[DRAFT] Child and Youth Plan 2024 : simplebooklet.com

CHILD AND YOUTH PLAN | TABLE OF CONTENTSEXECUTIVE SUMMARY .......................................................................................................................... 3WHAT WE STRIVE TO ACCOMPLISH................................................................................................... 5LETTERS EARLY CONCEPT AND ADVOCACY............................................................................................... 7 LETTER FROM THE OFFICE OF CHILD AND YOUTH SUCCESS ................................................... 8 LETTER FROM THE YOUTH COMMISSION .................................................................................. 9DATA ABOUT SAN DIEGO’S YOUTH CHILDREN AND YOUTH IN SAN DIEGO ................................................................................... 10ALIGNMENT WITH KEY CITY STRATEGIC PLANS CYP ALIGNMENT WITH THE VARIOUS CITY STRATEGIC PLANS............................................... 14 CHILD AND YOUTH PLAN FOCUS AREAS .................................................................................. 15CREATING A CHILD AND YOUTH PLAN METHODS AND OBJECTIVES ........................................................................................................ 18 TIMELINE ....................................................................................................................................... 19 APPROACH AND METHODOLOGY .............................................................................................. 20 COMMUNITY ENGAGEMENT ........................................................................................................21DEFINING THE CYP FOCUS AREAS 1. EDUCATION AND CAREER PATHWAYS .................................................................................. 28 2. ECONOMIC AND WORKFORCE DEVELOPMENT .................................................................... 32 3. YOUTH EMPOWERMENT ......................................................................................................... 36 4. ENGAGING ACTIVITES ............................................................................................................. 43 5. CHILD CARE ............................................................................................................................. 46CHILD AND YOUTH ACTION PLAN.................................................................................................... 50 FRAMEWORK ALIGNMENT .......................................................................................................... 51 PRIORITIZING THE OBJECTIVES .................................................................................................. 57 SOURCES .............................................................................................................................................. 58ACKNOWLEDGEMENTS ...................................................................................................................... 59TABLE OF CONTENTS2

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CHILD AND YOUTH PLAN | EXECUTIVE SUMMARYIn 2022, Mayor Todd Gloria and City Council approved funding to establish and bring to reality the creation ofthe Office of Child and Youth Success (OCYS). The office aims to serve as a connection point for residentsseeking supportive services and programming for children and youth ages 24 and below. The Child and YouthPlan (CYP) was developed with leadership and partnership from youth and community based organizationsacross San Diego. The OCYS management and student interns led much of the development, particularlythroughout the specific lived-experience topic areas, community engagement process, and through thefacilitation of the small group discussions positioned through community design input sessions. This initial planshall cover the next two years of identified objectives that are aligned with a specific goal and grounded inresearch, policy, and practice from proven frameworks in Positive Youth Development (16), StrengtheningFamilies Protective Factors Framework (17), and National League of Cities Early Equitable Care and EducationFramework (15). Each objective is aligned with an action grounded in the applicable framework. “The CYP is a roadmap outlining the next two-years that aims to create innovative and sustainable solutionsand provide for a shared framework with local education agencies, various public and private partners, andcommunity stakeholders, all who share a vision for improving outcomes for children, youth and families inAmerica’s Finest City“.The CYP includes common themes and highlights from the town halls and focus groups related to each of theidentified focus areas. The subsequent steering committees, attended by experts in youth programming, wereorganized around these five identified focus areas. The City will partner with the County of San Diego, alongwith other regional stakeholders, to implement support with the County of San Diego’s Child Care Blueprint,which lays out goals, strategies, and actions aimed at improving the broken landscape and structures affectingchild care access and the workforce who provide these imperative services. The City’s adopted EconomicDevelopment Strategy also lays out specific tactics and metrics aimed at strengthening the child care system forthe workforce and families. Both of these plans shall be a consideration for a shared framework of goals tosolve the impeding child care crisis identified in the CYP as Focus Area 5.Understanding the City Landscape of Children and YouthThe data summary provides a glimpse into the inequities that exist within certain areas of San Diego and withinthe specific populations of youth. Studying the data collected here and by various partners will help benchmarkour current child and youth landscape disparities to determine the best path forward to address systemweaknesses in those identified areas.Lived Experiences Shape our FutureFor the context of the City of San Diego’s CYP, Child Care address programs for those twelve years of age andyounger, Youth and Young Adult action strategies are intended for those twenty-six years and younger. Thesedefinitions are not intended to exclude certain aged individuals from participating in age-appropriate actionstrategies, therefore, there may be cross-over when there are programs developed and deployed. The CYPincludes a summary of youth-led research, conducted by OCYS interns, on lived experience topics in each ofthese focus areas, including system weaknesses and opportunities. It is imperative that the Plan cannot solelyrely on data, but understanding real lived experiences by the most marginalized youth in San Diego. EXECUTIVE SUMMARY4CYP Focus AreasEconomic & Workforce OpportunitiesEducation & Career Pathways Youth EmpowermentEngaging ActivitiesChild Care

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CHILD AND YOUTH PLAN | ABOUT THE OCYSGoal 1: Strengthen resources forprograms that identify anddeliver solutions that addressdisparities and improve access toopportunities for developingskills and connecting to strongcareer pathways that are indemand in the current jobmarket, reskilling and upskillingto close talent gaps. WHAT WE STRIVE TO ACCOMPLISH OBJECTIVESOBJECTIVESVISIONMISSIONMISSIONThe Office of Child and Youth Success is dedicated to prioritizing San Diego's youngest community by providingequitable access to programs, resources, and services that aim to improve social, emotional, health, andeducational outcomes. Create a culture of trust and transparency into the planning, developing, and execution process of theCYP to implement shared goals that address systemic inequities and challenges affecting children,youth, and their families today.Create children and youth-centered partnerships with various local stakeholder groups and state andnational conveners, to centralize processes that affect the ability to execute the CYP goals. Leverage public and private resources and assets to support long-term sustainable programs,resources, and services that are grounded in evidence-based frameworks, which address the identifiedsystem weaknesses.Through trust, transparency, equity, and inclusion, the City of San Diego, Office of Child and Youth Success willcoordinate a network of community stakeholders that contribute to a shared vision for delivering high-impactsolutions to challenging circumstances for young people and caregivers who strive to build a community where theycan thrive. 5Goal 2: Foster equitable opportunities forchildren and youth that promotestrategies to obtain the necessaryqualities to be resilient ineconomic downturns changes andalso secure competencies toprovide long-term workforce skillsand abilities. Goal 3: Coordinate safe, supportive andinclusive spaces and opportunitiesthat promote child and youthempowerment within eachcommunity through coordinatedpartnerships that provide theability to lead oneself to berespectful, responsible andcontributing members of theircommunity. Goal 4:Create engaging activities foryouth and children that expandtheir life experiences andpromote fun and enrichingactivities that inspirecommunity-based activitieswhich foster creativity andinspiration. Goal 5: Increase safe, quality andaffordable early learning andcare opportunities for SanDiego families by strengtheningsystems, partnerships andresources for operations,facilities, funding, education(workforce) and recruitment.

