82093.00006\40867835.1
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encumbrance or lien.
23.2. In the absence of specific written agreement or approval by the City, no unauthorized sale, transfer, conveyance, lease, leaseback or assignment of the Property shall be deemed to relieve the Owner or any other party from any obligations under this Regulatory Agreement.
24. City Approvals and Actions. The City Manager shall have the authority to make approvals, issue interpretations, waive provisions, grant extensions of time, approve amendments to this Regulatory Agreement and execute documents on behalf of the City (to the extent not provided otherwise in this Regulatory Agreement), so long as such actions do not reduce the length of affordability of the Qualifying Units or add to the costs incurred or to be incurred by the City as specified herein. The City Manager reserves the right, in his or her sole and absolute discretion, to submit any requested modification, interpretation, amendment or waiver to the City Council if the City Manager determines or believes that such action could increase the risk, liability or costs to the City, or reduce the length of affordability of the Project.
IN WITNESS WHEREOF, the Owner and the City have caused this Regulatory Agreement to be signed, acknowledged and attested on their behalf by duly authorized representatives in counterpart original copies which shall upon execution by all of the parties be deemed to be one original document.
[Signatures on following pages]
82093.00006\40867835.1
-17
CITY SIGNATURE PAGE
TO
REGULATORY AGREEMENT
(East Beamer Way Permanent Supportive Housing Project)
CITY:
CITY OF WOODLAND
a California municipal corporation
By: Date:
Ken Hiatt
City Manager
APPROVED AS TO FORM:
___
Ethan Walsh, City Attorney
ATTEST:
___
Ana Gonzalez, City Clerk
82093.00006\40867835.1
-18
OWNER SIGNATURE PAGE
TO
REGULATORY AGREEMENT
(East Beamer Way Permanent Supportive Housing Project)
OWNER:
FRIENDS OF THE MISSION
a California nonprofit public benefit corporation
By: Date:
Edward Shelley
Board President
82093.00006\40867835.1
ATTACHMENT NO. 1
TO
REGULATORY AGREEMENT
(East Beamer Way Permanent Supportive Housing Project)
Property Legal Description
[to be inserted]
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: February 7, 2023
ITEM #: H.13
SUBJECT: Annual Maintenance for Geographic Information
Systems (GIS) Report
Recommendation for Action: Staff recommends that the City Council receive the Annual Maintenance for Geographic Information Systems (GIS) Report; and adopt Resolution No. _____, authorizing the City Manager to execute a license agreement with ESRI, (Environmental Systems Research Institute).
Staff Contact:
Daniel Hewitt, GIS Coordinator, (530) 661-7975, [email protected]
Fiscal Impact:
The license agreement with ESRI will not exceed $275,000, payable over a five-year period.The City's current contract expires February 24, 2023 and funding for the current contract has been included in the FY2022/23 budget from the Technology Services Fund, and baseline funding will be included over each of the next four years of the agreement term.
Background:
A geographic information system (GIS) is a framework for gathering, managing, and analyzing data.
Rooted in the science of geography, GIS integrates many types of data. It analyzes spatial location and organizes layers of information into visualizations using maps. With this unique capability, GIS reveals deeper insights into data, revealing new patterns and relationships, and aid in decision making.
The City has been using GIS for over 20 years. Public Works started using a GIS-centric application for their computerized maintenance management system. Maintenance and repairs could then be tracked against assets that are maintained within the GIS database.
Before GIS, the Department relied on file cabinets and paper maps with no capability to analyze the data or efficiently and accurately track maintenance. Even simple tasks took a monumental effort to complete, such as finding the total number of any asset type or length of pipes. City infrastructure has expanded substantially with the addition of growth in the southeast area and Spring Lake. Most assets are now added to our GIS using high accuracy GPS equipment. Details about each asset are tracked, such as Material, Size and Year Installed.
The following is a small subset of the data to show how many assets are being tracked:
Sewer Gravity Mains: 3,961 segments adding up to 204 miles; with the oldest being from the year 1905!
Storm Gravity Mains: 6,142 segments adding up to 143 miles Storm Drain Inlets: 4,897
Water Pressurized Mains: 19,135 segments adding up to 277 miles Water Control Valves: 9,146
Water Hydrants: 2,722
Water Meters: 17,993
Water Backflows: 1,508
City Trees: 18,167
More recently, GIS became the owner of record for Parcels and Addressing within the City of Woodland. This data is shared with multiple agencies.
Parcel Maintenance was moved from AutoCAD to GIS. Parcel lot line adjustments, parcel splits, parcel merges, new parcel development, and parcel ownership are all created and tracked in GIS.
Addressing workflow was absorbed by GIS staff. New addresses and address changes are created and tracked by GIS.
Data from other information systems within the City are now integrated with GIS; such as Utility Billing, Permits, Business Licensing, Code Enforcement, Fire Records Management and Run Maps, Police Records Management, Community Services Class and Facility Registration, just to name a few. GIS technology is evolving at a very fast pace. Almost all data can now be viewed on a simple web browser. This makes future enhancements and training much easier to implement.
With Council approval of this Resolution, we will be all to maintain the growth and momentum of the GIS program and expand upon the current capabilities that have been implemented since 2020. Since moving to the new licensing model, we have gone from 12 software licenses to having over 150 staff member accounts.
One of the key initiatives that has been implemented since the previous agreement was adopted is the myWoodland Citizen Problem Reporter app, which allows the City’s residents to report issues on their mobile device or any computer browser. These reports are then routed internally to the key staff members to help deal with issues such as potholes, blight complaints, downed limbs or trees, and dozens of other types of reports. The GIS system also played a key role in analyzing the 2020 US Census data to help create the current City Council boundaries to ensure balanced and equitable population representation.
