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HomeMy WebLinkAboutChildren and Families Group 102220COVID-19 RECOVERY & RESILIENCY PLAN CHAPTER OUTLINE LEAD SECTOR: Children & Families SUPPORTING/OVERLAPPING SECTOR(S): Human Services, Jobs & Economy, Broadband, Food Systems: • support Broadband efforts, Connected Students • Food distribution is critical for families: Food Systems group • Consistent community messaging: human services group COMMUNITY GROUP MEMBERS: Kate Dean, Cherish Cronmiller, Barb Carr, Tamara Meredith, Larry Berger, Denise Banker, Anne Koomen, Wendy Bart, Beulah Kingsolver, Anna McEnery, Trish Beathard, Jean Scarboro, Dave Codier, Jenny Vervynck, Natalie Maitland, Cynthia Osterman, Ian Hannah, Apple Martine, Kelli Parcher, Ciela Meyer, PROBLEM/OPPORTUNITY STATEMENT: Covid has placed enormous stressors on families. These include (but are not limited to): • food and housing insecurity, • isolation, • poverty/ joblessness/ insufficient wages, • increase in depression/ anxiety/ suicidal ideation, • physical health impacts- delaying medical procedures, substance use, decrease in activity, • lack of childcare, • mixed messages about Covid, • uncertainty in schooling • instability within governmental institutions • increase in domestic violence and less reporting to Child Protective Services, In response to these, the Children and Families Community Group seeks to activate our communities, which are known for stepping up and creatively meeting the needs of our kids, to: • break down silos within our organizations; • make resources easier to access, especially for families that are most challenging to reach; • find new ways to fill gaps in services. The Community Group has identified near-term, implementable goals for 2020-2021, and recognizes that poverty, insecure housing, and behavioral health are fundamental problems that must be addressed strategically to improve long-term outcomes. BACKGROUND : When COVID hit in March of 2020, families in Jefferson County were already suffering from a local economy that did not serve them well. Economic data indicates that a majority of jobs here are in the service sector, which offers little stability and opportunity for growth. Wages here were already lower than the state average and had stagnated since the 1990’s. 15% of kids were living below the poverty line, and school districts reported that 45-85% of their students qualified for free and reduced lunch. Property values were soaring due to cash buyers from prosperous regions and retiree demand, which priced many locals out from buying homes. Rentals were difficult to find and require a disproportionately high percentage of working people’s income in order to cover. All of this was true 7 months ago, and COVID has only made it more devastating for families. Service industries such as tourism, restaurants and entertainment- all large employers of family-aged workers- have been hard hit by layoffs. Real estate prices continue to climb. Kids have been out of school to varying degrees, requiring parents to be home to supervise them. These impacts to families have resulted, predictably, in stressors that are impacting mental and physical health and safety. Domestic violence calls to law enforcement are up. Calls to the crisis line have increased. And Jefferson Healthcare had 4 teen suicide attempts come through their doors in a two week period, one to completion. The Children and Families Community Group has grappled with these impacts since July and identified near-term Recommended Actions, outlined below, that our communities and organizations can focus on to mitigate impacts to children and families as we move into the winter and look ahead to 2021, the hopeful arrival of a vaccine, and economic recovery. But we also recognize that given the economic realities of families prior to COVID, Jefferson County as a whole needs to be addressing long-term, structural flaws that make this an exceptionally difficult place to achieve the security needed to nurture healthy families. We implore the community to take a new approach to housing, services for families and teen mental health, in particular, to make this a sustainable home for people of all ages. SUMMARY OF RECOMMENDATIONS : is this necessary with the above background? RECOMMENDED ACTIONS 1. PROVIDING FOOD TO FAMILIES WITH CHILDREN (0-5, PRESCHOOL) • Objectives & Desired Outcomes o Food insecurities of families with young children will be resolved or relieved. o Provide nutritious food to young children throughout the week, thoughout the year. • Proposed Lead Organization & Supporting Roles o School District liaisons from each district, Backpack programs, Olycap?, YMCA? • Action Steps & Timeframe o Step 1 – learn about current funding for meal programs so funding and service are coordinated and maximized. ▪ On Friday, October 9, the U.S. Department of Agriculture (USDA) released a press release and multiple waivers to allow sponsors to operate Summer Meal Programs through June 30, 2021. ▪ The Office of Superintendent of Public Instruction, in coordination with USDA, will release additional information as it becomes available. ▪ This guidance also allows schools and afterschool care centers, regardless of their location, to serve at-risk, afterschool meals and snacks to students after the regular