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CHILD AND YOUTH PLAN | OCYS EARLY CONCEPT In 2021, A coalition of children and youth serving partners came together to advocate for the creation of a childand youth office at The City of San Diego and establish a vision in anticipation for the creation of an office dedicationto children and youth priorities. The supporting agencies created an early concept for the office that would serve as a“proof of concept” (16) to establish a child, youth, and family framework for city programs, services, andintergovernmental relations. The office would support in accessing resources for children, youth, and caregivers sothat raising a family in San Diego would become less burdensome than what the prior generations have had toendure.Early concepts for The Office of Child and Youth Success according to supporting agencies, written by FundingThe Next Generation Advisors, and various advocates should accomplish the following goals: 71. Elevate the priority and focus on making San Diego a driver of economic mobility through investments inthe conditions and opportunities for children, youth, and their families;2. Center the voices of children, youth, and their families in city budgeting and in operations where theyare directly impacted;3. Build authentic partnerships and impactful initiatives with community-based organizations andphilanthropy to improve the ecosystem of supports and services for children, youth, and their families;4. Establish a node for collaboration among the San Diego Unified School District, San Diego CommunityCollege District, San Diego Public Library, and San Diego Parks and Recreation to expedite city support forschool district priorities and leverage joint use of taxpayer resources managed by the city and schooldistrict;5. Ensure that the City is competitive for federal and state funding opportunities for children, youth, andtheir families with entities such as the National League of Cities;6. Facilitate changes in policies and benefits to make San Diego an exemplar family-friendly employer; 7. Drive changes in long-term bottom-line metrics of child, youth, and family success, such as increasedchild care availability, quality, and affordability; reduced family housing insecurity; reduced child poverty;increased food security; increased youth employment; increased college matriculation and graduation;and increased women’s labor force participation; and8. Help shape the City’s response to COVID-19’s disproportionately negative health and economicimpacts on San Diego’s Black, Latinx, Indigenous, and other Communities of Color.

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Dear San Diego Community, The creation of the first-ever Child and Youth Plan is critically important so that supporting children,youth and families in our vibrant community becomes a main strategic goal for the City of SanDiego. It is imperative that we work together to ensure that the City’s children and youth haveequitable access to essential resources and opportunities that will shape their future. First and foremost, we must prioritize creating safe, quality, and nurturing environments where allchildren, youth have opportunities to thrive and have fun. For example, engaging and accessiblechild care and enriching out-of-school-time camps for children provide pivotal opportunities todevelop and foster social skills, cognitive abilities, and emotional well-being. Furthermore, we must address the needs of parents and caregivers by providing engaging activitiesthat are both affordable and accessible for their children. Many families face the challenge offinding suitable activities that not only align with their budget but also provide a diverse andentertaining environment for their children. By offering a range of affordable options and ensuringthe well-being of the child is the first priority, we can alleviate the concerns of caregivers and enablethem to confidently enroll their children in accessible enriching experiences.Equally important is ensuring that our youth have access to career and workforce pathways. As theytransition into adulthood, it is crucial to equip them with the necessary skills and knowledge tosucceed in the ever-evolving and competitive job market. By offering career guidance, vocationaltraining and internships, we can empower our youth to explore their passions, develop valuableskills and make informed decisions about their future. By focusing on supporting children, youth and families in our community, we not only invest in theirindividual well-being but also contribute to the overall economic growth and prosperity of SanDiego. A strong foundation for our children and youth translates into a brighter future for ourcommunity. I am grateful for the individuals and the organizations that played an important role to create thisplan and urge the community to continue supporting opportunities by advocating for funding andspreading awareness about the importance of these initiatives. Together, we can create a city whereevery child has equitable and inclusive opportunities to thrive and pursue their dreams, and everycaregiver feels confident in their child's well-being. Thank you for your attention and support. Together, let us create a city that nurtures andempowers children, youth and young adults to be contributing members of their communities. CHILD AND YOUTH PLAN |LETTER FROM THE OCYSA LETTER FROM THE OFFICE OF CHILD AND YOUTHSUCCESSWith Gratitude, Andrea O’Hara Executive Director Office of Child and Youth Success 8

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CHILD AND YOUTH PLAN | LETTER FROM THE YOUTH COMMISSIONYouth participation and engagement within our political, social and economic systems is crucial forthe development of policies and the creation of programs that advocate for youth success. As youth,our lived-experiences, perspectives and the knowledge we hold are all necessary additions to thepolicies and programs created to address system weaknesses. Because of youth perspectives, ourvoices need to be incorporated into the solution-making process of issues that affect children andyouth. Historically, youth have been underrepresented, and more so, those who identify as have immigrant,LGBTQ+ and opportunity youth. Youth possess the knowledge to advocate for our future and toensure that San Diego becomes a city for sustainable development, social change and economicgrowth. To ensure youth success, we must first empower our youth with the skills necessary to buildconfidence to advocate for the needed change. The first-ever Child and Youth Plan is a crucial step towards supporting the development of children,youth and families in San Diego to advocate for the opportunities needed to address theweaknesses. We are hopeful that a Child and Youth Plan will empower and incorporate the voices ofyoung leaders in San Diego, especially South San Diego, and areas like the Promise Zone, whereyouth voice has been ignored for far too long. As youth commissioners, we will rely on this plan tostart advocacy and action necessary to invoke the change needed in our community. The greatest gifts a community can give its children are safe and inclusive spaces with adequatesupport, opportunities and pathways for growth, and appropriate environments for healthyexploration. Becoming part of the Youth Commission supports advocacy for resources, policies, andpractices that help youth feel secure, valued and accepted. The Youth Commission is important withhelping the community because it helps to elevate and strengthen youth voices and leadershipabilities while collaborating with our local government. As a key stakeholder in San Diego, we areinspired and dedicated to build trust, build bright futures, and help create a sustainable blueprint forgenerations to come.Emily WongYouth Commissioner, District 1Lara Mertens Youth Commissioner, District 3A LETTER FROM THE CITY OF SAN DIEGO‘SYOUTH COMMISSION9Princess DunnYouth Commissioner, District 4Jesus Martin Gallegos-Munoz Youth Commissioner, District 8

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CHILD AND YOUTH PLAN | DATA ABOUT SAN DIEGO’S YOUTHEnrolled in school352,737Enrolled in preschool5.4%Enrolled in Kindergarten4.5%Grade 1 to 416.4%Grade 5-816.4%Grade 9-1217.1%College Undergraduate31.6%Graduate, ProfessionalSchool5.2%Data Summary12Education Levels of San Diego Youth46% of youth, age 18-24 hold some college work or anassociate’s degree.16% hold a bachelor’s degree. (9)San Diego Unified School District (SDUSD)is the school district serving the vast majorityof students who live in the City of San Diego,with an enrollment of 93,893. (10)EducationTotal School Enrollment- County of San Diego (13)Chronic Absenteeism 27% of SDUSD students were categorized as chronicallyabsent in 2023. (9.5% decline from 2022)All student groups were in the “medium” range for chronicabsenteeism, with the highest rates among students withdisabilities (37%), foster youth (36%), English learners (36%),Hispanic (36%), Pacific Islanders (35%), socioeconomicallydisadvantaged (35%) and African American students (30%).(10)College and Career Readiness

