Hawai`i Early Childhood Action Strategy, 2022 End of Year Report

Hawai`i Early Childhood Action Strategy 2022 Year End Progress Report

Hawai`i Early Childhood Action Strategy 2022 Year-End Update

Table of Contents

Considering ECAS in a Systems Change Framework

Systems Change Efforts Must Respond to A Shifting Social, Economic & Political Landscape

4 Pivoting From Covid Response to Strengthening Equity

4 Strengthening Our Engagement in Policy Efforts 4 Core Concerns of The Early Childhood Action Strategy Remain Front and Center

Shift Awareness, Narrative & Culture

6 Commit to Keiki 6 The Integrated Infant & Early Childhood Behavioral Health Plan

6 Responding To a Growing Demand for Data 6 Support And Scale Niche Innovations

7 Perinatal Substance Use Treatment Work (Makua Allies)

Effect Policy

11 Commit to Keiki

Engage in Legislative Policymaking 12 Expanded Advocacy Efforts

Activities and Targets by Teams

Key Activities in 2022, and Targets for Q1 & Q2, 2023 13

Team 1 - Healthy & Welcomed Births

Team 2 - Safe & Nurturing Families

Team 3 - On-track Health & Development

Team 4 - Equitable Access to Programs & Services

Team 5 - High-quality Early Learning Programs

Team 6 - Successful Early Childhood Transitions

ECAS Backbone

Considering ECAS in a Systems Change Framework

In 2022, ECAS has strengthened the way we focus on addressing the core conditions that enable or impede Systems Change. Our work focuses on six dimensions of Systems Change 1 These include:

● Effect Policy: Changing policy is a central strategy in the effort to improve family and child wellbeing because it offers the possibility of creating lasting impact at scale.

● Innovate & Scale Innovative Practices: Niche innovations create pockets for learning & demonstrate that change & better outcomes are possible. Systemic impact happens when innovations are scaled & sustained.

● Increase Investment: Bolstering the fund of resources available to strengthen & sustain child & family outcomes are a key component of systems change.

● Strengthen Cross Sector Leadership: Creating opportunities for cross-sector leadership aligns efforts & creates platforms from which to nudge larger systems change.

● Improve Alignment: When key actors in a system align around shared goals or approaches, they develop, improve, and adjust their behaviors to reflect those shared goals, ensuring they “row in the same direction.”

● Shifting Awareness, Narrative, & Culture: Ultimately, dramatically improving the wellbeing of families and children in lasting ways requires nothing less than a fundamental reordering of societal priorities and a shared understanding of the public good that prioritizes early childhood development & wellbeing.

1 C.f.: Kania, J. M. Kramer & P. Senge. The Water of Systems Change. Foundations Strategy Group.

Systems Change Efforts Must Respond to A Shifting Social, Economic & Political Landscape

Here are a few of the key dimensions of the landscape that ECAS navigated in 2022:

Pivoting From Covid Response to Strengthening Equity

As we (hopefully) are emerging from the pandemic, Early Childhood Action Strategy is pivoting away from “Covid crisis” and toward a more concerted focus on equity. Our 10-year anniversary celebration allowed us to reflect on the last decade and although trends on many indicators of child development and wellbeing are improving, we have yet to reach the hardest to reach children and families in the right ways (e.g., rural communities, single moms specifically, Native Hawaiian and Pacific Islander families, homeless families, our young keiki, and keiki with disabilities.)

Strengthening Our Engagement in Policy Efforts

Because of the influx of ARPA dollars and policies focused on safety nets, the ECAS policy work ramped up in 2022, and four backbone members are now registered as lobbyists. With Commit to Keiki fully underway and our ECAS framework developed, policy has been front and center, strengthening this dimension of systems-change.

Core Concerns of The Early Childhood Action Strategy Remain Front and Center

Childcare: Pandemic related closures devastated the childcare industry.2 Before the pandemic, over half of children under 5 in Hawai`i were in non-parental childcare 10 or more hours each week, and the childcare industry generated approximately $300 million in revenue each year 3 While childcare capacity in the state is recovering, total capacity remains 12% (2,912 spaces) below pre-pandemic levels (ECAS childcare capacity dashboard). Meanwhile, the Lieutenant Governor’s Ready Keiki initiative projects that we will need an additional 9,300 spaces (465 classrooms) to serve 3 and 4-year-olds.4

Family economic vulnerability: A large share of Hawai'i’s families remain economically vulnerable, given the economic implications of the pandemic, supply-chain issues, and escalating prices on top of an already high cost of living. As of November 14, 2022, Hawai`i had the largest share of residents (60.2%) of any state who expect to be evicted because of an inability to pay their rent or mortgage, and more than a third of residents in Hawai`i (35.3%) have difficulty covering their household expenses.5

High rates of family violence: Rising rates of economic vulnerability are closely associated with rising rates of family violence.6 For every percent increase in a county’s unemployment rate, there is a measurable increase in reports of child maltreatment.7 In turn, the health concerns, lockdowns, job

2 Learning Policy Institute. 2021. From Rescue to Rebuild: Developing a National ECE System that Works. June 3.

3 CED.org. Child Care in State Economies. 2020 Update.

4 Ready Keiki Presentation. November 28, 2022

5 Percent of households that believe it is somewhat or highly likely they will be evicted in the next two months. Household Pulse https://www.census.gov/data-tools/demo/hhp/#/?measures=EVICTFOR; difficulty paying for usual household expenses: https://www.census.gov/datatools/demo/hhp/#/?measures=EXPENSE

6 Alex R. Piquero, et. al., Impact report: covid-19 and domestic violence trends. February 23, 2021. National commission on covid-19 and criminal justice. https://covid19.counciloncj. org/2021/02/23/impact-report-covid-19-and-domestic-violence-trends/

7 Brooks-Gunn, J., Schneider, W., & Waldfogel, J. (2013). The Great Recession and the risk for child maltreatment. Child Abuse & Neglect, 37(10), 721–729. Boyer, B. A., & Halbrook, A. E. (2011). Advocating for children in care in a climate of economic recession: The relationship between poverty and child maltreatment. Northwestern Journal of Law & Social Policy, 6(2), 300–317; Weiner, Dana, L Heaton, M Stiehl, B Chor, K Kim, K Heisler, R Foltz & A Farrell. 2020. COVID-19 and Child Welfare: Using Data to Understand Trends in Maltreatment and Response Issue Brief. Chapin Hall. https://www.chapinhall.org/wp-content/uploads/Covid-and-Child-Welfare-brief.pdf

losses, loss of child care, pressures of remote learning, and financial insecurity brought on by the pandemic likely all elevated levels of stress, tension and anxiety within families, leading to higher rates of family violence in Hawai`i 8 The number of helpline calls received by the Honolulu Domestic Violence Action Center increased by 124% between 2019 and 2020. A full year later, in the summer of 2021, the number of calls to the DVAC Helpline remained 88% above pre-pandemic levels.9 We will have comparable figures for 2022 soon.

An under-resourced early childhood system: This is evident in staffing shortages across state agencies and departments, including early intervention services, social work, physical and mental health services, and early learning classrooms. In addition to workforce needs, the early childhood system is hampered by a lack of:

● An Integrated Early Childhood Data System

● A coherent Screening, Referral and Utilization System

● A comprehensive workforce development strategy coupled with a commitment to a living wage

● Minimal state and County investments in young children and minimal local philanthropic funding specific to young child programming

Key aspects of the landscape in which ECAS will operate in 2023:

● Across the state, there is growing interest in identifying opportunities to co-locate childcare, family support services and affordable housing

● We anticipate an urgent need to strengthen reproductive health supports due to other state’s abortion and access to birth control determinations.

