and staff BEFORE the meeting starts, please send your comment, along with your full name and agenda item number you are commenting on, to Jennifer Cabán at [email protected].

Please note that eComment submissions close one (1) hour before posted meeting time. All submitted public comment will be provided to the Oakland Children’s Initiative Oversight Commission prior to the meeting.

In
-Person:

Each person wishing to speak on items must fill out and submit a speaker's card to staff prior to the meeting. Members of the public can address the Oakland Children’s Initiative Oversight Commission in-person only and shall state their name and the organization they are representing, if any.

If y
ou have any questions about these protocols,
please e-mail Jennifer Cabán at [email protected].

CITY OF

OAKLAND
CHILDREN’S INITIATIVE OVERSIGHT COMMISSION

REGULAR MEETING AGENDA
Thursday, February 26, 2026
4:00 PM
1 Frank H. Ogawa Plaza, Oakland, CA
Hearing Room #2
3 Pe
rsons addressing the Children’s Initiative Commission shall state their names and the organization they are representing, if any.

AGENDA ITEM SCHEDULE ACTION ATTACHMENTS
1 Welcome 04:00 PM AD
2 Roll Call 2 Minutes AD
3 Review of Agenda & Values 5 Minutes AD
4 Open Forum (Non-Agendized Items) 5 Minutes AD
5 Presentations
• First 5 Alameda County (Early
Education Fund Implementation
Partner): FY23/24 RBA Annual Report
& FY25/26 Investment Overview
60 Minutes I Attachment 1 &
Supplemental A
B & C
6 Accountability Officer Update 30 Minutes A* Attachment 2 7 Wrap-Up & Next Steps 5 Minutes AD
A =
Action Item I = Informational Item AD = Administrative Item A* = Action, if Needed
Do y
ou need an ASL, Cantonese, Mandarin or Spanish interpreter or other assistance to participate? Please email [email protected] or call (510) 238-6840 or (510) 238-2007 for TDD/TTY five days in advance.
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西班牙語,粵語或國語翻譯服務嗎?請在會議前五個工作天電郵
[email protected] 或 致電 (510) 238-6840 或 (510) 238-2007 TDD/TTY.

CHILDREN’S

INITIATIVE

OVERSIGHT

COMMISSION

MEETING
First 5 Alameda County
February 26, 2026
Attachment 1
Today’s Presenters
Laura Schroeder
Director, Data & Evaluation
First 5 Alameda County
Jessica Cannon
Executive Director, Early Learning
Oakland Unified School District
Diveena Cooppan
Program Director, City of Oakland,
Early Childhood and Family Services
Lisa Forti
Director, Strategic Initiatives
& Planning
First 5 Alameda County
Kavya Ghai
OCI Officer
First 5 Alameda County
Nick Zhou
Chief Financial Officer
First 5 Alameda County
Today’s Agenda
Part 2:

1. FY 25-26 Program Plan & Budget
Overall, OUSD, COOECFS

2. Q&A
3first5alameda.org |
Part 1:

1. OCI Early Education Fund
Timeline, F5 Role, Vision & Roadmap

2. FY24-25 Expenditures & Impact
Highlights
Inclusive of RBA measures

3. Q&A
4 OCI EARLY

EDUCATION
FUND

OCI Early Education Fund Strategic Framework
co-developed by partners, endorsed by Mayor
5 All 3- and 4-year-olds in Oakland have access to
affordable, high-quality preschool, prioritizing families with low incomes first as mandated by legislation.
• Child, Family, and
Community-Centered
• Equity
• Partnership
• Accountability
To create an equitable, inclusive, and transformative early childhood system that centers Oakland’s children and
families, strengthens the local economy, and shapes a
vibrant future for our community.

SHARED VALUES
VISION

MISSION

1. OCI Early Education Fund Strategic Goals
6 EXPAND ACCESS & ENROLLMENT
Close the estimated enrollment gap for 2,700 unserved eligible 3-and 4-year-olds

ENHANCE QUALITY OF CLASSROOM EXPERIENCES
Co-create a shared, citywide framework for preschool quality that ensures equitable, developmentally appropriate learning environments

ELEVATE THE EARLY CHILDHOOD WORKFORCE
Expand and retain a qualified, well-compensated early education workforce reflective of Oakland’s diversity

STRENGTHEN THE SYSTEM
Build and sustain an integrated, transparent, and accountable early learning system

2. 3.

4. Gap Estimate
7 • 6,300 estimated subsidy-eligible children ages 3 & 4 • 1,700 children ages 3 & 4 estimated served by the
Mixed Delivery System
o Including: Alternative Payment Vouchers, Head Start/EHS, CSPP, and CCTR
• 1,854 children ages 3 & 4 served by OCI Partners
o Including: City of Oakland Early Childhood and Family Services (COOECFS) and Oakland Unified School District (OUSD)
~ 2,700 children
How many subsidy-eligible
children are not served yet?

1 in 5 3-year-olds under 100% SMI
in Oakland are enrolled in a
program funded by the Initiative's
Early Education Fund
1 in 3 4-year-olds under 100% SMI
in Oakland are enrolled in a
program funded by the Initiative's
Early Education Fund
3-year-olds 4-year-olds
2,900 3-year-olds under 100% SMI
live in Oakland
3,400 4-year-olds under 100%
SMI live in Oakland
OCI Reaching Young Children
9 First 5 Alameda County
Implementation Partner
Oakland Unified School District (OUSD)
Public System Partner
City of Oakland Early Childhood and
Family Services (COOECFS)
Public System Partner
• Program design and implementation
• Financial and programmatic data
reporting
• Program design and implementation
• Financial and programmatic data
reporting
• Fiscal stewardship and intermediary functions
• Program alignment and guidance
• Systems building and coordination
Implementation & Public System Partner Roles
First 5’s Key Accomplishments as OCI Early Education Fund Implementation Partner
Fiscal Stewardship & Intermediary Functions
• Established multi-year contracts with system partners • Submitted annual budget memos with analysis and recommendations • Completed clean independent financial audits
• Maximizing impact of OCI dollars through fiscal, programmatic leveraging Program Alignment & Guidance
• Implemented results-based accountability reporting structures and data sharing agreements with each system partner
• Community listening sessions on OCI and M easure C facilitated and documented by WestEd • Established joint systems leaders and bi-weekly partner meetings to guide investments Systems Building & Coordination
• Enabled OCI systems leadership alignment resulting in strategic vision and roadmap • Coordination with Measure C, the Children’s Health and Child Care Initiative, including piggybacking on the OCI evaluator procurement for Measure C • Ongoing collaboration with Oakland Promise
• Process review of the first 18 mont hs of OCI implementation by HTA 10 2021/2022 2024 2025
Jul ‘21: Gov.

Newsome signs AB
130, mandating UTK
Sep '22: F5 submits
OCI Early Education
Fund IP proposal to
the City.

Dec '22: F5
awarded contract
Jun: FY22-23
contracts approved &
executed
Aug: OUSD FY 23-24
contract executed
Nov: Partners agree
on definition of
capacity mandated
Dec: OUSD DSA
signed; COOECFS
FY 23-24 contract
executed
Jun: OUSD Multi-Year
Contract approved &
executed by BOE
Jul - Aug: Joint
systems leaders
retreats
Mar: First 5 holds 4
Community Listening
Sessions
Jul: COOECFS FY24-
27 Multi Year Contract
& DSA signed
Aug - Nov: SRC
facilitated joint
systems leaders, OCI
proposal presented to
Mayor
Jan: Oakland Elects a
New Mayor and City
Administrator
transition begins
Jan: OUSD BOE
approves hiring freeze
for SY2023-24
May: OUSD strike, new
Oakland City
Administrator appointed,
& Human Services
Director retires.

Feb: OUSD BOE
approves hiring
freeze for SY2024-
25 Apr: CA Supreme
Court upholds
Alameda County
Measure C
Mar: COOECFS
Federal Audit
Apr: New Mayor elected ;
COOECFS Head Start Director
and Acting HSD Director placed
on administrative leave
Apr: Federal administration
closed half of all regional HS
offices, including CA
Dec: OUSD BOE approves
~$102M in budget cuts for
FY2026-27
Policy Landscape Implementation Milestones
Sep '22: F5 shares the
initial implementation
plan with the F5
Commission, including
new positions needed to
administer OCI
Jan ‘22: OUSD BOE
approves hiring freeze
for SY2022-23
Dec ‘21: CA Supreme
Court upholds Oakland
Measure AA
May ‘22: City of Oakland
Human Services Dept.

Director retires
Apr: F5 establishes
routine meetings with
systems partners
Apr: Implementation
process review by
HTA
Nov: Oakland
mayor recalled
Jul: Second Interim
HSD Director
retires
Dec: City of Oakland
hiring freeze and budget
cuts in response to
$175M shortfall in FY24-
25 Jun: COOECFS Head Start
Director reinstated
Aug: UTK fully available in CA
Jan: F5 engaging in fiscal
policy strategy with OUSD
Jan: SRC engaged for
continued joint systems
collaboration to implement
universal access for all 3-
and 4-year olds
Jan: White House freezes
select federal childcare
and education funding
streams
2023 2026
Oakland Children’s Initiative (OCI)
Implementation Timeline
OCI Early Education Fund: Budget, Expenditures and
Enrollment (ages 0-5), by year and partner
12 FY 2025-26FY 2024-25FY 2023-24FY 2022-23
Projected
Enrollment
Proposed
BudgetEnrollmentActualBudgetEnrollmentActualBudgetEnrollmentActualBudget 2,484$26.5 M*2,316$9.6 M$14.5 M2,043$8.1 M$11.9 M1,906$.4 M$6.0 MOUSD 225$5.4 M186**$3.2 M$6.6 M19$2.4 M$6.6 M37$2.3 M$2.6 MCOOECFS N/A$3.8 MN/A$3.4 M$3.8 MN/A$3.6 M$4.1 MN/A$.9 M$1.8 MF5 2,709$35.8 M2,502$16.2 M$24.9 M2,062$14.2 M$22.5 M1,943$3.7 M$10.4 MTotal  The slides following this summary table further illustrate FY 25-26 budget priorities and year-over-year trends for each partner
*$11.7M of the FY 2025-26 budget for OUSD consists of one-time capital facility investments. ** Data reporting starting in FY 2024-25 expanded from 3 OCI-funded sites to all sites benefiting from OCI investments. 13 OCI Early Education Fund:
4-year financial projection (FY 2026-27 to FY 2029-30)
FY 2029-30FY 2028-29FY 2027-28FY 2026-27OCI Fund Balance Projection
$54.7M$46.5M$42.3M$41.1MBEGINNING BALANCE
$32.3M$31.7M$31.1M$30.5MREVENUE
$28.7M$23.5M$26.9M$29.3MEXPENDITURES
$3.7M$8.2M$4.2M$1.2MNET INCOME/LOSS
$58.3M$54.7M$46.5M$42.3MENDING BALANCE
The OCI fund balance represents an opportunity to realize the vision of universal preschool for all 3- and 4-year-olds in Oakland
14 FY24-25