The Police Department has been using Survey123, a data collection component of our GIS, to record required information during any stop of an individual. Those requirements were set out by the state in AB953, also known as RIPA (Racial and Identity Profiling Act) and are sent monthly to the DOJ. In 2022, the first year of the program, 8,851 surveys were recorded by our officers and successfully submitted to California DOJ.
The Fire Department has been using GIS for many years to create their Run Maps, but now additional initiatives have been rolled out, including the annual weed abatement process for vacant lots. GIS has also been used to provide different types of engine travel times to ensure the City has proper coverage for growth areas.
A new component of GIS that has seen widespread adoption are the dashboards. These are used by nearly every department to help display key metrics, not only from GIS but many of the City's data systems. In addition to the dozen or so being used in Public Works, they are also used by the Police Department to track crime trends and traffic issues. The Inspectors in Community Development use a dashboard that is refreshed each morning to track their daily workload progress and displays an optimized route from location to location.
One of the largest GIS initiatives currently underway is the migration of the City cemetery data into the GIS system. Support for the legacy database software ended in December 2022 and GIS was
deemed as having the necessary components to replace that software. Over 22,000 cemetery plots were mapped and over 18,500 burial records were imported and linked to those plots. Data cleanup and process refinement is still ongoing, but Community Services staff have begun using GIS as the new system of record for the Cemetery. In the coming weeks, the public will also have access to this map and information that can be viewed and queried right from the City’s website.
While many other benefits have been realized since the last contract renewal, one of the most visible to the public is the Santa Tracker map. Each December, over three different nights, residents can track Santa's progress along the route to ensure that he hasn’t been missed. This past Christmas, each night averaged 2,658 item views.
Conclusion:
Staff recommends that the City Council receive the Annual Maintenance for Geographic Information Systems (GIS) Report; and adopt Resolution No. _____, authorizing the City Manager to execute a license agreement with ESRI, (Environmental Systems Research Institute).
Prepared By: Daniel Hewitt, GIS Coordinator; J Kimura, Data Services Manager
Reviewed By: Scott Sawin, Chief Information Officer
Attachments:
1. ESRI_Resolution_2023-2028
82093.00001\8555510.2
RESOLUTION NO. ___
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
APPROVING AN AGREEMENT WITH ESRI FOR SOFTWARE LICENSING WHEREAS, the City of Woodland wishes to enter into a five year agreement with ESRI for Software Licensing (“Agreement”); and
WHEREAS, this software has been procured under the terms of ESRI’s GSA Federal Supply Schedule; and
WHEREAS, this agreement will be valid until February 24, 2028; and WHEREAS, the City Council wishes to approve the Agreement and authorize its execution through the adoption of this Resolution.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WOODLAND AS FOLLOWS:
Section 1. The City Council hereby approves the Agreement. The City Manager is hereby authorized and directed to execute the Agreement, subject to City Attorney approval. The City Attorney is hereby authorized to make clarifying and confirming changes so long as the total dollar amount authorized in the Agreement does not change.
Section 2. A copy of the Agreement is available and on file in the City Clerk’s office, and is incorporated herein by reference and made a part of this Resolution.
PASSED AND ADOPTED this ________ day of ___________ 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Victoria Fernandez, Mayor
ATTEST:
______________________________
Ana B. Gonzalez, City Clerk
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: February 7, 2023
ITEM #: I.14
SUBJECT: Welcome Baby Program
Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, authorizing the City Manager to negotiate and enter into an Agreement with First 5 Yolo to provide a Welcome Baby program and to amend the Fiscal Year 2022/23 budget to appropriate $150,000 to the General Fund (Fund 101).
Staff Contact:
Christine Engel, Community Services Director, (530) 661-2000, [email protected]
Fiscal Impact:
The City will provide $150,000 in City funding for the implementation of a Welcome Baby program.
The City was allocated $11.1 million in American Rescue Plan Act (ARP) funding from the federal government. A significant portion of this funding ($10 million) can be used by the City to pay for general government functions, which has, in turn, created some limited-term and one-time funding flexibility in the City’s General Fund. This funding request was not included within the City Council’s original ARP spending plan as details of the program and status of funding commitments from the other partner agencies had not yet been finalized. Since then, First 5 Yolo has successfully secured the following funding commitments; Yolo County ($2.3 million), the City of Davis ($300,000), and the City of West Sacramento ($150,000). The City’s $150,000 will complete the projected funding needed to complete the three-year program. UC Davis is providing in-kind evaluation services.
Given First 5 Yolo’s success in securing the other necessary funding and health care partnerships as well as their demonstration of value for the program, staff is recommending approval of the funding request as part of the City’s ARP spending plan. Capacity within the spending plan to cover the City support for this program will come from off-setting ARP funding included for the Crisis Now program with opioid settlement funding. The funds for this project will be allocated from the General Fund reserve balance, and an appropriation of this money is recommended.
Background:
Families are still experiencing the effects of the Covid 19 pandemic with lapses in healthcare, declines in mental health, financial strain, parental stress, parental and child resilience, and social isolation. Adverse effects are more pronounced in vulnerable populations, exposing the need for greater community support. First 5 Yolo proposes a broad-based approach to help low-income families adjust with the birth of a baby with the implementation of a three-year program called “Welcome Baby”
Discussion:
Welcome Baby provides home visits at critical points for every baby born with public insurance in Yolo County. This program began serving its first clients in March 2022 with Sutter Davis and CommuniCare Health, followed by Elica Health Care and Winters Health. Most recently, Dignity Woodland Hospital became a partner in this program as well. As of mid- December, the Welcome Baby Enrollment by City is as follows: Davis, 57; West Sacramento, 128; Woodland, 103; rural Yolo County, 31 (it should be noted that the Woodland numbers are anticipated to increase since Dignity Woodland just recently joined the program). The City’s additional funding, along with funding from the
other cities and Yolo County creates an opportunity for First 5 Yolo to offer this program for three years, through October 31, 2024. It is anticipated that a three-year program will provide the necessary additional support for programs/individuals to recover from the impacts of Covid-19. At full implementation, it is assumed that about 600 babies/families per year would be provided assistance.