● There is a growing and urgent need across the board for workforce development strategies (childcare, preschool, early intervention, child welfare, home visiting, behavioral health, social work

● Despite significant ARPA dollars, very few have been made available for family violence prevention, or for mental health.

● State and County leadership transitions, including a new Governor and Lieutenant Governor, a permanent director of the Executive Office of Early Learning, and appointment of Early Childhood Resource Coordinators in Honolulu and Hawai`i Counties.

In the context of this social, economic, and political landscape, here are selected examples of ECAS efforts to address the six core components of systems change

8 Laura D. Lindberg, et. al. 2020. Early Impacts of the COVID-19 Pandemic: Findings from the 2020 Guttmacher Survey of Reproductive Health Experiences. Guttmacher Institute.

9 Domestic Violence Action Center Helpline call data for July, August & September 2019, 2020 & 2021, shared with ECAS, December 8, 2021.

Shift Awareness, Narrative & Culture

Commit to Keiki

Commit to Keiki has been one of the ECAS networks’ most significant outreach efforts to date. Commit to Keiki is coalescing candidates, their teams, and the broader community around the importance of investing in young children’s health, safety, and learning. We have more non-traditional partners at the table as a result, to include the business community, HPD, Hawai`i Tourism Authority and others. (More updates on Commit to Keiki are included in the section on policy below.)

The Integrated Infant & Early Childhood Behavioral Health Plan

The IIECBH Strategic Plan integrates child and family mental health and trauma-informed care into our health and early care and learning systems throughout Hawai`i. The plan will result in equitable systems of care that reduce racial and socioeconomic disparities, ultimately ensuring that children succeed in school and in life. Key developments in 2022 include:

● The 2022 Legislative session saw the creation of an Office of Wellness and Resilience that will report directly to the Governor and will have responsibility for aligning statewide efforts to respond to early childhood trauma and its implications more effectively

● A Financing Sustainability Workgroup, with technical assistance from Zero to Three and participation from DHS’ Med-QUEST Division, was created to maximize funding/resources

● A Systems Integration Workgroup is underway, with two years of technical assistance support from Zero to Three to pilot IECMH integration into home visiting, early intervention, and childcare

● An IECMH Integration into Part C workgroup was formed and supported with technical assistance from Zero to Three to test the intricacies of screening, referral, utilization of services within our Part C system

● A vetting process was developed for the Infant and Early Childhood Behavioral Health workforce

● To date, 90 people have been trained as part of peer learning communities and 39 mental health professionals are in training to gain new expertise in infant mental health

● Requested an appropriation bill to support the building of the IECMH system to potentially be included in the Governor’s package

Responding To a Growing Demand for Data

The pandemic increased the urgency of calls for clear, targeted, and rapid data on family needs, and the reach and effectiveness of strategic efforts. That urgency remains with the Early Learning Act / Ready Keiki efforts, and the call for more insight and analysis on several aspects of early learning. ECAS has been one of a few groups responding to the need for better data and information. These efforts have included:

Community Profiles and Data Dashboards

Team 4 has initiated an early childhood community profiles project to establish an evidence-informed understanding of key measures of child wellbeing to: identify areas of greatest need, establish an evidence base for team strategic decisions, and provide a baseline for evaluating progress on team efforts. With generous funding from the Early Childhood Funders Hui, the project is well underway. Profiles for Maui and Hawaii counties - including extensive narrative reports, & tables of key

indicators, will be completed in January 2023. Planning for the Kauai and Honolulu County profiles is underway, and production should begin in the first quarter of 2023.

ECAS childcare industry dashboard & alignment with Executive Office on Early Learning data efforts: Drawing upon information collected by PATCH and DHS, the ECAS childcare dashboard tracks facility closures, capacity, vacancies, seats lost and industry needs. The dashboard is updated quarterly (and is available here). ECAS also has been working closely with EOEL to align data efforts, prevent duplication, agree on best data sources, and help to address key strategic questions. ECAS & EOEL dashboards are based on a shared architecture and database and are developing in tandem.

Support And Scale Niche Innovations

Perinatal Substance Use Treatment Work (Makua Allies)

This pilot has proven to be extraordinarily successful in demonstrating the effectiveness of peersupport expertise in both keeping moms in treatment and keeping babies out of child welfare. It’s cutting edge nationally and when we talk about “user-driven design,” it walks the model. We have the right partners, government and non-government funding and opportunities to scale this next year. Reaching hardest to reach families is quite difficult and often cost prohibitive. This team has done a beautiful job.

Ka ‘Upena Shared Services Model

Many childcare providers are overwhelmed by the deluge of administrative needs required to stay in business. Providing centralized, shared services can relieve these administrative challenges and keep existing providers in business, as well as support potential providers with the start-up and early to ongoing stages of business operations.

Ka ‘Upena is a two-year shared-services pilot, with a planned cohort of 15-20 family childcare and small center-based providers.

As of year-end 2022:

• Administration of the project was successfully transferred from ʻAʻaliʻi Alliance to PATCH in February and a Coordinator was hired to oversee project activities

• There are currently 23 participants enrolled in Ka ‘Upena, 17 have completed onboarding, 6 are actively onboarding, Participants have an average of 16 years of operating experience and currently have an average enrollment of 5 children in their programs.

• Four providers that have been using the CORE program for some time and had not been previously trained on the billing features, are now trained, and beginning to utilize the billing functions. Providers are beginning to use more features such as uploading documents to the document store and ensuring they have all the documentation related to their business in their electronic files for easy reference and better file management.

• Two Child Care Licensing workers are testing the back end of Alliance Core to review children’s file prior to going out for a site review. Demonstration of Alliance Core has been provided to all CCLW units statewide.

• Alliance Core has been updated to include for Hawai`i providers input for TB Test completion date under immunization in Online Enrollment Child Page.

• Efforts continue to reduce workload and create efficiencies in providers’ participation in, and the administration of the CACFP. Activities include working out a system for sending full USDA

CACFP Reports from CACFP participants to the USDA Food Program Manager and working on a USDA CACFP sponsor page. However, system changes/enhancements were completed to allow attendance sheets to be sent directly to the CACFP Manager.

• Learning Community meetings were conducted on 9 topics

Family Child Care Pathways

ECAS and partners continue to support Windward Community College (WCC) in their ongoing effort to create an educational pathway that focuses on the business-specific knowledge and skills needed by potential family childcare providers to start and sustain childcare businesses and careers. Components of the Pathways project include the development and delivery of business training and specialized curricula for potential providers on opening and operating home-based childcare programs, and the provision of student incentives, such as business/financial tools and funds to acquire materials or make improvements to the childcare areas in their homes.

A Family Child Care Essentials Certificate program was developed in which participants complete 10 Family Child Care related trainings offered through the PATCH training website, as well as an 8-part online, on-demand training series, participate in monthly community-of-practice meetings, and have access to one-on-one practice- based coaching sessions with the Program Coordinator.

As of year-end, 2022:

• There were 5 active participants in Cohort 2, with 3 completing. Two rolled over into the 3rd cohort. The 3rd cohort ended with 6 active participants with 2 rolling over into the 4th cohort, which is scheduled to begin on January 25th, 2023.

• The certificate format was adjusted to a 17-week program that alternated between live zoom sessions and on-demand training, to better meet the needs of participants.

• Efforts continue by Windward Community College to provide elective-based credit hours for participation in the FCC Essentials program and to establish an articulation pathway for program participants into a Human Development and Family Services degree program, which is under development at the College.

• Windward Community College is working with funding and support from Kamehameha Schools to provide stipends and incentive grants for program participants. Individuals may receive up to $900 in stipends for participation, and certificate-completion grants of $1,000 to use towards their family childcare business needs. Participants must complete additional criteria to receive the $1000 completion grant. This criterion has been met by 3 participants so far.