EXPENDITURE
& IMPACT

HIGHLIGHTS

OCI Results Based Accountability Measures
15 Performance Measure for TargetRBA AreaGoal
Number of free and subsidized slotsHow much?Access
Number of children enrolled (point in time enrollment)How much?Access Number of ECE educatorsHow much?Access
Additional estimated free and subsidized slots created using OCI funds for capital infrastructureHow much?Access
Percent of free and subsidized slots enrolled (uptake)How well?Access Staff retention rate, ECE educators and staffHow well?Access Number of sites receiving OCI funded capital infrastructure improvementsHow much?Quality Percentage of children enrolled in an improved ECE facility funded by OCIIs anyone better off?Quality Percentage of OCI sites with a quality rating above standard (above Tier 3, CSPP programs Only)Is anyone better off?Quality
Average number of hours educators participated in training/coaching/and PLCsHow much?Workforce Percentage of ECE Educators who report quality of trainings as Excellent, Very good, or GoodHow well?Workforce
Percentage of ECE educators & staff who report learning content they will use in their work with children during training, coaching, or PLCsHow well?Workforce Increasing supply while stabilizing the
system
• Free and subsidized slots have increased by 29%
(690) from FY22-23
• Enrollment has increased by 29% (559) from
FY22-23
Progress on Goal 1 - Expanding Access
16 17
Distribution of The Need, OCI Sites, and Enrollment by
Home Zip Code (2024-25)
Where do enrolled children live?
OCI Programs, Oakland Children, 2024-25
How are need and partner sites distributed?
Estimated Percentage of Children Aged 0-5 <100% SMI
OCI point in time enrollment 2024-25, reflect data within January to March of the year indicated. 0-5 year-olds.

American Community Survey PUMS 2023 population estimates.

Please note, these data are not exact estimates; they have a high margin of error and methodology is subject to change.

SMI < 100%: State Median Income of less than 100%. SMI for a family of 4 in 2024-25 was $122,993.

Hub
Hub

COOECFS
OUSD
Agency
66% - 73%
40% - 60%
30%-40%
20% - 30%
14% - 20%
% of Children 0-5 <100% SMI
18 OUSD Enrollment Trends
OUSD Early Education Slots, Enrollment, and Uptake,
Over Time
Slots
• OUSD free and subsidized slots have increased by
20% (or 470) from 2,368 in FY22-23 to 2,838 in
FY24-25.

Enrollment
• OUSD TK enrollment is increasing rapidly,
adding more than 200 children a year – a 65%
increase from FY22-23 to FY24-25.
• OUSD Pre-K enrollment experienced modest
gains in FY24-25 - 3% increase since FY23-24.

Uptake
• Percentage of slots enrolled has held steady from
FY22-24 to FY24-25 at OUSD with approximately
80% enrolled (not including Special Education).

Note: Enrollment is point in time enrollment, within January to March of the year indicated. 19 COOECFS Enrollment Trends
COOECFS Slots, Enrollment, and Uptake, Over Time
Slots
• In the 3-year period, slots held steady at 52 among
three longitudinally comparable sites (Arroyo
Viejo, Franklin, and Tassafaronga)
• The jump from FY23-24 to FY24-25 relates to
expansion of data reporting from 3 sites to 12
sites benefitting from OCI investments.

Uptake
• While percentage of slots enrolled increased this
year at the three longitudinally comparable sites—
from 37% in FY23–24 to 50% in FY24–25—it
remains below FY22–23 levels.
• In FY24-25, uptake was 68% across all sites,
signaling opportunities to maximize existing capacity
Note: Enrollment is point in time enrollment, within January to March of the year indicated. 52 26
220
160
FY22-23 FY23-24 FY24-25
9 Additional Sites
Reported on in FY 24-25
COO
ECFS
OUSD
20 Priority populations ages 5 and under served at
OCI partner sites in OUSD and COOECFS
*State Median Income (SMI) for a family of 4 in 2024-25 was ~$123K.

Enrollment in OCI Partner Sites
by Partner and Demographics, All Incomes, FY 24-25
Percentages out of:
- OUSD: 2,316
- COOECFS: 186
Demographics
• Enrollment trends by demographics are
relatively stable over time
Priority Populations
• 90% of children enrolled in OCI-funded
programs are ages 3 and 4
• OCI partners enroll a high percentage
(82%) of children from families
experiencing low income
• 51% Dual Language Learners
• 50% children from single parent
households
• 24% children who have an Individualized
Education Plan or whose families have an
Individualized Family Service Plan

21 Demographic Comparison:

OCI Partner Sites and City of Oakland
Population estimates from ACS PUMS 2023, 5-year; population methodology subject to change. Estimates have a high margin of error.

Enrollment data are point in time enrollment and reflect data within January to March of the year indicated.

SMI < 100%: State Median Income of less than 100%. SMI for a family of 4 in 2024-25 was $122,993.

OCI
Enrollment in OCI Partner Sites, by Partner and
Race/Ethnicity, All Incomes, FY24-25
Oakland
Estimated Population Percentage, Oakland, Ages 0-5,
2023, <100% State Median Income, by Race/Ethnicity
COO
ECFS
OUSDAll OCI
Percentages out of:
- OUSD: 2,316
- COOECFS: 186
Progress on Goal 2: Enhancing Quality
22 • 1,545 children benefited from OCI-funded
capital improvements
• Over half of OUSD sites (34 of 67)
• 100% of OCI preschool sites maintain a Tier 4
or higher Quality rating
Building Classrooms Where Every
Child Thrives
23 OCI-Funded Facilities Upgrades at OUSD
OCI OUSD Facilities Upgrades FY 2024-25 by Size and Location Investment Size $
$250K - $378K
$130K - $249K
$4K- $129K
Oakland City Boundary
Kaiser ECC
Hintil Kuu Ca CDC
Highland
Jefferson CDC
All OUSD pre-school
sites received high-
quality air filters,
benefitting 1,545
children.

The filters have been
shown to reduce
bacterial
concentrations in
school air and are
correlated with better
attendance in OUSD
Elementary schools.

Progress on Goal 3: Workforce
24 Expanding and retaining a
qualified, diverse workforce
• From FY22-23 to FY24-25 there was a net increase of
43 education staff in OCI funded programs, an 11%
increase.
• 331 OUSD ECE staff received on average ~37 hours
of professional development per educator including
training, coaching and learning communities
• Hired coaches to support high-quality early learning
teaching practices; 9 at OUSD, 1 at ECFS
• OUSD had 4 high school student apprentices working
towards Associate Teacher positions in ECE classrooms
(expanding to 8 in FY25-26)
Progress on Goal 4: Strengthened Systems
Building integrated,
transparent, accountable
infrastructure
• Systems Leadership Alignment : Consensus on capacity
definition, OCI vision, and roadmap
• Building Systems Infrastructure & Capacity: Multi-year contracts, data sharing agreements, fiscal and programmatic analysis and reporting; partner investments in staff for implementation, monitoring, and reporting
• Program Plan & Budget Development: Annual data-informed recommendations to ensure public transparency, due diligence, and compliance
• Fiscal Oversight & Strategy: Responsibly administer funds; support leveraging of other federal, state, and local dollars 25 26
LOOK AHEAD:

FY25-26

PROGRAM PLAN,

BUDGET &

JUSTIFICATION

OCI Early Education Fund Analysis
27 OUSD Program Plan
& Budget 2025-26:

Trends & Priorities
28 $6.03 M
$11.89 M
$14.50 M
$26.54 M
$.44 M
$8.10 M
$9.56 M
1,906
2,484
0 500
1000
1500
2000
2500
3000
$.0 M
$10.0 M
$20.0 M
$30.0 M
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Number of Childrean Enrolled
Budget and Actual ($)
Budget - Ongoing Budget - One-Time Actual - Ongoing Actual - One-Time Reported Enrollment OUSD Year Over Year:

Budget, Actuals, & Reported Enrollment (ages 0-5)
29  OUSD budgets and actuals continue to rise alongside steady growth in enrollment  The increased budget for FY25-26 is primarily driven by facility projects and personnel expenses  Underspending in FY24-25 is largely due to facility project delays expected to bill in FY25-26 (Projection)
$2.40 M
$5.93 M
$2.50 M
$1.40 M $1.24 M
$.44 M $.59 M
$11.74 M
$8.43 M
$2.50 M $2.11 M
$.80 M $.49 M $.46 M
$.0 M
$4.0 M
$8.0 M
$12.0 M
FY 2024-25 Ongoing FY 2024-25 One-Time FY 2025-26 Ongoing FY 2025-26 One-Time OUSD Budget: FY 2025-26 vs. FY 2024-25
 The primary source of budget growth from FY24-25 to FY25-26 shows up in new one-time facility investments and new ongoing personnel investments, including an additional $2M for tutors One-time facility
investments
(Garfield and Sankofa)
Ongoing
personnel costs
($2M for 40 tutors)
$26.5M OUSD Budget
New one-
time facility
investments
represent
$11.7M of
Access
budget
OUSD: FY 2025-26 OCI Investment Highlights by OCI Goal
Expand Access & Enrollment