Hospitals will inform eligible patients about the Welcome Baby program at the time of labor and delivery. The program consists of up to three Welcome Baby home visits, one by a registered nurse/medical personnel within the first weeks of returning home from the hospital, and up to two visits by community healthcare workers who are The CHILD Project: Road to Resilience (R2R) Healthy Families America trained Family Resource Specialists during postpartum weeks. Families in greatest need are offered enrollment in more intensive home visiting services through R2R, while families with lower needs are referred to other home visiting and community resources.
Staff is requesting authorization to enter into an agreement with First 5 Yolo that includes the following terms:
1. The city will provide funding in two installments (installment 1 in the amount of $75,000 and installment 2 in the amount of $75,000) for an amount not to exceed $150,000. Installment 1 would be payable within 30 days of contract execution. Payment 2 will be provided after a one- year progress report has been submitted and it is determined that contract provisions are being adhered to.
2. Funds will be used to assist in supporting program infrastructure, including Welcome Baby Nurses and Community Healthcare Workers during the remainder of the 3-year program.
3. Progress on program implementation, including the number of individuals served county wide and also those specifically in Woodland will be identified. Types of services provided will be identified in the report along with other metrics used to evaluate program success. UC Davis is providing in-kind evaluation services.
4. The contract will identify a repayment plan if all funds have been distributed and the program ceases prior to the three-year program period ending October 31, 2024.
Conclusion:
Staff recommends that the City Council adopt Resolution No. _____, authorizing the City Manager to negotiate and enter into an Agreement with First 5 Yolo to provide a Welcome Baby program and to amend the Fiscal Year 2022/23 budget to appropriate $150,000 to the General Fund (Fund 101).
Attachments:
1. Welcome Baby Resolution
2. Welcome-Baby-Early-Results
3. Welcome Baby Proposal Narrative- City Updated
RESOLUTION NO._____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND
AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH FIRST 5 YOLO TO PROVIDE A WELCOME BABY PROGRAM AND TO AMEND THE FISCAL YEAR 2022/2023 BUDGET TO APPROPRIATE $150,000 TO THE GENERAL FUND (FUND 101)
WHEREAS, the COVID-19 pandemic resulted in adverse socioeconomic and mental health effects, especially effects in vulnerable populations, exposing the need for greater community support for low income individuals having babies; and WHEREAS, families are still experiencing the effects with lapses in healthcare, declines in mental health, financial strain, parental stress, parental and child resilience, and social isolation; and
WHEREAS, First 5 Yolo proposes a broad-based approach to help low income families adjust with the birth of a baby with the implementation of a three-year program called “Welcome Baby”; and
WHEREAS, First 5 Yolo has secured funding from Yolo County, City of Davis, City of West Sacramento; and
WHEREAS, funding for the City of Woodland’s contribution for this project will be provided by General Fund reserves.
NOW THEREFORE BE IT RESOLVED:
Section 1: The City Council of the City of Woodland hereby authorizes the City Manager to negotiate and enter into an Agreement with First 5 Yolo to provide City funding to implement a Welcome Baby Program that includes the following terms:
1. City will provide funding in two installments (installment 1 in the amount of $75,000 and installment 2 in the amount of $75,000) for an amount not to exceed $150,000.
Installment 1 would be payable within 30 days of contract execution. Payment 2 would be provided after a one year progress report has been submitted and it is determined that contract provisions are being adhered to.
2. Funds will be used to assist in supporting program infrastructure, including Welcome Baby Nurses and Community Healthcare Workers during the remainder of the 3-year program.
3. Progress on program implementation including the number of individuals served county wide and also those specifically in Woodland will be identified. Types of services provided will be identified in the report along with other metrics used to evaluate program success. UC Davis is providing in-kind evaluation services.
4. The contract will identify a repayment plan if all funds have been distributed and the program ceases prior to the three-year program period ending October 31, 2024.
Section 2: The City Attorney is hereby authorized to make clarifying and confirming changes to the Agreement.
Section 3: The Fiscal Year 2022/23 budget is hereby amended to appropriate $150,000 to the General Fund (Fund 101).
PASSED AND ADOPTED by the City Council of the City of Woodland at a regular meeting of the City Council held on the 7th day of February, 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Vicky Fernandez, Mayor
ATTEST:
Ana B. Gonzalez, City Clerk
245
families were enrolled across Yolo County
105
babies were born andreceived home visits
85%
of families accepted WelcomeBaby when offered
Race/Ethnicity
Hispanic/Latino66%
Asian12.8%
White11.7%Multiracial5.3%
Black3.2%
AI/AN*1.1%
36%
51%
100%
of families surveyed
would recommend
Welcome Baby to a
friend
Welcome Baby, a component of The CHILD Project: Road to Resilience, is helping to build family resiliency in Yolo County through comprehensive support after the birth of a new baby. All publicly-insured or uninsured families are eligible and enrolled families receive one nurse home visit within the first week of coming home with baby and up to two follow-up home visits from community health workers.
IN THE FIRST 6 MONTHS...
