TO: NEIGHBORHOOD SERVICES FROM: Laura Buzo
AND EDUCATION COMMITTEE
SUBJECT: SEE BELOW DATE: March 27, 2023
Approved Date
4/5/23
COUNCIL DISTRICT: Citywide
SUBJECT: CITY INITIATIVES ROADMAP: CHILDREN AND YOUTH SERVICES
MASTER PLAN STATUS REPORT
RECOMMENDATION
(a) Accept the status report on the Children and Youth Services Master Plan as part of the approved City Initiatives Roadmap for 2022-2023;
(b) Approve the allocation of $495,000 from the $1,119,000M currently unallocated from the $10.5M American Rescue Plan (ARP) Funds for Child and Youth Services; and (c) Direct staff to return to the Neighborhood Services and Education Committee in the Fall of 2023.
SUMMARY AND OUTCOME
The City Council will receive a status update on the design and development of the City Initiatives Roadmap: Children and Youth Services Master Plan. Staff is also recommending to approve the allocation of $495,000 from the $1,119,000M currently unallocated from the $10.5M American Rescue Plan (ARP) Funds for Child and Youth Services to finalize the development of the Children and Youth Services Master Plan.
1 BACKGROUND
In the Mayor’s June 2021 Budget Message, the City Manager’s Office was directed to develop a comprehensive "Cradle to Career" Youth Development Master Plan, now referred to as the Children and Youth Services Master Plan.2 The City Council recognized that children, youth, and young people, especially from specific zip codes and geographic areas, who were already experiencing socio-economic challenges, were disproportionately impacted by the pandemic - which further exacerbated their already fragile living conditions. Consequently, they have faced even greater challenges and barriers to economic recovery, as well as overall reductions in health, physical, mental, and social-emotional well-being. These 1 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5552978&GUID=D3375907-879F-46A3-B692-F7BA8F22D348&Options=&Search= 2 https://www.sanjoseca.gov/home/showdocument?id=74429&t=637587454786824477 COMMITTEE AGENDA: 4/13/2023
ITEM: (d) 1
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
concerns further compelled the City Council to request that the Children and Youth Services Master Plan (CYS Master Plan) include a citywide strategy with recommendations and guidance on policy priorities, investments, and alignment of programs to create an integrated and coordinated continuum service delivery model. Furthermore, the CYS Master Plan will provide a strategic framework and approach to disrupting the systemic racism, structural barriers, persistent inequities, and generational trauma that continues to widen the socio-economic, educational, health, and housing gap. The overarching goal of the CYS Master Plan is to create and expand opportunity pathways and supports from cradle to career for all San José children, youth, and young adults* (birth through age 24), and in particular for those most vulnerable. The vision is that all children, youth, and young adults have increased opportunities to gain 21st century skills that lead to better health outcomes, sustainable employment, and a competitive living wage so that they can live and thrive in this community. Therefore, the CYS Master Plan will include the following key elements:
• Guidance on policy priorities, investments, and alignment of programs; • Operationalize the San José Bill of Rights for Children and Youth; • A strategic and integrated service delivery system to provide a safety-net for children and youth, and their families, from prevention to intervention;
• A continuum of support for children and youth from cradle to career; and • Long-term and sustainable impact and measurable outcomes.
While the CYS Master Plan is still in development, significant milestones have been accomplished to date which began with the onboarding of an Assistant to the City Manager in January 2022 to support and lead the necessary work. The City Manager’s Office is working closely with staff across departments including Parks, Recreation and Neighborhood Services (PRNS), Office of Economic Development (OED), Office of Racial Equity (ORE), and San José Public Library (Library), to serve as thought partners and content experts, and to assist in engaging all sectors of the community in the development of the CYS Master Plan. Furthermore, staff have identified and reviewed City of San José initiatives, strategies, and policies and other documents to ensure alignment with the strategic direction of the CYS Master Plan, specifically the following (refer to Attachment A for more information):
• Education and Digital Literacy Strategy3
• Education Initiative (Education Policy 0-30)4
• Bill of Rights for Children and Youth,5 and Audit Report from the City Auditor’s Office.6 • REIA: Racial Equity Impact Analysis7
• San José Youth Empowerment Alliance Strategic Plan8
• COVID-19 Recovery Task Force (Recovery Task Force)9
In addition, the City Council’s approval of the $10.5M of ARP Funds for children and youth services on April 26, 2022,10 provided additional guidance in the development of the CYS Master Plan. The intent of the spending plan is to support low-income, vulnerable families who were disproportionately impacted * The terms Youth and Young Adults will be used interchangeably throughout this document. 3 https://sanjose.legistar.com/MeetingDetail.aspx?ID=604595&GUID=A678879F-AAB0-411B-AACC-7448FBA01821&Options=&Search= 4 https://records.sanjoseca.gov/Resolutions/RES79400.pdf 5 https://sanjose.legistar.com/View.ashx?M=F&ID=9312318&GUID=2F3DB531-0B48-41E9-84B1-6669DCA4805C 6 https://www.sanjoseca.gov/home/showpublisheddocument/88407 7 https://www.sanjoseca.gov/home/showpublisheddocument/93897/638100685978870000 8 https://www.sanjoseca.gov/your-government/departments-offices/parks-recreation-neighborhood-services/youth-intervention-services 9 https://www.sanjoseca.gov/your-government/departments-offices/office-of-the-city-manager/community-and-economic-recovery-task-force 10 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5552978&GUID=D3375907-879F-46A3-B692-F7BA8F22D348&Options=&Search=
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
by the pandemic. Collectively, PRNS, the Library, and the CMO identified priority areas for the spending plan based on numerous conversations and listening sessions with families, grassroot and communitybased organizations, and community stakeholders such as Santa Clara County Office of Education, County of Santa Clara departments (e.g., County Executive, Behavioral Health, Social Services Agency, etc.), and FIRST 5 Santa Clara County. The ARP Funds provide City departments with additional funding to increase scholarship amounts to subsidize the cost of fee-based programs and to expand the offering of afterschool and summer childcare, recreation, aquatics, and enrichment programs and activities particularly in low-income, underserved communities that do not traditionally have access. A status report on the $10.5M in ARP Funds was presented to NSE on November 10, 202211. City staff are currently reviewing ARP Funds expenditures to determine a proposed plan for unspent and unallocated funds to support the recommendations and outcomes for the completion and implementation of the Children and Youth Services Master Plan. However, while a comprehensive assessment of all funds is conducted, staff request an initial use of a portion of unallocated funds, a description of which is described in the analysis section below.
ANALYSIS
Through a collective impact approach and racial equity lens, the City Manager’s Office in partnership with the Library, PRNS, OED, ORE, and other departments and community stakeholders (e.g., education leaders, school districts, grassroot and community-based organizations, childcare providers), families, children, youth, and young adults are engaged in the design and development of the CYS Master Plan.