1. New ECE center at Garfield

2. Sankofa CDC expansion

3. Classroom staff (60)

4. Family navigators ( 10)

5. Outreach & enrollment systems

6. Transition support

7. Kindergarten readiness

8. Family fees
Enhance Quality

1. Speech Therapists, Behaviorists
(5 staff / 8 contracted)

2. Expand mental health
consultation (+9 Sites)

3. Expand MTSS (2 staff)

4. Early literacy StoryCycles

5. Culture Keepers (3)

6. Facility upgrades

7. Materials for classrooms

8. Materials for play yards
Elevate Workforce

1. Coaching (12)

2. Credentials Associate

3. Professional
development

4. Youth apprenticeships
(8)
Strengthen ECE System

1. Administrative staff (2)

2. Admin / Indirect costs
 Most of the budget is allocated toward facility investments that expand access and enrollment Access (64%)
$16.76M
Quality (22%)
$5.95M
Workforce
(10%)
$2.76M
Systems
(4%)
$1.07M
City of Oakland ECFS
Program Plan & Budget
FY 2025-26:

Trends & Priorities
32 $6.14 M
$5.41 M
$.44 M
$1.19 M
$2.57 M
$6.58 M $6.60 M
$5.41 M
$2.34 M $2.45 M
$3.24 M
37 26
186
225
0 50
100
150
200
250
$.0 M
$2.5 M
$5.0 M
$7.5 M
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Number of Childrean Enrolled
Budget and Actual ($)
Budget - Ongoing Planned Expansion Actual - Ongoing Reported Enrollment (2022-24) Reported Enrollment (2024-26) COOECFS Year Over Year:

Budget, Actuals, & Reported Enrollment (ages 0-5)
33  COOECFS actual expenses continue to increase year over year and ability to spend is a challenge  The enrollment jump from FY23-24 to FY24-25 is due to expanded data reporting* * Data reporting starting in FY24-25 expanded from 3 OCI-funded sites to all sites benefiting from OCI investments. * All sites benefiting from OCI
(reporting as of FY 24-25)
(Projection)
* 3 fully
OCI-funded sites
$5.24 M
$.57 M $.50 M $.27 M
$.02 M
$4.21 M
$.58 M
$.34 M $.27 M
$.02 M
$.0 M
$2.0 M
$4.0 M
$6.0 M
FY 2024-25 Ongoing Planned Expansion FY 2025-26 Ongoing COOECFS Budget: FY 2025-26 vs. FY 2024-25
 The budget for FY25-26 is largely unchanged from the budget for FY24-25 COOECFS: FY 2025-26 Budget Highlights by OCI Goal
Expand Access &
Enrollment

1. Classroom staff (8) &
Site Directors (3) at 3
current sites
Enhance Quality

1. Nutritional program staff (5.5)

2. Family Service Specialists (2)

3. School Readiness Coordinator (1)

4. Home Visitor (1) for FFN pilot
program

5. FCC partnerships

6. Classroom & site supplies

7. Family engagement supplies
Elevate Workforce

1. Coach (1)

2. Workforce
Supervisor (1)

3. Workforce
Administrative
Assistant (1)

4. Paid time for
professional
development
Strengthen ECE System

1. Administrative staff (4.5)

2. General operations: rent,
utilities, general
maintenance

3. Admin / Indirect costs
 The budget is most focused on strengthening systems and enhancing quality Access (23%)
$1.26M
Quality (32%)
$1.75M
Workforce
(10%)
$0.56M
Systems (34%)
$1.84M
$5.4M COOECFS Budget
System Goals & Budget
FY 2025-26
36 1
2 3
4 FY 2025-26 Budget and System Goals
37 Enhance Quality of Classroom Experiences
 Co-create a shared, citywide framework for
preschool quality that ensures equitable,
developmentally appropriate learning environments
Strengthen the System
 Build and sustain an integrated, transparent,
and accountable early learning system
Elevate the Early Childhood Workforce
 Expand and retain a qualified, well-compensated
early education workforce reflecting Oakland’s
diversity
Expand Access & Enrollment
 Close the estimated enrollment gap for 2,700
unserved eligible 3-and 4-year-olds
$18.02M
(50%)
$7.70M
(22%)
$3.40M
(9%)
$6.68M
(19%)
Across OCI programs, FY 2025-26 investments span all four OCI Early Education Fund Strategic Goals 38 • Operationalize the OCI vision and roadmap developed with partners and presented to Mayor Lee
• Facilitate community engagement with a focus on parent perspectives
• Strengthen fiscal leveraging by supporting partners to maximize state and federal revenues
• Implement public-facing data dashboards for the Early Education Fund
• Implement the Kindergarten Readiness Community Study (Early Development Instrument) in OUSD and countywide in AY26-27 • Leverage Measure C investments and supports for the early childhood system; coordinate evaluations
• Use the above to inform FY26-27 program plan & budget development and analysis
Next Steps
39 QUESTIONS?

MEMORANDUM
TO: Children’s Initiative Oversight
Commission
FROM: Jennifer Cabán
Accountability Officer
SUBJECT: Accountability Officer Report DATE: February 26, 2026 CIOC February 2026 Meeting
T
his i nformational memo for February 2026 provides the Oakland Children’s Initiative Oversight Commission (CIOC) with pertinent, real-time information.

OAKLAND CHILDREN’S INITIATIVE – ADMINISTRATIVE OVERVIEW OAKLAND CHILDREN’S INITIATIVE – ADMINISTRATIVE OVERVIEW Calendar Year Update | February 2026
T
he Oakland Children’s Initiative (OCI) is now in its third full year of implementation (FY25–26).

Over the past several years, tremendous effort has gone into standing up the Initiative’s operations and ensuring that funds reach community partners, families, and programmatic work as intended.

With this ongoing diligence, we remain steadfast and intentional in strengthening the infrastructure required to advance this innovative, long-term investment.

F
ocus Areas for Calendar Year 2026 include:
• Developing an Operating Principles Manual
• Establishing a shared Collective North Star
• Beginning the next iteration of the 5-Year Guidelines • Expanding Strategy and Communications planning
• Building out full OCI staffing capacity
• Developing an Equity Rubric in partnership with the Department of Race & Equity T
he AO Memo is designed to provide insight into the day-to-day work of the Office. Below is your first formal update of the year. We welcome your feedback on how best to continue shaping these updates moving forward.

Attachment 2
Children’s Initiative Oversight Commission
Subject: Accountability Officer Status Update
Date: February 26, 2026 Page 2

GENERAL UPDATES
CIOC
REMINDER - As outlined in the bylaws, the Commission must select its Co-Chairs, the request is that this occurs at the March 2025 CIOC meeting. Commissioners who are interested or have questions about the role are encouraged to reach out directly to the Accountability Officer.

While retreats are typically held in the summer, given the pace of onboarding and the work ahead, we may benefit from scheduling this earlier. Polls are uneven; the request is to vote for either Sat, April 25th, or Saturday, May 2
nd. Request vote at the February 26th mtg.

OCI Staffing
The OCI Office continues to move forward with interviews for the Program Analyst II and Management Assistant positions. While the process has been time intensive, I am hopeful to onboard new team members within the next one to two months. Their addition will significantly strengthen the Initiative's operational and analytical capacity at a critical time.

FY26–27 Program Plans & Budgets
All FY26–27 Program Plans and Budgets are underway.

FY25/26 - Two major expansion proposals within the Early Education Fund are currently under review with the Mayor and City Administrator; final insights and approvals are scheduled to occur no later than March 4
th.

Events
Wed, 1/29 Aspen Forum on Children and Families
Sat, 1/31 Oakland Starting Smart & Strong Early Learning Symposium - Demystifying Early Literacy for Children Ages 0-5  A sponsored OCI Event for geared to Oakland Early Childhood Educators
Fri, 2/6 OUSD HBCU Caravan hosted at Oakland Tech  A funded OCI Event Tues, 2/17 Intro & Planning Baltimore Children & Youth Fund's Opening Plenary in Oakland Tues, 2/17 StriveTogether Difference Made Evaluation Preliminary Insights Presentation  OCI participated in the interview phase
Thurs, 2/19 Northern California Grantmakers The Promise Neighborhoods Movement in the Bay Area  Highlight of East Oakland Promise Neighborhood  a funded initiative of OCI
Sat, 2/21 Catalyst Steering Cmte - In-Person Regional Learning Workshop hosted by Santa Clara County Office of Education
Wed, 2/25 California Cradle-to-Career Data System – Governing Body Meeting – Monitor

Standard Monthly Meetings
Children’s Initiative Oversight Commission
Subject: Accountability Officer Status Update
Date: February 26, 2026 Page 3

• Alameda County ECE Local Planning Council – Steering and Other Cmtes including Public Policy
• Oakland Starting Smart & Strong Lead Planning Team
• EdTrust West – Data for the People Cmtes
• CARE Collaborative
• Northern California College Promise Coalition
• Alameda County Pre-to-5 Collaborative
• CA CSA Coalition bi-monthly meeting
• Alameda County Early Childhood Policy Committee (ACECPC) (bi-monthly) • Citywide Community Engagement Working Group (weekly)
• First 5 Alameda County Commission & CAC (bi-monthly)
• City of Oakland Director’s Meetings (bi-weekly)
• City of Oakland Fiscal Management Meeting

2-YEAR EVALUATION
AIR is nearing completion of the three evaluation reports. This quarter, the OCI Office and Implementation Partners will begin a coordinated review of all materials to ensure alignment and shared understanding of the findings. The Commission can expect more than one presentation, as the reports will be introduced in phases to allow for thoughtful discussion. The Economic Impact Study will launch this series at the March CIOC meeting.

Evaluation Focus Areas:
• Economic Impact: Assessing value-added outcomes and return on community investment • Implementation Review: Evaluating Implementation Partners and overall OCI structure • Informing the Next 5-Year Guidelines: Identifying recommendations for refinement • Enhancing Results-Based Accountability (RBA): Strengthening measurement and practice-based insights

COMMUNITY BUILDING, WORKGROUPS & COLLABORATIVES

Implementation Partner Collaborative
Monthly convenings centered on core OCI priorities—planning, communication, and coordinated implementation across both funds.

IP Communications Workgroup
Monthly meetings are in development to support message alignment, transparency, and shared public communications.

Children’s Initiative Oversight Commission
Subject: Accountability Officer Status Update
Date: February 26, 2026 Page 4

IP Program Workgroup
Meets as needed for planning, budgeting, evaluation, and reporting. A subset of IP staff participates in targeted problem-solving and real-time iteration.