WELCOME BABY FAMILIES
First-time parents
Primary language not English
INITIAL IMPACT
MENTAL HEALTH
100%
of families were screened fordepression and anxiety
BREASTFEEDING SUPPORT
90%
of families received lactationsupport
OVER
300
referrals made to community andhealthcare agencies
HEALTH LITERACY
100%
of families received Baby Basics(health literacy) books Since project launch, families and providers have
expressed how grateful they are for Welcome Baby.
Welcome Baby nurses have caught life-threatening
conditions, connected families to medical homes,
supported mothers' choice to breastfeed, and provided
needed concrete supports. Welcome Baby community
health workers have ensured families don't fall through the cracks by fostering connections to community
agencies and long-term home visiting, if needed.
Welcome Baby
EARLY DATA REPORT
*AI/AN = American Indian or Alaskan Native
Strengthening families...
MATERNAL HEALTH
94%
of women completed theirpostpartum visit (CA MediCal rate = 63%)
CHILD HEALTH
97%
of families completed their newbornand one-month well-child visit(Yolo County MediCal rate = 62%)
Welcome Baby American Resume Plan Funding Proposal
First 5 Yolo proposes a broad-based prevention strategy, “Welcome Baby” (WB), focused on Medi-Cal families, that intervenes at the earliest point of life, creating lasting impacts for young children and families and the Yolo County community. Welcome Baby is a proactive, comprehensive approach designed to mitigate exposure to toxic stress related to the COVID-19 pandemic and build resiliency as early as the birth of the child to support families, particularly those who are struggling the most, through the next three years of COVID-19 recovery.
WB is family-centric and focused on health equity, designed to reach those who are often invisible, while offering a broad strategy to address the collective trauma and negative effects the community has experienced during the pandemic. It reaches families at the earliest point to strategically coordinate flow into available services and to support medical, mental health, and other care that has lapsed during the pandemic. The “approach helps to de- stigmatizes screening, care, and service access, leverages existing resources, and creates a transformative early identification, home visiting, and early childhood care system in Yolo County.
Welcome Baby provides home visits at critical points for every baby born with public insurance in Yolo County over the duration of ARP. Families enrolled receive up to three “Welcome Baby” home visits, one by registered nurse/medical personnel within the first weeks of returning home from hospital, and two by community healthcare workers who are First 5 Yolo’s CHILD Project: Road to Resilience (R2R) Healthy Families America trained Family Resource Specialists during the following postpartum weeks. Families in greatest need are enrolled in home visiting services. Hospitals offer connection to WB at point of labor and delivery.
The nurse visit provides more immediate health screens (including maternal mental health) and clinical assessment for both mother and baby, immediate triage, lactation support, and checks on continuing health care, including vaccine (COVID and other) status. This visit bridges postpartum and newborn care, including checks on women’s postpartum healing that otherwise might not occur for many weeks, and allows for early identification of a variety of critical health and safety issues. The nurse visit will include a risk assessment inclusive of ACEs indicators to determine eligibility for further services.
In the following weeks, eligible families not already enrolled in a longer-term home visiting program may receive 1-2 home visits from community healthcare workers, based on family needs. In these visits, parents receive a First 5 New Parent Kit with culturally and linguistically appropriate “Baby Basics” health literacy materials and other concrete supports, parent education, and referrals to community resources as well as a universal risk screening.
Families identified as in-need, will be referred into more intensive existing home visiting services within the county, including home visiting services through The CHILD Project: Road to Resilience (expanded as part of this proposal to create more access), and/or offered a Newborn Observation (NBO) Home Visit to provide in-depth parenting support. Connected to the existing Help Me Grow system, NBO is aimed at strengthening the bond between parents and their newborn through neurobehavioral observations.
All community healthcare workers receive training in evidence-based Healthy Families America as well as the Baby Basics program, designed to serve the population with culturally sensitive and trauma-informed care. These community healthcare workers engage vulnerable populations to address barriers to timely care, attending to children’s developmental milestones, ACEs screening, and linkages to services. Community Healthcare home visitors support families in accessing existing services, such as health insurance, health and mental health services, perinatal care, WIC, and concrete supports, and channel families—many of whom would otherwise not be identified early—to programs and services.
Families identified as higher risk will be enrolled in First 5 Yolo’s the CHILD Project: Road to Resilience (R2R) home visiting services that include Healthy Families America home visiting and/or Behavioral Health home visiting services for families better served by a mental health clinician. For those enrolled, the Community Health Worker provides a warm hand-off to R2R home visitors to ensure continuity of care. For families identified as lower to moderate risk, the community healthcare workers will connect families to other home visiting and community services.
CommuniCare Health Care Centers will hire and train the WB nurses, including postpartum mental health training and lactation counseling training. Yolo County Children’s Alliance will hire WB community health workers. Culturally and linguistically appropriate outreach workers from a variety of community-based organizations will engage women and families in timely prenatal care and to communicate the opportunities available in Welcome Baby. Hospital birthing centers would facilitate connection to WB at birth.
Welcome Baby will become a component of The CHILD Project: Road to Resilience, leveraging the existing infrastructure, to allow capacity building for deeper services by expanding the proven effective home visiting services in R2R. The expanded R2R home visiting services will not require a substance use indicator for eligibility, thus removing one of the greatest barriers (substance use disclose) to consent to services for the perinatal population.
Welcome Baby address the effects of the COVID-19 Pandemic on Families, Including Economic Impacts.
The COVID-19 pandemic has had a devastating toll on families--lapses in healthcare, declines in mental health, financial strain, parental stress, parental and child resilience, and social isolation. Adverse effects have been pronounced in more vulnerable populations, exposing the need for greater community supports. Women, people of color, and children have been disproportionately affected. While crisis response has been necessarily prioritized during the COVID-19 pandemic, prevention has suffered, creating downstream consequences for children and more intractable and expensive problems moving forward. Of great concern are the proven long-term impacts of early childhood adversity on physical and mental health, brain development, and school readiness and the real risk that shorter-term pandemic impacts will deepen disparities for those disproportionately impacted.