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CHILD AND YOUTH PLAN | DATA ABOUT SAN DIEGO’S YOUTH13Child CareData Sources1) US Census Bureau, American Community Survey Estimates,20222) Kidsdata.org, 20203) U.S. Census Bureau, 20224) Kidsdata.org, 20195) SDSU News Center, 20216) SDCCD Facts on File Report, 20227) Kidsdata.org, 20218) San Diego County Health and Human Service Agency, 2023Data SummaryData for San Diego County overall (12)Averagepercent ofmedianincome spenton child carefees by afamily withtwo youngchildrenYouth and Public TransportationIn the first year of the Youth Opportunity Pass,providing free access to San Diego MetropolitanSystem (MTS) riders, 18 and under, youthridership has tripled to 32,000 riders in April2023. (11)79% of youth surveyed plan to keep usingpubic transportation as adults, and 77% saidriding public transportation feels safer thanother travel methods. (11)Youth in Foster CareSDUSD enrolls about 268 students who are infoster care. (7)Within San Diego County, Black children areabout 5% of the population but make up 12% ofthe children referred to Child Welfare Services. (8)Hispanic/Latinx and Black youth are more likely toremain in extended foster care than than Whitechildren. (8)Socio-Economic Highlights14% of San Diego children, ages 0-17, live below thefederal poverty threshold. African American/Black children experience thehighest rates of poverty (30%), followed byHispanic/Latinx (22%). (2)Across San Diego County, rates for unhousedstudents are highest among Native (7.7%), Black(6.4%), Hispanic or Latino/a (5.1%), and Pacific Islanderstudents (5.1%). The overall County rate is 3.5%. (14)49% of 0-17 year-olds live with at least one parentwho was born outside of the U.S.10% of San Diego youth, ages 0-24, were born outsideof the U.S.(3)43% of 11th grade SDUSD students have at least oneparent with a 4-year degree.17% do not have a parent with a high schooldiploma, and 16% do not have a parent with formaleducation beyond a high school diploma.(4)About 40% of SDSU students and 30% of San DiegoCommunity College District students are consideredfirst-generation college students. (5, 6)9) US Census Bureau, 202010) CA School Dashboard, CDE, 202311) SANDAG, 202312) University of San Diego, San Diego County Childcare Landscape, 202213) U.S. Census Bureau: 2017-2021 5- year estimates according to the 2021Cities Demographics14) San Diego Economic Equity Report, San Diego Foundation, 2023Socio-Economics and System Supports

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CHILD AND YOUTH PLAN | ALIGNMENT WITH THE STRATEGIC PLANTHE CITY OF SAN DIEGO STRATEGIC PLANFoster RegionalProsperityEconomic growth andopportunity happens inevery community, for everySan Diegan.Protect & Enrich Every NeighborhoodCommunities are connected tosafe public spaces that offeropportunities to learn, grow andthrive.ChampionSustainabilitySan Diego offers livable,sustainable communities forall, now and in the future.Create Homes ForAll Of UsEvery San Diegan hasaccess to secure,affordable housingAdvance Mobility &InfrastructureSan Diegans have transportationand infrastructure and options thatare efficient, safe and convenientALIGNMENT WITH 15The City of San Diego’s Strategic Plan focuses on the vision, mission, operating principles and priority areas for2022 and beyond. The action-oriented plan outlines the specific outcomes, expected results and relatedstrategies on which City leaders and employees will work collaboratively to deliver what our community needs. Aspart of the City’s commitment to transparency, the City provides an online dashboard to keep the public updatedon different areas of progress over time.The Child and Youth Plan focuses on aligning the identified objectives with the following three strategic goals: Protecting and Enriching Every NeighborhoodChampioning SustainabilityFostering Regional ProsperityStrategic alignment between various City plans allows those groups responsible for addressing the goals andobjectives, the ability to visually see the plans’ initiatives and compare strategies and opportunities. The ability tocollaborate with other City departments and external stakeholders through cross-functional collaboration canincrease output efficiency, drive strategy and promote fiscally responsible programs.

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The City of San Diego’s first Child and Youth Plan is a roadmap of solutions createdfrom a wide range of engagement activities and community inputs on topics criticalto youth well-being and success. The data collected creates the foundation for aroadmap of solutions that benefit children, youth, and families in America’s FinestCity. This is the City of San Diego’s first Child and Youth Plan. CHILD AND YOUTH PLANCREATING AMETHODSCreating the Child and Youth Plan is a coordinated effort through communityconversations, focus groups, town halls, and various ecosystems, focused onspecific age-ranges of children and youth. The City will focus on implementinggoals and objectives that align with City strategic plans to increase outputefficiency, drive strategy, and promote fiscally responsible programs.OBJECTIVESThe City of San Diego’s Child and Youth Plan is the intentional roadmap that createsa shared vision of services, programs, and resources that will support equitablecross-generational solutions for sustainable goals that uplift the voices of children,youth, and families in San Diego. The Child and Youth Plan (CYP) builds off of community conversations lead byintentional focus groups and steering committees shaped with cross-sector leadersrepresented by a broad range of organizations, institutions, and individuals thatpossess lived and technical experience in contributing, supporting and leading intheir sector. It is with these voices and co-creating with OCYS and youthorganizations that the Child and Youth Plan was created. CHILD AND YOUTH PLAN | CREATING A CHILD AND YOUTH PLAN18

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SEPTEMBER 2022TOJUNE 2023Phase One of the Child and Youth Plan (CYP) focused on selecting Social Advocates for Youth (SAY)San Diego that had experience and skills in organizing Youth and Family virtual and in-person focus-groups. The organization was responsible for ensuring equitable and inclusive virtual and in-personfocus groups. Additionally, the Office of Child and Youth success established steering committeeswith diverse organizations who co-created with youth leaders age specific ecosystems. This parallelpath provided for the framework to successfully create diverse community engagement. JULY 2023TOJUNE 2024Phase Two of the Child and Youth Plan is the design phase. The Office of Child and Youth Success,in collaboration with SAY San Diego, designed an actionable plan to address inequitable anddisproportionate systems based on feedback collected during the town halls, focus groups, andsteering committees. The design phase provides the actionable strategies and recommendationsneeded to satisfy any concerns and deficiencies identified in the current programs, services, andresources identified.JULY 2024TOJUNE 2025Phase Three of the Child and Youth Plan will be the implementation phase. The Office of Child andYouth Success, in collaboration with the steering committees and partner organizations, will beginto address the areas of goals, objections, actionable strategies through the potential partners in aspecific timeframe. CHILD AND YOUTH PLAN | TIMELINETIMELINEChildren and Youth Serving Organizations OUTREACHThe children and youth steering committees were comprised of individualsrepresenting cross-sector organizations that serve children, youth andcaregivers. The committees provided input, concepts, aspirations, and solutionsthat support San Diego’s youngest community and the support the systems asidentified during analysis of strengths, weaknesses and opportunities.19