In Community,

Jennifer Cabán
Accountability Officer, Oakland Children’s
Initiative, City Administrator’s Office
City of Oakland

Expenditure Highlights:

Direct Staff ($2M)
COOECFS 12 staff including site directors,
teachers, associate teachers and teacher
assistants, and family service positions .

OUSD 11 staff including substitutes and para
educators .

Family Outreach & Enrollment ($1.7M)
OUSD investments in family outreach such as
family navigators (9), enrollment staff (1),
marketing, and outreach and enrollment
systems .

Kindergarten Transition Supports ($448K)
OUSD investments in staff (2) and materials
for Summer Kinder Bridge (150 children),
transition leaders (36) and home visitors (16).

Reducing Cost of Care ($48K)
OUSD offsets family fees for 69 income
eligible families .

1. EXPAND ACCESS AND ENROLLMENT ($4.2M)
OAKLAND CHILDREN’S INITIATIVE (OCI)
FY 24-25 EXPENDITURE & IMPACT HIGHLIGHTS
Impact Highlights:

Slots: Free and subsidized slots have increased by
29% (or 690) from 2,420 in FY22-23 to 3,110 in FY24-

25. Enrollment: has increased by 29% (or 559) from
1,943 in FY22-23 to 2,502 in FY24-25.

Uptake of slots varies across partners (80% at
OUSD, 68% at ECFS) and indicates room to
maximize existing capacity .

Extended Program Hours: OUSD increased full-
day CSPP slots by 35% from FY22-23 to FY24-25 to
meet families' needs . COOECFS extended
program hours from 8 to 10 hours at three sites.

Close the estimated enrollment gap for 2,700 unserved eligible 3- and 4-year olds Supplement A
Co-create a shared, citywide framework for preschool quality that ensures equitable, developmentally appropriate learning environments

2. ENHANCE QUALITY OF CLASSROOM EXPERIENCE ($4.7M)
OAKLAND CHILDREN’S INITIATIVE (OCI)
FY 24-25 EXPENDITURE & IMPACT HIGHLIGHTS
Expenditure Highlights:

Facilities Upgrades ($2M)
OUSD upgraded 13 preschool facilities, including a
new roof, new boiler, flooring, play yards, painting,
and fencing .

OUSD installed air filtration systems in 33 sites.

Inclusion ($938K)
OUSD: 3 behaviorists, 1 MTSS network partner and
contracted speech therapists and behaviorists.

COOECFS contracted behaviorist as needed.

Family Supports ($872K)
COOECFS : 6 nutrition staff, 2 family service
specialists connected families to comprehensive
services.

OUSD: 1 culture keeper to ensure safety for families.

Quality Classroom Supports ($799K)
OUSD & COOECFS : classroom materials &
technology .

COOECFS 1 school readiness coordinator .

Impact Highlights:

Facility upgrades: 1,545 children at OUSD —
representing 62% of OCI enrollment—benefited
from OCI-funded capital improvements. In FY24–25,
over half of OUSD ECE sites (34 sites, or 51%)
benefited from capital improvement investments.

Quality Counts California: 100% of OCI state
preschool or CSPP sites (36 of 36) maintained a Tier
4 or higher QRIS rating.

Expand and retain a qualified, well-compensated early education workforce reflective of Oakland’s diversity

3. ELEVATE THE EARLY CHILDHOOD WORKFORCE ($2.8M)
OAKLAND CHILDREN’S INITIATIVE (OCI)
FY 24-25 EXPENDITURE & IMPACT HIGHLIGHTS
Expenditure Highlights:

Professional Development & Coaching ($2.3M)
Coaches to support high-quality early learning
teaching practices; 9 at OUSD, 1 at COOECFS
OUSD held 9 training series in topics such as
teaching pyramid, inclusion supports,
developmentally appropriate early learning
environments, trauma-informed practices,
fatherhood inclusive principles
Workforce Pathways ($491K)
Staff to support workforce pathways and
apprenticeships; OUSD (1), COOECFS (2)
OUSD stipends to 4 high school student
apprentices working toward Associate Teacher
positions in ECE classrooms
Impact Highlights:

Added 34 new staff across both partners in
FY24-25 compared to baseline FY 22-23.

OUSD: from 340 to 371
COOECFS: from 9 to 12
Professional Development: 331 OUSD ECE staff
received 37.4 hours of professional development
including training, coaching and learning
communities in FY24-25 (per educator, on
average).

Build and sustain an integrated, transparent, and accountable early learning system

4. STRENGTHEN THE SYSTEM ($4.5M)
OAKLAND CHILDREN’S INITIATIVE (OCI)
FY 24-25 EXPENDITURE & IMPACT HIGHLIGHTS
Expenditure Highlights:

Admin Fees/Indirect Costs ($3.8M)
First 5 administrative fee for strategic planning,
contracts, finance, data, and fiscal analysis.

OUSD & COOECFS indirect costs.

Strategic Systems Support ($654K)
OUSD: 1 ECE coordinator, 1 research analyst, 1
contracted Attorney (as needed)
COOECFS: 1 compliance supervisor.

First 5: Community listening sessions,
interpretation, leadership alignment, legal
consultation.

Systems Operations ($54K)
COOECFS: Mechanic and building maintenance
costs.

Impact Highlights:

Systems Leadership Alignment: Consensus on
capacity definition, OCI vision and roadmap.

Building Systems Infrastructure & Capacity:

Multi-year contracts, data sharing agreements,
fiscal and programmatic analysis and reporting;
partner investments in staff for implementation,
monitoring, and reporting.

Program Plan & Budget Development: Annual
data-informed recommendations to ensure public
transparency, due diligence, and compliance.

Fiscal Oversight & Strategy: Responsibly
administer funds; support leveraging of other
federal, state, and local dollars.
1 FY25 Reporting Narrative
Implementation Partner (3-5 page limit)
High-Level Overview
Introduction
Instructions: Answer the following prompts using narrative. What will be different in the upcoming year for IPs? What will be different for subcontractors / partners? What changes should be anticipated? Sparingly, feel free to use graphics and/or charts to support the narrative.

First 5 ensures that OCI investments advance an accessible, equitable, and high-quality early education system for Oakland’s families with young children. FY 2025–26 reflects a deliberate shift toward system alignment, infrastructure strengthening, and coordinated public investment, moving OCI from parallel system support toward shared planning, budgeting, and performance accountability across partners. This shift responds directly to lessons learned during initial implementation, evolving public policy conditions, and the scale of resources now flowing through the Early Education Fund. For First 5, FY 2025–26 brings an expanded and more complex implementation role, characterized by deeper system coordination to:

Advance system-building strategy and alignment
• Convene senior leaders to finalize shared goals, action steps, and outcomes that guide a unified OCI strategy
• Translate leadership priorities into aligned program plans, budgets, and performance expectations across partners
• Sustain facilitated ongoing meetings with systems partners to reinforce role clarity and support alignment, collaboration, coordination, and shared decision-making • Deepen partnership with Oakland Promise to align the early childhood strategy to the broad OCI vision Strengthen fiscal stewardship
• Oversee the strategic use of Early Education Fund resources to maximize impact and advance systemwide priorities
• Leverage First 5’s dual role as the OCI Implementation Partner and the administrator of Alameda County Measure C’s Child Care, Preschool, and Early Education Program to create new and extended opportunities by aligning county- and city-level investments • Support partners to coordinate and maximize other available local, state, and federal early childhood funding, using OCI strategically to complement other investments Increase data integration and accountability
• Strengthen data collection and sharing to operationalize refined RBA measures blending programmatic, fiscal, and outcome data
• Use programmatic, fiscal, and outcome data to monitor progress, inform strategic decision-making, and drive accountability and continuous improvement across partners and City leadership • Develop an external-facing dashboard with dynamic reporting aligned to RBA measures that enables the public to easily access, understand, and track OCI’s progress and impact • Participate in activities related to the City-led annual independent audit and program evaluation Improve strategic communications and transparency
• Work with contracted partners, Accountability Officer, and evaluation firm to bring together additional data sources and reporting insights alongside RBA to tell a comprehensive story about OCI’s impact • Coordinate across systems partners to align on a unified narrative and consistent public messaging that clearly articulates OCI’s vision, priorities, progress, and impact • Coordinate a strategic communications plan to define target audiences, communication channels, timelines, and roles to support coordinated public outreach and engagement • Continue intentional engagement (focus groups, surveys) and ongoing feedback loops with the families and the early childhood community to strengthen responsiveness and continuous improvement of OCI Supplemental B
2 What Will Be Different for Public System Partners
For public system partners, FY 2025–26 will involve increased expectations around coordination, data sharing, and alignment with shared system goals, while continuing to operate within distinct governance and administrative structures. These shifts will require increased staff time and coordination (e.g. staff capacity in finance and data). First 5 will offset these demands through improved reporting templates, technical assistance, and earlier fiscal planning. Key shifts and expectations include:

Greater cross-system coordination
• Increase alignment across partners to implement the shared vision, priorities, and five-year system goals, identifying misalignments and recommending reallocations prior to final budget adoption. • More frequent engagement in cross-system planning, budgeting, and implementation discussions, and expectations to be accountable to systems agreements.

Alignment of fiscal and programmatic processes
• Build internal capacity of OCI partners to analyze, plan for, and effectively use Early Education Fund dollars, including enhancing budgeting and forecasting, improving grant and contract management processes, and supporting staff training and development to ensure partners can fully leverage OCI • First 5 will require stronger alignment between program plans and other available funding sources to ensure local funds are used as the dollar of last resort • First 5 will implement closer coordination of fiscal reporting timelines and cost structures Expanded sharing, use, and understanding of data
• Partners can expect increased emphasis on improved data collection and sharing, active use of data for decision-making and accountability, and data inclusion in external-facing dashboards • Greater emphasis on interoperable data systems to support performance monitoring, implementation strategy, evaluation, and accountability
Evolving service delivery and workforce models
• Adjustments to service delivery in line with the shared vision, and in response to family needs, workforce realities, data insights, and policy shifts
• Exploration of new workforce pathways and staffing models informed by prior-year learnings Strategic Communications
• Continued expectations to align strategic communications resources and collateral • Increased coordination of messaging and data to tell the story of the impact of OCI to the public • Partnership to host community and family engagement (focus groups, survey) to inform OCI programming and investments
Reflecting on 2024-25
2024-25 OCI Implementation: Successes
Instructions: Answer the following prompts using narrative. Reflecting on last year, what worked well and why? Sparingly, feel free to use graphics and/or charts to support the narrative.