Early experiences have a profound impact on a child’s life. During pregnancy and the first year of life, children are the most sensitive to experiences and need a healthy environment for optimal brain development. Parents are critical to buffering their children from the impacts of
adversity (ACEs), but when parents are themselves stressed, suffering economically, or experiencing crisis, the capacity this role is compromised. Early childhood exposure to stress has life-long consequences (e.g. learning difficulties in school, physical health problems, and higher probabilities of substance use). Investing in this critical time is one of the most effective and efficient ways to reduce poverty, increase self-sufficiency, promote economic prosperity, and to protect the entire community into the future.
The pandemic has negatively impacted pregnant women and parents of infants:
• Stress and maternal mental health issues—mental health issues have been exacerbated by the pandemic with recent studies showing significantly increased rates of mental health problems among pregnant and postpartum women compared to pre-pandemic rates. Recent estimates show that 2 in 3 perinatal women now suffer from clinical depression (López-Morales et al., 2021). The deterioration of maternal mental health has toxic and enduring effects on both mother and baby, as increased mental health problems in pregnancy are associated with adverse birth outcomes. Additionally, greater prenatal and postpartum mental health issues are associated with declines in parenting, increased risk of child abuse and neglect, substance use, and cognitive impairment.
• Alarming trends in perinatal care—In Yolo County, pregnant women have been significantly delaying their prenatal care, experiencing higher-risk pregnancies, and giving birth to low-weight babies. Data collected by Communicare Health Centers (CCHC) in 2020 revealed that only 47% of pregnant women in Yolo County received on- time prenatal care, in stark contrast to the overall Yolo County rate of 84% on-time prenatal care in 2018. Additionally, data from CCHC (2020 – 2021) show that the rate of extremely high-risk pregnancies (i.e., a combination of both high medical and social risks such as substance use and domestic violence) dramatically increased, more than doubling across the pandemic. Of great concern for lasting developmental impacts on infants, rates for low-birth-weight infants have also risen significantly during the pandemic (CCHC, 2020 – 2021). Birth weight is one of the most important birth outcomes because low birth weight is associated with increased infant mortality, cognitive delays, and behavioral issues (Goisis et al., 2017). On a national level, statistics show that pregnant women are medically vulnerable with only 23% of pregnant women having received the COVID-19 vaccine despite being at serious risk for COVID-19 complications including hospitalization, stillbirth, and maternal death • Decline in pediatric well-child visits and immunization rates—In CA, pediatric well-child visits are down an estimated 24% from pre-pandemic baselines and the number of childhood vaccination doses administered to California children dropped by more than 40% at the start of the pandemic. This has especially impacted children covered by MediCal and disrupts critical preventive care and early identification of developmental and social-emotional issues.
• Prolonged community stress and adverse childhood experience—Many Californians suffered economically, but household with children fared worse in 2020. Specifically, 50% of households with children had difficulty paying bills compared to 30% of
households without children. Latino children were more likely to have a caregiver in a sector highly impacted by COVID-19 shutdowns. This financial strain deteriorates children’s wellbeing. Nationally, 52% of children in families with financial hardship are facing emotional distress.
Welcome Baby meets the tremendous responsibility to address pandemic-related needs of vulnerable young children and their families. Designed to mitigate exposure to toxic stress and build resiliency, Welcome Baby is an upstream approach with a clear nexus to ARP Funds.
Estimated costs build on existing program infrastructure, allowing services to begin quickly with no ongoing obligations after the American Rescue Plan (ARP) Funds conclude.
The projected budget for Welcome Baby across 3 years is $3.125 mission. Cost estimates based on assumption of 840 Medi-Cal births per year and a roughly 70% acceptance rate (based on rates seen in similar programs)
No on-going obligations after ARP funding concludes are anticipated. Welcome Baby addresses the pandemic-related, immediate need to screen more widely and offer prevention and early intervention support more broadly for a limited term (3 years). Welcome Baby services are completed within the first month or two of engagement of families. All contracted direct services would be clearly term-limited (in First 5 Yolo’s contracting process) and can telescope up and down without affecting current, on-going care programs. Welcome Baby channels clients into existing, on-going programs that are already funded.
F5Y may identify alternative sources of funding for in the future, but this will not affect the one-time nature of ARP funding. First 5 Yolo anticipates the potential to continue Welcome Baby in some form based on results from evaluation and work with hospitals/managed care plans that may likely realize cost savings from the approach. Additionally, some of the components are anticipated to be billable to MediCal. First 5 Association and local First 5’s are already engaged in partnership discussions around the funding of similar work with managed care plans.
Investment in Welcome Baby creates long-term and ongoing benefits for Yolo County’s children’s and families.
Welcome Baby is expected to have both immediate and long-term benefits to families, healthcare systems, and the community. It is a critical time to introduce parents to community agencies, resources and services that can assist them. Welcome Baby helps ensure that families, particularly those most disproportionately affected by the pandemic, have a safety net of support during COVID recovery. Providing positive support to families will have lasting effects for the baby, the family, and ultimately, our entire community.
Home visits more immediately postpartum for all MediCal births will help families avoid significant challenges, such as severe and unaddressed maternal depression, by screening all enrolled families for postpartum depression and identifying needs early. Moreover, administering a common risk screening to all eligible families will enable greater identification
and referral of high-risk families to more intensive home visiting services. This referral system will also allow for greater coordination among home visiting programs in Yolo County and more effective engagement of underserved families.