school day, through June 30, 2021. ▪ The target age is 0-18. Meals can be funded on weekends and over holidays o Step 2 – Contact local organizations (school districts, YMCA, etc.) to determine what services are currently being provided with this funding. o Step 3 – Evaluate gaps in service or needs for support for existing services o Step 4 – Fill food and service gaps to be sure all young children have adequate nutrition. • Assessment: Show that it is Tangible, Fundable, Legal, Able to be implemented, and Addresses Recovery from the impacts of the COVID-19 pandemic. o Legal programs are in place. USDA & OSPI are providing funding. o Gap analysis is important. o Providing this service would be a great opportunity to coordinate with existing service organizations to provide high quality support to families. • Does it also help address long-standing issues? o Food insecurities are a well-documented concern in our county. This topic is discussed at meetings of Community Health Improvement Plan groups, Jefferson County Public Health, Jefferson Healthcare, and other groups. o COVID-19 has caused loss of employment and has increased this need. • Describe any Legislation/Advocacy needed for this at the State, Federal or Local levels. o Coordination is needed with OSPI. o Lobby for continued funding from USDA 2. FAMILY RESOURCES CENTER, “CENTRAL HUB”, ACCESS TO RESOURCES, INCLUDING PARENTAL SUPPORT AND EDUCATION FOR STRESS REDUCTION/ MITIGATION: OBJECTIVES & DESIRED OUTCOMES The Family Resource Center would provide a central location which can become the hub, the nest, the safe place, for meeting the many immediate needs of our vulnerable families, and at the same time be a place of support and guidance for accessing the services of organizations and agencies in our midst. The outcome of this project would be families who are better supported in navigating the difficult landscape of finding and accessing resources in the County. PROPOSED LEAD ORGANIZATION & SUPPORTING ROLES A lead organization would need to be identified for this action, one with capacity and experience in providing services collaboratively. All other agencies and local organizations who serve the needs of families would provide supporting roles, i.e., food banks, YMCA, schools, Jefferson Healthcare, Jefferson County Public Health, Dove House, etc. ACTION STEPS & TIME FRAME ➢ Establish lead organization who will work with others to develop a strategic plan for this project – First Quarter 2021 ➢ Develop strategic plan – First Quarter 2021 ➢ Obtain use of a facility/ site– First Quarter 2021 ➢ Develop project budget and identify funding sources – Second Quarter 2021 ➢ Create project timeline for implementation – Second Quarter 2021 ➢ Develop center partners to implement the strategic plan – Third Quarter 2021 ➢ Build out property for partner use – Fourth Quarter 2021 & First Quarter 2022 ➢ Celebrate the Family Resources Center opening – First Quarter 2022 First Quarter 2021 Second Quarter 2021 Third Quarter 2021 Fourth Quarter 2021 First Quarter 2022 Establish lead organization who will work with others to develop a strategic plan for this project Develop project budget and identify funding sources Develop center partners to implement the strategic plan Build out property for partner use Build out property for partner use Develop strategic plan Create project timeline for implementation Celebrate the Family Resources Center opening Obtain facility/ site ASSESSMENT This project is tangible because it is a physical presence in our community providing tangible resources for family. This project is fundable because of the potential for grants and additional Covid relief funding, if available. This project is legal – many communities have something similar already. This project is able to be implemented because it includes currently existing services, agencies and organizations in partnership. This project addresses not only the short term needs of families effected by losses of family resources due to COVID-19, but it addresses the long established needs and challenges of families in Jefferson County by providing a more accessible way of obtaining services in support of family needs. Legislation and advocacy would be needed in obtaining the use of a publicly-owned facility. State and Federal advocacy would be needed for obtaining funding. 3. Mental Health: The Community Resilience Project The isolation, economic hardship, and disruption to daily routines of the COVID-19 pandemic have had significant negative impact on mental health in Jefferson County. While true for all ages, the effects are especially acute among children and families and notably adolescents. Mostly alarmingly, the community in September experienced the suicide of a 13-year-old as well as three more unsuccessful attempts. Teachers and others who work with young people report high levels of stress, anxiety, and depression in county teens, who already experienced levels of suicidal ideation, suicide attempts, and depressive emotions that were much higher than Washington State averages. Parents, young children, and other age groups are also suffering the effects of prolonged stress. Nationally, one-quarter of the population is experiencing symptoms of depression, triple the number before the pandemic.1 Suicide rates among adults are