Consistent cross-system coordination
• Continued to host regular working groups with program, finance, and data staff across systems that fostered shared problem-solving, relationship building, and operational alignment. These working groups were used to guide the development of the FY 2025–26 Program Plan and Budget.

Multi-year contracting
• Execution of multi-year contracts with OUSD and COOECFS increased continuity and predictability, reducing annual contract renegotiation timelines, enabling partners to plan beyond annual funding cycles, respond to emerging needs, and commit staffing earlier in the fiscal year Strengthened data sharing
3 • Execution of a more robust data-sharing agreement with COOECFS enabled system-wide reporting beyond the three fully OCI-funded sites for the first time. These agreements strengthen the ability to assess reach, enrollment trends, and equity outcomes.

Community listening and engagement
• First 5 hosted four Community Listening Sessions in March 2025 with families and providers. Feedback is informing system vision, program design, and budgeting, and reinforcing the importance of responsive, family-centered design.
2024-25 OCI Implementation: Challenges
Instructions: Answer the following prompts using narrative. Sparingly, feel free to use graphics and/or charts to support the narrative.

While progress continues, OCI implementation occurs within a highly complex policy and administrative environment.

Public Policy and System Conditions: First 5 is working closely with public systems partners to understand and respond to the impact of state and federal policy changes. First 5 conducts policy and fiscal analysis, elevates challenges with recommendations for local systems leaders, and advocates for policy changes. • Federal funding and policy instability
o Prior year reductions in federal funding resulted in three Head Start sites becoming fully funded by OCI, significantly increasing reliance on local dollars and eliminating the ability to leverage federal resources
o Abrupt closure of regional Head Start offices in early 2025 also eliminated critical technical assistance, oversight support, and overall reduced integral system capacity for programs o COOECFS continues to experience persistent under-enrollment which reflects broader challenges related to outreach, workforce (hiring), and system capacity • State policy shifts
o Full implementation of Universal Transitional Kindergarten in Fall 2025 expanded access for four-year-olds. First 5 is working with partners to use OCI as a strategic local complement to the expanded state funding, including expansion of preschool enrollment to three-year-olds as captured in the shared vision document.

Administrative Authority and Leadership Continuity: While First 5 has no administrative authority of COOECFS and OUSD, we work closely with them to support their navigation of system challenges, including:
• Frequent leadership transitions at both OUSD and the City of Oakland have affected continuity, slowed decision-making, and increased the complexity of sustained planning and implementation • Inconsistent guidance from City leadership regarding COOECFS programming and budget strategy has complicated oversight and slowed alignment
• The public systems are under-resourced and navigating major budget deficits. This makes it hard to implement the administrative and policy adjustments needed to align budgets, procurement processes, data systems, and governance timelines
Financial Infrastructure: First 5 is working with contracted public system partners, and with the Accountability Officer, to streamline the OCI finance infrastructure; however, the annual budget review and approval process has become a key implementation bottleneck. Although contracts are in place, partners cannot fully operationalize program plans or scale investments until annual budgets are formally approved by the AO.

When budget approvals are delayed, the impacts include:
• Hiring, classroom expansion, facility projects, and service enhancements are postponed, and spending intended for year-round implementation is compressed into later quarters. • Enrollment growth and service delivery are slowed because classrooms, staff, and supports cannot launch on schedule.
4 • Operational uncertainty increases, affecting staffing decisions, vendor commitments, and planning. • Slower spending patterns can create the impression of underspending or limited capacity, even though they largely reflect approval timelines rather than operational readiness.

Data Systems and Reporting: Robust cross-system data integration is essential to measuring impact and ensuring equity. First 5 is working with partners to enhance data sharing agreements and methods to have a more robust and complete picture of Oakland’s early childhood system and inform investments. Some of the challenges partners are navigating include:
• Developing and negotiating data sharing agreements can be time consuming and complex • Existing reporting tools and processes are not always designed for cross-system use, which can lead to extra administrative work.
• Fragmented data systems within and across partners limit uniform monitoring and evaluation.

First 5 continues to balance partnership with due diligence, ensuring both compliance with ordinance mandates and implementation that is in line with a shared vision, using OCI to complement federal and state funding, while supporting system partners in building sustainable infrastructure.

Major Learnings: Continue, Start, and Stop
Instructions: Answer the following prompts using narrative. What were major learnings from the prior year that informed changes in this year’s program plan and budget? What will continue, start, and/or stop? Sparingly, feel free to use graphics and/or charts to support the narrative.

Our continuous learning directly informs changes in the FY 2025–26 Program Plan and Budget. These adjustments reflect lessons from early implementation and position OCI for more coordinated, sustainable growth.

What Will Continue
• Continuous fiscal monitoring and analysis of expenditures and impacts • Close tracking of partner spending and capacity to deliver services • RBA data collection, tracking, and reporting
• Investment in family engagement, multilingual outreach, and culturally responsive programming • Leveraging existing workforce pathway investments
What Will Start or Expand
• More intentional coordination of capital investments by geography and across systems • Expanded fiscal policy analysis to ensure public systems fully draw down federal and state funds, and that OCI is the local dollar of last resort
• Planning for expanded services responsive to family needs, including full-day and extended-day options for Pre-K
• Development of multi-sector data-sharing agreements to support impact measurement • Public-facing data dashboards to report on the progress of OCI towards the ordinance goals What Will Stop or Shift
• Siloed planning and implementation approaches, which previously hindered cross-system program design, strategic budgeting, and reporting
Looking forward to 2025-26
Major Themes: 2025-26 Program Plan and Budget
Instructions: Answer the following prompts using narrative. As we look to 2025-26, what are your aims and goals as the Implementation Partner (IP)? How are you adjusting activities to meet the 5 -year guidelines? How have the RBA measures informed these changes? Sparingly, feel free to use graphics and/or charts to support the narrative. 5 The following priorities align annual investments with OCI’s five-year goals for access, quality, workforce stability, and public accountability. As Implementation Partner, First 5’s primary aims for FY 2025–26 include:

Advance system-building strategy and alignment
• Operationalize the OCI vision and roadmap developed with partners and presented to Mayor Lee • Use fiscal policy, data and systems agreements to drive the FY 2026-27 program plan & budget development and analysis
Strengthen fiscal stewardship
• Oversee the strategic use of OCI fiscal resources
• Strengthen fiscal leveraging by supporting partners to maximize state and federal revenues • Coordinating local, county, and state funding streams, including Measure C, to maximize the impact of OCI investments within the broader early childhood ecosystem Increase data integration and accountability
• Develop public-facing data dashboards
• Use data to identify opportunities to close enrollment gaps (e.g. waitlist data, place-based analysis) • Implement the Kindergarten Readiness Community Study (Early Development Instrument) in OUSD and countywide in AY 26-27
Improve strategic communications and transparency
• Elevate strategic communications on impact of OCI
• Facilitate community listening sessions with a focus on parent perspectives Closing
Instructions: Answer the following prompts using narrative to identify 3-5 high-level takeaways from the 2025-26 program plan and budget that communicate important investments for the coming year. Sparingly, feel free to use graphics and/or charts to support the narrative.

OCI systems partners have coalesced around a shared vision for Oakland’s early childhood system, with articulated goals and strategies that speak to impact and accountability. Our work in the coming year is to operationalize that vision.

The FY 2025–26 Program Plan and Budget prioritize core investments: expanding enrollment through increased staffing and planning for new classrooms; improving quality through facility upgrades and expanded mental health and inclusion supports; strengthening professional development and workforce pathways; and continuing system-building investments.

Together, these investments reflect a shift from program launch to system stewardship—positioning OCI not only to expand access, but to sustain quality and equity amid ongoing fiscal and policy volatility.

Attachments:
• Attachment A: Oakland Children’s Initiative (OCI) Early Education Program: Plan & Budget Annual Analysis & Recommendations, Fiscal Year 2025-2026
• Attachment B: Oakland Children’s Initiative Program & Budget Overview, FY 2024 -2025 TO FY 2026-27 • Attachment C: The Oakland Children's Initiative, A Proposal for the Early Education Fund (November 2025) First 5 Alameda County, Data & Evaluation Page 1 of 21
RBA Data Packet
Oakland Children’s Initiative Early Education Fund
Results Based Accountability Measures (RBA) for FY 2024-25 C
ontents: In addition to the slide deck presentation, we are providing:

1. Cover Sheet

1.1. Background

1.2. Results Based Accountability: Process of Developing the Framework for Measuring Our Progress

1.3. Changes for FY24-25

1.4. Capturing Distinct Program Models

1.5. Data Infrastructure Work Ahead

2. Scorecards by Partner Agency

3. Tables by Results Based Accountability Measure
Background
The Oakland Children’s Initiative (OCI) is a 2018 Charter Amendment passed by the citizens of Oakland to deepen our early investment in children and support them through college graduation by dramatically expanding access to high-quality preschool and providing college access, mentorship, and scholarship support services for students to obtain 4-year or 2-year college or technical degrees.

S
ince First 5 Alameda County (First 5) was awarded the contract to serve as the Early Education Fund Implementation Partner in Fiscal Year (FY) 2022-23, we have been working with the public systems partners — City of Oakland Early Childhood and Family Services (COOECFS) and Oakland Unified School District (OUSD) — to meet the Initiative’s legislative mandates and goals.

Results Based Accountability: Process of Developing the Framework for Measuring Our Progress
First 5 Alameda County is committed to using data to better understand performance, impact, and opportunities for continuous improvement across our programs and investments. We use Results- Based Accountability (RBA)—a framework widely used by public agencies and funding entities within Alameda County and beyond. RBA provides a disciplined way of thinking and acting to improve both community well-being and program performance.