Home visiting programs have proven highly effective in supporting maternal mental health, attendance of well-child visits, child immunization rates, parenting skills, and decreased need for entrance into Child Welfare Services. Welcome Baby provides a gateway to, and extension of, these benefits in more intensive, evidence-based home visiting services in Yolo County.
F5Y’s home visiting initiative aimed at higher-risk families, The CHILD Project: Road to Resilience (R2R), has demonstrated the benefits of home visiting enrollment on well-child visits and immunizations rates. Highest risk families identified in WB will be enrolled into R2R. Recent data shows 86% of children receiving R2R services are current on well-child exams and 88% are current on immunizations. In stark comparison, data from CommuniCare patients not supported by home visiting show only 62% of children were current on well-child exams and only 49% were current on immunizations. More than 99% of R2R clients avoid the need for CWS (FHY2 20-21). Other similar home visiting programs have demonstrated numerous on-going benefits including fewer emergency room visits by both mother and baby, fewer hospital stays, increased positive parenting, less child welfare involvement, improved maternal mental health, and greater community connections. Welcome Baby is based on similar, successful programs by First 5 LA, Orange, and Contra Costa, and Family Connects Universal Home Visiting.
All families experience challenges associated with pregnancy and childbirth, but these stressors have been heightened due to the pandemic. F5Y’s Welcome Baby program would ensure all MediCal families receive support during this critical time. Importantly, by providing temporary, limited home visiting services, we can help mitigate the trauma of the pandemic's unprecedented impact on families and prevent lasting effects on children. The early outcomes could transform the system of care in Yolo County and the future of The Yolo County community.
Key Outcomes are expected to include, but are not limited to, the following:
1. Reduced maternal mental health issues
2. Increased community connections (e.g., referrals)
3. Greater rates of well-child visits and immunization rates
4. Lower rates of entry into Child Welfare Services
5. Timeliness to care and identification of child development or maternal health issues
6. Reduction in per capita costs in Yolo County of prenatal/postpartum care, infant hospitalizations, emergency department utilization, and urgent care utilization
UC Davis Health Equity Across the Lifespan (HEAL) Lab will provide, in-kind, data collection and evaluation. The HEAL Lab has expertise is designing, implementing, and evaluating clinical interventions to promote health equity in pregnant and postpartum people.
Welcome Baby builds on existing partnerships to amplifying impact.
First 5 Yolo has worked with qualified direct service partners, CommuniCare Health Care, Yolo County Children’s Alliance, and Children’s Therapy Center in the design of Welcome Baby and will contract with these agencies for implementation of the main direct services. First 5 Yolo will provide project management and coordination, specifically leveraging our F5 CA Home Visiting Coordination Grant that will allow an in-kind contribution of management staff (Sarah Hartman) funded by this grant and leveraging the work under that grant. Sarah Hartman, PhD, is First 5 Yolo’s Systems Improvement Officer with expertise in prenatal stress and resiliency.
First 5 Yolo and partners have already begun discussions with Sutter Hospital for first phase implementation and will subsequently include local/regional hospitals where Yolo County babies are born (Woodland/Dignity, Kaiser, UCD).
First 5 Yolo is a lead partner on a CA State ACEs Aware Grant with UCD, YCCA, CCHC, and others. This work will be leveraged to provide ACEs and developmental screening, coordinating with Help Me Grow as a systems improvement in Welcome Baby. The ACEs Aware Grant expands and streamlines screening and the connection of health care providers to community networks of care to prevent and mitigate ACEs. Help Me Grow itself (a program funded by F5Y and County MHSA) is a key systems integration for early childhood mental health (screenings and linkages).
The NBO piece of Welcome Baby leverages the prior training of 4 infant-child specialists at Children’s Therapy Center who trained as Napa Infant-Parent Mental Health Fellows with a County MHSA-funded F5Y scholarship. These specialists have hours of service that are leveraged for the first year, and then ARP funding extends for the following two.
Welcome Baby would also leverage existing funded programs to build on the continuum of care and offer higher intensity services or other resources to clients. These include but are not limited to: F5Y’s The CHILD Project: R2R, a countywide, nearly 1-million dollar per year in-clinic and in-home navigation/visitation program including evidence-based Healthy Families America and Behavioral Health Home Visiting, other county HV programs that would be utilized according to individual needs, County of Yolo supports, benefits, and programs, Yolo Crisis Nursery, Family Resource Centers, F5Y early learning programs, and more. Welcome Baby, as a component of R2R, will also expand capacity within the home visiting arm of R2R; ensuring that families in greatest need have access to critical home visiting services. Notably, WB also creates an opportunity for vastly increased coordination with and among home visiting programs countywide, as well as channels the population into community resources and services.
UCD will provide in-kind support for a .5FTE post-doctoral evaluator through its Health Equity Across the Lifespan Lab. Under the mentorship of HEAL Director Dr. Simmons, and in collaboration with the First 5 Yolo, YCCA, and CommuniCare teams, the postdoctoral fellow will specifically support activities including: (1) designing and developing data collection tools to capture process and participant outcomes of the home visiting program (e.g., ease of scheduling, lactation rates, postpartum urgent care and emergency visits for parent-infant dyad, adherence to well baby visit schedule); (2) conducting pre-/post-countywide cost analyses of MediCal recipients (e.g., comparing per capita costs in Yolo County of:
prenatal/postpartum care, infant hospitalizations, emergency department utilization, and urgent care utilization); (3) conducting pre-/post- countywide data on child protective services reports and foster care placements; and (4) supporting the team in conducting individual
interview and focus group data on the home visiting program to improve access, process, and outcomes.