While the CYS Master Plan will take a citywide approach, it is critically important to focus on those residents who have been most impacted by racial, socio-economic, educational, and health disparities that lead to poverty, displacement, and other poor outcomes as the vibrancy, economy, wellbeing, and future for all those that live, work, visit, and do business in San José are intrinsically intertwined. In order to have true transformative systems change with long-term sustainable impact, the City has a critical role to play, alongside all sectors of the community, in dismantling systemic racism, structural barriers, persistent inequities, and generational trauma that create a chasm across the city and in neighborhoods. All children and youth should grow up with the confidence that their racial, ethnic, or socio-economic background, family history, or zip code of residence will not be a determining factor in their access to resources and support, and/or ability to achieve their dreams and full potential. To this end, City staff recognize the importance of a collective impact approach that places the child in the center, supporting their development from birth to adulthood, cradle to career, within the context of their family, school, neighborhood, and larger community. Collective impact is a framework that involves different sectors of the ecosystem (e.g., government, nonprofits, business, philanthropy, etc.) working together to create a structured process aimed at a common agenda, shared measurements, continuous communication/feedback loop, and mutually reinforcing activities ensuring cross-sector coordination with all those that touch a child, youth, and their family.12 To ensure a racial equity lens, the Racial Equity Impact Analysis (REIA), developed by the Office of Racial Equity, is embedded in all aspects of the CYS Master Plan design and development. It is imperative to focus on the needs of impacted communities of color through thoughtful and critical analysis to ensure that racial equity informs and shapes the decision-making process; from engaging diverse community stakeholders, families, youth/young adults, and City staff to developing policies, 11 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5871460&GUID=B78D0172-B4A2-4991-AE52-6E3670A99895&Options=&Search= 12 https://ssir.org/articles/entry/collective_impact#
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
practices, programs, and investment recommendations. Thus, the completed CYS Master Plan will clearly demonstrate REIA through the following:
• Identify who will benefit and who will be burdened by a decision; • Develop strategies to advance racial equity and avoid unintended consequences of decisions; • Implement decisions based on racial equity considerations and assess their outcomes, and • Measure progress in achieving department-level (and citywide) racial equity goals.
Therefore, City staff have made a concerted effort to engage and elevate the lived-experiences and voices of diverse individuals, communities, and entities such as, but not limited to, historically low-income neighborhoods, marginalized racial and ethnic groups, families and providers of children and youth with special needs and developmental disabilities, immigrant communities, LGBQT+ families and youth, and justice-involved, foster, and unhoused youth. The City Manager’s Office had planned to complete the CYS Master Plan in the Spring of 2023, however, as staff engaged diverse community stakeholders, families, youth, and young adults, momentum, energy, and excitement grew, yielding tremendous interest, input, and feedback. This has in turn garnered a generous amount of data, information, reports, and content to analyze, summarize, and reference. It is important to continue creating opportunities for City staff and community stakeholders to have an active role in finalizing, and subsequently implementing, the CYS Master Plan. The vision is that all sectors of the community will have a sense of ownership and see how their collective work, policies, programs, and investments inform and drive the goals, policy priorities, recommendations, performance measures, and overall strategic direction of the CYS Master Plan.
While the key deliverable for the CMO is the CYS Master Plan document, as City staff began the design and development process it became apparently clear that it was equally important to develop an integrated single system of support, to ensure a continuum of support from prevention to intervention. Therefore, staff are utilizing a multi-prong approach to develop the CYS Master Plan and in the process have made significant progress in the following areas:
• Process and timeline
• Team structure of committees and advisories
• Community engagement strategies.
• Primary data collection activities and secondary data resources • Integrated single system of support (service delivery system) Key Highlights/Milestones
The City Manager’s Office with the guidance and support of City staff, consultants, community stakeholders, service providers, families, youth/young people, and educational leaders, designed a process and timeline to develop the CYS Master Plan. To inform and shape the CYS Master Plan, the following elements and activities were identified as essential:
● Bill of Rights – Frame and integrate the Bill of Rights throughout the CYS Master Plan document, including recommendations from Auditor’s Office report; ● Primary Data – Collect data through focus groups, interviews, youth town halls, and citywide survey;
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
● Secondary Data – Collect, review, and analyze national, county, city and other local initiatives, research, and reports;
● Literature Review – Review and survey of literature and other published materials related to topic (e.g., youth development, evidence-based practices, family support, etc.); ● City of San José-led Initiatives – Leverage and integrate City-led initiatives that have family, children and youth as the focus; and
● County of Santa Clara (County) Initiatives – Leverage and align County-led initiatives, to ensure an integrated service delivery system across multidisciplinary partners to provide a “no-wrong door” entry for resources and supports.
Recognizing that the CYS Master Plan should not be created in isolation by City staff, a team structure of committees and advisories was developed to provide a breadth of input, recommendations, guidance, and support throughout the design and development process. The team structure includes the following (refer to Attachment B for more information):
• Executive Committee – Comprised of City department directors and leads; • Community Advisory – Comprised of County departments, City staff, community-based organizations, educational leaders, parents/caregivers, and youth/young people; • Service Delivery Technical/Operations Committee – Comprised of City staff in consultation with County departments and external partners;
• Parent/Caregiver Advisory – Comprised of diverse San José parents/caregivers; • Youth Commission – Comprised of Youth Commission members; • Youth Advisory – Comprised of diverse San José youth/young people from underserved communities; and
• Consultants – The CMO is partnering with consultants RDA (Research Development Associates) and Collective Impact Solutions, thereby leveraging their work and experience with PRNS/Youth Empowerment Alliance, County departments, community-based organizations, and others.
Consultants provide guidance, evaluation, and technical support in designing, developing, and writing the CYS Master Plan.
As a result, the CMO staff scheduled and convened a number of committee, advisory, and community stakeholder meetings, and with additional meetings to follow:
• Executive Committee and Community Advisory Meetings: Purpose of these meetings was to actively engage committee and advisory members in advising, guiding, and supporting CMO in the design and development of the CYS Master Plan. (refer to Attachment C for more information)
Executive Committee meetings
o August 31, 2022 – October 26, 2022
Community Advisory meetings
o September 2, 2022 – November 4, 2022
• Brainstorming Sessions: Purpose of these sessions was to provide committee and advisory members with an opportunity to inform, and shape the vision, as well as identify priority areas and questions for the focus groups, interviews, and the citywide survey. Three sessions were scheduled from September 26-29, 2022.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
• Community Engagement Activities: Purpose of these community engagement activities was to gather primary data on the dreams, needs, and overall lived experiences of families, children, youth, and young people from diverse backgrounds. These opportunities have garnered a greater understanding of the strengths and assets of families, youth and communities, while also elevating the system and structural barriers that create obstacles in achieving their full potential. A number of community engagement activities were conducted throughout this fiscal year:
o Youth Town Hall – Hosted three Youth Town Halls in partnership with the Youth Commission, City staff, and Community Advisory members to gain a greater understanding of the lived experience of youth/young adults. The Youth Town Halls were provided both inperson and virtually. Hosted from October – November 2022. o Citywide Parent/Caregiver and Youth Surveys – Developed and distributed two citywide surveys for youth and parents/caregivers to gather primary data and gain a greater understanding of their lived experiences as well as their needs and dreams. The surveys were available online and in paper form in multiple languages and was disseminated citywide with the support of City departments, advisory members, Youth Commission, elected officials, community-based organizations, and others. From January - February 2023, nearly 2,000 surveys were submitted.