Words Matter-LENA

Words Matter - LENA efforts are designed to strengthen early childhood language & literacy development, promote family attachment, and school readiness, and strengthen FCC and center-based language environments. At the center of the LENA (Language ENvironment Analysis) intervention is a small ‘talk pedometer’ that counts the number of words a young child hears and the number of conversational exchanges between young children and adults. The data collected through the counter is shared with parents and educators to help them recognize and strengthen the language environment in which young children are growing and developing.

LENA programming was completely overhauled during the pandemic so that it could be delivered virtually. Thanks to the hard work of our implementation partners on Oahu and Maui, and the leadership and coordination of Family Hui Hawai`i, as of December 2022, 315 families in Hawai`i have participated in Words Matter / LENA programs.

Aloha at Home

Building on the Safe and Nurturing Families Framework developed by Action Strategy’s Team 2 in partnership with the FrameWorks Institute, The Aloha at Home effort has grown to include a portfolio of efforts to support safe, secure, and nurturing families. These efforts include the creation and expansion of the Aloha at Home - family support boxes. Team 2 partner organization are serving as the first set of recipients for GIA ʻOhana Toolkits (64 boxes deployed by Dec 2023) and as conduit to Community Events where Aloha at Home is conducting outreach. The team has conducted evaluation of the pilot ʻOhana boxes and incorporated lessons learned in GIA implementation.

Investment

Philanthropic funding in support of early childhood initiatives continues to grow through the Early Childhood Funders’ Hui. The Hui made grants totaling close to $2M in 2022. There have also been significant increases in both State and County funding for young children (over $210M in Statefunding and between $16-20M in County-funding combined in 2022)

Projects that have recently received funding through the Early Childhood Funders’ Hui include:

- Waimānalo and Pāhoa Kindergarten Readiness Continua - MI-Home Midwifery Home Visitation Program - Breastfeeding Toolkits

- Words Matter LENA Early Literacy programs - Technology Gifting Program - Early Care and Learning Shared Services - Commit to Keiki Candidate Education - Family Child Care Pathways - Aloha at Home - Nurture Daily - The Integrated Infant Early Childhood Behavioral Health Plan - Nest for Families Text Support

- Contributions to the Child Care Grant Program - Makua Allies

Improve Alignment

Network Building

Many of our original Conveners remain in that role, and they continue to engage in professional development to strengthen their leadership capacity. The same is true for many network members, who have been active participants for the past decade.

Kindergarten Readiness Continuum

With leadership from ECAS team 6, conversations are underway in two communities (Waimānalo and Pāhoa) to develop aligned continua of community-based, early childhood and family supports, so that all children reach kindergarten healthy, safe, and ready to thrive in school. In effect, the continuum

effort creates the conditions for community partners to align their efforts around a results / accountability strategy centered on early childhood wellbeing.

- In 2022, the collaborative held conversations with early learning community members, HI_DOE leadership, and more than 50 stakeholders in these two communities to discuss the kindergarten readiness continuum

- Received grant funding from 3 private foundations and 1 county government, nearly sufficient to continue design and implementation efforts for the next four years

- Convened design teams in these communities, and began identifying key goals & partners, and beginning to develop action plans

Strengthen Cross-Sector Leadership

All Network Meeting, Fall 2022

ECAS convened our first in-person All Network Meeting (ANM) in November 2022. This was an exciting opportunity to gather as concerns about coronavirus safety were receding. The wellattended meeting centered on a review and celebration of the Early Childhood Action Strategy Network’s first decade of action and set the stage for a discussion of how the lessons learned over the past decade suggest a strategic direction forward for the network. Preparing materials and activities for the ANM helped to strengthen our focus on key indicators of early childhood development and wellbeing, and core related ECAS network efforts over the past decade.

Materials are available online: www.hawaiiactionstrategy.org/all-network-meetings

Effect Policy

Commit to Keiki

Made possible by significant financial support from the Early Childhood Funders Hui, the Commit to Keiki initiative places the wellbeing of young children front and center in Hawai`i’s electoral politics and public policy.

In 2022, ECAS continues to work actively with the offices of Honolulu Mayor Rick Blangiardi and Hawai`i County Mayor Mitch Roth in order to build strategic agendas, develop new staff positions, and prioritize efforts to support the wellbeing of young children and their families in funding decisions.

To date, key developments include:

- Hawai`i County has hired Angela Thomas (ECAS Team 4 co-convener) as Early Childhood Resource Coordinator and has committed $7M in funding to strengthen early childhood care and learning, and the childcare industry more generally, in Hawai`i County, including support for the Pāhoa Kindergarten Readiness Continuum

- Hawai'i County has identified an additional $5M in funding for youth mental health services, and plans are underway to ensure that a share of this funding is dedicated to infant and early childhood mental health

- Honolulu County has hired Ted Burke (ECAS Team 5 co-convener) as Early Childhood Resource Coordinator

- Honolulu County is launching a childcare and affordable housing co-location project in Kunia

- Honolulu County is standing up a permanent housing project for domestic violence survivors and their keiki

- In 2022, the Commit to Keiki initiative facilitated candidate forums and desk-side briefings, updated the Commit to Keiki website to reflect gubernatorial efforts, and launched a social media campaign and key messaging efforts. Additionally, the initiative:

- Published statewide polls

- Provided information to gubernatorial candidates on Hawai`i’s early childhood needs

- Conducted outreach among community partners and families

Engage in Legislative Policymaking

As in past years, Early Childhood Action Strategy participated actively in the legislative process during the spring 2022 session, guided by a policy framework developed at the start of the year. The ECAS policy framework outlines those strategic areas that have been prioritized for advancement by the ECAS network. The framework has been aligned to team and network goals and is intended to guide legislative agendas and policy recommendations for furthering Hawai’i’s progress towards a comprehensive system of care for our keiki and ‘ohana.

Expanded Advocacy Efforts

ECAS recommendations for Hawaii’s new, 3-year state plan for the Child Care and Development Fund (CCDF) included suggestions for ways to support the maintenance and expansion of the childcare industry, are focused on expanding the workforce, strengthening provider quality measures, and increasing the share of families able to access subsidies. ECAS also participated in multiple meetings with DHS and Ernst and Young consultants about priorities for childcare provider stabilization grants and expanded CCDBG funding with a focus on family childcare capacity-building and improvement of childcare subsidy reimbursement via alternative rate-setting methodologies.

The 2022 Legislative session was marked by strong alignment, coordination, and collaboration among early childhood advocates across the ECAS network and benefited from critical groundwork laid in the last several years, heightened awareness of the needs of children and families emerging from the COVID pandemic, and a significant state surplus making resources available for investment. In many ways, the 2022 session proved to be a game-changer for families with young children. The legislature adopted measures that will improve the health, safety, development, and early learning of Hawaiʻi’s youngest keiki. ECAS salutes the hard work of both the Executive Branch and the Legislature in advancing key measures across all these domains.