Cities in Yolo County are very likely to support Welcome Baby, leveraging some portion of their ARP funding. First 5 Yolo is already aware of leadership interest in City of Davis and West Sacramento.
In-kind and leveraged funding is available to ensure the successful implementation of Welcome Baby.
There are multiple in-kind and leveraged sources available to support the proposed project, as briefly outlined above. Additionally, First 5 Yolo will offer, in-kind, F5Y management staff (equal to approximately $89,000-93,000 annually) and the UC Davis HEAL Lab will provide .5FTE for data and evaluation (approximately $50,000, annually).
First 5 Yolo also has an on-going relationship with the Baby2Baby Foundation to supply, free-of-cost, concrete supports, including items such as diapers, baby wipes, safe sleep Pack N Plays, and other supplies that can be used for Welcome Baby. To support the distribution of supplies, F5Y purchased storage facilities for YCCA during the pandemic and this ability to store supplies could be leveraged. This estimated contribution is likely over 50,000 but difficult to estimate as supply materials are donated to F5Y in-kind.
Welcome Baby is well-aligned with ongoing work within the County and the services and programs fed by Welcome Baby referrals is easily in the range of several millions of dollars. First 5 Yolo leveraged programs alone are approximately $3 million per year, NBO services offered in Welcome Baby are levered in using service hours from the Napa Infant Parent Mental Health Fellows and the ACEs Aware grant work being leveraged in support is a total of over $2.9 million (First 5 Yolo/HMG specific portion over $400,000).
Finally, First 5 Yolo will contribute Prop 10 funding to support the direct costs of the program, up to $125,000 across the term of the program.
First 5 Yolo and community-based partners have actively supported families and children during the COVID-19 crisis, and we remain committed to ongoing recovery efforts. Additional local and flexible funds are critical to ensure we meet the needs of young children. Welcome Baby would strategically invest American Rescue Plan Coronavirus Local Fiscal Recovery Funding as a highly flexible funding stream intended to address COVID-19 impacts at a local level. Together, we can meet this unprecedented, crisis moment while building resilience among families and communities for the years to come.
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: February 7, 2023
ITEM #: I.15
SUBJECT: Civic Fellowship Program
Recommendation for Action: Staff recommends that the City Council receive an update on the Civic Fellowship Program.
Staff Contact:
Amanda Portier, Program Assistant | [email protected]
Fiscal Impact:
City Council previously appropriated American Rescue Plan (ARP) funds to support the Civic Fellowship Program. This program supports key Council goals including workforce development and diversity.
Background:
The City of Woodland lacks a formalized fellowship program to engage students or individuals early in their career with professional public service opportunities. In City Council's "Destination 2023" priority goals, Council Members prioritized local recruitment for public service jobs across all sectors.
The City's recently adopted Equity Action Plan identified the establishment of a Civic Fellowship Program as a strategic action to help further this goal. This program serves as a workforce development initiative while creating pathways to public service careers. The Equity Action Plan details that the program will launch in the summer of 2023 and identifies the City Manager's Office of Equity, Engagement, Economy, and Environment as taking lead on the launch of this new initiative.
Discussion:
The City of Woodland Civic Fellowship Program is a paid summer fellowship for individuals early in their career or those seeking introduction to public service experience. During the eight-week program, fellows will work within a city department and participate in program-wide professional development activities. Fellows will gain valuable hands-on work experience, learn how local governments operate, and positively impact the community. At the end of the program, fellows will give a brief presentation to the City Council on their accomplishments and program experience.
To develop the Civic Fellowship Program, staff collaborated with each City department to determine appropriate projects for fellow assignments. This process yielded the eight fellowship opportunities detailed below. Additionally, staff are working with Human Resources to create a Civic Fellow job description, designate a new payscale for Civic Fellows, list an application on CalOpps, and coordinate applicant interviews. Community workforce and educational institutions have been engaged to prepare for program outreach and recruitment. Staff will conduct a mid and final program evaluation with City department heads and fellows.
Fellow Opportunities:
• Administrative Services (Information Technology (IT)) Fellow: The IT Fellow will learn how to conduct a wireless signal survey and conduct this survey on all City Facilities. They will
then interpret the survey data, recommend changes to existing access point placement and/or configuration, and report their findings.
• Community Development (Planning Division) Fellow: The Planning Fellow will create public interfacing guidance documents about the City's updated Comprehensive Zoning Code and related Housing Element and General Plan implementation. Depending on the timing of the code update, the fellow may assist with the preparation of public meetings for the Public Review Zoning Code.
• Community Services Department (CSD) Fellow: The CSD Fellow will review City of Woodland demographics and create surveys to assess the diversity of summer program participants as well as temporary summer staff. They will then analyze data from the surveys, prepare reports, and present findings to CSD staff. • City Manager's Office Fellow: The City Manger's Office Fellow will work in the Office of Equity, Environment, Economy, and Engagement to will develop a communications toolkit for Council Members, lead a video project to highlight Woodland staff members, and research grant funding/implementation opportunities for a Woodland Bike Loop. • Fire Department Fellow: The Fire Department Fellow will work with the City Fire Marshal to create a Public Education Toolkit for City Staff, organize and refresh materials in Emergency Operation Centers, and research grant funding opportunities. • Library Fellow: The Library Fellow will run the day-to-day operations of Maker Camp in Square One, which includes creating weekly themes, choosing activities, compiling supply lists and purchase requests, and directing campers and support staff through daily activities.
• Police Department Fellow: The Police Department Fellow will support National Night Out (NNO) through event communications, volunteer recruitment, and registering participating groups. Additionally, they will review the Police Department website and develop additional recruitment and outreach strategies for the Youth Police Advisory Council. • Public Works Fellow: The Public Works Fellow will organize and analyze existing policies, recommend policy updates, work with Human Resources and the City Attorney to explain and implement their recommendations, and make updated policies available to all Public Works staff.
