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• 1. [Article] North Douglas County Community Needs Health Assessment (Phase 1)

  Beginning in February 2016, the North Douglas County (NDC) communities of Drain, Elkton, and Yoncalla, Oregon engaged in a Community Health Needs Assessment (CHNA) planning process, focusing on children ...

  Citation × Citation Citation Abstract Copy Title: North Douglas County Community Needs Health Assessment (Phase 1) Author: Lambarth, Callie H., Reid, Diane, Green, Beth L. Year: 2016 Beginning in February 2016, the North Douglas County (NDC) communities of Drain, Elkton, and Yoncalla, Oregon engaged in a Community Health Needs Assessment (CHNA) planning process, focusing on children ages birth-to-8 and their families. The purpose of this process was to explore, understand, and integrate linkages between early learning and young child and family health; identify health-related resources currently available and accessible to NDC families; and prioritize health areas of interest to be explored during the CHNA. The North Douglas County CHNA builds on community partnerships already established in the region through initiatives that aim to coordinate and align early learning and K-12 systems. The work of Yoncalla Early Works (“YEW”, initiated in 2012 with funding from The Ford Family Foundation and Children’s Institute) and North Douglas P3 (“NDP3”, initiated in 2014 with funding from the Oregon Community Foundation) demonstrate community commitment to supporting young children and families. The work of community members through these initiatives laid the foundation for the region’s readiness to engage in a Community Health Needs Assessment (CHNA) planning process Ultimately, this first planning phase of the CHNA resulted in recommendations to conduct Phase 2 of the CHNA in North Douglas County, and is expected to get underway in summer/fall 2016 in collaboration with community members. The Community Health Needs Assessment will seek to answer the following questions: 1. What does health look like for children ages birth-to-8 and their families in North Douglas County? 2. What health services are available and accessible to children and families in North Douglas County? 3. What health services do families in North Douglas County need and want? 4. What needs to happen for health services to be available and accessible for North Douglas County children ages birth-to-8 and their families? Title: North Douglas County Community Needs Health Assessment (Phase 1) Author: Lambarth, Callie H., Reid, Diane, Green, Beth L. Year: 2016 Beginning in February 2016, the North Douglas County (NDC) communities of Drain, Elkton, and Yoncalla, Oregon engaged in a Community Health Needs Assessment (CHNA) planning process, focusing on children ages birth-to-8 and their families. The purpose of this process was to explore, understand, and integrate linkages between early learning and young child and family health; identify health-related resources currently available and accessible to NDC families; and prioritize health areas of interest to be explored during the CHNA. The North Douglas County CHNA builds on community partnerships already established in the region through initiatives that aim to coordinate and align early learning and K-12 systems. The work of Yoncalla Early Works (“YEW”, initiated in 2012 with funding from The Ford Family Foundation and Children’s Institute) and North Douglas P3 (“NDP3”, initiated in 2014 with funding from the Oregon Community Foundation) demonstrate community commitment to supporting young children and families. The work of community members through these initiatives laid the foundation for the region’s readiness to engage in a Community Health Needs Assessment (CHNA) planning process Ultimately, this first planning phase of the CHNA resulted in recommendations to conduct Phase 2 of the CHNA in North Douglas County, and is expected to get underway in summer/fall 2016 in collaboration with community members. The Community Health Needs Assessment will seek to answer the following questions: 1. What does health look like for children ages birth-to-8 and their families in North Douglas County? 2. What health services are available and accessible to children and families in North Douglas County? 3. What health services do families in North Douglas County need and want? 4. What needs to happen for health services to be available and accessible for North Douglas County children ages birth-to-8 and their families? Close

• 2. [Article] North Douglas County Community Needs Health Assessment (Phase 2)

  Beginning in August 2016, Phase 2 of the North Douglas County (NDC) Community Health Needs Assessment (CHNA) built on work completed in the Phase 1 planning process, and engaged the communities of Drain, ...