also rising. The Children and Families Work Group explored interventions to address mental health needs across the age and risk continuum. Several initiatives with refined project plans and lead organizations were recommended for funding and are outlined elsewhere in this report. The task force recommends further action to develop a Jefferson County Community Resilience Project. This would be a multi-pronged program to address urgent mental health priorities through suicide prevention, trauma-informed care, and social support for key groups, including parents, to mitigate stress and prevent mental health crises. A steering body would bring all agencies, non-profits, clubs, and groups working in these areas into alignment, so they share unified objectives, avoid duplication, and maximize resources. • Suicide Prevention o Development of a robust county-wide suicide prevention strategy with emphasis on youth suicide including identification of short- and long-term interventions. o Community training in Mental Health First Aid to reduce stigma, increase recognition of warning signs, and learn how to respond to someone who is 1 Ettman CK, Abdalla SM, Cohen GH, Sampson L, Vivier PM, Galea S. Prevalence of Depression Symptoms in US Adults Before and During the COVID-19 Pandemic. JAMA Netw Open. 2020;3(9):e2019686. doi:10.1001/jamanetworkopen.2020.19686 struggling, making this knowledge as common as CPR so community members including teachers, business owners, faith leaders, and parents can act as a first line of action. This is especially critical in rural areas with a shortage of mental health professionals. Details on the program, costs, and how it works. • Trauma-Informed Approach o County-wide learning collaborative so trauma-informed care becomes the norm for systems and services throughout the community. TIC understands the pervasiveness of trauma, recognizes the signs and symptoms of trauma in individuals (including self), and responds by actively seeking to support recovery and avoid re-traumatizing people who come in contact with the service, organization, workplace, etc. See more information on trauma-informed communities. • Social Supports o Parent and Youth support groups through a community hub such as YMCA to increase peer-to-peer connection, alleviate stress, and improve connection to resources. ▪ Work more closely with Empowered Teens Coalitions to utilize resources available through HCA/DBHR funding ▪ Seek additional funding partnerships through CHIP, BHC, OCH, 1/10, etc. o Elderly and isolated community member connections ▪ Using emergency management neighborhood groups, create a framework for check-ins that connect volunteers by phone or distanced in-person contact with individuals who are isolated by virtue of age, disability, or mental health status. ▪ Train mail carriers to be alert for signs of potential problems (mail not picked up, lack of activity, strange activity, etc.) and teach them recommended follow-up actions. ▪ Recruit Local 2020 to develop other initiatives to provide social supports for people whose normal supports such as church, library, clubs are not active due to COVID, such as care boxes, pen pals, etc. ▪ Work more closely with O3A and OlyCAP to increase community-building programing for independent elderly. 4. COMMUNITY-WIDE YOUTH ENGAGEMENT, CONNECTION AND MENTORSHIP Objectives: • To provide structured activities for youth to engage with peers and adult mentors in order to reduce isolation and continue skill development in social/ emotional relationship-building, as well as stimulating or furthering interests in enrichment activities. • To create safe environments for interaction and enjoyment, consistent with COVID protocols, which benefit mental health. Roles: • Project lead – identify organization or individual to coordinate an effort to provide recreational and enrichment activities. • Project Committee – Create action plan to coordinate activities and outreach, provide safety guidance for participating groups. • Ad hoc individuals and organizations – organize and host activities Actions & Timing: 1. Identify psychosocial needs fulfilled by traditional/past social activities ( week 1-4) a. Teen milestone or rite of passage activities (dances, athletic events, prom etc) b. Common teen and childhood group activities (in and out of school) c. Adult group activities: choirs, dancing, dating, etc. (do we want to include adult or keep it at youth?) 2. Brainstorm COVID compliant activities & actions based on need determination (week 5) 3. Identify community partners and facilities for activities (week 6-7) 4. Monitor implementation participation and success Assessment: This project is feasible if there is leadership and dedication to bring it to fruition. Jefferson Healthcare has expressed interest in seeing more structured activity for youth as a preventative factor for teen mental health. Individuals and organizations could also create or expand programming separate from a coordinated effort. Funding - to be determined. Addresses Long term Issues: Yes Governmental Involvement: to be determined. 