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YOUTH & COMMUNITYCHILD AND YOUTH PLANThe Office of Child and Youth Success conducted outreach to all nine City Council Offices, CommunityNeighborhood Service Committee, Parks & Recreation Board, to solicit their feedback on their expectationsfor OCYS. San Diego County Office of Education - Local Planning Council, The first outreach event was conducted virtually occurring in collaboration with the City Councilrepresentative for each nine areas. Over 100 individuals attended to provide initial thoughts and input oncreating a Child and Youth Plan.Next, throughout the summer of 2023, occurring in person and virtually, over 33 focus groups wereconducted that were majority youth and youth young adults, resulting in close to 300 youth providingfeedback on their needs in the community.Thirteen Steering Committee Meetings were scheduled over a 4-month period to include experts skilled atworking with, and providing resources for youth and young adults. Over 85 organizations and communitystakeholders came together to review the draft plan, discuss objections, develop action strategies, andcreate a actions, timeframe that would ultimately create the plan.INVOLVEMENT CHILD AND YOUTH PLAN | COMMUNITY INVOLVEMENT20An online feedback form was posted on the City website for 60 days so that individuals can shareresponses, comments, and suggestions for the working draft plan. Additionally, OCYS presented the planto a group of college students enrolled in the school of public affairs at SDSU. Students had theopportunity to prioritize the objective areas and provide input on the plan as an assignment.

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Media Release from City CommunicationsOver 200 flyers printed and dispersedMedia Kit emailed to local community partners for cross-postingSocial Media Posts on Instagram and TwitterNBC TelemundoKUSI in the morningLocal Fox evening newsSan Diego Unified, San Diego Community College District, San Diego CountyOffice of Education, and County of San Diego Live Well OfficeWhat’s workingwell today?Barriers +challengesCommunitysupport for asuccessful futureIdeas +opportunitiesfor the futureCHILD AND YOUTH PLAN | COMMUNITY INVOLVEMENTTOWN HALLSOBJECTIVES + ENGAGEMENTSTRATEGYDIGITAL + PRINT MEDIATELEVISIONAPPEARANCESCOLLABORATION WITHCOUNTY AND EDUCATIONPARTNERS FOR CROSS-PROMOTIONEDUCATION + CAREER PATHWAYSECONOMIC + WORKFORCEDEVELOPMENTYOUTH EMPOWERMENTENGAGING ACTIVITIESCHILD CAREFOCUS AREAS OF THE CHILDAND YOUTH PLAN21Town hall participants broke into small discussion groupsthat were organized by age: 14-17 years old; 18-24 yearsold; and 25+ years old. Each group included members ofthe OCYS and SAY outreach team, who were primarilyyouth or young adults to facilitate the discussion and takenotes. The discussions applied general questions to eachof the CYP focus areas.

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Virtual town hall meetings occurred during Phase 1 in developing the CYP.These also allowed for communities to provide public input on focus areasfor the Child and Youth Plan. To support reaching all parts of the city, OCYSpartnered with each City Councilmember’s office to co-host a town hall.Each town hall occurred virtually on the Zoom video conference platformand was available in multiple languages if requested by registrants. Theagenda for each town hall included a welcome and introduction by theOCYS executive director, and a co-hosting City Councilmember; anoverview of the Child and Youth Plan; and community discussions in smallbreakout groups to gather input on each focus area of the CYP. The townhalls were organized and facilitated by Social Advocates for Youth (SAY)San Diego.June 28, 2023, 5 p.m. - 7 p.m.Councilmember Joe LaCavaJune 29, 2023, 5 p.m. - 7 p.m.Councilmember Jennifer CampbellJune 14, 2023, 5 p.m. - 7 p.m.Councilmember Stephen WhitburnJune 3, 2023, 10 a.m. - noonCouncil President Pro Tem MonicaMontgomery Steppe May 30, 2023, 5 p.m. - 7 p.m.Councilmember Marni von WilpertMay 25, 2023, 5 p.m. - 7 p.m.Councilmember Kent LeeJune 1, 2023, 5 p.m. - 7 p.m.Councilmember Raul CampilloMay 31, 2023, 5 p.m. - 7 p.m.Councilmember Vivian MorenoMay 20, 2023, 10 a.m. - noonCouncil President Sean Elo-RiveraCHILD AND YOUTH PLAN | COMMUNITY INVOLVEMENTVIRTUAL TOWNHALLS22thSUMMARY REPORT OF

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YOUTH FOCUS GROUPSCHILD AND YOUTH PLAN | YOUTH FOCUS GROUPS INFORMATIONAL FLYERSFlyers created to use as social media content to promote the anonymous questionnaire that was shared withpartners, youth groups and on social media to engage those who were not able to participate in a focusgroup/listening session. SAY also provided direct recruitment to youth who have historically been underserved withresources pertaining to the focus areas so that their voice was elevated in the process.In Phase 2, OCYS conducted 33 Focus Groups to expand on what was learned through the virtual town halls. Thepurpose of Focus Groups and Listening Sessions were to provide youth, young adults and their families ajudgment-free platform to express their thoughts, ideas and concerns about the issues and challenges youth andyoung adults in San Diego face today and expect in the future.SUMMARY REPORT OFINTRODUCTION23OCYS partnered with Social Advocates for Youth (SAY) San Diego, and grassroots partners to develop and conduct amulti-pronged communications and outreach approach. Additionally, young adult interns were identified andsupported to lead these facilitation and note-taking efforts. This was a priority to ensure the youth providing theirfeedback felt comfortable during the sessions. Interns were provided training and capacity building opportunities on how to run focus groups, both in-person andvirtually. Topics included facilitation, note-taking and communication with organizational partners. The utilization ofinterns as part of this work has provided young adults interested in the field of public health, city government andworking with youth-serving organizations the opportunity to learn new skills, put their education into practice andconnect with city government. COMMUNICATIONS + OUTREACH

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FOCUS AREADESCRIPTIONDISCUSSION QUESTIONSYouthEmpowerment“Youth empowerment is about being ableto pursue your dreams and interests withhelp if you need it, without others judgingyou – basically, to be what you want tobe.”How do you find resources to make positive changes in your lifeand in your community? How would having a mentor figure improve your life? That could bepersonally, academically, or professionally. What supportive services are available to help people strugglingwith mental health?Education +Career Pathways“Education is about how your communitygets you ready to graduate and take thenext step to college or the workforce,depending on their individual path andgoals.”Tell us about some of the opportunities your peers have access tothat you wish you had? What types of educational opportunities are offered in yourcommunity that align with what you want to study, or the type ofcareer you want to pursue after graduation? What is one thing that would have made a difference or had apositive impact in your educational journey?Economic +WorkforceDevelopment“Opportunities that can be obtainedthrough valuable apprenticeships,mentorships and internships. For peoplewho are not academic all-stars, may seetheir strength flourish in a career focusedon a trade that does not require a collegeeducation.”What resources does your community offer to support you inpreparing for internships or jobs in the field you are interested in?How has your cultural background/social identity affected you ingetting a job, internship, or other positions? What do you think your community could do to support you inlearning how to manage your money effectively? What does beingfinancially stable mean to you? What factors or resources do you rely on to ensure access to safesleeping arrangements and housing?EngagingActivities“Engaging Activities is about ensuring ourneighborhoods are positive places foryouth with fun things to do and goodplaces to go. That could be being part of asports team, exploring your hobbies, orspending time with friends”What makes it difficult to engage in activities, events, programsoutside of your neighborhood? What kind of safe spaces (physically and emotionally) do you seekor wish to have when you're not at home, work or in yourcommunity?Child Care“The City of San Diego is working toincrease the safety, affordability, andaccessibility of child care and earlyeducation opportunities.”What are some ways your community can support you with childcare needs? Do you know of any available and affordable child careresources? If you had to care for your own child or sibling(s), how has itimpacted your opportunities related to school/work? What kind of camps or after-school programs would have made ameaningful difference in your personal growth and development? CHILD AND YOUTH PLAN | FOCUS GROUPS DISCUSSION QUESTIONS24SUMMARY OF FOCUS GROUP QUESTIONS