  Citation × Citation Citation Abstract Copy Title: North Douglas County Community Needs Health Assessment (Phase 2) Author: Lambarth, Callie H., Reid, Diane, Green, Beth L. Year: 2017 Beginning in August 2016, Phase 2 of the North Douglas County (NDC) Community Health Needs Assessment (CHNA) built on work completed in the Phase 1 planning process, and engaged the communities of Drain, Elkton, and Yoncalla, Oregon in the development and administration of a regional health services survey. The purpose of the survey was to learn from families with children ages 0-8 in the NDC region in order to: • Identify service needs across a range of health service types, e.g., dental care, immunizations, prenatal care, well-child care, primary care, and mental health; • Identify barriers to access; • Prioritize the programs and resources families most need to be able to support their and their children’s health; • Learn about preferred ways families would like to access these services; and • Recommend strategies to address the prioritized issues, needs, and barriers that emerge from the survey findings. Title: North Douglas County Community Needs Health Assessment (Phase 2) Author: Lambarth, Callie H., Reid, Diane, Green, Beth L. Year: 2017 Beginning in August 2016, Phase 2 of the North Douglas County (NDC) Community Health Needs Assessment (CHNA) built on work completed in the Phase 1 planning process, and engaged the communities of Drain, Elkton, and Yoncalla, Oregon in the development and administration of a regional health services survey. The purpose of the survey was to learn from families with children ages 0-8 in the NDC region in order to: • Identify service needs across a range of health service types, e.g., dental care, immunizations, prenatal care, well-child care, primary care, and mental health; • Identify barriers to access; • Prioritize the programs and resources families most need to be able to support their and their children’s health; • Learn about preferred ways families would like to access these services; and • Recommend strategies to address the prioritized issues, needs, and barriers that emerge from the survey findings. Close

• 3. [Article] Multnomah County Project Launch Evaluation

  Early childhood is a critical time in human development. Any experience, positive or negative, can influence long-term outcomes for physical, emotional, social, and cognitive health (Center on the Developing ...