In particular, we note the successful passage of the following bills:

- Postpartum Medicaid Coverage Extension, $5.8 million appropriation (HB1600)

- Medicaid adult dental benefits, $8.8 million appropriation (HB1754)

- Residential programs that allow minor children to remain with their mothers during mental health, drug treatment, etc., $200,000 appropriation (SB2641)

- Earned Income Tax Credit and living wage bill (HB2510)

- Children and Families of Incarcerated Individuals, $420,000 appropriation (HB1741 and HB1600)

- Family Resource Center Pilot Program, $300,000 appropriation (SB3111 and HB1600)

- Newborn Hearing Screening and Vision and Hearing Screening bills (HB986 & HB987)

- Establishment of the Office of Wellness and Resilience, $894,528 appropriation with six positions (SB2482)

- Expansion and improvement of the Child Care Workforce Registry, $80,000 appropriation (SB2700)

- DHS Child Care Grant Programs bill (SB3110)

- Expanded funding for preschool facilities, $200 million appropriation (HB2000); and

- Restoration of funds to the Preschool Open Doors program, increase of $6.96 million to appropriation (HB1600)

Taken together, this set of measures reflects a whole-child and whole-family perspective that is consistent with the goal of ensuring that all young children develop to their full capacity and reach school ready to thrive. Making this vision tangible through policy is consistent with Hawai`i’s historical commitment to ʻohana as the foundation of strong communities.

Activities and Targets by Teams

Key Activities in 2022, and Targets for Q1 & Q2, 2023

The following tables report in depth on the activities and achievements of each of Action Strategy’s six teams and backbone in 2022. In addition to activities and achievements, the table includes:

- Each team’s self-assessment of their progress on each of their strategies, indicating whether their efforts are on track, moving slowly, stalled, or ended

- Next steps planned for the work over the next six months

- Important lessons learned, unexpected developments, or stories to tell

ECAS TEAM 1

STRATEGY ACTION ITEMS

1. Improve systems of care and support for perinatal people with substance use disorder (PSUD) and their infants

● Implement a PSUD peer support demonstration project (Makua Allies) to increase bonding and successful completion of CWS service plan among perinatal people with SUD

● Develop and implement training for Hawai‘i Coordinated Addiction Resource Entry System (CARES) staff

● Collaborate to write ADAD State Plan chapter on Pregnant and Parenting Women (PPW)

STATUS NEXT STEPS / NOTES

ON TRACK

● Expand Makua Allies (PSUD peer support) to neighbor islands (Hilo/Big Island in 2023); formalize program procedures and process, including evaluation

MOVING SLOWLY

● Develop and implement a curriculum on how to better address the needs of pregnant and parenting women (PPW) in Hawai‘i Coordinated Addiction Resource Entry System (CARES)

● Create action plan for implementing recommendations in ADAD State Plan, PPW chapter

ON TRACK

● Conduct One Key Question (OKQ) training through Power to Decide

2. Increase access to contraception and promote reproductive life planning

● Start developing sustainability plan for reproductive life planning (RLP) training for Hawai‘i

● Investigate and resolve barriers that prevent (same day) access to LARC/contraception of choice in multiple settings

● Improve decision-makers’ understanding of special populations (e.g., PPW, dual diagnosis) and appropriate reimbursement rates (and length of stay) for genderspecific/responsive treatments

● N/A, see following item (shifting from OKQ to RLP)

COMPLETED

MOVING SLOWLY

ON TRACK

● Outline a sustainability plan for RLP in Hawai‘i primary care settings

● For contraceptive access issues, create list of different settings that require investigation, determining barriers (e.g., pharmacy, inpatient, outpatient, FQHC, P4P PCP)

● Explore adolescent confidentiality strategies/policy options with stakeholders

●

ON TRACK

ON TRACK

● Continue work with DOH and HIPHI to implement Health Equity grant activities

MOVING SLOWLY

● Engage with community members and insurance providers to enhance reimbursement for lactation support [Lactation Access Transforming Communities of Hawai‘i (LATCH)]

● Planning next phase of focus groups, surveys, and engagement with payers

● Create “key components and lessons learned” document on insurance confidentiality issue; gather perspectives from youth, health care providers, insurance companies, and legislators 3.

● Assess current hospital maternity care practices, barriers, and training/technical assistance needs; Conduct a review of existing maternity care hospital recognition programs across the nation and make recommendations for incorporating culturally relevant practices into the Hawai‘i recognition program

● Conduct a baseline needs assessment to identify policy, systems, and environmental (“PSE”) level breastfeeding interventions

ECAS TEAM 1

STRATEGY ACTION ITEMS STATUS NEXT STEPS / NOTES

4. Improve quality of care and community resources and supports for perinatal people

5. Collect, analyze, and disseminate data to inform the work of the team and its partners, and explore opportunities to reduce infant morbidity and mortality

6. Improve communication on partners' policy efforts focused on maternal, infant, sexual and reproductive health, and health disparities

● Inventory existing community resources and support measures for families after pregnancy and birth complications

● Advise on blood pressure cuff pilot

● Collect and present publicly available maternal and infant health data for Hawai‘i and relevant literature

● Coordinate HMIHC requests for aggregate vital statistics data from DOH

● Complete strategic plan update with performance measures and targets, with focus on disparities

● Explore infant morbidity and mortality opportunities with safe sleep and other stakeholders

ON TRACK

● Inventory existing community resources and support measures for families after pregnancy and birth complications

● Collaborate with Keiki Central to optimize pregnancy and postpartum related categories and resources

ON TRACK

● Advise on blood pressure cuff pilot; review results and discuss implications/next steps

MOVING SLOWLY

ON TRACK

● Discuss disparities data for relevant performance measures

● Develop workplan for 2023 objectives

● Complete SMALLIFY training with focus on Core Team development and HMIHC visioning/futures thinking

● Network with infant health and safety partners across islands to assess gaps and opportunities for collaboration

MOVING SLOWLY

● Support efforts to expand Medicaid coverage from 60 days to 12 months postpartum

● Create policy priorities “Wishlist” to share with interested policymakers

ON TRACK

● Follow up on implementation of Medicaid postpartum extension (and PHE unwinding)

● Protect abortion providers and patients, and abortion access in Hawai‘i, through legislation

● Explore barriers and potential solutions to SRH/abortion care training and provider shortages, including creation of Abortion Access Coordinator

ON TRACK

ECAS TEAM 2

STRATEGY ACTION ITEMS

● Develop and continue to refine the Aloha at Home: Nurture Daily Framework, based on: ○ 5 Frameworks Themes ○ 5 Protective Factors ○ Sequenced roll-out ○ Cultural responsiveness

● Secure resources and establish infrastructure for rollout and implementation of framework and associated action plan

STATUS NEXT STEPS / NOTES

ON TRACK

● Continue to develop messaging mainly in support of current GIA and HCF funding into 2023, focusing for Year 1 on Serve and Return messaging, ALOHA values, and protective factors

● Lessons learned: families are appreciating A@H messages and enthusiastic toward receiving more information

1. Develop Safe & Nurturing Families framework

ON TRACK

● Roll-out framework with early adopters – DHS, WIC, Head Start, Zero-to-Three Court ON TRACK

● Assuming Honolulu Grants in Aid funding is received, participate in community events, and conduct social media activities on framework, and roll out toolkits via partnering service-provider organizations to families on O ʻahu.

● Pursue additional funding to support roll-out and activities in neighbor islands

Develop 5-year, sequenced messaging plan based on Aloha at Home framework that appropriately scaffolds from one theme to next

Develop culturally appropriate messaging content built on the components of the Aloha at Home framework (themes, protective factors, etc.)

Develop materials/collateral for use in messaging efforts (photos, graphics, logos, etc.)