T
he Early Education Fund’s RBA measures were provided to First 5 by the City of Oakland’s Oakland Children’s Initiative Accountability Officer in 2023. Building off the directive provided by the Accountability Officer, First 5 engaged a committee of interdisciplinary early care and education experts and consulted our public system partners, OUSD and COOECFS, to ensure alignment and Supplemental C
First 5 Alameda County, Data & Evaluation Page 2 of 21 reach agreement on a refined set of RBA measure for FY 2023-27. Eleven performance measures were agreed upon. Performance targets were set collaboratively with public system partners to ensure a shared understanding of what success means and to promote accountability and transparency in implementation. When possible, the data is disaggregated by demographic characteristics and zip code as legislatively required. The intent of the disaggregation is to expose any equity considerations that may be addressed through program investments, program design, and policy advocacy.

Changes for FY24-25
In FY24-25, First 5 worked collaboratively with our partners and the City of Oakland to refine and broaden our data-sharing agreements consistent with financial cost allocation plans that specifically address privacy regulations and capture impact to those benefiting from investments across the system. COOECFS reporting included 3 sites in FY22-23 and FY 23-24; in FY24-25 we were able to capture the systems-level impacts of OCI support through reporting on all 12 COOECFS center sites.

Capturing Distinct Program Models
Following a review of the RBA measures, the Accountability Officer and participating partners agreed on the importance of collecting common data across each of the systems to demonstrate collective impact. At the same time, while OUSD and COOECFS share common characteristics, they operate distinct programs within differently structured systems, e.g. size, program design models, parent and community partnership activities, or wrap-around services. Accordingly, results are presented by individual partner to highlight local strengths and assets. As we continue to evolve our data collection and evaluation of the investments, our ability to report on each program will strengthen over time.

Data Infrastructure Work Ahead
Moving forward we are working collaboratively with our partners to:

1. Continue to build more aligned and robust data collection, tracking, and systems tied to the goals of the ordinance. One concrete example is supporting the public system partners in administering a robust survey on Satisfaction with Professional Development Opportunities in FY 2025-26 to capture the quality and impact of professional development investments.

2. Strengthen transparency and use of data by fostering meaningful data-informed conversations about how to improve outcomes and publishing external-facing data dashboards.

3. Continue to support the infrastructure needs of COOECFS, OUSD, and First 5, to be able to collect, analyze, and report data; improve efficiency; reduce administrative burden; and align data metrics across the systems.

Results Based Accountability Scorecard
Oakland Children's Initiative City of Oakland Early Childhood & Family Services FY22-23 FY23-24 FY24-25 FY24-25 FY24-25 Trend FY24-25 FY25-26 FY26-27 Goal RBA Area Performance Measure for Target
Baseline
Results
Baseline
Results Results Goal % Goal Met Results % Goal Met Goal Goal : 5-Yr Access How much? Number of free and subsidized slots 52 52 272 272 100% n/a 298 298 Access How much? Number of children enrolled (point in time enrollment*) 37 19 186 204 91% n/a 225 246 Access How much? Number of ECE educators and staff 9 7 12 30 40% 27 30 Access How much? Additional estimated free and subsidized slots (licensed capacity) created using OCI funds (for capital intrastructure)
- - - n/a n/a n/a n/a - - Access How well? Percent of free and subsidized slots enrolled (uptake) 71% 37% 68% 91% 75% 75% 83% Access How well? Staff retention rate, ECE educators and staff, sites provided 67% 57% goal not set 0% goal not set goal not set Quality How much? Number of sites receiving OCI funded capital infrastructure improvements - - - n/a n/a n/a n/a - - Quality Is anyone
better off?
Percentage of children enrolled in an improved ECE facility funded by OCI 0% 0% n/a 0% n/a n/a n/a 0% 0% Quality Is anyone
better off?
Percentage of OCI sites with a quality rating above standard (CSPP Only) 100% 100% 100% 100% 100% 100% 100% Workforce How much? Average number of hours educators participated in training/coaching/and PLCs 9 35 n/r 20 n/r n/r n/r 18 20 Workforce How well? Percentage of ECE Educators who report quality of trainings as Excellent, Very good, or Good
n/r n/r n/a n/a n/a n/a n/a 85% 90%
Workforce How well? Percentage of ECE educators & staff who report learning content they will use in their work with children during training, coaching, or PLCs n/r n/r n/a n/a n/a n/a n/a 85% 90%
n/a: Not applicable; n/r: Not reported.

Note: The increase in slots and enrollment in FY24-25 reflects the addition 9 sites to the data reporting.

First 5 Alameda County Revised 2/19/2026 Page 3 of 21
COOECFS, FY 2024-25
Results Based Accountability Scorecard
Oakland Children's Initiative Oakland Unified School District FY22-23 FY23-24 FY24-25 FY24-25 FY24-25 Trend FY24-25 FY25-26 FY26-27 Goal RBA Area Performance Measure for Target
Baseline
Results
Baseline
Results Results Goal % Goal Met Results % Goal Met Goal Goal : 5-Yr Access How much? Number of free and subsidized slots 2,368 2,595 2,838 2,744 103% 2,888 3,088 Access How much? Number of children enrolled (point in time enrollment*) 1,906 2,043 2,316 2,301 101% 2,484 2,717 Access How much? Number of ECE educator workforce 331 348 371 274 135% 330 350 Access How much? Additional estimated free and subsidized slots (licensed capacity) created using OCI funds (for capital intrastructure)
66 - - - n/a n/a 20 100 Access How well? Percent of available slots enrolled (uptake) 79% 80% 80% 85% 94% 90% 92% Access How well? Staff retention rate, ECE educators and staff, all sites 89% 84% 90% 93% 90% 90% Quality How much? Number of sites receiving OCI funded capital infrastructure improvements 1 6 34 8 425% 10 12 Quality Is anyone better
off?
Percentage of children enrolled in an improved ECE facility funded by OCI 4%   18% 67% 20% 335% 22% 24% Quality Is anyone better
off?
Percentage of OCI sites with a quality rating above standard (CSPP Only) 100% 100% 100% 100% 100% 100% 100% Workforce How much? Average number of hours educators** participated in training/coaching/and PLCs 32 37 30 126% Workforce How well? Percentage of ECE Educators who report quality of trainings as Excellent, Very good, or Good
n/a 94% n/r 90% n/r n/r 92% 94%
Workforce How well? Percentage of ECE educators & staff who report learning content they will use in their work with children during training, coaching, or PLCs
n/r n/r *** n/a *** *** *** ***
* Point in time enrollment data are within January to March of the year indicated.​ ** Includes: PK Teachers, TK Teachers, Instructional Assistants, Tutors, and Paraprofessionals. ***Data collection system under development in FY24-25. n/a: Not applicable; n/r: Not reported.

First 5 Alameda County Revised 2/19/2026 Page 4 of 21
OUSD, FY 2024-25
Oakland Children's Initiative, Results Based Accountability Tables Fiscal year 2024-25
RBA Index RBA Category Performance Measure Definition
1 How Much? Number of free and subsidized slots by program type California State Preschool Program (CSPP) Part-Day, CSPP Full-Day, and Head Start:
maximum contracted reimbursable enrollment or funded enrollment; Transitional Kindergarten: count of TK classrooms * maximum allowable average number of students per class; Special Day Class: count of SDC classrooms * soft enrollment cap 2 How Much? Number of children enrolled in priority partner sites (OUSD & OHS)
Count of children enrolled; cumulative and point in time 3 How Much? Number of ECE educators and staff Total count of ECE educators and staff 4 How Much? Additional slots from OCI funded capital infrastructure improvements
Total capacity to enroll additional students as a result of new/repurposed space 5 How Much? Number and percentage of sites receiving OCI funded capital infrastructure improvements
Count of sites receiving OCI funds for capital infrastructure improvements / total count of sites 6 How Much? Average number of hours ECE educators and staff participated in training/coaching/ and Professional
Learning Communities (PLC)
Total number of [training, coaching, PLC] hours / total number of ECE educators and staff 7 How Well? Percent of free and subsidized slots enrolled (uptake) Number of children enrolled / total capacity to enroll children in subsidized care/education 8 How Well? Retention rate for ECE educators and staff 100 * (count of staff – new hires for the reporting period) / count of staff employed during the previous reporting period
9 How Well? Number and percentage of ECE educators and staff who report the quality of trainings were good or very
good
(Count of survey responses reporting training was good + count of survey responses reporting training was very good) / count of survey responses
10 Is Anyone Better Off? Number and percentage of children enrolled in an improved ECE facility due to OCI funded capital
infrastructure improvements
Count of children enrolled in sites that received OCI funds for capital infrastructure improvements / total children enrolled
11 Is Anyone Better Off? Percentage of OCI sites with a quality rating above standard
Count of sites with quality rating above 3 / total count of sites FY 2024-25
Note: Priority partner sites are early care and education sites of the two public system partners prioritized in the ordinance: Oakland Unified School District and City of Oakland Early Childhood & Family Services.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 5 of 21 RBA 1: Number of free and subsidized slots by program type Age Grouping* COOECFS OUSD Total COOECFS OUSD Total COOECFS OUSD Total 0-2 12 12 12 12 104 104 3-4 2,368 2,368 2,595 2,595 2,838 2,838 3-5 40 40 40 40 168 168 Total, All Years 52 2,368 2,420 52 2,595 2,647 272 2,838 3,110 Program COOECFS OUSD Total COOECFS OUSD Total COOECFS OUSD Total ECFS Early Head Start 92 92
ECFS Head Start 128 128
ECFS Infant/Toddler Child Care 12 12 12 12 12 12 ECFS Preschool 40 40 40 40 40 40 OUSD Full Day Preschool 812 812 915 915 1,096 1,096 OUSD Part Day Preschool 382 382 256 256 64 64 OUSD Special Education 286 286 392 392 310 310 OUSD TK 888 888 1,032 1,032 1,368 1,368 Total All Years 52 2,368 2,420 52 2,595 2,647 272 2,838 3,110 Free and Subsidized Slots by Age
*OUSD TK slots do not include TK self-contained Special Education classrooms, as they do not have expected capacities. Previously published data inadvertently included slot counts for self- contained Special Education classrooms.