  Citation × Citation Citation Abstract Copy Title: Multnomah County Project Launch Evaluation Author: Auerbach, Jessica, Emlen, Elana S., Garcia, Danielle C., Hause, Noelle, Lambarth, Callie H., Lorentson, Mhora, Rife, Isabel M., Zavela, Kathleen J., Aratani, Yumiko, Bracey, Jeana R., Ekono, Mercedes, Green, Beth L., Kryah, Rachel, Mendez, Melissa, Smith, Sheila, Tom, Lily Year: 2016 Early childhood is a critical time in human development. Any experience, positive or negative, can influence long-term outcomes for physical, emotional, social, and cognitive health (Center on the Developing Child at Harvard University, 2010). To ensure a strong foundation for success in school and in life, efforts designed to promote wellness and identify early learning or mental health challenges must begin well before kindergarten. Strong evidence shows that investing in early childhood can yield large dividends for children. Additionally, the ability of our systems to provide positive outcomes for children can be enhanced through strategic planning, well-developed partnerships, and coordinated family services. Project LAUNCH (Linking Actions for Unmet Needs in Children’s Health), a federally funded United States Department of Health and Human Services, Substance Abuse and Mental Health Services Administration (SAMHSA) initiative, aims to enhance and improve the way systems function by bringing together all participants in each child’s life including caregivers, primary care providers, early childhood educators, and mental health providers. Project LAUNCH strives to incorporate all participants, at all levels of service provision, to strengthen our ability to achieve the best possible outcomes in social and emotional health and wellness for all children. Project LAUNCH has funded states, local jurisdictions, and tribes interested in achieving these goals since 2008. Under Project LAUNCH, grantees are charged with (1) promoting the healthy development of children from birth to age 8 and their families by harnessing and coordinating existing resources and (2) increasing access to high-quality, evidence-based programs in five childcentric domains: developmental screening and assessment, home visiting, mental health consultation, family strengthening and training, and integration of behavioral health into primary care. By developing an understanding of the landscape of services and supports unique to each state and community and by evaluating strengths and opportunities for change, grantees begin to implement promotion and prevention strategies that best serve the needs of their communities at the child, family, and systems levels. Thus, while there are distinct cultural, geographic, and economic differences across LAUNCH sites in all cohorts, the fundamental components of the LAUNCH model remain the same for all grantees. To date, Project LAUNCH has funded 55 projects across six cohorts. All LAUNCH grantees are expected to demonstrate local policy and practice improvements that can be sustained statewide. Unlike other LAUNCH cohorts, Cohort 3 grantees are distinguished by the fact that they were funded solely at the community level with no state or tribal oversight. This presented the six sites with a unique set of opportunities and challenges as they sought to bring policy and practice improvements to scale, enhance infrastructure, and implement direct services in the five domains or strategies. The uniqueness of the community-based aspect of Cohort 3 grantees provided both challenges and opportunities. Grantees identified the flexibility and ability to control program activities within a community setting as key advantages to the local grants, whereas the ability to replicate successful activities and implement policy change on a statewide basis were limited. Additionally, the uniqueness of Cohort 3 made it challenging to evaluate the success of Cohort 3 grantees by measuring their progress against that of other cohorts. This e-book was developed to highlight and share the experience of the local communities in Cohort 3. This publication is designed to serve as a resource for future early childhood systems development activities implemented by LAUNCH grantees or by other early childhood programs with similar goals and interests. This publication shares the contributions of this unique cohort to the field of young children’s mental health and family wellness by spotlighting accomplishments, evidence, and lessons learned within the context of the LAUNCH strategic framework. Narratives from the six grantees detail the successes and challenges of systems building from the ground up and emphasize the value-added benefits of funding directly at the community level. Recommendations for present and future LAUNCH projects and similar initiatives address strategies to build local, state, and national partnerships to support replication and sustainability. We hope you will find this resource of value for supporting local initiatives that promote young child and family wellness Title: Multnomah County Project Launch Evaluation Author: Auerbach, Jessica, Emlen, Elana S., Garcia, Danielle C., Hause, Noelle, Lambarth, Callie H., Lorentson, Mhora, Rife, Isabel M., Zavela, Kathleen J., Aratani, Yumiko, Bracey, Jeana R., Ekono, Mercedes, Green, Beth L., Kryah, Rachel, Mendez, Melissa, Smith, Sheila, Tom, Lily Year: 2016 Early childhood is a critical time in human development. Any experience, positive or negative, can influence long-term outcomes for physical, emotional, social, and cognitive health (Center on the Developing Child at Harvard University, 2010). To ensure a strong foundation for success in school and in life, efforts designed to promote wellness and identify early learning or mental health challenges must begin well before kindergarten. Strong evidence shows that investing in early childhood can yield large dividends for children. Additionally, the ability of our systems to provide positive outcomes for children can be enhanced through strategic planning, well-developed partnerships, and coordinated family services. Project LAUNCH (Linking Actions for Unmet Needs in Children’s Health), a federally funded United States Department of Health and Human Services, Substance Abuse and Mental Health Services Administration (SAMHSA) initiative, aims to enhance and improve the way systems function by bringing together all participants in each child’s life including caregivers, primary care providers, early childhood educators, and mental health providers. Project LAUNCH strives to incorporate all participants, at all levels of service provision, to strengthen our ability to achieve the best possible outcomes in social and emotional health and wellness for all children. Project LAUNCH has funded states, local jurisdictions, and tribes interested in achieving these goals since 2008. Under Project LAUNCH, grantees are charged with (1) promoting the healthy development of children from birth to age 8 and their families by harnessing and coordinating existing resources and (2) increasing access to high-quality, evidence-based programs in five childcentric domains: developmental screening and assessment, home visiting, mental health consultation, family strengthening and training, and integration of behavioral health into primary care. By developing an understanding of the landscape of services and supports unique to each state and community and by evaluating strengths and opportunities for change, grantees begin to implement promotion and prevention strategies that best serve the needs of their communities at the child, family, and systems levels. Thus, while there are distinct cultural, geographic, and economic differences across LAUNCH sites in all cohorts, the fundamental components of the LAUNCH model remain the same for all grantees. To date, Project LAUNCH has funded 55 projects across six cohorts. All LAUNCH grantees are expected to demonstrate local policy and practice improvements that can be sustained statewide. Unlike other LAUNCH cohorts, Cohort 3 grantees are distinguished by the fact that they were funded solely at the community level with no state or tribal oversight. This presented the six sites with a unique set of opportunities and challenges as they sought to bring policy and practice improvements to scale, enhance infrastructure, and implement direct services in the five domains or strategies. The uniqueness of the community-based aspect of Cohort 3 grantees provided both challenges and opportunities. Grantees identified the flexibility and ability to control program activities within a community setting as key advantages to the local grants, whereas the ability to replicate successful activities and implement policy change on a statewide basis were limited. Additionally, the uniqueness of Cohort 3 made it challenging to evaluate the success of Cohort 3 grantees by measuring their progress against that of other cohorts. This e-book was developed to highlight and share the experience of the local communities in Cohort 3. This publication is designed to serve as a resource for future early childhood systems development activities implemented by LAUNCH grantees or by other early childhood programs with similar goals and interests. This publication shares the contributions of this unique cohort to the field of young children’s mental health and family wellness by spotlighting accomplishments, evidence, and lessons learned within the context of the LAUNCH strategic framework. Narratives from the six grantees detail the successes and challenges of systems building from the ground up and emphasize the value-added benefits of funding directly at the community level. Recommendations for present and future LAUNCH projects and similar initiatives address strategies to build local, state, and national partnerships to support replication and sustainability. We hope you will find this resource of value for supporting local initiatives that promote young child and family wellness Close

• 4. [Article] Evaluation of the Kindergarten Readiness Partnership & Innovation Grants

  In July 2014, Oregon’s Early Learning Division provided first-time funding for sixteen communities across the state to implement Kindergarten Readiness Partnership & Innovation (KRPI) projects. The KRPI ...