ON TRACK

● Pursue additional funding opportunities, particularly to expand upon Honolulu work and support implementation on Neighbor Islands

● Team 2 orgs/agencies will continue to serve as partners in distribution of GIA ʻOhana Toolkits;

● HCTF capacity building funds were not secured so capacity building will be included as much as time permits under GIA funds, though at an as-needed level to support GIA activities only

● In 2023, GIA will deploy a total of 500 ʻOhana Toolkits, 120 community event toolkits, participate in 12 community events, and post at least 4 social media messages, activities, or contests each month

ON TRACK

● Continue identifying and applying for grant opportunities to expand reach of initiative to neighbor islands

MOVING SLOWLY ● Transition from Frameworks Theme 1 - Serve and Return to Theme 2 - Breakdown of Serve and Return over the course of 2023-2024

ON TRACK ● Continue with same

ON TRACK

Obtain funding and develop additional graphics and more photography

Continue with website buildout and enhancements

Increase social media following and driving of users to website

ON TRACK

Develop and expand the Aloha at Home “Ohana Boxes” (family toolkit) effort, sharing materials directly with families to strengthen their positive interactions in

Participate in monthly community events ● Increase service-provider partnership with GIA and possibly neighbor-island implementation and promotion of Aloha at Home messaging

ON TRACK ● Distribute boxes via GIA and expand distribution to neighbor island

ECAS TEAM 2

STRATEGY ACTION ITEMS

the home and provide resource information on support services to meet their needs

● Engage with partners to better understand the needs of families and to inform development of messaging, website, social media, and toolkit contents (e.g., Hooikaika Partnership and ECAS Fatherhood workgroup)

● Work with service providers to create a pipeline for toolkits to go to families with greatest needs (via Honolulu GIA and HCTF funding, if received)

● Continue to build out the website and expand into social media

● Expand the reach of the program via scaling & replication, with modifications based on lessons learned from the prototype (developing an iterative feedback & learning loop)

● Engage with service providers to strengthen the care and response safety net

● Develop provider-focused, informational and resource content for the Aloha at Home website

STATUS NEXT STEPS / NOTES

ON TRACK

● Continue with same

ON TRACK

● Continue with same

ON TRACK

MOVING SLOWLY

MOVING SLOWLY

● Continue with same

● Conduct evaluation of Honolulu GIA to inform scaling and replication plan

● Continue with alignment conversations and efforts via Team 2 meetings and GIA partnerships

● Continued to build out the website and create additional content to support service providers

MOVING SLOWLY

3.

● Develop and provide trainings on the Aloha at Home framework, (protective factors, themes, messaging, etc.), family toolkits, and how to use the toolkits with families

● Support and facilitate access to expanded professional development opportunities related to family strengthening, the 5 Protective Factors, and family violence

● Gather materials from service providers to incorporate into Aloha at Home messages, website, and activities

● Funds permitting, share Aloha at Home activities and framework with service providers (e.g., training); funds not permitting, continue to use Team 2 as the primary venue for rolling out service provider development)

● Build out family-referral component of website, spotlighting service providers for families seeking resources and assistance

●

MOVING SLOWLY

● Working on this as part of GIA activities and service provider partnerships for 2023. Considering development of overview or orientation video in additional to interpersonal meetings/trainings.

STALLED

MOVING SLOWLY

● Need to develop plan

● Planning to build out service-provider information on website, spotlight providers via social media, and include partner resources in Toolkits for 2023.

MOVING SLOWLY

● As part of GIA, considering development of overview or orientation video in additional to interpersonal meetings/trainings.

Develop family strengthening core competencies and training for early child practitioners/ service providers

STRATEGY ACTION ITEMS

● Continue to support and encourage expanded professional development opportunities related to family strengthening or with content related to the Aloha at Home framework

STATUS NEXT STEPS / NOTES

● Continue with same

● Increase awareness of families and service providers of resources and support services for families via Aloha at Home activities, messages, and website content

MOVING SLOWLY

● Facilitate connection and partnership with IVAT, including possibility of presenting at annual Hawaii conference

● Planning to build out service-provider information on website, spotlight providers via social media, and include partner resources in Toolkits for 2023.

4. Create a support system that connects families to programs from the prenatal period through childhood

● Expand capacity of service providers/professionals to engage families around family violence and creating safe and nurturing homes and to refer families to support services

● Ensure all family-strengthening resources are included in information and referrals provided to families

● Create spaces and opportunities for relationshipbuilding between families to expand healthy social support networks (e.g., online, and in-person events and activities bringing families together)

●

5.

●

● Strategize to increase advocacy and engagement related to family violence prevention/intervention policy measures (based on overall poor/disappointing outcomes for 2022 Session)

MOVING SLOWLY

● Build out family-referral component of website, spotlighting service providers for families seeking resources and assistance

● Co-design content (interview/talk story) with service providers that can be used monthly on websites and social media to highlight their orgs and programs.

STALLED

● Need to develop plan

STALLED ● Need to develop plan

STALLED ● Need to develop plan

● Identify legislative priorities for 2023 Session related to family strengthening

ON TRACK

● Serve as key informants and champions for priority bills/ measures and contribute to testimony and advocacy efforts for the 2023 Session

● Identify legislative priorities for 2023 Session related to family violence prevention and intervention

ON TRACK

● Serve as key informants and champions for priority bills/ measures and contribute to testimony and advocacy efforts for the 2023 Session

● Develop updated briefs

ON TRACK

● Engage in ongoing Commit to Keiki activity related to family violence prevention/intervention policy pilar

ECAS TEAM 3

STRATEGY ACTION ITEMS

STATUS NEXT STEPS / NOTES

1. Create a Screening/Referral /Utilization feedback loop within the medical home model

● Engage families in learning about typical developmental milestones in bite-size family-friendly pieces supported by tangible follow up activities to practice what was learned.

● DOH will contract Family Hui to help conduct presentations on CDC Act Early materials. Family Hui will conduct presentations on the CDC materials (books, app, handouts) to promote child development to Team 3 participants as requested.

● DOH to draft screening process maps on developmental, hearing, and vision screening to share with Team 3 and other stakeholders

● Promote families’ understanding of medical home

2. Increase the number of children enrolled in a medical home

3. Embed childhood obesity prevention best practices into the early childhood system

ON TRACK

● Aligning with Hearing and Vision Screening reports to support recommendations on training, quality assurance, and data collection.

● Consulting with partners on social determi nants screening.

ON TRACK

● Family Hui presented on Hawaii News Now morning segment “Keiki Talk”https://www.khon2.com/wake-up2day/keiki-talk-marking-milestones/

ON TRACK

● Maps updated in 2020 and need to be posted on ECAS website

STALLED

● Promote use of telehealth through technology. Make sure families have access to technology and participate in program partner activities that promote support through virtual/online engagement STALLED

● DOH working on an agreement with Med-QUEST for data on # of telehealth visits to share and discuss with Team 3. Data will include a comparison of well child visits conducted in-person vs. through telehealth

● Assess current levels of implementation of early childhood obesity prevention best practices and evaluate on-going progress

● Need to regroup with Team 3 to discuss best strategies for working with families

● Need to find Data on telehealth vs. in-person visits.

● DOH to check on status of request

STALLED

● Continue to evaluate ongoing projects and collect information on how the work has impacted its intended communities more intentionally.

MOVING SLOWLY

● Close out activities and reporting from Year 4 of the Healthy Kids, Healthy Future Technical Assistance Program

ON TRACK

● Continue to meet with and convene stakeholders to assess areas of success as well as opportunities for improvements.

● Determine how best to track assessments and evaluations and share that information with others.

● Several Year 4 contracts have received extensions into 2023. Continue to support subcontractors in implementing a Farm to ECE Community of Practice and develop an online, asynchronous introductory Farm to Keiki training for ECE providers.

● Close out activities and reporting from Year 4 of the Health Kids, Healthy Future Technical Assistance Program.

● Provide a final report to Nemours Children’s Health on activities funded in Year 4.

STRATEGY ACTION ITEMS

● Develop and implement a Year 5 action plan for Healthy Kids, Healthy Future Technical Assistance Program to embed childhood obesity prevention best practices into ECE systems and settings

STATUS NEXT STEPS / NOTES

● Complete subcontracting with several ECE stakeholders to implement activities identified in the Year 5 HKHF TAP action plan.