o Focus Groups – Conducted 31 focus groups, from October - December 2022, with families, youth/young adults, service providers, City department directors/program staff, educational leaders (from early care and education to institutions of higher learning), and County staff. The focus groups lifted the strengths, assets, and system and structural barriers and general inequities that prevent families, children and youth/young adults from accessing services, supports and opportunities.
o Interviews/Conversations – Conducted numerous interviews and conversations with families, youth/young adults, service providers, City department directors/program staff, educational leaders, and County staff. These conversations provided opportunities to delve deeper into some of the system and structural barriers and the lived experience of families, children, and youth/young adults. As well as identify opportunities to enhance partnerships and leverage resources and supports with County departments and other organizations. o Service Delivery Technical/Operations Committee – Convening staff from across City departments, in consultation with County departments and community stakeholders, to develop a coordinated and integrated single system of support to ensure a “no-wrong door” entry to critical services. Convening meetings since April 2022, and on-going. o Community Stakeholder Meeting – Hosted first in-person meeting with Executive and Community Advisory members, and additional community stakeholders on February 7, 2023.
Nearly 100 individuals were in attendance. The purpose of the meeting was to actively engage internal and external partners to begin crafting the CYS Master Plan vision, goals, and opportunity pathways from cradle to career.
In summary, nearly 3,000 individuals and over 120 organizations representing diverse families, youth, and young people, and various County departments, school districts (elementary-high school), grassroot and community-based organizations, institutions of higher learning (community college and universities), work force development entities, and others have been engaged throughout the design and development process of the CYS Master Plan.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Citywide Parent/Caregiver and Youth Surveys
City staff in partnership with County departments, school districts, grassroot/community-based organizations and many other community stakeholders promoted and disseminated the survey throughout the City of San José. The following is preliminary demographic data from the citywide parent/caregiver and youth surveys – nearly 2,000 surveys were submitted online and paper form. The team is still in the process of analyzing and summarizing the data (refer to Attachment D for more information).
Parent/Caregiver Survey Demographics - 1,182 Surveys Received Age of Respondent Number Percent
17 years and younger 1 0.1%
18-24 years 24 2.1%
25-35 years 235 20.4%
36-45 years 534 46.3%
46-55 years 284 24.6%
56-65 years 59 5.1%
66+ years 17 1.5%
Race/Ethnicity* Number Percent
Other 9 0.7%
Middle Eastern 19 1.4%
Southeast Asian 27 2.1%
Native American or Indigenous 28 2.1%
Black/African Descent 38 2.9%
Filipina/o/x 53 4.0%
Prefer not to say 77 5.8%
South Asian 126 10.9%
Vietnamese 141 10.7%
East Asian 186 14.1%
Caucasian/White 244 18.5%
Hispanic/Latina/o/x 369 28.0%
Youth Survey Demographics – 810 Surveys Received
Age of Respondent Number Percent
11 years old or younger 340 45.9%
12-14 years old 118 15.9%
15-17 years old 153 20.7%
18-24 years old 129 17.4%
* Individuals could choose more than 1 racial/ethnic identity Racial/Ethnicity* Number Percent
Middle Eastern 11 1.3%
Southeast Asian 18 2.1%
Native American or Indigenous 25 2.9%
Black/African Descent 30 3.4%
Filipina/o/x 34 3.9%
East Asian 43 4.9%
South Asian 45 5.1%
Other 45 5.1%
I prefer not to say 60 6.9%
Caucasian/White 94 10.7%
Vietnamese 145 16.6%
Hispanic/Latina/o/x 325 37.1%
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Emerging Community Themes
Across the numerous community engagement activities (e.g., focus groups, surveys, advisory meetings, etc.), six key themes were raised consistently by families, youth, young adults, service providers, City staff, and other community stakeholders. Addressing these key themes are considered critically important in ensuring children, youth and young people, birth through age 24, have equitable access to services, resources, and opportunities to support them in achieving their full potential from cradle to career. The following themes are preliminary as staff and consultants are currently analyzing and summarizing all data (refer to Attachment E for more information).
Themes Highlights of Comments
Housing The high cost of living/housing in San José forces families out of the city. For those that stay in the city they experience financial burdens and other challenges. The high cost of housing and living impacts many aspects of children’s and youth’s lives.
Built Environment The quality of infrastructure across the city - roads, parks, community centers, schools, crosswalks, and public transportation - is inequitable, and in some places unsafe, and impairs access to services.
Childcare Accessible childcare is necessary for parents/caregivers to work, attend school, and take advantage of services.
Education The quality of education, school infrastructure, services, and after school/extracurricular activities are all inequitable across the city, and youth experiences and opportunities are highly influenced by these differences.
Career Readiness,
Development,
and Opportunity
Youth and young people are facing many stressors and barriers related to career development and opportunities. The cost of post-secondary education - college, university, and trades programs—is high.
Mental Wellness
and Belonging
A general need for more mental health support for youth of all ages (K-12 grade to postsecondary), regardless of income or insurance. Also, a need for services to be more accessible and equitably distributed throughout the city.
Integrated Service Delivery System
While the key deliverable for City staff is the completion of the CYS Master Plan document, as staff delved into the planning and community engagement process it became clear early on that it was equally important to develop an integrated service delivery system, with a “no wrong door” entry, that is equipped, and responsive to the needs of children, youth, and young adults. The Life Course Framework will serve as a guide in developing an integrated service delivery system to “better understand social problems as well as develop interventions and solutions that will result in improved life outcomes for people of color and low-income communities.” 13 The Life Course Framework considers the multiple factors that shape and impact a child‘s developmental trajectory, and overall well-being, such as current and intergenerational traumas and experiences, past inequalities, and systems and environments. The Life Course Framework emphasizes the importance of providing opportunities to strengthen protective factors and reduce risk factors by creating a cross-sector, cross-systems, and cross-life approach. Integrating services across sectors and systems can effectively support healthy and equitable communities and ensure 13 http://fwdchange.org/life-course-framework/
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
that the broad array of protective and risk factors are addressed in an integrated, coordinated, and comprehensive manner. Therefore, on a parallel process staff are embarking on this complex journey to redefine and recreate how both internal and external systems function and interface with the community, and in particular with those most vulnerable. Staff are working with a consultant to establish a collaborative network of policymakers, multidisciplinary providers, educational leaders, and community members focused on creating and leveraging opportunities for cross-system coordination. In addition, staff are exploring how best to support PRNS staff and partners achieve a cross-system coordinated and integrated service delivery model identified as a key objective in the San José Youth Empowerment Alliance Strategic Plan as an effective strategy to address youth violence prevention.14 Through a collective impact approach staff will leverage the work of the Youth Empowerment Alliance to enhance and expand the current service delivery system, from prevention to intervention. This will prevent families and youth entry into the child welfare and juvenile justice system, and instead provide them with the resources, supports, and services, to address their emerging needs (e.g., mental health, housing, food, childcare, etc.), succeed in school, explore educational/career opportunities, and realize their goals and dreams. These efforts will address racial disparities and reduce and eliminate barriers to accessing services thereby having improved outcomes for children, youth, and families - and the communities in which they live. While collaborative efforts across sectors currently exist and have successfully increased opportunities for coordinated services, many agencies continue to work in silos, and lack a coordinated and interconnected ecosystems with continuous feedback loops, quality improvement, and communication. This leaves families feeling exasperated and overwhelmed, and even worse unable to access the services they so desperately need.