Anticipated Program Timeline:
• Application period: Early March - Late April
• Application review & candidate interviews: May
• Onboarding: Late May - Early June
• Program: Mid-June - Mid-August
• Civic Fellow Presentation to Council: Mid-August
Conclusion:
Staff recommends that the City Council receive an update on the Civic Fellowship Program.
Prepared by: Amanda Portier, Program Assistant
Reviewed by: Spencer Bowen, Communications & Strategic Policies Manager
Attachments:
None
TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: February 7, 2023
ITEM #: I.16
SUBJECT: Interstate 5 / State Route 113 Connector & East Main Street Neighborhood Livability Project Update
Recommendation for Action: Staff recommends that the City Council receive an update on efforts to advance planning and construction of the freeway connectors between Interstate 5 and State Route 113 and approve submission of a grant to SACOG for the East Main Street Neighborhood Livability Project.
Staff Contact: Brent Meyer, [email protected], (530) 661-5947 Spencer Bowen, [email protected], (530) 661-5808
Background:
During the early 2000’s, a project to build a freeway-to-freeway connectors between Interstate 5 and State Route 113 in Woodland enjoyed significant regional support. The highway connector project was consistently included in the short list of projects that the Sacramento Area Council of Governments (SACOG) sought to advance to construction. The Yolo County Transportation District (YCTD) board consistently elevated this project as the highest priority regionally-significant project in Yolo County (along with the Harbor Blvd Interchange in West Sacramento – which has since been constructed).
The Project Report for the I-5/SR113 freeway-to-freeway connectors were approved in 2000. The Project Report included approval of the State/Federal environmental document along with approval of the project geometry. With State and Federal funding, the City advanced the project design and right of way acquisition process. By the end of the early 2000’s, the City achieved project plans that were 95% complete and completed 87% of the property acquisition.
The project subsequently struggled to obtain funding due to the significant construction cost.
Concerned about missing out on local road rehab funding while the City advocated for construction funding for the I-5/SR113 project, the City approached the YCTD board in the fall of 2011 with a proposal to prioritize the reconstruction of Kentucky Avenue while keeping the I-5/SR113 project funded in the SACOG MTP (the 20 year SACOG transportation plan). Since that time, the City has continued to successfully nominate road rehabilitation projects for State/Federal funding with SACOG instead of requesting funding for the I-5/SR113 interchange. The list of funded projects includes Kentucky Avenue (East to West), Main Street (West to CR 98), Main Street (3rd to East), Court Street (West to western limits), Gibson Road (East to CR 98), Gum (East to Matmor), Matmor (Main to Gibson) and E Main Street (I-5 to East).
Given the significant amount of federal funding that has recently been authorized, staff is proposing to reengage on the advocacy and completion of this significant regional project. The City's federal lobbyist, The Ferguson Group, is closing monitoring various federal infrastructure funding opportunities as assisting with developing a strategy to secure support and funding to construct the project.
The project's design and related approval documents need updating in order to make the project more "shovel ready" and competitive for federal funding. To assist in the funding needed to complete
these documents, staff is proposing to submit a SACOG Regional Program Transformative Grant this month. This grant program seeks to fund regional projects that reduce vehicle miles traveled while addressing social equity related issues through investments that improve livability in underserved areas.
Discussion:
The East Main Street Neighborhood Livability Project will construct freeway-to-freeway connectors between I-5 and SR 113 in Woodland, removing this regional traffic from our local roads and improving safety and access for our community. Currently, this traffic must exit the freeway and use City streets to travel between I-5 and SR 113. With the increasing growth throughout the region, particularly with the logistics freight traffic from nearby distribution hubs, the resulting congestion is becoming increasingly impactful on this corridor and disproportionately on adjacent neighborhoods. This effort is about much more than efficiently connecting two critical freeways - it's about the continued revitalization of Main Street as Woodland slowly reenvisions the former state highway that bisected the entire city as a safe, livable, and more complete street. More specifically, the project will have the following beneficial outcomes:
Prosperity
- Better airport access from Yolo, Solano, and Napa Counties - Crucial thoroughfare for regional traffic and goods movement, particularly for Woodland's food and ag cluster and those shipping through Sacramento International Airport - Ease access to Woodland hotels and overnight stay options
Safety
- East/West emergency movement when I-80 compromised
- Rightsized transit to remove semi trucks from a local thoroughfare - Enhanced bicycle and pedestrian safety, better separated modes of transportation - Address a high collision and speeding area
Sustainability
- Ease congestion, decrease VMT
- Support public transit and active transit
- Additional trees, expanded shade canopy
- Shorter distances to more conveniently located basic goods
Neighborhood Amenities
- Invest in sense of place for a historically disadvantaged and low-income housing area - Refresh land use to encourage mixed-use development; supplements our forthcoming Comprehensive Zoning Update
- Additional shopping, dining, services
- Continuation of E Main bike lanes, sidewalks, landscaping, etc.
Conclusion:
Staff recommends that the City Council receive an update on efforts to advance planning and construction of the freeway connectors between Interstate 5 and State Route 113 and approve submission of a grant to SACOG for the East Main Street Neighborhood Livability Project.
Prepared by: Spencer Bowen, Communications and Strategic Policies Manager Brent Meyer, Community Development Director / City Engineer
Attachments:
1. Project Diagram for City Council 02.07.23
PROJECT SITE
REGIONAL MAP
Woodland
Davis
SMF
West Sac
Sacramento
113
113
NB SR113/SB I-5
Connector
NB I-5/SB SR113
Connector
I-5 / SR 113 Connector Project