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FOCUS GROUPSCHILD AND YOUTH PLAN | YOUTH FOCUS GROUP FEEDBACKSUMMARY REPORT OFA number of common themes came through the Youth FocusGroups/Listening Sessions, including:25“There is a need for inclusive, safe spaces and mentorship. Many statedthat mentors would make an enormous impact in their educational andprofessional journeys.”“Resources to help understand the idea of identity, and how to helpsomeone figure out the right path for them.”“Many identified that cultural differences, gender and ethnicity were allfactors that impact access to resources.”“There should be a centralized place for various types of resources.”“There is a lack of resources on and off school campuses, such as mentalhealth resources, financial literacy courses or workshops, mentors, andtutoring.”“There are limited public transportation resources especiallyaccessibility on school campuses and in their communities.”“Neighborhood safety and homelessness is a concern.”“More community centers are needed to keep youth safe.”“Gang violence in neighborhoods poses a challenge when it comes tofinding jobs, getting an education and traveling outside one’sneighborhood.”“There is a need for strong social safety nets, including the demand forsafe spaces does the LGBTQIA+ community.”“Provide better access to basic needs, such as housing, transportation,child care and mental health services.”“ There is a need for financial literacy classes, free anger management,counseling/courses, and access to internships and careeropportunities to try different fields and careers in high school.”“In addition to academics, there is a need for learning the basic skills tosurvive as an adult.” “Many identified that cultural differences, gender and ethnicity wereall factors that impact access to resources.”“Youth are experiencing a lot of stress, now more than ever.”“Educators need more training to support students with health/mentalhealth issues.”

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ONLINE SURVEYCHILD AND YOUTH PLAN | SUMMARY REPORT OF FOCUS GROUPSNumber of Youthidentifying as BIPOCand other161Number of Youthidentifying as Asian20Number of YouthIdentifying asHispanic/Latinx99Number of Youthidentifying as Refugee/New Immigrant 7Number of Youthidentifying as Femaleonly62Youth that identified asLGBTQIA+25SUMMARY REPORT OF26Age ranges from the youth participants were 14-30 years of age, with a hand-full of young participating between the ages of 8-14. Primarily, thefocus groups encompassed youth ages 14-18. Some focus groups included youth ages 19-25. Although the majority of the focus groups weremixed-races, the summary below is an estimation of how the youth identified. The partner organizations facilitating the focus group provided 229gift cards as incentives to participate. North of Interstate 8 - 38 participants South of Interstate 8 - 169 participants Mixed locations: 61 participants Virtual: 19 participants Total = 287 participants South ofInterstate 858.9%Virtual6.62%MixedLocations21.25%North ofInterstate 813.23%Location of the Youth Focus GroupsONLINE QUESTIONNAIREOver 60% of respondents to the online survey were youth. A total of seventy one (71)individuals answered the anonymous questionnaire, 70 in English and 1 in Spanish. The questions were organized into these topics: Youth Empowerment: How our youth pursue their dreams and interests with help and without judgement. How can we make it better? Education and Career Pathways: How school gets youth ready to graduate and take the next step to college or the workforce, dependingon their goals?Economic and Workforce Development: How we ensure there are non-college choices like job training, trade schools, and other options.What makes it difficult to live here? Engaging Activities: How we make our neighborhoods positive places for youth with fun things to do and places to go. What makes ourcity special and a fun place to grow up? Child Care: How we make child care and early education safer, more affordable, and more available?To accommodate individuals who were unable to participate in a Town Hall orFocus Group/Listening Session, an online questionnaire encompassing similartopics was available on the Office of Child and Youth Success website. The link wasemailed to community partners, schools, and promoted after every town hall.

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Strengths: Focused on what organizations do well, qualities of successful programs,and great skills, and unique resources that exist in the community.Weaknesses and Threats: Focused on organization’s areas of weaknesses orchallenges that pose a limit on deployment of resources.Opportunities: Focused on exploring new ideas and opportunities that provide animpactful system of resource capacities.CHILD AND YOUTH PLAN | OBJECTIVES + ENGAGEMENT STRATEGYSTEERING COMMITTEEOBJECTIVES MEETING ONE October 2023MEETING TWONovember 2023MEETING THREEDecember 2023EDUCATION + CAREER PATHWAYSECONOMIC + WORKFORCE DEVELOPMENTYOUTH EMPOWERMENTENGAGING ACTIVITIESCHILD CAREIdentifying System Strengths, Weaknesses, Opportunities, Threats27The Steering Committees were formed through outreach to local organizations that have a vested interest in improving systems for children,youth, and families. In coordination with SAY San Diego and the Office of Child and Youth Success, Steering Committee organizations attendedup to twelve meetings to discuss the strengths, weaknesses, threats, and opportunities that the San Diego community possesses in areas ofeconomic and workforce development, career and education pathways, youth empowerment, and engaging activities. The youth internsemployed by SAY San Diego and the Office of Child and Youth Success were trained to lead the facilitation of these intentional conversations. The organizations shared their knowledge and expertise in the identified focus areas. The feedback was collected through an interactive meeting tool and then transposed into the creation of the Goals, Objectives, andrecommendations.