COOECFS Free & Subsidized Slots is equal to their funded enrollment per their federal contract. Slots shown here for 2022-23 and 2023-24 reflect funded enrollment at Arroyo, Tassafaronga, and Franklin; slots shown here for 2024-25 reflect funded enrollment for all centers.

OUSD has different definitions for the number of free and subsidized slots in each program serving children under 5. CSPP slots are determined by a combination of physical space and staffing availability, TK slots reflect a max enrollment of 24 students in each dedicated TK classroom, and special education slots are based on a soft cap of 10 children per mild/moderate SDC classroom and 8 children per moderate/severe SDC classroom.

FY22-23 FY23-24 FY24-25
FY22-23 FY23-24 FY24-25
Free and Subsidized Slots by Program
First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 6 of 21 RBA 2: Number of children enrolled in priority partner sires (OUSD & COOHS) Point in Time Enrollment by Age Point in Time Enrollment by Age FY22-23 FY23-24 FY24-25

COOECFS
Longitudinally Comparable Sites
Age COOECFS OUSD Total COOECFS OUSD Total COOECFS OUSD Total Age FY22-23 FY23-24 FY24-25 0 - * * - - - 0 - - - 1 3 * * 3 - 3 10 10 1 3 3 2 9 51 60 3 59 62 45 132 177 2 9 3 4 3 12 517 529 7 560 567 70 579 649 3 12 7 13 4 13 1,305 1,318 6 1,404 1,410 48 1,579 1,627 4 13 6 8 5 - 28 28 - 20 20 13 26 39 5 - - 1 Total 37 1,906 1,943 19 2,043 2,062 186 2,316 2,502 Total 37 19 26 Cumulative Enrollment by Age Cumulative Enrollment by Age FY22-23 FY23-24 FY24-25
COOHS
Longitudinally Comparable Sites
Age COOECFS OUSD Total COOECFS OUSD Total COOECFS OUSD Total Age FY22-23 FY23-24 FY24-25 0 - * * - - - 2 2 0 - - - 1 3 * * 5 - 5 15 15 1 3 5 2 9 101 110 5 132 137 51 181 232 2 9 5 8 3 12 584 596 9 677 686 80 672 752 3 12 9 20 4 13 1,358 1,371 7 1,575 1,582 54 1,902 1,956 4 13 7 16 5 - 29 29 - 207 207 17 301 318 5 - - 7 Total 37 2,077 2,114 26 2,591 2,617 219 3,055 3,274 Total 37 26 51 Point in Time Enrollment by Program

COOECFS OUSD
Program FY22-23 FY23-24 FY24-25 FY22-23 FY23-24 FY24-25 ECFS Early Head Start 67
ECFS Head Start 93
ECFS Infant/Toddler Child Care 9 4 9 ECFS Preschool 28 15 17 OUSD Full Day Preschool 629 659 800 OUSD Part Day Preschool 304 162 48 OUSD Special Education 200 194 195 OUSD TK 773 1,028 1,275 Grand Total 37 19 186 1,906 2,043 2,316 * In accordance with OUSD policies, when there is a total of 10 or fewer students in a particular student group, data are suppressed for privacy.

Notes: Early Head Start and Head Start programs are funded through a combination of Federal Head Start, CCTR, CSPP, and OCI funds.

Notes: Point in time enrollment is a count of unduplicated children enrolled within January to March; cumulative enrollment is the total number of unduplicated children who were enrolled at any time during the full program year, July 1 through June 30.

COOECFS Longitudinally Comparable sites are Arroyo Viejo, Franklin, and Tassafaronga; these sites are fully funded by OCI, and reporting for 22-23 and 23-24 included only these sites.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 7 of 21 RBA 2: Number of children enrolled in priority partner sites (OUSD & COOECFS) Continued
Enrollment by Race/Ethnicity
FY22-23 FY23-24 FY24-25
Race/Ethnicity
Children
Enrolled
% of Total
Enrollment
Children
Enrolled
% of Total
Enrollment
Children
Enrolled
% of Total
Enrollment
Hispanic or Latino 860 44% 981 48% 1,149 46% Black or African American 421 22% 471 23% 548 22% Asian 300 15% 239 12% 269 11% White 213 11% 201 10% 260 10% Multiple Race/Ethnicity 100 5% 104 5% 138 6% Not Reported 37 2% 39 2% 103 4% Native Hawaiian or Pacific Islander * * 12 1% 15 1% American Indian or Alaskan Native * * * * * *
Filipino * * * * * *
Total 1,943 100% 2,062 100% 2,502 100% * In accordance with OUSD policies, when there is a total of 10 or fewer students in a particular student group, data are suppressed for privacy.

Enrollment by Race/Ethnicity, by Partner
Race/Ethnicity
Children
Enrolled
% of Total
Enrollment
Children
Enrolled
% of Total
Enrollment
American Indian or Alaskan Native * * 1 1% Asian 243 10% 26 14%
Black or African American 479 21% 69 37% Filipino * *
Hispanic or Latino 1,080 47% 69 37% Multiple Race/Ethnicity 123 5% 15 8% Native Hawaiian or Pacific Islander 14 1% 1 1% Not Reported 102 4% 1 1%
White 256 11% 4 2%
Total 2,316 100% 186 100%
* In accordance with OUSD policies, when there is a total of 10 or fewer students in a particular student group, data are suppressed for privacy.

COOECFSOUSD
FY24-25
First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 8 of 21 RBA 2: Number of children enrolled in priority partner sires (OUSD & COOECFS) Continued
Enrollment by Priority Population

COOECFS OUSD
FY22-23 FY23-24 FY24-25 FY22-23 FY23-24 FY24-25
Priority Characteristic
Children
Enrolled
% of COOHS
Enrollment
Children
Enrolled
% of COOHS
Enrollment
Children
Enrolled
% of COOHS
Enrollment
Children
Enrolled
% of OUSD
Enrollment
Children
Enrolled
% of OUSD
Enrollment
Children
Enrolled
% of OUSD
Enrollment
SMI < 100% 35 95% 19 100% 186 100% 1,434 75% 1,732 85% 1,911 83% Dual Language Learner 9 24% 7 37% 103 55% 1,009 53% 1,022 50% 1,168 50% Single Parent Household ‡ 18 49% 10 53% 112 60% 417 45% 418 51% 406 48% IEP/IFSP 10 27% 3 16% 47 25% 399 21% 427 21% 552 24% Newcomer † n/a n/a n/a n/a n/a n/a 61 6% 81 7% 112 8% Unhoused † 2 5% - 0% 46 25% 17 2% 52 4% 60 4% Foster Care † 1 3% 1 5% 7 4% * * * * * * * In accordance with OUSD policies, when there is a total of 10 or fewer students in a particular student group, data are suppressed for privacy. † OUSD data on Foster Care, Newcomer, and Unhoused demographics are available for TK only. Percentages are adjusted accordingly since previous reporting. ‡ OUSD data on Single Parent Household demographics are available for PK only. Percentages are adjusted accordingly since previous reporting.

Note: SMI < 100% represents children in families with income less than 100% of State Median Income. A threshold of 100% aligns with many OCI program eligibility requirements, and has been updated from a previous threshold of 85%.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 9 of 21 RBA 2: Number of children enrolled in priority partner sites (OUSD & COOECFS) Continued
Enrollment by Home Zip Code
Zip Code FY22-23 FY23-24 FY24-25
Change
22-23 to 24-
25 % Change
22-23 to 24-25
94601 314 352 404 90 29% 94602 116 114 162 46 40% 94603 252 268 324 72 29% 94605 253 267 306 53 21% 94606 241 228 275 34 14% 94607 116 120 148 32 28% 94608 50 44 62 12 24% 94609 53 74 90 37 70% 94610 45 43 75 30 67% 94611 66 77 102 36 55% 94612 35 34 49 14 40% 94618 19 41 38 19 100% 94619 98 87 119 21 21% 94621 282 308 344 62 22% Total 1,943 2,062 2,502 559 29% In accordance with OUSD policies, when there is a total of 10 or fewer students in a particular student group, data are suppressed for privacy.

Rows may not sum to totals due to suppressed data.

Note: Part of the percent increase in enrollment is due to COOECFS including additional sites in their reporting for 2024-25 than for previous years.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 10 of 21 RBA 3: Number of ECE Educators and Staff
Overall Site Staffing: Number of ECE Education Staff Members FY22-23 FY23-24 FY24-25
Role COOECFS OUSD Total COOECFS OUSD Total COOECFS OUSD Total Early Literacy Reading Tutor 33 33 39 39 41 41
Instructional Aide 98 98 98 98 1 95 96
Paraeducator 32 32 35 35 45 45
Site Supervisor 3 40 43 3 40 43 3 39 42
Teacher 6 128 134 4 136 140 8 151 159
Total 9 331 340 7 348 355 12 371 383
For OUSD, one Early Literacy Reading Tutor per site is considered and ECE educator.

Staff member counts reflect people, not FTE. Some positions are part-time. Some roles are filled by multiple staff members during the year due to staffing transitions.