5. FAMILY RESOURCES NAVIGATOR (funded by CARES thru 12/1/2020) Objectives & Desired Outcomes: Families are often struggling to cope with the challenges they are facing due to: • a lack of awareness of existing resources • barriers to accessing resources • little to no resources to support their issues • a combination of all of the above Community agencies and health care providers find themselves in a similar situation – they, too, are often unaware of services that are available to support the families they serve. Knowing that early intervention is critical in the continuum of care for vulnerable families, finding a way to connect families to all available resources can enable them to move from “in crisis” to “vulnerable” and from “vulnerable” to “thriving.” The Family Resource Navigator will be responsible for developing develop an outcome-based, centralized approach to support children and families; and advocate on behalf of children and families to ensure accessibility to the resources they need. Outcomes for families • Connection to resources that are appropriate for their needs • Increased efficacy, resilience factors, and ability to thrive • Deeper sense of community support Outcomes for community-based organizations/healthcare sector • Increased awareness of resources available to the children/families they serve • Expanded/enhanced inter-agency partnerships to fill and/or mitigate gaps in services to families • Improved health and resilience outcomes for children/families Proposed Lead Organization & Supporting Roles: Olympic Peninsula YMCA/Jefferson County Branch and MCS Counseling Action Steps & Timeframe: By mid-November the FRN will: • Complete Community Scan • Finalize Assessment Tools • Launch Intake/Outreach Pathways • Develop Marketing Materials • Collect and Organize Database of Resources • Begin Utilization of Assessment & Readiness to Change Model Assessment: Show that it is Tangible, Fundable, Legal, Able To Be Implemented, and Addresses Recovery from the impacts of the COVID-19 pandemic. The Family Resource Navigator (FRN) will have an “intake” conversation with families to evaluate readiness to change and/or identify potential barriers to engaging with support services. The FRN will also complete a family stability assessment. From there, the FRN will develop a family-centered plan and will both advocate for and connect families with the programs and services they need. The FRN will evaluate the efficacy of the support services that children and families are using and will close the feedback loop with referring partners e.g. teachers and healthcare providers. Does it also help address long-standing issues? Describe. According to data from 2018, 25% of families in Jefferson County would benefit from prevention/intervention services in order to thrive. This is in addition to the 13% of families who are classified as “in crisis” and in need of emergency services. Jefferson County has a multitude of community organizations that have the potential to serve as a robust safety net for vulnerable children and families but there is no central repository or hub that highlights all of the available options. 6. CHILDCARE SUPPORT FUNDS (funded by CARES thru 12/1/2020) Objectives & Desired Outcomes: The purpose of this project is to ensure that families have access to safe, affordable child care. Proposed Lead Organization & Supporting Roles: Olympic Peninsula YMCA/Jefferson County Branch Action Steps & Timeframe: The YMCA will work with employers and local childcare providers to identify families who need additional support to cover the cost of childcare. Assessment: Show that it is Tangible, Fundable, Legal, Able To Be Implemented, and Addresses Recovery from the impacts of the COVID-19 pandemic. Due to the current hybrid model for providing classroom education, working families are faced with needing all-day care (versus before- or after-school) that may cost up to triple what they would normally pay. These funds will provide child care subsidies for low- to moderate-income families who do not qualify for or who are in the process of qualifying for state assistance through the Department of Children, Youth, and Families (DCYF); and to supplement state assistance as needed for families who are already receiving support through DCYF. Does it also help address long-standing issues? Describe. The cost and availability of childcare has been a long-standing issue in Jefferson County. Of the estimated 3,000 children who are from households where both parents work, there are only 237 spots available with licensed or family childcare providers. Childcare providers have functioned with slim financial margins for years, and the complexity related to licensing and other regulations has made business sustainability a challenge. The increased cost of providing childcare is passed on directly to consumers – thereby limiting the number of families who can afford quality care for their children. Describe any Legislation/Advocacy needed for this at the State, Federal or Local levels. Increasing DCYF reimbursement rates (currently at ~60% of the actual cost of care) could enable licensed childcare providers to reduce the fees they charge to families who do not qualify for state assistance. 