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CHILD AND YOUTH PLAN | VTH AND FOCUS GROUP SUMMARYEDUCATION + CAREER PATHWAYSCommon themes and highlights about Education and Career Pathways from the Town Hall and Focus Groupsmeetings include:While education is primarily the responsibility of schools, education and learning occur in broader settings and arereflected in many types of achievements. Students should be encouraged to explore options for their education and enrichment efforts, including in their initialsteps in career development, such as a range of degrees, accreditations, and certifications. Exploring options may occur through career fairs, internships, hands-on experiences, and community engagement. School curriculum should include a greater focus on life skills such as financial literacy, healthy and active living, andsimilar topics. As our city continues to welcome a greater diversity of cultures and languages, education and support systems mustcontinue to diversify their outreach, communication, and service delivery. There were concerns regarding students’ access to courses that align with their future career aspirations. The currentschool curriculum often falls short in adequately preparing students for the workforce and college. Additional access to mentors and tutors would be an invaluable support for students’ educational and career journeys. Desire for a more diverse set of elective courses, including home-economics, a broader array of language courses, andspecialized classes for college preparation skills. 29SUMMARY FROM VIRTUAL TOWN HALL ANDFOCUS GROUPS MEETINGSGoal Statement: Strengthen resources for programs that identify and deliver solutions that address disparities and improve access toopportunities for developing skills and connecting to strong career pathways that are in demand in the current job market,reskilling and upskilling to close talent gaps.FOCUS AREA 1SYSTEM STRENGHTS Diversity of employment opportunities exist in our region.Opportunities exist early in life for many youth. Holistic experiences are available that include work-based learning and mentorships. Career readiness opportunities are available in some areas through local education partners. Volunteer opportunities are available for youth to gain needed experience for college applications. Community outreach and support systems are available in most areas. Educational case management is offered to support with career coaching. One-on-one meetings are available in most high-school and charter schools for referrals to tutors, mentors, and collegepreparation.Continued education support for future educators are free to low cost. School districts offer dual enrollment in college courses for high school students.San Diego youth are diverse, multi-lingual, global citizens bringing knowledge to peers and colleagues. SYSTEM WEAKNESSESWe need to acknowledge employers are large part of creating pathways (building bridges).Rules and program creation is out of the hands of organizations and offered to larger corporations.There is a lack of sustainable funding to support collaboration and partnerships.Staff capacity to being able to support the youth that are seeking supportive services and programs. The public perception of the youth that are receiving the needed services.Families face multifaceted inequities.Funding to help lead collaboration with other agencies is needed.Keeping up with resource updates is challenging.Having direct access to youth to provide services.There is limited education around the types of services being offered: mental health education, specificallyFinding partnerships and visibility within the community is challenging.Marketing the programs is a weakness.Transportation access, affordable housing & livelihood, school structureWell-known organizations are typically recognized first for funding opportunities.A priority list is needed to determine the need for the individual.

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Youth interns were tasked with identifying and researching system weaknesses that are affecting children and youth’s ability to reach theirmaximum potential. These topics are rooted through lived-experiences, and refined by exploring community circumstances and passionateresearch. Conducting research looked different to each intern and after various topic refinement, the following system weaknesses were chosen astopics that present areas for opportunities to address the community deficiencies. EDUCATION + CAREER PATHWAYSTOPICSUMMARYCritical Life Skills andMentorship SYSTEM WEAKNESS: Youth feel that schools are not preparing students for graduation with theknowledge of adequate critical life skills, such as; personal finance, time management, goal-setting,budgeting, critical thinking, self-care, communication, and problem-solving.OPPORTUNITY: Creating programs and developing curricula would help the most vulnerable youthwith navigating a career pathway and preparing them for difficult situations. Critical life skills are oftenoverlooked in basic education curricula. Mentorships or critical life skill programs in schools orcommunity centers could help the most vulnerable students overcome challenges with social,economic, and emotional needs. Additionally, advocating for policy change that require all 12th gradestudents to seek out a qualified mentor or participate in a program that offers critical life skilleducation that encompasses; personal finance, time management, goal-setting, budgeting, criticalthinking, self-care, communication, and problem-solving.Education SystemCollaboration (Student ChronicAbsenteeism)SYSTEM WEAKNESS: Youth feel that parents and guardians do not understand the importance thatschool attendance for students has on adulthood success. Chronic absenteeism has nearly tripledpost-pandemic. According to the National League of Cities, between the 2018-19 and 2021-22 schoolyears, chronic absence increased from 12.1% to 30% in California. The students who are chronicallyabsent are disproportionately students of color and students from vulnerable populations, such asyouth in foster care, students experiencing housing instability, socioeconomically disadvantaged, andstudents with disabilities. OPPORTUNITY: Educators could acquire the barriers to attendance during school enrollment tobetter support with transportation, health, school climate, and personal challenges. Additionally, asystem of support should be established between the youth and their guardians after a series ofabsences. Education Systemcollaboration (AdulthoodTransitions)SYSTEM WEAKNESS: Youth noticed that among their peers there is a lack of awareness to resourcesthat support with adulthood transitions. Young adults are missing out on critical opportunities whichcould support them during difficult times due to their unawareness of available resources in thecommunity.OPPORTUNITY: There is an urgent need for improved communication and outreach efforts betweenschools, families, and community groups to ensure that valuable resources reach those who needthem to reach their full potential. CHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARYSUMMARYOF YOUTH RESEARCH30

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EDUCATION + CAREER PATHWAYSCHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARYArts & CultureSYSTEM WEAKNESS: Youth have expressed the need to revitalize the City's Arts & Culturalprograms and activities aimed for youth and young adults. Additionally, Youth have expressed thedesire to provide equitable and quality STEAM opportunities throughout our public spaces toaddress the inequities of BIPOC students having inequitable access to career pathways related toSTEAM occupations. STEAM is an educational movement that stands for Science, Technology,Engineering, Art, and Math. Providing this learning approach to the youth will help nurture theirlong-term academic skills and broaden their perspectives and pathways. Students will learn toincorporate creativity to the issues and challenges they face. Research performed in summer of2023 showed that on average 90% of arts organizations were still closed or partially closed after thepandemic. Amounting to an estimated $96.6 million lost revenue. Of those organization that wereable to reopen, 95% reported program reduction, Amounting in $79.4 million. 65% of theorganizations that reopened reported a decline rate of donations that had previously help tosustain programming and offer scholarships to the lower wage-earning families.OPPORTUNITY: Investment in arts aimed at youth and young adults could ensure the overallimprovement in social and mental health and decrease the number of opportunity youth who haveyet to cultivate their creative expression in a meaningful way. Additionally, opportunity youth whoare struggling with finding arts and culture employment could use these types programs andactivities as a way to gain a career path or future entrepreneurship opportunities.Literacy & Technology SYSTEM WEAKNESS: Youth observed that teens and young adults allocate a greater portion oftheir time to digital media and less time to reading. Extensive polling and research findings shedlight on a rather concerning trend among the younger generation. Data showed that not only areless youth reading, but according to the San Diego Council on Literacy, only 43% of 3rd graders inSan Diego Unified meet the standard for language arts. Additionally, fewer than 20% of youngindividuals report engaging in the act of reading a book, magazine, or any form of literary mediapurely for pleasure, while a striking 80% express a preference for using social media platforms astheir primary source of entertainment and engagement during their leisure time. This shift inleisure preferences reveals a considerable disconnect between the traditional enjoyment ofreading and the contemporary allure of social media. The data underscores the evolving landscapeof recreational activities, where digital connectivity and social interaction via online platforms havebecome the dominant choices for youth, potentially posing challenges for the promotion of literacyand a culture of reading for enjoyment. OPPORTUNITY: A significant investment in creating a sustainable support system for literacyengagement would create the largest Return on Investment (ROI) for youth programming. The datapointed out that 70% of white students are proficient while a disproportionate Black students at40% and Latinx students at 44%. Investment in early learning and out of school time opportunitiesfor younger students presents more opportunities to be engaged in literacy at an earlier age. TOPICSUMMARY31