● Support HKHF TAP Year 5 subcontractors to achieve their contract deliverables focused on embedding physical activity and nutrition best practices into ECE settings.

ON TRACK

● Host an in-person ECE stakeholder meeting to celebrate successes and identify next steps to continue work after HKHF TAP ends.

● Close out activities and reporting from Year 4 and 5 of the Healthy Kids, Healthy Future Technical Assistance Program

● Develop shareable materials (i.e., presentation, one pager etc.) and data dissemination plan for Hawai‘i ECE Children’s Health Survey results

● Promote Infant and Early Childhood Behavioral Health plan and environmental scan of resources and share with stakeholders.

● Review and discuss updates to IECBH Plan and decide on role of team and individual members

● Discuss family-friendly terms to reduce stigma on the term “mental health” in partnership with DOH and a communications team

4.

● Support implementation of LENA programs, which facilitate social emotional development, attachment and parent-child engagement through interactive talk and reading together.

● Expand LENA Grow coaching support to Family Child Care providers through an upcoming family childcare conference provided by the DOH. Increase family engagement and partnerships between FCC providers and their families

STALLED

● Connect with a new DOH Child and Youth Specialist once hired and determine if there is capacity to re-engage in this project.

● Need to determine the purpose of focus groups

STALLED

COMPLETED

MOVING SLOWLY

● Posted to the ECAS website

● Check with CAMHD on mental health terms

ON TRACK

● A broad range of partners have expressed interest in implementing, but currently there are not funds available for 2023 outside of the CLSD grant

● Complete Grow 10 week coaching with 2 FCC providers from Fall 2022 on Oahu

ON TRACK

● Expand direct family participation in LENA Start and Home programs

● Expand LENA SP participation through EIS

● Recruit and complete Grow 10 week coaching with 2 additional FCC providers on Oahu and 4 FCC providers on Maui

● These efforts are currently on track, but they will not continue without on -going funding outside of the CLSD

STALLED

● The logistics and time burden on FCC providers in our plan proved overwhelming; We are regrouping to reconsider alternative strategies

ON TRACK

● LENA will continue to be used by EIS in support of the children they serve (with grant support through the CLSD grant)

Promote social and emotional health of infants and toddlers

STRATEGY ACTION ITEMS

● Increase share of income eligible families applying for childcare subsidy support

● Partner with the DHS Child Care office to revise childcare subsidy administrative rules

STATUS NEXT STEPS / NOTES

MOVING SLOWLY

● Engage businesses in supporting employee access to childcare via events or childcare related legislation STALLED

● Strengthen and expand support for FCC providers, including accreditation support

ON TRACK

1. Increase access of children (birth through 3 years) to quality early care and education services by addressing policy/ regulatory/ funding barriers, supporting quality- improvement and capacity-building activities, and engaging new partners/ advocates from other sectors of the community

● Support growth of IT workforce and small business start-ups for IT care via needs assessment research/studies ON TRACK

● Support funding, materials development and activities for existing family outreach, education, and engagement efforts (e.g., Little Minds Matter, Vroom, Family Hui) STALLED

● Advance cost-estimation study in partnership with HECAA efforts MOVING SLOWLY

● Develop issue brief on I/T care in the context of PreK expansion

● See cost-estimation and policy/advocacy activities, detailed below

● No plans developed yet

● Support further growth of Shared Services and potential transition to more sustainable funding by DHS via CCDF

● Facilitate funding via Funders Hui memo/proposal for Shared Resources, as extension of Shared Services model, to provide expanded benefit options to FCC ʻs and small centers

● Advocate/lobby for funding and services to support provider accreditation efforts

● See I/T workforce activities, detailed below

● No plans developed yet

● Study delayed by TA issues and consultant availability but currently projected to move forward in 2023; co -leads to participate in the advisory or workgroup once study effort launched by HCAN

● Complete brief in Q1 of 2023

ON TRACK

● Deploy survey exploring families’ I/T childcare preferences and key barriers constraining choice MOVING SLOWLY

● Work on admin/policy issues impacting family childcare capacity and I/T workforce development

● Conduct crosswalk of I/T teacher experience requirements in other states

● Develop admin-rule change recommendations and/or pilot waiver proposals for expanding I/T experience qualifications

● Identify strategies for addressing land use/zoning barriers to FCC capacity (Honolulu)

ON TRACK

● Convene workgroup to hear presentations from KS (and possibly HCAN) about survey findings

● Explore possibilities for scaling KS effort beyond Hawaii island or otherwise obtaining statewide data on I/T childcare preferences and barriers

● Complete more comprehensive state crosswalk of I/T teacher requirements

● Help convene and coordinate work group to develop immediate alternatives and longer-term strategies for meeting I/T center-based staffing requirements

ECAS TEAM 4

STRATEGY ACTION ITEMS

● Work with HCAN on advancement of general I/T issues articulated in EHS Policy Agenda

● Expand the number of EC programs/ settings supporting children experiencing homelessness

STATUS NEXT STEPS / NOTES

● Engage in advocacy/lobbying for HECAA infant/toddler legislative measures in 2023 Session

ON TRACK

● ○ I/T wage-supplement measure

● ○ Contracted I/T subsidy-slots measure

2. Increase access for children in unstable housing to early care and education programs and services

● Expand the number of enrolled children experiencing homelessness in EC programs/ settings

MOVING SLOWLY

● Continue to meet with Early Learning Navigator to support goals around outreach and public awareness/training that will help increase the enrollment of more B-5 children experiencing homelessness into EC settings or connecting them to health and other resources

● Support/promote utilization of a new HS Referral app between McKinney-Vento liaisons and HS/EHS staff that will enable more timely referrals and enrollment of B-5 children experiencing homelessness into HS/EHS and other childcare settings

MOVING SLOWLY

● Leverage existing data sources to gain a clear picture of where to target services for homeless children STALLED

● Raise awareness about child homelessness/ Increase public awareness about young children experiencing housing instability

● Develop a systematic data collection tool/methodology for assessing numbers of children, birth to five, experiencing homelessness and numbers being served in EC programs/settings

● Work with new B-5 Navigator to support EHCY in efforts to connect more children experiencing homelessness to EC programs/settings

● Identify possible policy recommendations and use newly published ELH brief as source document to establish need

● Work with Partners in Care on Oahu and initiate partnership with Bridging the Gap (BTG) Continuum of Care on Neighbor Islands

● Reconvene Data subgroup to develop and implement data collection methodology to assess numbers of children, birth to five, experiencing homelessness and numbers being served in EC programs/settings

MOVING SLOWLY

● See row above

● Meet with HIDOE EHCY staff to identify which complex areas seem to have high numbers of students experiencing homelessness enrolled

● Work with the EHCY Early Learning Navigator to do more public awareness building through workshops, conference presentations, and development of collateral materials

STALLED

● Meet with ECAS Data Support staff, HIDOE EHCY staff, Partners in Care Data Specialists, and others to identify strategies to improve data collection methods

● See above

MOVING SLOWLY

STALLED

ENDED

● Review document recommendations to identify possible action for 2023

● Defer this to the EHCY Early Learning Navigator

● Convene Data subgroup in Q1 to determine how to move forward on this action item

STALLED

ECAS TEAM 4

STRATEGY ACTION ITEMS

3. Increase the positive involvement of fathers and other men in the lives of young children

● Fatherhood Engagement strategy is stalled for the time being.