The CYS Master Plan is uniquely positioned to serve as the vehicle and conduit in bringing community and institutional partners together for transformative systems change that focuses on shifting the current system and strengthening family and neighborhood resiliency. As part of this process, a Service Delivery Technical/Operations Committee, mentioned previously, was established to assess and review internal infrastructures, data, initiatives, and services and to identify best practices, challenges, and needed supports. Through this inquiry process, City departments are exploring opportunities to grow and improve existing service delivery systems to be more effective and equipped in serving families. During the next phase of the development of the CYS Master Plan there will be a focus on building out this integrated service delivery (single system of support) framework in collaboration with the ecosystem of county and city departments, school districts, grassroot/community-based organizations, and community collectives.
The design of the service delivery model will be grounded on racial equity, culturally relevancy, and trauma-informed practices and proven systems change and theoretical frameworks. Through this collective impact approach, it will be important to examine how contributing factors of ecological, human development, and institutional milestones impact life outcomes for each community. Determining the causes and impact of these contributing factors create complex challenges that no single City, county, or agency holds the solution. Addressing a complex challenge where the solution has yet to be discovered requires all stakeholders to work differently together in trusting relationships using collective impact as the process towards a common agenda. This framework aligns the work on family needs and community partnerships, implementing a service delivery model grounded in upstream prevention where services and supports are in the community and for and by the community (refer to Attachment F for more information).
To address these continued systemic challenges and eliminate duplication of efforts, the CYS Master Plan will leverage resources with cross-sector partnerships, aligning and supporting the integration and 14 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5997815&GUID=6942F0C0-A962-4571-857F-EE32C830ACB2&Options=&Search=
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
implementation of California State and County legislation and priorities such as Assembly Bill (AB) 2083.
15 This provides both the opportunity for alignment with the work of CYS Master Plan, and a formal structure by and between the City of San José and other involved agencies to form a Children’s System of Care, implementing a Memorandum of Understanding (MOU) outlining the roles and responsibilities of entities that serve children and youth. Although AB 2083 is focused on the child welfare system, the County is considering expanding the MOU to reach children and youth served by various other systems.
This cross-agency effort is the vehicle to install and implement AB 2083 and to support the components of Family First Prevention Services Act (FFPSA),
16 bringing together institutional and community
partners to create trusting and collaborative relationships to change conditions and remove barriers by shifting policy and transforming systems. This requires all stakeholders to work in partnership to address upstream prevention efforts by establishing and implementing a system-wide framework, an integrated single system of support across Santa Clara County. By joining this partnership, the City can elevate the lived-experiences, voices, vision, and dreams of those most vulnerable, and have a role in building an infrastructure, framework, and system that has tangible elements that can move the City from design to implementation of the CYS Master Plan so that it is better equipped to respond to the needs of children, youth, and young adults.
CMO staff are also framing the CYS Master Plan, by referencing other City-led initiatives that can provide another perspective and greater insight on some overlapping topics, particularly as they relate to children and youth. Thus, staff are leveraging the work led by the Community and Economic Recovery Task Force (CERTF) under the City Initiatives Roadmap, Enterprise Priority, COVID-19 Pandemic:
Community and Economic Recovery. Through a collective process of lifting the lived-experiences and voices of those most impacted by the pandemic, City staff and community stakeholders developed the “Covid-19 Recovery Task Force Report” which included recommendations to address one of the biggest challenges, but also the biggest opportunity, to foster an equitable recovery to “build back better”, from the pandemic. The Task Force focused on key areas that overlap with the emerging themes from the CYS Master Plan community engagement activities; 1) Childcare, Early Care and Education, and Youth Development, 2) Community Engagement, 3) Community Health and Wellness, and 4) Housing. The report was approved by City Council on December 6, 2022. 17 Staff have also collaborated with
PRNS/Youth Intervention Services’ staff and consultant to leverage the work that was conducted to develop the Youth Empowerment Alliance Strategic Plan which was approved by City Council on January 31, 2023.
18 PRNS staff and partner organizations focus on those most in need, experiencing a myriad of inequities, obstacles, and generational trauma, many of them are justice and gang-involved youth from historically marginalized and underserved neighborhoods and communities. In addition, staff will reference the Reimagining Public Safety (RiPS) recommendations and workplan. 19 In the RiPS
survey San José residents supported increased funding: community safety resources, helping residents meet basic needs, and public resources like parks, libraries & transportation - which are very much in line with the comments raised in the CYS Master Plan citywide surveys. In addition, the RiPS Alternative Safety Responses, Support for Impacted Families, Community Conditions, and Police Conduct recommendations include areas of importance for children and youth, and their families. Therefore, so as not to duplicate data gathering activities and to take a holistic approach in understanding the experiences and perceptions of families, children, and youth, CMO staff and consultants have made a concerted effort 15 https://www.chhs.ca.gov/home/system-of-care/ 16 https://www.cdss.ca.gov/inforesources/ffpsa 17 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5944425&GUID=44A256E2-174A-4AB4-A81B-0897D646D612&Options=&Search= 18 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5997815&GUID=6942F0C0-A962-4571-857F-EE32C830ACB2&Options=&Search= 19 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5567603&GUID=B26BDF44-8C15-47CC-952A1327FD850FDA&Options=ID|Text|&Search=reimagining
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
to consider primary and secondary data gathered by internal staff as well as that of external organizations and entities.
Next Steps and Funding to Finalize and Implement the Master Plan Given the robust and inclusive process that CMO staff have conducted this fiscal year, there is a generous amount of data, information, reports, and content to analyze, summarize, and reference. Furthermore, it has been extremely invaluable engaging City staff and community stakeholders throughout the design and development process, and it is critically important to continue this engagement as the CYS Master Plan document takes more shape. Therefore, to respect the time and contribution invested in this citywide collective impact approach, and to truly incorporate the lived experiences, voices, and expertise of the community on their vision, dreams, and hopes for all children and youth of San José, CMO staff and consultants require more time than initially anticipated to inform and develop the goals, priority areas, metrics, and recommendations of the CYS Master Plan.
Staff originally planned to complete the CYS Master Plan in the Spring of 2023, however, they are now proposing to extend the completion timeline to Fall of 2023. To finalize the CYS Master Plan and quickly pivot to implementation, staff recommends allocating $495,000 from the $1,119,000M currently unallocated from the $10.5M American Rescue Plan (ARP) Funds for Child and Youth Services.20 This funding would allow for the continuation of a limit-dated Assistant to the City Manager ($295,000) in fiscal year 2023-2024 who will focus on leading, facilitating, planning, and implementing activities pertaining to the Plan and continue collaborating with internal and external stakeholders to develop and implement a work plan using CYS Master Plan objectives. An additional $200,000 in one-time nonpersonal/equipment funding would extend contractual services to support the implementation of the CYS Master Plan, focused on developing performance metrics, the creation of an evaluation/assessment framework with associated monitoring tools and processes, and supporting the facilitation of large community workgroups and meetings. Approval of this staff recommendation will result in the inclusion of the position and non-personal in the fiscal year 2023-2024 Proposed Operating Budget.