Based on partner feedback, reporting for all years has been revised to include additional roles as educators; reporting will not match previously published data.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 11 of 21 RBA 3: Number of ECE Educators and Staff
Number of Site-Based Educator Staff Members
(People, not FTE)
COOECFS Site FY22-23 FY23-24 FY24-25
Arroyo Viejo 3 2 3
Franklin 3 3 5
Tassafaronga 3 2 4
Subtotal 9 7 12
OUSD Site FY22-23 FY23-24 FY24-25
Acorn Woodland CDC 7 7 8 Allendale Elementary 4 5 3 Arroyo Viejo CDC 11 8 7 Bella Vista CDC 10 9 8 Bella Vista Elementary 4 4 3 Bridges Academy 6 5 6 Bridges Academy Preschool - 1 - Brookfield Elementary 2 1 3 Burbank State PreK 48 32 35 Burckhalter Elementary 3 4 5 Carl Munck Elementary 3 3 3 Centro Infantil CDC 8 12 11 East Oakland PRIDE Elementary 1 3 3 Emerson CDC 8 8 9 Emerson Elementary 4 3 3 EnCompass Academy 3 3 3 Esperanza Elementary 3 3 3 Franklin Elementary 3 4 4 Fred T. Korematsu Discovery Academy 3 1 3 Fruitvale Elementary 3 5 4 Garfield Elementary 4 4 4 Garfield Preschool 2 1 2 Glenview Elementary 3 3 4 Global Family School 3 3 3 Greenleaf Elementary 3 4 2 Harriet Tubman CDC 7 10 11 Highland CDC 11 9 10 Highland Community School 3 3 4 Hintil Kuu Ca CDC 3 6 7 Horace Mann Elementary - 4 4 International CDC 8 6 6 First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 12 of 21 Continued:

OUSD Site FY22-23 FY23-24 FY24-25
International Community School 1 3 3 Jefferson CDC 5 9 8 Kaiser CDC 3 6 -
Kaiser Early Childhood Center - 17 29 La Escuelita Elementary 3 3 3 Laurel CDC 10 9 11
Laurel Elementary 3 3 4 Lincoln Elementary 4 4 4 Lockwood CDC 9 9 8 Lockwood STEAM Academy 6 6 7 Madison Park Academy TK-5 3 3 5 Manzanita CDC 10 10 6 Manzanita Community School 3 4 3 Manzanita SEED Elementary 3 3 3 Markham Elementary 3 3 4 Martin Luther King CDC 1 - 1 Martin Luther King Jr Elementary 6 6 5 Montclair Elementary 4 4 4 Oakland Academy of Knowledge 3 3 4 Oakland Academy of Knowledge Preschool 2 - - Piedmont Avenue Elementary 3 3 3 Prescott Preschool 2 - - Prescott School 3 5 6 Reach Academy 6 5 5 Reach Academy Preschool - - 1 Sankofa United Elementary 5 5 5 Sequoia Elementary 3 3 3 Stonehurst CDC 8 9 10 Think College Now 1 3 3 Thornhill Elementary 3 3 3 United Nation CDC 23 22 27 Yuk Yau CDC 11 11 12
Subtotal OUSD Sites 331 348 371 Grand Total, All Partners, All Locations 340 355 383 Notes:

OUSD Educators includes: Assistant Instructors, Assistant Principals, Behavior Specialists, Center Directors, Coaches, Counselors, Instructional Aides, Instructional Support Specialists, Instructors, Manhood Development Program Facilitators, Paraeducators, Principals, Site Supervisors, Social Workers, Teacher Librarians, Teachers, Tutors.

OUSD Early Education staff members include: staff assigned to grades -2, -1, 16, Pre-K, and TK; staff who work at CDCs; one Early Literacy Reading Tutor per Early Education site; Principals and Assistant Principals at sites with Early Education.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 13 of 21 RBA 4: Additional capacity from OCI funded capital infrastructure improvements FY22-23
Agency OUSD
Site Kaiser CDC & ECC
Project Type Retrofit/Space Conversion
Additional Capacity Created 66
FY23-24
None
FY24-25
None
No additional capacity was created from capital infrastructure improvements in FY23-24 or FY24-25.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 14 of 21 RBA 5: Number and percentage of sites receiving OCI funded capital infrastructure improvements

OUSD COOECFS
FY22-23 FY23-24 FY24-25 FY22-23 FY23-24 FY24-25
Total Number of Sites 63 64 67 3 3 12
Sites with Capital Projects 1 6 34 0 0 0
Share of Sites with Capital Projects 2% 9% 51% 0% 0% 0% *Number of sites and percentages will not match previous reporting due to a change in the definition of which sites are considered to be co-located.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 15 of 21 RBA 6: Average number of hours ECE educators and staff participated in training, coaching, and Professional Learning Communities (PLCs) Average Professional Development Hours by Agency
Agency
Average
Training
Hours
Average
Coaching
Hours
Average
PLC
Hours Total
Average
Training
Hours
Average
Coaching
Hours
Average
PLC
Hours Total
Average
Training
Hours
Average
Coaching
Hours
Average
PLC
Hours Total
COOECFS 4.0 4.8 8.8 29.6 5.6 35.2 n/a n/r n/a n/a
OUSD n/r n/r n/r n/r 17.3 5.6 8.7 31.6 18.2 15.1 4.1 37.4 n/r: Not Reported.
n/a: Not Applicable.

Note: COOECFS did not expend OCI funds on professional development in fiscal year 2024-25.

FY22-23 FY23-24 FY24-25
First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 16 of 21 RBA 7: Percent of free and subsidized slots filled (uptake) Agency Enrollment* Slots
% of Slots
Filled Enrollment* Slots
% of Slots
Filled Enrollment* Slots
% of Slots
Filled
COOECFS 37 52 71% 19 52 37% 186 272 68% OUSD 1,655 2,082 79% 1,756 2,203 80% 2,011 2,528 80% Total 1,692 2,134 79% 1,775 2,255 79% 2,197 2,800 78% Program Enrollment* Slots
% of Slots
Filled Enrollment* Slots
% of Slots
Filled Enrollment* Slots
% of Slots
Filled
ECFS Early Head Start 67 92 73% ECFS Head Start 93 128 73% ECFS Infant/Toddler Child Care 9 12 75% 4 12 33% 9 12 75% ECFS Preschool 28 40 70% 15 40 38% 17 40 43% OUSD Full Day Preschool 629 812 77% 659 915 72% 800 1,096 73% OUSD Part Day Preschool 304 382 80% 162 256 63% 48 64 75% OUSD TK 722 888 81% 935 1,032 91% 1,163 1,368 85% Total 1,692 2,134 79% 1,775 2,255 79% 2,197 2,800 78% FY22-23 FY23-24 FY24-25
Percent of Slots Filled by Agency (not including Special Education) FY22-23 FY23-24 FY24-25
Percent of Slots Filled by Program (not including Special Education) *Special education is not included in uptake calculations, as Special Education classrooms are filled according to need; OUSD reporting will not match previously published data due to this change.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 17 of 21 RBA 8: Retention rate for ECE educators and staff
ECE Educator Retention Rate
Agency
FY 22-23
Educators
FY 22-23 Educators Retained in
FY23-24
FY 23-24 Retention
Rate
FY 23-24
Educators
FY 23-24 Educators Retained in
FY24-25
FY 24-25 Retention
Rate
COOECFS 9 6 67% 7 4 57% OUSD 298 264 89% 309 261 84% Total 307 270 88% 316 265 84% Notes:

OUSD retention rate calculation does not include Early Literacy Tutors because only a subset of tutors are considered ECE Staff.

COOECFS Note from 24-25: Even though 3 of the 9 staff members who worked at an OCI site in SY22-23 no longer worked at an OCI site in SY23-24, those 3 staff members were retained within the Head Start system (at sites for which First 5 does not receive data).

Based on partner feedback, reporting for all years has been revised to include additional roles as educators; reporting will not match previously published data.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 18 of 21 RBA 9: Number and percentage of ECE educators and staff who report the quality of trainings were good or very good FY 23-24 PD Satisfaction
Agency
Number of ECE Educators who
report quality of trainings as
Excellent, Very Good, or Good
Number of ECE Educators who
completed training surveys
Percentage of ECE Educators who
report quality of trainings as
Excellent, Very Good, or Good
OUSD FY 23-24 356 377 94%
OUSD FY 24-25 n/r n/r n/r
Notes:

FY 22-23: First 5 did not report on FY 22-23 training satisfaction data. OUSD was in the process of developing PD surveys and collection tools when OCI first went into effect in FY 22-23. OUSD's PD satisfaction collection systems were put to use for the FY 23-24 school year. COOHS is in the process of building data collection infrastructure to be able to document staff's level of satisfaction with PD offerings.

FY 24-25: OUSD changed data collection methods, and needed additional time to implement PD surveys. COOHS did not spend OCI professional development funds this year.

First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 19 of 21 Children Impacted by OCI Capital Infrastructure Facility Investments Site (OUSD) FY22-23 FY23-24 FY24-25
Acorn Woodland CDC 48
Allendale Preschool & Elementary 42
Arroyo Viejo CDC (OUSD) 44
Bella Vista CDC 43
Bridges Academy & Preschool 35
Brookfield Preschool 15
Burbank ECC 37
Burbank State PreK 74
Centro Infantil CDC 33
East Oakland PRIDE Elementary 24
Emerson CDC 34
Fruitvale Preschool & Elementary 35
Garfield Preschool & Elementary 46
Global Family School 23
Harriet Tubman CDC 31
Highland CDC 50
Highland CDC & Community School 57 0
Highland Community School 24
Hintil Kuu Ca CDC 67
Hoover Elementary 19
Horace Mann Elementary 5 25
International CDC 34
Jefferson CDC 39 45
Kaiser CDC & Early Childhood Center 81 149 0
Kaiser Early Childhood Center 162
Laurel CDC 48
Lockwood STEAM Academy 39
Lockwood STEAM Preschool 13
Manzanita CDC 37
Martin Luther King CDC & Jr Elementary 52
Oakland Academy of Knowledge & Preschool 38 31
Prescott Preschool & School 30
Reach Academy & Preschool 63
Sankofa United Preschool & Elementary 41
Stonehurst CDC 52
United Nation CDC 86 101
Yuk Yau CDC 48
Enrollment Total 81 374 1,545
% of Children Enrolled in Improved Facilities
COOECFS n/a n/a n/a
OUSD 4% 18% 67%
OCI Overall 4% 18% 62%
Enrollment
RBA 10: Number and percentage of children enrolled in an improved ECE facility due to OCI funded capital infrastructure improvements
First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 20 of 21 RBA 11: Percentage of OCI sites with a quality rating above standard Agency
# Sites
Rated
Above
Standard
# Sites
Eligible
for Rating
% Sites
Rated
Above
Standard
# Sites
Rated
Above
Standard
# Sites
Eligible
for Rating
% Sites
Rated
Above
Standard
# Sites
Rated
Above
Standard
# Sites
Eligible
for Rating
% Sites
Rated
Above
Standard
COOECFS 3 3 100% 3 3 100% 8 8 100% OUSD 28 28 100% 27 27 100% 28 28 100% Total 31 31 100% 30 30 100% 36 36 100% Note: Ratings for California State Preschool Program (CSPP) only.

Share of Sites with a Quality Rating Above Standard
FY22-23 FY23-24 FY24-25
First 5 Alameda, Data Evaluation Last Updated 2/19/2026 Page 21 of 21