7. Proctor House Study Lounge: Kelli will write (funded by CARES thru 12/1/2020) 8. Stress Management & Emotional Resilience for Teens, The Benji Project (funded by CARES thru 12/1/2020) • Project/Initiative Name - Stress Management & Emotional Resilience for Teens • Objectives & Desired Outcomes – Teach stress management and emotional resilience skills to adolescents via in-school classes in Port Townsend, Chimacum, Brinnon, and Quilcene over the 2020-2021 school year. Using an evidence-based curriculum based on mindfulness and self-compassion, the training offers adolescents tools to improve their own well-being before they hit a crisis. In controlled studies of the curriculum, participants showed meaningful and measurable decreases in depression, stress, and anxiety and significant increases in resilience, curiosity/exploration and gratitude. • Proposed Lead Organization & Supporting Roles – The Benji Project, a four-year-old non-profit based in Port Townsend, in collaboration with administrators and teachers at each school. • Action Steps & Timeframe – Provide 8-week sessions that fit the current school model (hybrid, online, or in-person) for students in grades 6, 9, and 12 over the course of the school year, customized to each school’s schedule and student population, subject to school agreement. • Assessment: Show that it is Tangible, Fundable, Legal, Able To Be Implemented, and Addresses Recovery from the impacts of the COVID-19 pandemic. o Tangible - The program is based on a curriculum that has been in use internationally for about five years. o Fundable – A total budget of about $28,200 will be funded by $15,500 from Jefferson County CARES money, organization reserves, and other fundraising. o Legal - Yes o Able to be implemented – The Benji Project has successfully offered this program in the past and introduced it within the school setting at Port Townsend High School last year. o Addresses COVID-19 – The pandemic has had severe negative effects on the mental health of teens due to isolation, disruption, financial stress on families, and the loss of meaningful events and milestones. Teachers and parents report that many adolescents are in or near crisis. In September, a 13-year-old boy died by suicide and three other teens made unsuccessful attempts. • Does it also help address long-standing issues? Describe. Yes. Even before the COVID pandemic, adolescent mental health trends in Jefferson County were alarming, with high (and higher than state average) rates of suicide consideration and attempts, depression and worry. • Describe any Legislation/Advocacy needed for this at the State, Federal or Local levels. Schools, especially at the management level, recognize the benefits of the program and are facilitating the program. But some teachers who are overwhelmed by managing rapid change and decreased contact time with students as a result of COVID can be resistant. We are optimistic we will get buy-in throughout the county, but local advocacy would be welcome. 9. CASE MANAGEMENT FOR FOSTER CARE VOLUNTEERS, OLYMPIC ANGELS (funded by CARES thru 12/1/2020) ● Objectives & Desired Outcomes – 1. Recruit and manage new volunteers to address the expected upturn in foster community needs due to COVID-19. The effect is to reduce emotional stress on foster children and their caretakers through healthy, consistent relationships and whole family support (Goal 40+ hrs/mo/family). 2. Educate current Love Box and Dare to Dream volunteers about the current MH crisis including suicide prevention. Volunteers will be more aware of causes of stress, observe signs, and help navigate resources. ● Proposed Lead Organization & Supporting Roles – Lead: Olympic Angels, Supporting: Foster Supports and MH-related training organizations (Kitsap Strong, XParenting, etc) ● Action Steps & Timeframe – 1. Recruit, onboard, and match new volunteers – Ongoing 2. Establish partnerships with MH-related training organizations – 11/15/20 3. Develop curriculum for volunteer force – 12/15/20 4. Roll out program to volunteers – 1/15/21 (multiple sessions) ● Assessment: Show that it is Tangible, Fundable, Legal, Able To Be Implemented, and Addresses Recovery from the impacts of the COVID-19 pandemic. 1. The initiative will be accomplished through increasing our case management and volunteer capacity and training that larger body of volunteers with theory and tactics for improving child mental health. 2. Costs will include staffing expenses for case management and volunteer/family training. ● Does it also help address long-standing issues? Describe. Mental health has always been a major concern for foster children as a result of past trauma and neglect, as well as being removed from their birth families, homes, and, often, their entire community of support. 10. Fall COVID Protection PR Campaign (funded by CARES thru 12/1/2020) • Objectives: 1. Reinstill motivation to take precautions against COVID transmission. • Combat “COVID Fatigue” and increased risk taking • Provide Holiday Celebration Alternatives and risk reduction measures • Help reduce the rising community infection rates, current and projected • Roles: 1. Project lead – DEM? facilitates project activities ▪ 2. Project Committee - group of stake holders who plan & implement ▪ 3. Ad hoc operational entities - implement components of action plan • Actions/Time: 1. Assign project lead, approach committee members. (Week 1) ▪ 2. Conduct several meetings to establish strategy & methodology (Week 2) ▪ 3. Flesh out methodologies into action items (Week 3) • Implement action items in timed response to holidays & trends (Week 4+) • Actions likely to be informational: posters, banners, PSAs, etc… Assessment: Is tangible, fundable, legal and implementable. Addresses recovery by reducing severity and need for more extensive recovery. Address Long Term Issues: No Governmental Involvement: Minimal local government interaction largely related to approvals and potentially permits. 