Recommendations for the use of the remaining $624,000 of the unallocated funds will be included in the staff report on the finalized Child and Youth Services Master Plan which will be presented to the City Council in Fall 2023.
COORDINATION
As directed by City Council, the City Manager’s Office in collaboration with the Library, PRNS, OED, ORE, Budget Office, and with parents/caregivers, youth/young adults, educational leaders, communitybased organizations, County of Santa Clara departments, and community stakeholders have and will continue to be engaged throughout the design and development of the Children and Youth Services Master Plan. The CMO will finalize the Children and Youth Services Master Plan and present to City Council in the Fall of 2023.
/s/
LAURA BUZO
Assistant to the City Manager
20 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5552978&GUID=D3375907-879F-46A3-B692-F7BA8F22D348&Options=&Search=
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
For questions, please contact Laura Buzo, Assistant to the City Manager, in the City Manager’s Office, at [email protected].
ATTACHMENTS
• Attachment A: Children and Youth Services Master Plan, Background Overview • Attachment B: Children and Youth Services Master Plan, Team Structure • Attachment C: Children and Youth Services Master Plan, Community Advisory Members • Attachment D: Children and Youth Services Master Plan, Demographics of Citywide Surveys • Attachment E: Children and Youth Services Master Plan, Emerging Community Themes • Attachment F: Collective Impact and Integrated Single System Framework
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Attachment A: Children and Youth Services Master Plan
Background Overview
City staff has identified and reviewed existing policies, resolutions, and other documents to ensure alignment with the strategic direction of the CYS Master Plan. Thus, City staff are integrating the following:
• Education and Digital Literacy Strategy21
• San José Education Initiative (Education Policy 0-30)22 • City of San José Bill of Rights for Children and Youth,23 and Audit Report from the City Auditor’s Office24
• Racial Equity Impact Analysis (REIA)25
• San José Youth Empowerment Alliance Strategic Plan26
• COVID-19 Recovery Task Force (Recovery Task Force)27
Education and Digital Literacy Strategy
City Council has long understood the value of educational attainment and the role that the City plays in influencing improvements in learning and academic achievement. There are considerable studies that demonstrate a quality educational experience and higher levels of academic attainment have cross-sector impacts in cities and communities across the United States. Higher levels of educational attainment are key indicators in critical areas such as per capita income, public safety, home values, economic development, employment and earning, and overall health and wellness. Thus, in June 2016, the Library was designated to develop a citywide strategy for supporting education and digital literacy. In May 2018, City Council unanimously approved the Education and Digital Literacy (EDL) Strategy that included the development and implementation of evidence-based quality standards, program assessment and alignment, a comprehensive educational policy, and workplan for the following areas:
• Early Education – Entering School Ready to Learn and Succeed • Learning by Grade Level Proficiency – Expanding Education Beyond the School Day • Pathways to Post-Academic Success – Graduating Ready for College and Career • Digital Literacy – Ensuring Access, Affordability, and Adoption • Policy and Governance – Ensuring Evaluation and Accountability for Program Quality and the Expenditure of Resources
The EDL Strategy provides City departments the opportunity to maximize and leverage their strengths and resources as a whole community, as well as use data to regularly assess progress, identify gaps, realign assets, and develop quality improvement plans, as appropriate. As a result, the EDL Strategy includes the following values when investing, developing, planning, and implementing children and youth programs and services:
21 https://sanjose.legistar.com/MeetingDetail.aspx?ID=604595&GUID=A678879F-AAB0-411B-AACC-7448FBA01821&Options=&Search= 22 https://records.sanjoseca.gov/Resolutions/RES79400.pdf 23 https://sanjose.legistar.com/View.ashx?M=F&ID=9312318&GUID=2F3DB531-0B48-41E9-84B1-6669DCA4805C 24 https://www.sanjoseca.gov/home/showpublisheddocument/88407 25 https://www.sanjoseca.gov/home/showpublisheddocument/93897/638100685978870000 26 https://www.sanjoseca.gov/your-government/departments-offices/parks-recreation-neighborhood-services/youth-intervention-services 27 https://www.sanjoseca.gov/your-government/departments-offices/office-of-the-city-manager/community-and-economic-recovery-task-force
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
• Equity of access to quality educational experiences for all San José children is essential and must be cultivated by actively removing barriers
• Opportunity to experience a wide variety of educational options should be extended to all learners, connecting students to skills-based learning, mentors, and potential career pathways • Quality of program offerings must be illustrated through the establishment of standards for student learning and assessment of program efficacy
• Accountability to our youth and their families is the primary consideration when assessing any programmatic or resource investment in learning and education.
In addition to the EDL Quality Standards for Early Education, Expanded Learning, College and Career Readiness, and Digital Literacy, in February 11, 2020 City Council adopted Equity, Diversity and Inclusion (EDI) Quality Standards. The EDI Quality Standards ensure the principles of EDI in all aspects of program development, implementation, and assessment.
San José Education Initiative (Education Policy 0-30)
In addition to the Education and Digital Literacy Strategy, on February 11, 2020, City Council approved the Education Policy 0-30, which is intended to establish the City’s core values and perspective on education as a significant indicator of quality of life. The policy guidance for the three major functions of the City’s support of education: programming, alignment with other City policies, and the operational functions that support this work. Furthermore, this policy provides guidance for the citywide governance and administration of this cross-departmental work, a framework for an annual review of outcomes, and the structure of the Schools-City Collaborative. Recognizing the value of partnerships with schools, school districts, and educational service providers throughout the region, the City is well-poised to leverage its assets, resources, and capacity in serving the whole community, particularly those most vulnerable, and historically marginalized, and underserved continuing to fall behind in educational achievement and attainment.
San José Bill of Rights for Children and Youth
In April 2021, City Council approved a revised San José Bill of Rights for Children and Youth (Bill of Rights), led by the Youth Commission, which has served as aspirational guidelines for departments and community stakeholders over the years since its original adoption in May 2020.28 The adoption of the Bill of Rights is to foster “the needs and healthy development of all children, youth, and families in the City.” City staff have adopted many of the articles of the Bill of Rights when investing, designing, implementing, and evaluating City-sponsored, funded, and endorsed children and youth programs and services. However, the City Auditor’s Office in their most recent audit of the Bill of Rights has identified recommendations to ensure that all the articles are adopted and addressed citywide.29 Staff recognizes the importance of operationalizing all of the articles of the Bill of Rights either directly through City services or in partnership with County departments, community-based organizations, school districts, and others.