STATUS NEXT STEPS / NOTES

● T4 conveners and key sub-group leads are meeting to plan a strategy to merge the Fatherhood and Family Engagement subgroups and align their priorities

STALLED

4. Strengthen and integrate county and island-level early childhood systems and networks across Hawai`i

● Extend the networking effort to other counties & islands

● Complete early childhood profiles for Maui, Hawaii, Kauai and Honolulu counties

● Onboard Honolulu and Kauai and begin convening County coordinators/staff for all islands

● Establish work plan and targets

●

● Expand the number, type, and quality of info of neighbor-island resources and services included in revamped/ retooled Keiki Central

● Increase parent engagement in a child’s life, and encourage program supports and family partnership

ON TRACK

● Continue the momentum of the counties engagement and prioritization of early childhood by providing ongoing networking of county coordinators.

MOVING SLOWLY

● Maui Community Profile Draft submitted 12.1.22. Team to review and determine needed revisions by 12.7.22

● Timeline pushed back to complete Kauai & Honolulu County profiles

● County Coordinators continue to meet & have created a valuable presence at statewide meetings

ON TRACK

MOVING SLOWLY

STALLED

5. Increase access to services for family engagement and parent leadership

● Improve/access of the supports available for programs and families to develop healthy partnerships STALLED

● Use technology to efficiently connect families and providers to early childhood services and resources across the islands

● Develop a better understanding of what types of early childhood services and resources families are seeking and where, to inform how partners can fill gaps

● Expand the focus of fatherhood engagement opportunities to include early childhood

● Working on a strategy

STALLED

STALLED

ON TRACK

6. Use technology to efficiently connect

● Create a revised Keiki Central platform, focused on programs and services for keiki prenatal to age 8, linked to AUW 211 database. The platform will include maps by zip code and text, email, phone, and interpretation support from the 211 team

ON TRACK

● To be added to Family Engagement workplan (from fatherhood engagement subgroup)

● Contracted with Site Savvy. Working with AUW211, CARES Line partners and Keiki Central subgroup to complete by March 1st, 2023

ECAS TEAM 4

STRATEGY ACTION ITEMS

STATUS NEXT STEPS / NOTES families and providers to early childhood services and resources across the islands

● Ensure that Keiki Central is linked to PATCH, DHS and Center on the Family childcare maps ON TRACK ● Will continue to meet in 2023 as needed ● Explore data sharing agreements between EOEL and PATCH, ensuring that childcare and preschool data can be accessed in one place ON TRACK ● ECAS not convening these meetings ● Fundraise for initial build out of Keiki Central and Y2 expansion of Center on the Family maps and to secure sustaining funding sources COMPLETED ● This priority can be removed from the workplan because Keiki Central is fully funded. ● Conduct statewide outreach to programs and services to make sure they are listed in the 211 database and the PATCH/DHS database MOVING SLOWLY ● Working on a strategy for 2023 ● Once completed, advertise, and promote the use of Keiki Central, PATCH, DHS, and Center on the Family maps statewide MOVING SLOWLY ● Working on a strategy for 2023

ECAS TEAM 5

STRATEGY ACTION ITEMS

STATUS

Establish a sustainability plan ON TRACK

Create a CSPD marketing & outreach plan MOVING SLOWLY

Align integrated CSPD with state policies and other EC initiatives MOVING SLOWLY

Increase understanding of current EC workforce policies and initiatives COMPLETED

Align personnel standards across early childhood sectors MOVING SLOWLY

Finalize and implement Facilitation 101 modules

Host a stakeholder meeting with a focus on CSPD updates and feedback on the workgroup action plans COMPLETED

Finalize the Business Plan and secure initial funding for CSPD, with the priority being a CSPD Coordinator MOVING SLOWLY

NEXT STEPS / NOTES

Initiate the Training Registry MOVING SLOWLY ● Waiting on confirmation from DOE and DHS re CSPD Coordinator and Registry.

ECAS TEAM 5

STRATEGY ACTION ITEMS

● Develop sustainable mechanisms to collect and analyze data across all 6 subcomponents

● Secure funding for ongoing evaluation support, to include a sustainable process for collecting data overtime.

● Align state professional standards to EI-ECSE standards

● Establish definitions for certification, licensure & endorsement in Hawai‘i

2.

Adopt and integrate the EI-ECSE Standards

● Identify commonalities and gaps between current state and EI-ECSE standards across disciplines

● Choose strategies to address identified gaps

STATUS NEXT STEPS / NOTES

ON TRACK

● Will complete an outreach plan once more of the infrastructure is developed. Create a funding committee in Q1 2023

ON TRACK

COMPLETED

● Survey results will determine next steps. Will follow clear action steps from the Stakeholder meeting

COMPLETED

MOVING SLOWLY

● Host a stakeholder meeting with a focus on understanding and integrating the E IECSE standards into respective agencies

● Draft a plan for integration of EIECSE Standards across the system

● Identify Hawai‘i preservice preparation programs

3. Ensure preservice preparation programs across disciplines align to national professional standards

4. Ensure statewide systems for in-service PD and TA are aligned and coordinated across disciplines

COMPLETED

● Still need an integration and gap-fill strategy. Will reevaluate goals based on outcomes of the stakeholder meeting. Will set up annual review re cert/lic/endorsement

MOVING SLOWLY

COMPLETED

● Identify core competencies for each program MOVING SLOWLY

● Map coursework across programs

● Crosswalk preservice programs and curricula to EIECSE Personnel Standards & cross disciplinary competencies

● Revise workgroup Action Plans based on survey results

● Crosswalk of current training and TA initiatives that align across systems

● Develop rubrics to align PD content to the DEC Recommended Practices and six features of effective PD

● Develop family needs assessment

● Identify gaps in training

MOVING SLOWLY

MOVING SLOWLY

● Survey results will determine next steps. Will follow clear action steps from the Stakeholder meeting

COMPLETED

MOVING SLOWLY

● Survey results will determine next steps. Will follow clear action steps from the Stakeholder meeting

● Survey results will determine next steps. Will follow clear action steps from the Stakeholder meeting

MOVING SLOWLY

STALLED

COMPLETED

ECAS TEAM 5

STRATEGY ACTION ITEMS

STATUS NEXT STEPS / NOTES

● Address training gaps MOVING SLOWLY

● Revise workgroup Action Plans based on survey results MOVING SLOWLY ● Survey results will determine next steps. Will follow clear action steps from the Stakeholder meeting

● Develop comprehensive recruitment strategies using multiple data sources ON TRACK

● Identify current recruitment strategies COMPLETED

5. Recruit and retain staff across the EC system

● Assess the effectiveness of current recruitment strategies STALLED

● Conduct a systematic review of recruitment strategies ON TRACK

● Develop a list of effective recruitment strategies MOVING SLOWLY ● Revise workgroup Action Plans based on survey results COMPLETED ● Revise workgroup Action Plans based on survey results.

● Develop a CSPD logic model for team leads to follow COMPLETED

● Develop evaluation questions, identify data sources, methods, person responsible, timelines and milestones for the evaluation plan

MOVING SLOWLY

● Develop a checklist for milestone indicators STALLED

● Ensure evaluation plan is monitored and revised as necessary MOVING SLOWLY

● Use evaluation findings to inform state stakeholders, workgroup, practice inputs MOVING SLOWLY

● Develop a dissemination plan for products and materials developed by the subcomponent workgroups MOVING SLOWLY

● Secure funding for ongoing evaluation support, to include a sustainable process for collecting data overtime MOVING SLOWLY ● Need ongoing evaluation support

STRATEGY ACTION ITEMS

● Expand the # of implementing partners and sites on Oahu & Maui to serve more families

1. Implement Words Matter / LENA in diverse settings

● Offer a ‘double dose’ of LENA to children and families in Family Child Care settings on Maui. This is the first implementation of LENA programming that will reach children both at home and in their childcare setting

● Expand the # of implementing partners and sites on Oahu & Maui to serve more families

STATUS NEXT STEPS / NOTES

ON TRACK

● Leadership of LENA efforts is a joint effort by Teams 3 & 6. Additional reflections on LENA are shared on the T3 update.