11. Jefferson County Library: Storywalk Objectives & Desired Outcomes: This project will install three separate StoryWalks™ around Jefferson County to promote literacy, physical exercise in the outdoors, and community and family engagement during the COVID-19 pandemic and beyond. Proposed Lead Organization & Supporting Roles: The Jefferson County Library District will lead the project, in collaboration with Jefferson County Parks and Recreation, Jefferson County Public Health, and local school districts. Action Steps & Timeframe: Partnerships with local organizations were established and permissions for installation acquired in September 2020. We proposed three sets of StoryWalks, one each to be displayed at the Jefferson County Library, a Jefferson County Park, and a Jefferson County School District. Materials to craft the StoryWalks will be acquired by the Jefferson County Library in October 2020, and the StoryWalks will be assembled by library staff. The StoryWalks will be installed in on Brinnon Schools property, at HJ Carroll Park, and at the Jefferson County Library in early November 2020. The StoryWalk books will be rotated through these sites during the course of the year. Where possible, stories will be displayed on both sides of the signs to facilitate access to a story from which ever end you approach the walk. Assessment: Show that it is Tangible, Fundable, Legal, Able To Be Implemented, and Addresses Recovery from the impacts of the COVID-19 pandemic. Tangible: StoryWalks are an innovative and simple way for children and families to enjoy reading and the outdoors at the same time. Laminated pages from a children’s book are attached to metal signposts installed along an outdoor path. As you stroll down the trail, you are directed to the next page in the story. A recently installed example, funded by CARES Act monies, can be seen in Spokane, WA: https://www.kxly.com/take-a-stroll-and-read-a-story-along-the-way-at-comstock-park/ Fundable: This StoryWalk project is a low-cost, easily funded project. Total expenses are expected to be approximately $5,000 and include equipment, books, and laminating supplies only. Legal: StoryWalks have been installed in 50 states and 12 countries including, Germany, Canada, England, Bermuda, Russia, Malaysia, Pakistan and South Korea. There are no anticipated legal issues—all permissions for installation have been secured with collaborator agencies. The trademarked StoryWalk® was created by Anne Ferguson of Montpelier, VT and has developed with the help of Rachel Senechal, Kellogg-Hubbard Library. Able to be Implemented: Installation locations have been secured; materials have been/are being purchased; assembly is being handled by library staff; there are no known impediments to the implementation of this project. It is expected that all three StoryWalks will be installed and open to the public by early November. Address Recovery from impacts of COVID-19 Pandemic: StoryWalks of Jefferson County will promote literacy, physical exercise in the outdoors, and community and family engagement (and meet physical distancing recommendations!) during the COVID-19 pandemic and beyond. In addition to providing a safe, simple way for families to get exercise and practice early literacy skills during and after the pandemic, StoryWalks have been recommended by mental health professionals as an easy, no-cost activity to promote outdoor exercise and mental wellbeing. Does it also help address long-standing issues? Describe. StoryWalks help to address challenges in early literacy, community wellness, and family engagement; they also provide a very visible connection to and reminder of the public library’s deep resources for county residents. THE FUTURE The Children and Families Community Group has identified the 1-5 year time frame (2022-2027) as critical to creating secure and stable conditions to support this population in Jefferson County. While conditions pre-Covid were precarious for families, how we rebound from the pandemic could make-or-break the ability of the mid-career workforce to settle here. There are three essential needs that must be addressed to ensure a future for families here: Affordable housing, living wage jobs and mental health supports. They are inexorably intersectional. Achieving functional mental health is often not possible if housing is insecure. And finding a safe home is often out of reach without a living wage job. These three legs of the stool must be addressed strategically and intersectionally. While some people would attribute the livability challenges that families here face to “market forces”, there are demonstrated, structural changes that could be implemented to reverse this trajectory. While the Jobs & Economy Community Group wil address the “Living Wage Jobs” leg of the stool, the Children& Families group identifies the following mid-term needs: • The Housing Solutions Network (HSN) is calling out creative solutions to our housing availability and