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ECONOMIC + WORKFORCE DEVELOPMENT Common themes and highlights about Workforce Development from the Virtual Town Hall (VTH) meetings and FocusGroups.Non-college pathways and opportunities for advanced education and career development should be better promoted,respected, and supported.Through expanded partnerships with trade and vocational programs, school districts can further expose all youth to theseoptions and provide affiliated curricula, internships, and credits that count in earning a high school diploma.Resources such as public transportation, mental health supports, child care, and others that are tied to the one’s ability towork are critical. Youth and young adults who particularly struggle to see themselves on a college pathway for a variety of reasons (e.g.,career interests, financial constraints, accessibility) should be prioritized in opportunities and supports for alternativepathways.Perspectives about workforce development were often shaped by the communities in which participants live. While somenoted that their schools regularly organize job fairs, provide access to academic programs, and offer job readinesscourses, others noted a lack of opportunities in their communities. A majority of participants stated that their ethnicity does not affect their access to opportunities, yet several voiceddifferent opinions, identifying their age, appearance, and color of their skin as impacting their available opportunities.A need for comprehensive financial literacy courses, including topics like building credit, navigating taxes, effective moneysaving strategies.CHILD AND YOUTH PLAN |VTH AND FOCUS GROUP SUMMARY33SUMMARY FROM VIRTUAL TOWN HALL ANDFOCUS GROUPS MEETINGSFOCUS AREA 2Goal Statement: Foster equitable opportunities for children and youth that promote strategies to obtain the necessary qualitiesto be resilient in economic downturns changes and also secure competencies to provide long-term workforce skills and abilities. SYSTEM STRENGHTS High school students are able to obtain college credits.There are opportunities to align education with professionals.Many opportunities offer compensation for participation. Incentives are available for first-born college students. Mentorships are available.Understanding funding and resources that are available to address the challenges.Diverse employment opportunities are available.Many career pathways have multiple entry points.Interest-based programs for youth are available.Community partnerships are formed for accessing resourcesPreventative programs are available to meet the whole family.Diverse post-high school options are available.Staff commitment is recognized.Organizations collaborate with families and support systems. College readiness programs are available.There is a shared service alliance.Virtual learning on various platforms is available.SYSTEM WEAKNESSESOveremphasis on college readiness in public schools leads to a lack of support for students pursuing vocational careersand programs.There is a lack of trust in government procurement process, fueled by concerns about waste, fraud, and abuse.There are often long waitlists for referrals and after school hour programing access is limited.School districts prioritize competition over collaboration, focusing on admission and graduation rates due to financialincentives.Legal issues and bureaucracy overpower youth-serving organizations when making procedural changes.Language regarding alternatives to college should be revised.A directory and/or community calendar for resources of all organizations and departments is lacking.Small organizations feel compelled to change objectives in order to secure funding.A gap for learners with special needs exists.There is bias surrounding "alternative" college paths.There is an absence of applied apprenticeships and trade exploration curricula is not required in middle school, high school,and community college.

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CHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARYYouth Businesses (Entrepreneurship)SYSTEM WEAKNESS: Youth notice that in certain regions, limited job opportunities that promote careeradvancement for young adults are a prevailing concern. Venturing into creating a business at a young agecan offer numerous advantages, however, young adults have limited guidance and resources onentrepreneurship as a career opportunity, especially in communities where the college level educationdemographics is low. Handling a business can teach youth many skills that will help establish foundationallife skills, such as critical thinking, innovation, networking, self-discipline, problem-solving, and teamwork.Skills such as these will set youth up for their long-term success in many areas of their life. According to anews article by CNBC, 60% of teens are thinking differently about their future employment and are moreattracted to starting their own businesses. Based on a survey, 45% of them want to learn from experiencedbusiness owners and 37% are interested in learning more through integrated or after-schoolentrepreneurship programs. Results lese prove significant interest and should be considered highly formiddle and high school curriculums.OPPORTUNITY: Prioritizing entrepreneurship courses in the education systems and through localcommunity spaces support young adult entrepreneurship. Additionally, providing incentives to small-business owners to provide workshops about their journeys and lived-experiences of entrepreneurship. TOPICSUMMARYPlanning + Placemaking SYSTEM WEAKNESS: Youth communicated the idea of placemaking is lacking in our community. Theydescribed this as a collaborative process that centers on a community's physical, cultural, and socialidentities to guide the design of public spaces. The aim is to create safe and enjoyable public spacesaccessible to all, with a particular emphasis on improving the equitable distribution of quality public spacesin underserved communities. Additionally, the connection between families of various income levels isrooted in smart growth principles. Neighborhoods featuring a diversity of housing types tend to attractresidents from different income brackets. OPPORTUNITY: By creating more of these mixed-use neighborhoods, we can offer children uniqueeducational opportunities. The fusion of placemaking and smart growth principles is pivotal in fosteringcommunities with a strong sense of belonging for their residents. Creating a seamless and sustainablefunding source for the maintenance and construction of public spaces is a multifaceted endeavor thatdemands careful planning and execution. By implementing smart growth principles and promoting effectiveplace-making in public spaces, we can bring together families from various income levels and createopportunities for youth to thrive.TransportationSYSTEM WEAKNESS: Youth and young adults that rely on public transportation face challenges accessingdue to the lack of understanding and education it takes to access the services. The lack of access hinders theability to use public transit with ease and makes transportation to school, jobs/internships, after-schoolactivities, and other destinations a challenge and even discouraging. According to transportation data, youthrepresent about 26% of the region's population, nonetheless, young people under 19 years of age make uponly 10% of bus riders and only 7% of trolley riders. OPPORTUNITY: Transportation and transit departments should invest in providing resources and educationto youth on the digital systems used to access public transit. Increased promotion in high schools will alsobring awareness to the capabilities and accessibilities public transit can have for youth. Additionally,ensuring that public transit is safe and inviting for young people would create a more welcomingenvironment and access to job opportunities outside of their walkable neighborhood. 34SUMMARY OFYOUTH RESEARCHECONOMIC + WORKFORCE DEVELOPMENT Youth interns were tasked with identifying and researching system weaknesses that are affecting children and youth’s ability to reach theirmaximum potential. These topics are rooted through lived-experiences, and refined by exploring community circumstances and passionateresearch. Conducting research looked different to each intern and after various topic refinement, the following system weaknesses were chosenas topics that present areas for opportunities to address the community deficiencies.

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CHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARYTOPICSUMMARYJuvenile + CriminalJusticeSYSTEM WEAKNESS: Youth observed an over representation of black and brown youth when looking atstatistical data when it came to arrest and higher rates of prior contact with the criminal justice system.The youth that researched this topics compared the statistical data with the number and the locations ofpolice stations, with a focus on Southwestern (SW) versus Northern (North) stations. Additionally,studying the ARJIS (Automated Regional Justice Information System) information system to see thelocations of the law enforcement agencies, the recent neighborhood field reports, and volume of arrests. OPPORTUNITY: Analyzing the data and information gathered by the various systems may provideinsights into the disparities in arrests and overrepresentation of black and brown youth in the criminaljustice system in comparison to their population proportions. This research can serve as a foundation forunderstanding and addressing over policing practices and serve as a tool to understand how interventioncould reduce youth behind bars. This studying and investment of resources may require reallocatingfunding towards intervention and rehabilitation centers as well as, creating youth diversion programs.There may be hesitancy in the community to shift away from punitive measures due to concerns that itcould increase safety risks. Balancing the need for intervention and rehabilitation and the safety of thecommunity will be a crucial aspect of addressing the incarceration of youth and promoting moreeffective, sustainable solutions. Financial LiteracySYSTEM WEAKNESS: Youth stated that credit card companies are focusing their efforts on collegecampuses to persuade students to apply for credit cards. These companies attract students with variousoffers and incentives, luring youth into accumulating credit card debt and becoming saddled with high-interest debt, which can have adverse effects on their financial stability for years. OPPORTUNITY: Creating barriers for credit card companies to be on college campuses could decreasethe accessibility to easily targeted youth. Additionally, providing credit card debt education and financialliteracy courses as part as high school curriculum would educate those who would be of on seekingcredit cards as a form of financial stability and the risks associated with credit cards. ECONOMIC + WORKFORCE DEVELOPMENT 35