Therefore, through a collective process, City staff will identify strategies in the CYS Master Plan to address many of the gaps in programs and services, formalize internal coordination across departments, and strengthen partnerships with diverse community stakeholders. 28 https://records.sanjoseca.gov/Resolutions/RES75374.PDF 29 https://sanjose.legistar.com/View.ashx?M=F&ID=11108427&GUID=752B320F-D04D-43C7-8C1F-B1A69FD0BDA9
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Racial Equity Impact Analysis
The Racial Equity Impact Analysis (REIA), developed by the Office of Racial Equity, is intended to provide City staff, departments, elective officials, and community members with the tools to determine racial equity outcomes when shaping policies, practices, programs, and investments. The guide is designed to:
• Identify who will benefit and who will be burdened by a decision • Develop strategies to advance racial equity and avoid unintended consequences of decisions • Implement decisions based on racial equity considerations and assess their outcomes • Measure progress in achieving department-level (and citywide) racial equity goals To effectively advance racial equity it is critically important to authentically engage and include the lived experience of all impacted racial groups. It requires the setting of goals and measuring progress, with the recognition that strategies must be intentionally designed to close the disparity gaps. ORE says it best, “as an outcome, racial equity is achieved when race no longer be used to predict life outcomes, and everyone can prosper and thrive”.
San José Youth Empowerment Alliance Strategic Plan
PRNS/Youth Intervention Services completed the Youth Empowerment Alliance Strategic Plan which was approved by City Council on January 31, 2023.30 PRNS staff and its myriad of partners focus on those most in need, experiencing a myriad of inequities, obstacles, and generational trauma, many of them are justice and gang-involved youth from historically marginalized and underserved neighborhoods and communities. Staff will leverage the work of the Youth Empowerment Alliance to enhance and expand the current service delivery system, from prevention to intervention - as an effective strategy to address youth violence prevention. This will prevent families and youth entry into the child welfare and juvenile justice system, and instead provide them with the resources, supports, and services, to address their emerging needs (e.g. mental health, housing, food, childcare, etc.), succeed in school, explore educational/career opportunities, and realize their goals and dreams. These efforts will address racial disparities and reduce and eliminate barriers to accessing services thereby having improved outcomes for children, youth, and families - and the communities in which they live.
COVID-19 Recovery Task Force (Recovery Task Force)
Staff are leveraging the work led by the Community and Economic Recovery Task Force (CERTF) under the City Initiatives Roadmap, Enterprise Priority, COVID-19 Pandemic: Community and Economic Recovery. Through a collective process of lifting the lived-experiences and voices of those most impacted by the pandemic, City staff and community stakeholders developed the “Covid-19 Recovery Task Force Report” which included recommendations to address one of the biggest challenges, but also the biggest opportunity, to foster an equitable recovery to “build back better”, from the pandemic. The Task Force focused on key areas that overlap with the emerging themes from the CYS Master Plan community engagement activities; 1) Childcare, Early Care and Education, and Youth Development, 2) Community Engagement, 3) Community Health and Wellness, and 4) Housing. The report was approved by City Council on December 6, 2022.31
30 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5997815&GUID=6942F0C0-A962-4571-857F-EE32C830ACB2&Options=&Search= 31 https://sanjose.legistar.com/LegislationDetail.aspx?ID=5944425&GUID=44A256E2-174A-4AB4-A81B-0897D646D612&Options=&Search=
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Joint Special Meetings on Child Well-Being
Additionally, staff referred to the two Joint Special Meetings on Child Well-Being, with the City of San José Neighborhood Services and Education Committee and Committee of the Whole and the County of Santa Clara Children, Seniors, and Families Committee, held on September 9, 2021,32 and March 25, 2022,33 respectively. A number of topics and recommendations were discussed focusing on children, youth, and families, particularly those most vulnerable, were discussed such as the impact of the pandemic, childcare facility and workforce shortage, violence against young girls and women, and the structural and systems barriers that impede access to essential mental and physical health services. 32 https://sanjose.legistar.com/MeetingDetail.aspx?ID=885035&GUID=A31F1080-4951-4B39-B043-EB9589A7A1B2&Search= 33 https://sanjose.legistar.com/MeetingDetail.aspx?ID=951751&GUID=50DD4BE2-041B-4B6A-9706-8F53787BA467&Search=
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Attachment B: Children and Youth Services Master Plan
Team Structure
The City Manager’s Office staff has created a team structure of committees and advisories comprised of City department staff, parents/caregivers, youth/young adults, educational leaders, community-based organizations, and Santa Clara County department representatives to provide input, recommendations, guidance, and support in the design and development of the City of San José Children Youth Services Master Plan (CYSMP).
Roles and Responsibilities
Executive Committee: Comprised of City department directors and leads to support and guide the City Manager’s Office (CMO) in the development of the CYSMP. • Serves as thought partners (collective wisdom) in reimagining opportunities for children/youth from cradle to career - beyond the status quo to catalyze action on policy and systems change. • Serves as a backbone and administrative support to the CMO staff. • Advises and monitors process and progress on the development of the CYSMP.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
• Advises on the design and implementation of a community engagement plan and process, and overall design of the CYSMP goals, priority focus areas, recommendations, and performance metrics through a just and equitable lens.
• Raises the voices, issues/concerns, and lived experiences of communities served and of City staff. • Provides resources and supports to address any emerging challenges and/or barriers. • Identifies opportunities to engage their respective staff, constituents (e.g., students, parents/caregivers, clients, participants, etc.), and other community stakeholders, and shares information about the CYSMP.
Community Advisory: Comprised of diverse City staff, community-based organizations, educational leaders, parents/caregivers, and youth/young adults to support and guide CMO in the development of the CYSMP. (refer to Attachment C for a full list of Community Advisory members). • Serves as thought partners in reimagining opportunities for children/youth from cradle to career beyond the status quo to catalyze action on policy and systems change. • Advises and assists in the development and implementation of an inclusive community engagement and communication plan through a just and equitable lens. • Raises the issues/concerns, and lived experiences of children, youth, and community and champions their voices in co-designing the CYSMP goals, priority focus areas, recommendations, and performance metrics through a just and equitable lens.
• Identifies cultural assets, values, and narratives of importance to the community. • Identifies opportunities to engage their respective staff, constituents (e.g., students, parents/caregivers, clients, participants, etc.), and other community stakeholders, and shares information about the CYSMP.
Service Delivery Technical/Operations Committee: In partnership with Santa Clara County departments and other collaborative members, City department staff supports and guides CMO in the development of the CYSMP to include an integrated and coordinated single system of care service delivery (service delivery) approach to effectively serve children and youth, and their families, particularly those most vulnerable.
• Develops a holistic approach to the CYSMP to include a single system of care, with a “no-wrong door” entry, to provide a continuum of support and resources for children/youth and their families, from prevention, early intervention, and intervention.
• Designs and implements an inclusive community engagement and communication plan through a just and equitable lens to enhance the City’s service delivery approach that is nimble and responsive to the needs of children/youth, and their families.
• Champions children, youth, family, and community voices in co-designing the CYSMP goals, priority focus areas, recommendations, and performance metrics. • Identifies cultural assets, values, and narratives of importance to the community. • Serves as thought partners in reimagining opportunities for children/youth from cradle to career - beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities to engage their respective staff, constituents (e.g., students, parents/caregivers, clients, participants, etc.), and other community stakeholders, and shares information about the CYSMP.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Parent/Caregiver Advisory: Comprised of diverse parents/caregivers that reflect the varied, lived experiences of San José families to provide guidance, recommendations, and input on the development of the CYSMP.