  Citation × Citation Citation Abstract Copy Title: Evaluation of the Kindergarten Readiness Partnership & Innovation Grants Author: Green, Beth L., Patterson, Lindsey Brianna, Morris, Mackenzie, Cochran, Lindsey Anne, Lambarth, Callie H. Year: 2015 In July 2014, Oregon’s Early Learning Division provided first-time funding for sixteen communities across the state to implement Kindergarten Readiness Partnership & Innovation (KRPI) projects. The KRPI projects share the common goal of improving children’s school readiness and, ultimately, improving school success and reducing the achievement gap. To achieve these goals, grantees were given considerable local flexibility to implement innovative approaches in one or more of the following areas: 1. Supporting kindergarten readiness skills and smooth transitions to kindergarten; 2. Increasing family engagement in children’s learning and connecting families and schools; 3. Providing professional development to early learning and/or elementary school professionals to improve knowledge and skills; and/or 4. Increasing alignment, connection, and collaboration in the prenatal to Grade 3 (P-3) system. All grantees were also expected to work toward addressing achievement gaps for underrepresented children, including those with special needs, Dual Language Learners, and/or children from low income or racial/ethnic minority backgrounds. Across the sixteen grantees, a variety of different strategies and interventions were selected and implemented. Portland State University was contracted to conduct an evaluation of the KRPI initiative, with a focus on documenting and describing the types of innovations delivered, early program outcomes, and lessons learned from the first year of implementation. The evaluation took a multi-level, mixed-methods approach that included: Developing web-based reporting tools, including: Service reporting tools to track the types of events and interventions used; Demographic and background characteristics of participants; and Frequency of participation by early learning and elementary school professionals, families, and community partners; Outcome tools designed to capture short-term outcomes for three primary types of interventions: Kindergarten Transition programs Cross-Sector Professional Development activities; and Family Engagement activities; Interviewing 28 key stakeholders representing the 16 communities to document key project successes, challenges, and lessons learned; and conducting five site-specific “mini evaluations” that allowed a more in-depth evaluation of selected grantee projects. Title: Evaluation of the Kindergarten Readiness Partnership & Innovation Grants Author: Green, Beth L., Patterson, Lindsey Brianna, Morris, Mackenzie, Cochran, Lindsey Anne, Lambarth, Callie H. Year: 2015 In July 2014, Oregon’s Early Learning Division provided first-time funding for sixteen communities across the state to implement Kindergarten Readiness Partnership & Innovation (KRPI) projects. The KRPI projects share the common goal of improving children’s school readiness and, ultimately, improving school success and reducing the achievement gap. To achieve these goals, grantees were given considerable local flexibility to implement innovative approaches in one or more of the following areas: 1. Supporting kindergarten readiness skills and smooth transitions to kindergarten; 2. Increasing family engagement in children’s learning and connecting families and schools; 3. Providing professional development to early learning and/or elementary school professionals to improve knowledge and skills; and/or 4. Increasing alignment, connection, and collaboration in the prenatal to Grade 3 (P-3) system. All grantees were also expected to work toward addressing achievement gaps for underrepresented children, including those with special needs, Dual Language Learners, and/or children from low income or racial/ethnic minority backgrounds. Across the sixteen grantees, a variety of different strategies and interventions were selected and implemented. Portland State University was contracted to conduct an evaluation of the KRPI initiative, with a focus on documenting and describing the types of innovations delivered, early program outcomes, and lessons learned from the first year of implementation. The evaluation took a multi-level, mixed-methods approach that included: Developing web-based reporting tools, including: Service reporting tools to track the types of events and interventions used; Demographic and background characteristics of participants; and Frequency of participation by early learning and elementary school professionals, families, and community partners; Outcome tools designed to capture short-term outcomes for three primary types of interventions: Kindergarten Transition programs Cross-Sector Professional Development activities; and Family Engagement activities; Interviewing 28 key stakeholders representing the 16 communities to document key project successes, challenges, and lessons learned; and conducting five site-specific “mini evaluations” that allowed a more in-depth evaluation of selected grantee projects. Close