● Funding constraints may limit LENA implementation to CLSD grant funded programs in 2023

STALLED

● The logistics and time burden on FCC providers in our plan proved overwhelming; We are regrouping to reconsider alternative strategies

MOVING SLOWLY

● Convene an Early Literacy Collaborative to develop a community of practice ON TRACK

● Define & identify effective early language & literacy development practices

MOVING SLOWLY

● Potential partners appreciate the coaching component of LENA (through FHH), but are reluctant to implement programs given severe staffing shortages

● Considering other key groups that need to learn about the efforts of T6 partners

● Team and conveners are considering the best path forward in 2023; how to support early learning centers and parents on the KEA; how to further engage parents to support their children’s early language and literacy development

2. Develop a pipeline of early language and literacy development efforts to communities of greatest need

● Strengthen links between family engagement & language / literacy development efforts

● Map the landscape of current early language & preliteracy development efforts

MOVING SLOWLY

MOVING SLOWLY

● Develop a prototype continuum in one community spanning the years from birth through early elementary school ON TRACK

● Initiate conversations with the Kaʻū -Kea ʻau-P āhoa Complex Area Superintendent ON TRACK

● Meet regularly with the CAS and school principals in both the Waim ānalo & KKP complex areas to build a shared understanding of the needs of the community, providers, and to identify gaps in the system of support that might be addressed by continuum partners

ON TRACK

● Determining next steps

● Uneven support (perhaps reflecting makeup of the team); Conveners meeting to determine next steps

● Ahead of schedule

● Meetings held with each CAS, HI_DOE Superintendent’s Office, and 40 – 50 stakeholders in Waim ānalo & Pahoa

● Pahoa design team meeting monthly

● Waim ānalo design team held first meeting December 16.

● Convene other needed partners

● Join community leadership tables to introduce the continuum idea and solicit engagement ON TRACK

● Attend Waim ānalo Neighborhood Board, Education Subcommittee meetings monthly (Q1-4)

● Hold monthly design team meetings in both Waim ānalo and Pahoa

ECAS TEAM 6

STRATEGY ACTION ITEMS STATUS NEXT STEPS / NOTES

● Establish a master agreement between ECAS (as lead intermediary association) and DOE to begin to implement the continuum, Q4

● This is a high priority for Q1 2023

MOVING SLOWLY

● Establish a clear understanding of sustainability for both continua MOVING SLOWLY

● Establish on-going communication streams

ECAS BACKBONE

PRIORITY STRATEGY

MOVING SLOWLY

● So far, the vision of sustainability is multi-faceted. All possibilities for instantiating the continuum efforts in ongoing funding and policy are currently on the table

● Establish a web presence (Q1 – Q2 2023)

STATUS NEXT STEPS / NOTES

● Spotlight successes and effective collaborations for 10year anniversary 2022 ON TARGET

● Communicate disparities in early childhood/`ohana outcomes, investments, resources, and access to services MOVING SLOWLY*

● Developed materials for All Network Meeting reflecting efforts of ECAS network and their relationship to key data trends. Those stories highlighted key components of ECAS effort over the past decade.

● Ongoing. There is a growing appetite for discussion of disparities across the network; underscored by the feedback received in the All Network meeting, evincing a desire for more insight into sub-group disparities.

● Communicate where the network has impacted systems change

MOVING SLOWLY*

MOVING SLOWLY*

● Limited capacity for strategic comms support; strengthening understanding of network efforts in a systems-change framework 2.

● Continued improvement across last decade; Good attendance in Strengthsfinders; more collaboration in policy and early learning spaces; collaboration among Commit to Keiki partners; Ongoing work

● Stronger collaboration with EOEL efforts; Looking to revisit a survey of key stakeholders about the effectiveness of the backbone.

● Ongoing: Would be good to develop an assessment of the confidence of network partners in working through difficult conversations. 3.

● Initiate difficult conversations as needed ON TARGET

ON TARGET

MOVING SLOWLY*

● All current logic models and TOC in a shared folder in Sync. T1 LM/TOC updating ongoing, T2-6 logic models/theories of change updated, outcomes & output tracking at various stages across teams;

● Progress has been made with certain teams and projects. Implementation currently on hold as we modify to reflect

ECAS BACKBONE

PRIORITY STRATEGY

STATUS NEXT STEPS / NOTES

a stronger systems change framework; revisit the central problem motivating each team's effort

● Design interventions/innovations to evaluate them to scale ON TARGET

● Identify significant instances of policy and systems change through SIPSI effort

● Develop/streamline reporting processes so that team updates, convener team updates, All-Network mtg updates and 6-month goals all draw from the same macro-system

● Monitor and track backbone strategies and activities

● Build a culture of risk and experimentation

ON TARGET

● developing an intervention for Waimanalo and Pahoa that would create a data-driven early childhood continuum

● More than a dozen examples to explore identified, development of related materials (post All Network meeting) underway in 2023

MOVING SLOWLY*

MOVING SLOWLY*

● We have a process that is understood and used by all conveners & backbone. Planning to test the process & product. Always looking for ways to upgrade; currently in revision

● In development

ON TARGET ● A number of prototypes have been developed

4.

Catalyze effective action through innovation and collaboration with diverse partners

● Incubate innovative opportunities and support scaling and sustaining of interventions MOVING SLOWLY*

● Hold more productive meetings as backbone and within the network

MOVING SLOWLY*

● Assess stakeholder engagement and whether the right people are at the right table, especially as we reengage in different ways in 2022 post-COVID19 STALLED

● Ensure engaged participation in meetings

● Scaling & sustaining niche innovations has still been difficult

● Dividing into 2 rows: backbone & teams. Working to improve our effectiveness

● Stalled for now; perhaps revisit with Wilder Factors survey

MOVING SLOWLY*

5. Encourage the increase and alignment of investments in early childhood with a focus on equity

● Increase funding commitments from EC Funders Hui

ON TARGET

● Several teams are on track. Overall level of engaged participation could improve.

● Recognizing that 2021 was an anomaly, the trend is in the right direction

● Advocate for increased funding via policy ON TARGET ● Efforts in 2022 supported this goal, outcomes TBD

● Facilitate government-nongovernment alignment in funding

● Alignment is growing, has not made its way to funders hui

MOVING SLOWLY*

6.

Articulate a coherent and prioritized policy strategy for ECAS

● Seek alignment with key network partners on both ECAS Policy Agenda and Commit to Keiki policy priorities ON TARGET

● Gain clarity on roles and responsibilities related to policy among backbone staff and set policy setting process for ECAS Network

ON TARGET

ECAS BACKBONE

PRIORITY STRATEGY STATUS NEXT STEPS / NOTES

● Amplify Commit to Keiki work at County levels ON TARGET

● Educate policy makers about the importance of investing in our youngest keiki ON TARGET

● ON TARGET

● Identify feasibility of drafting legislation to support ECAS Network goals

● Conduct One Key Question (OKQ) training through Power to Decide

ON TARGET

● Created for Commit to Keiki but not for ECAS Policy Agenda

● Education sessions, coordination of outreach/testimony, EC day at Capitol

● Outcome does not seem to match strategy/activity of identifying feasibility of crafting legislation

Kerrie Urosevich, PhD Network, Design, and Innovation Lead kerrie@ecashawaii.org

www.HawaiiActionStrategy.org