• Advises and assists in the design and implementation of an inclusive community engagement and communication plan through a just and equitable lens.
• Raises the issues/concerns, and lived experiences of children, youth, and community and champions their voices in co-designing CYSMP goals, priority focus areas, recommendations, and performance metrics.
• Identifies cultural assets, values, and narratives of importance to families and community. • Serves as thought partners in reimagining opportunities for children/youth from cradle to career – beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities to engage other parents/caregivers and community stakeholders and shares information about the CYSMP.
City of San José Youth Commission: Comprised of high school students/young adults appointed by City Council.
• Advises and assists in the design and implementation of an inclusive community engagement and communication plan through a just and equitable lens.
• Champions children, youth, families, and community voices and lived experiences in co-designing CYSMP goals, priority focus areas, recommendations, and performance metrics. • Identifies cultural assets, values, and narratives of importance to families and community. • Serves as thought partners in reimagining opportunities for children/youth from cradle to career – beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities to engage other youth/young people and community partners and shares information about the CYSMP
Youth Advisory: Comprised of youth/young adults from marginalized, underserved, and low socioeconomic communities. • Advises and assists in the design and implementation of an inclusive community engagement and communication plan through a just and equitable lens.
• Champions children, youth, families, and community voices and lived experience in co-designing CYSMP goals, priority focus areas, recommendations, and performance metrics. • Identifies cultural assets, values, and narratives of importance to children, youth, and their families. • Serves as thought partners reimagining opportunities for children/youth from cradle to career – beyond the status quo to catalyze action on policy and systems change. • Identifies opportunities and shares information about the CYSMP to engage other youth/young people and their families.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Attachment C: Children and Youth Services Master Plan
Community Advisory Members
The City Manager’s Office staff has created a Community Advisory comprised of City department staff, parents/caregivers, youth/young adults, educational leaders, community-based organizations, and Santa Clara County department representatives to provide input, recommendations, guidance, and support in the design and development of the City of San José Children Youth Services Master Plan (CYSMP).
Please note: This is not an exhaustive list of all the community stakeholders that have been engaged to participate in the various community engagement activities (e.g., focus groups, surveys, empathy interviews, etc.)
Partners
3 Parents/Caregivers – Representing diverse community voice. 3 Youth/Young People – Representing: Resilience Corps, Youth Liberation Movement/Kids in Common, and diverse community voice.
Partner Organizations
AACI (Asian Americans for Community Involvement)
Alum Rock Union School District
Bill Wilson Center
Black Leadership Kitchen Cabinet
California Emerging Technology Fund (CETF)
Catholic Charities of Santa Clara County
East Side Union High School District
Evergreen Valley College
FIRST 5 Santa Clara County
FLY (Fresh Lifelines for Youth)
Franklin McKinley School District
Go Kids
Grail Family Services
Kids in Common
Roots Community Health Center
San Andreas Regional Center
San José City College
San José State University
San José Unified School District
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Partner Organizations
Santa Clara County, Behavioral Health -School Link Services Santa Clara County, District Attorney's Office, Child Advocacy Center Santa Clara County, Office of the County Executive
Santa Clara County, Office of the County Executive, LGBTQ+ Affairs Santa Clara County Office of Education
Santa Clara County Office of Education, Opportunity Youth Academy Santa Clara County, Social Services Agency, Department of Family and Children's Services School of Arts and Culture
Si Se Puede Collective
University of California, Santa Cruz – San José Cal-SOAP & TRiO Talent Search
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Attachment D: Children and Youth Services Master Plan
Demographics of Citywide Surveys
(Preliminary Data)
Citywide Parent/Caregiver Demographics
Total Number of Respondents – 1,182 Surveys Completed
Age of Respondent Number Percent
17 years and younger 1 0.1%
18-24 years 24 2.1%
25-35 years 235 20.4%
36-45 years 534 46.3%
46-55 years 284 24.6%
56-65 years 59 5.1%
66+ years 17 1.5%
Age of Child(ren) Number Percent
Under 5 355 19.3%
5-10 years old 658 35.8%
11-13 years old 351 19.1%
14-17 years old 277 15.1%
18-24 years old 159 8.7%
25+ 37 2.0%
Gender Identity Number Percent
Woman/girl 892 76.4%
Man/boy 229 19.6%
Transgender 1 0.1%
Gender Non-Binary/
Genderqueer/Gender
Non-conforming 3 0.3%
Prefer not to say 39 3.3%
Other 3 0.3%
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Are you part of the
LGBTQIA+ community? Number Percent
Yes 40 3.5%
No 999 87.3%
I don't know 52 4.5%
I prefer not to say 53 4.6%
Race/Ethnicity* Number Percent
Other 9 0.7%
Middle Eastern 19 1.4%
Southeast Asian (e.g. Thai, Cambodian, Indonesian, etc.) 27 2.1% Native American or Indigenous 28 2.1%
Black/African Descent 38 2.9%
Filipina/o/x 53 4.0%
Prefer not to say 77 5.8%
South Asian (e.g. Indian, Pakistani, Afgan, etc.) 126 10.9% Vietnamese 141 10.7%
East Asian (e.g. Japanese, Chinese, Korean, etc.) 186 14.1% Caucasian/White 244 18.5%
Hispanic/Latina/o/x 369 28.0%
* Individuals could choose more than 1 race/ethnic identity.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Citywide Children and Youth/Young Adult Demographics
Total Number of Respondents – 810 Completed
Age of Respondent Number Percent
11 years old or younger 340 45.9%
12-14 years old 118 15.9%
15-17 years old 153 20.7%
18-24 years old 129 17.4%
Current School Level Number Percent
Elementary or middle
school 433 57.7%
High school 202 26.9%
Community college 33 4.4%
Four-year college 32 4.3%
Trade or vocational school 1 0.1%
Graduate school 14 1.9%
I’m not currently in school 35 4.7%
Gender Identity Number Percent
Girl/woman 350 45.5%
Boy/man 325 42.2%
Transgender 16 2%
Gender Non-Binary/
Genderqueer/Gender
Non-conforming 17 2.2%
I prefer not to say 56 7.3%
Other 6 0.8%
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Are you part of the
LGBTQIA+ Community? Number Percent
Yes 103 13.8%
No 439 59.0%
I don't know 122 16.4%
I prefer not to say 80 10.8%
Race/Ethnicity* Number Percent
Middle Eastern 11 1.3%
Southeast Asian (e.g. Thai, Cambodian, Indonesian, etc.) 18 2.1% Native American or Indigenous 25 2.9%
Black/African Descent 30 3.4%
Filipina/o/x 34 3.9%
East Asian (e.g. Japanese, Chinese, Korean, etc.) 43 4.9% South Asian (e.g. Indian, Pakistani, Afgan, etc.) 45 5.1% Other 45 5.1%
I prefer not to say 60 6.9%
Caucasian/White 94 10.7%
Vietnamese 145 16.6%
Hispanic/Latina/o/x 325 37.1%
Race/Ethnicity
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Attachment E: Children and Youth Services Master Plan
Emerging Community Themes
(Preliminary Findings)
Across the numerous community engagement activities (e.g., focus groups, surveys, advisory meetings, etc.), six key themes were raised consistently by families, youth, young adults, service providers, City staff, and other community stakeholders. Addressing these key themes are considered critically important in ensuring children, youth and young people, birth through age 24, have equitable access to services, resources, and opportunities to support them in achieving their full potential from cradle to career. .