affordability crisis. Whether through home sharing, co-ownership or changes to building codes, there is a local non-profit and membership base committed to finding creative solutions to the disparities in housing here. With 25% of our housing stock being vacant part-time/ vacation rental/ second homes while nearly half of renters are “cost-burdened”, there is a clear need to narrow the housing gap. HSN serves an important role in motivating all people- individuals, organizations and governments- to be part of the myriad solutions we need to consider for housing. • The need for a Community Land Trust (CLT). CLT’s provide affordable entry into home ownership, often a critical aspect to retaining young professionals in a community. Homeward Bound Community Land Trust, which owns property in Clallam County, is currently working to get established in Jefferson County as a provider of permanently affordable home ownership. CLTs will need support in the form of land donations and subsidy in order to get established in communities like ours with high land values. • Multifamily, Affordable Housing: Jefferson County has been unable, in the past 15 years, to attract investors and developers of multifamily housing, which is the most affordable way to produce much-needed inventory of units. High land prices, lack of infrastructure and strict environmental regulation are all factors contributing to this problem. Identifying lands that are buildable • Additional Childcare Options: Lack of affordable, flexible childcare options are a barrier for parents, especially women, to enter or re-enter the job market. Currently there are only 2 childcare providers that accept DSHS subsidy vouchers. Jefferson Healthcare, Peninsula College, and the YMCA partnered to apply for a Washington State Department of Commerce Child Care Planning Grant and received planning funds to develop increased child care. Because of the current “child care desert”, Jefferson Healthcare struggles to recruit and maintain employees. The COVID- 19 outbreak exacerbated our county’s already limited and full child care offerings. The planning grant includes development of start-up funds for a new child care program. Because child care during the COVID-19 outbreak requires larger spaces and more teachers, additional funds (approximately $50,000) will be needed to successfully launch this program. • Dedicated facility for family wellness: Beyond the need for coordinated family resources, a stable, purpose-built facility to support recreational, physical health, childcare and nutrition is needed to serve as an anchor for working families. Many parents have moved from Jefferson County specifically to live in communities with recreational facilities for the myriad benefits they provide. The YMCA has been working with the City and other partners for many years to finalize a design and campaign for such a facility. While it has met many challenges, maintaining this vision (and seeing it to completion) will be critical to retain working families here. • Mental health interventions along the continuum: As noted in the Community Resilience Recommended Action above, there is need for both immediate interventions and long-term planning for on-going strategy and implementation across demographics. We recognize there are significant shifts occurring in this field currently, notable the integration of behavioral health into the healthcare system. Members of the Children & Families Community Group will continue to encourage that these efforts include preventive measures for youth, creating a culture of trauma-informed care with all providers, parental support groups and ways to combat social isolation. • Emphasize Social Determinants of Health via CHIP and other efforts: The Community Health Improvement Plan provides an ideal avenue to explore the impacts of economics and demographics on the well-being of children and families. This lens is critical to making clear the connections between housing, wages, mental health and physical well- being. Children and families are particularly vulnerable to the impacts of insecurity and instability due to: o The presence of dependents in the home and the need for a larger, more expensive home; o The need to feed, clothe and house more individuals, some of whom (children) don’t bring in financial resource; o The need to invest time to provide necessary attachment and nurturing for healthy physical, social and emotional development; o Less flexibility in scheduling and career choice to support a structured, safe home and family life. For these reasons, assessing all community needs from the Social Determinants of Health framework is critical to ensuring that famiiles are served. CONCLUSION: The well-being of children and families in Jefferson County was at risk before Covid and how we recover now may well determine if and how working families are able to live here in the future. The impacts of that would be felt in our economy with challenges in filling vacancies and in our schools, who struggle with falling census and funding. Families, and the organizations and institutions they support, are pillars to upholding healthy, diverse, productive communities. Keeping families central to the conversations about how we re-think and re-build post-Covid will provide myriad benefits to all residents.