Housing
High cost of living and housing in San José drives families out of the city and creates financial and other burdens for those living in the city. The high cost of housing and living impacts many other areas:
● Students struggle in school due to housing insecurity, including dropping out. ● Youth-serving system workforce experience shortages (childcare, education, mental health), in part due to disparities between low pay and high cost of housing in San José.
Housing
Safe, affordable, and healthy homes
Built Environment
Safe neighborhoods with equitable
access to amenities, transportation,
services, supports, and activities
Childcare
Affordable, quality,
accessible, and culturally
responsive childcare
Education
Equitable access to safe, diverse, quality educational environments that support positive academic achievement, healthy social & emotional development, and future career exploration
Career Readiness, Development & Opportunity
Equitable pathways to self-sufficiency that support
individual and generational career growth and
development within the City of San José
Mental Wellness and Belonging
Equitable opportunities to live, grow and thrive in
emotionally, socially, and physically connected
homes, schools, neighborhoods, and communities
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
● Parents/caregivers work multiple jobs or work far away from home, in order to afford living in San José. This results in having limited time to spend with family. ● Many youth work to support family, which inhibits their educational success.
The community also stated the need for affordable housing/housing communities for people with intellectual and developmental disabilities, including need for affordable wheelchair accessible housing.
Built Environment
The quality of infrastructure across the city—including roads, parks, community centers, schools, crosswalks, and public transportation—is inequitable. In some areas of the city it is unsafe, and transportation barriers impairs access to services. The community expressed a desire for improved transportation equity, including public transit, bike lanes, and safe walking routes. Youth and parents/caregivers often expressed the desire for safe spaces to go and to feel safe traveling around the city, particularly in some areas. Parents/caregivers and some community partners expressed concerns about gang and gun violence, especially near schools.
Childcare
Accessible childcare is necessary for parents/caregivers to work, attend school, and take advantage of services. Many stakeholders raised concerns about the quality and affordability of childcare available in the city. High cost of housing and living in San José means that many families earn too much to qualify for subsidized childcare (i.e., Head Start, State preschool, Alternative Payment Program, etc.), but cannot afford paying out of pocket. It was consistently share that here is a need to address this gap. Also, the cost of living makes it difficult for people working in the childcare field to afford living in San José.
Parents/caregivers of youth with special needs/developmental disabilities expressed a lack of available childcare and after school programs that will accommodate them.
Student parents (parents enrolled in school) or students with younger siblings shared unique challenges:
● Older youth are often taking care of younger siblings, which can lead to absenteeism. ● There is inequitable distribution of childcare facilities for student parents throughout the city.
Education
Many youth experience pressures and stress related to school, specifically: difficulty managing school workload, needing more support from school counselors, and needing more academic support. Some youth reported experiencing discrimination by their teachers and expressed a desire to see more teachers of color.
The quality of education, school infrastructure, services, and after school/extracurricular activities are all inequitable across the city, and youth’s experiences and opportunities are highly influenced by these differences.
The community also shared concerns about accessibility and inclusion of existing school services. Some parents/caregivers face language barriers to getting involved in their child’s education, including receiving information about scholarships, post-secondary education, and career opportunities. Students with special needs/development disabilities and their parents and siblings expressed challenges accessing appropriate education services, such as support with individualized education plans, alternative ways of learning, or American Sign Language.
Education stakeholders expressed the desire to leverage schools as hubs to connect youth and their families to other needed services, especially Wellness Centers for mental health services.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
Career Readiness, Development, and Opportunity
Youth and young people are facing many stressors and barriers related to career development and opportunities. The high cost of living forces youth to “choose between a dream vocation and living comfortably.” The cost of post-secondary education including college, university, and trades programs— is high. There is also minimal support for first-generation students in navigating how to further their education and/or vocational training. In addition, there is a desire to have access to mentors and connections for job access and growth. Furthermore, there is inequitable access to entry level jobs and connection building opportunities for lower-income youth, young people, and their families.
Mental Wellness and Belonging
The community largely expressed a general need for more mental health resources and support for youth of all ages (K-12 as well as post-secondary), regardless of income or insurance. There is also a need for services to be more accessible and equitably distributed throughout the city (e.g., accessible by language, geography, and cost, etc.). The community expressed a desire for wraparound services, and intersection of behavioral and mental health needs for those with special needs/developmental disabilities. Also, there was a great deal of interest in having more integration of mental health services in the schools and the community using the Wellness Center/Community Schools models – with better outreach and on-site case managers to support youth and families.
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
This collective impact process supports cross-sector partners to achieve the deliverables and objectives through developing a sustainable roadmap of capacity building, coaching, and technical assistance. The collective process includes: Assessment & Analysis - Conduct an internal review of current infrastructures, existing data, initiatives, services, and programs to identify issues and generate potential solutions assisting in determining the needs and priorities process; Shared Culture and Vision - Stakeholders build a shared culture, infrastructure, and processes that will endure and make a lasting impact. A shared vision creates a sense of community and, along with culture, is a core enabling factor for success; Needs & Priorities – Stakeholders prioritize issues that surface during the assessment and analysis phase. Two sets of criteria will be implemented: one for identifying the "North Star" community and contributing outcomes. The other is to determine strategies and approaches likely to be most effective in establishing a Single System of Support where stakeholders will align support and services to families needs and community partnerships by co-designing and implementing a single system of service delivery model grounded in prevention.
This work requires active community engagement at different levels as collaborators and co-designers.
Consultant, Collective Impact Solution, will work with City staff, grassroot/community-based organizations, and other stakeholders to build capacity, skills, and knowledge. Through increased capacity, City staff and its partner organizations ground the work for transformational paradigm shifts in policy, system change, power-building, and grassroots movements. The concept of collective impact hinges on the idea that the community benefits, particularly those most vulnerable, when partners coordinate their efforts and work together around a clearly defined goal create lasting solutions to social problems on a large scale. To be considered collective impact, our projects comply with the following five criteria:
1. Common agenda: there must be a shared vision, which results from understanding the problem, and an agreed agenda for its solution.
2. Shared measurement system: a set of key indicators to measure performance.
3. Mutually reinforcing activities: a set of coordinated activities defined in a joint plan of action.
4. Continuous communication: necessary to keep all stakeholders informed.
5. Backbone organization: independent staff supporting the initiative. Its role is to provide vision and strategy, support activities, create a shared measurement system, build public will for the project, advance policy, and obtain the necessary funds.
Attachment F:
Collective Impact and Integrated Single System Framework
NEIGHBORHOOD SERVICES AND EDUCATION COMMITTEE
March 27, 2023
Subject: CHILDREN AND YOUTH SERVICES MASTER PLAN STATUS REPORT
This provides an overview of the phases involved to develop a “no wrong door” service delivery model.