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YOUTH EMPOWERMENTCHILD AND YOUTH PLAN | VTH AND FOCUS GROUP SUMMARYCommon themes about Youth Empowerment from the Virtual Town Hall (VTH) and Focus Group meetings:Overall, our community and civic institutions must strive to “meet youth where they are,” providing support andencouragement in ways that are meaningful, relevant, and accessible to each person. Empowering youth and young adults mean they feel heard, valued, respected, supported, and included in thecommunity.Ensuring the security of youth and caregivers’ basic needs is foundational to their ability to pursue their dreamsand thrive, including but not limited to finances, safety, housing, healthcare, childcare, mobility, mental health,and similar needs. Mentorship and positive examples—whether personal, academic, or professional—that provide guidance toyouth and young adults are valuable and should be provided by those who reflect a given youth’s culture, race,ethnicity, lived experiences, and similar characteristics. Building community awareness of current and future resources, supports, and programs must continue toimprove via multiple methods, such as outreach, workshops, topical websites, social media, and other youth-oriented methods. Need for a dedicated website/center aimed at centralizing resources. Accessibility of supportive services for people’s mental health is varied; some schools/communities offerdedicated programs, while they are absent in other schools/communities.37SUMMARY FROM VIRTUAL TOWN HALL ANDFOCUS GROUP MEETINGSFOCUS AREA 3Goal Statement: Coordinate safe, supportive, and inclusive spaces and opportunities that promote child and youthempowerment within each community through coordinated partnerships that provide the ability to lead oneself to berespectful, responsible, and contributing members of their community. SYSTEM STRENGHTS Systems are focusing on teaching the value of vulnerability as a strength.Organizations that create close connections with youth could catch issues before they are exacerbated. Many organizations cultivate consistent, brave, and safe spaces for youth, including artistic and creative outlets. Many organizations foster a youth-centered approach, including youth-led forums.Many organizations involve people with lived experience in providing relevant services.By delivering trauma informed care, organizations empower youth to live their experiences and encourage socialemotional learning tools.Organizations hold reasonable expectations for youth, there seems to be momentum building in youthinvolvement. Multifaceted approaches are adopted. Technology integration can keep youth connected with programs.Gardening and environmental workshops are available to promote nature-forward programming.Intentional revenue streams support youth programming. Fun community engagement opportunities include paid internships and after school programs.Social media education, responsibility, and healthy use on consumption are beginning to be a norm.Many organizations place family voice and choice at the center of decision making. Drug education, mental health supports systems, and community involvement are available. Culture and identity focused resources are available.SYSTEM WEAKNESSESPractical and sustainable approaches are needed for preventing and supporting trauma, encompassing bothtrauma-informed and non-trauma informed care.Connections and resources are often limited with community and neighborhood partners.There is a lack of partnerships and collaborations between organizations, trust among leaders, and bureaucraticobstacles with school districts. There is often lack of follow up with youth.Gentrification affects equitable support and opportunities for youth.There are high expectations and lack of support for youth. Many youths feel unrealistic expectations when trying toreach the next level.More civic/local government classes are needed to help youth feel more comfortable and empowered to voice theiropinion to policy makers.Program funding and distribution at the district level is inequitable.Organizations face challenges in making resources accessible to youth, including time constraints and limitedflexibility due to youth's schedules, capacity levels, and lack of understanding and outreach to meet youth's basicneeds (e.g., housing concerns, transportation, economic strife).Groups and neighborhoods should be identified and specified, to effectively assist those who require support.Organizations face challenges of addressing threats and hate groups while still supporting BIPOC and LGBTQIA youth.

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YOUTH EMPOWERMENTTOPICSUMMARYSelf-Care (Healthy &Inclusive Relationships)SYSTEM WEAKNESS: Youth feel that there is a lack of education for teenagers and youth adults on theimportance of cultivating healthy relationships is lacking. This educational gap is particularly concerning inthe context of the prevalent issue of intimate partner violence, which has detrimental effects on the well-being of today's youth. OPPORTUNITY: Provide inclusive programming at recreation centers and libraries for services thatpromote healthy relationships. Additionally, fostering a stronger connection with at risk youth by creatingcity spaces that offer programs for those who identify as LGBTQIA+ allowing for a feeling of belonging inour community. Self-Care (HumanTrafficking)SYSTEM WEAKNESS: Youth notice that in San Diego, Children and young adults are often vulnerable tofalling victim to human trafficking due to the lack of resources and knowledge necessary to recognizewhen they are being exploited or targeted. Nationally, the average age at which individuals are coercedinto trafficking is between 12 to 14 years old, but in San Diego County, this heartbreaking average age ofentry rises to 16 years. Alarmingly, a significant proportion of these victims belong to the LGBTQcommunity, encompassing both young boys and girls.OPPORTUNITY: Create human trafficking awareness events to educate the community of the signs oftrafficking to bring more awareness about exploited. Additionally, create collaborative partnerships withthe schools to education middle and high schoolers on the signs of being exploited. CHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARYPhilanthropySYSTEM WEAKNESS: Youth noticed a shortage of youth volunteers supporting the the younger and oldergeneration, which may be caused by variations in varying high school graduation requirements.Community service hours are not mandatory for receiving a high school diploma in some school districts,yet required in others.OPPORTUNITY: Providing introductory community service requirements for high school students canoffer younger individuals the chance to contribute their time and skills to support their community. Thiscould serve as a starting point for many youths who have not previously been exposed to communityservice outside of their school environment. 38SUMMARYOF YOUTH RESEARCHYouth interns were tasked with identifying and researching system weaknesses that are affecting children and youth’s ability to reach theirmaximum potential. These topics are rooted through lived-experiences, and refined by exploring community circumstances and passionateresearch. Conducting research looked different to each intern and after various topic refinement, the following system weaknesses werechosen as topics that present areas for opportunities to address the community deficiencies.

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TOPICSUMMARYYOUTH EMPOWERMENTCHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARY39Healthy Food andNutrition Education SYSTEM WEAKNESS: Youth found children in specific communities’ face challenges in accessing nutritiousfood due to limited availability of farmers' markets and the high prices of grocery store produce. Neighborhoods in rural parts of the city as well as in the southwest and south-central areas of San Diego.Research showed that these areas are more prone to experiencing food deserts, defined as residentialareas with limited or no access to affordable and nutritious food. Data from the 2019 State of the FoodSystem Report reveals that approximately one out of every seven residents in the San Diego regionexperiences food insecurity, and about 13% of the county's population resides in a food desert. OPPORTUNITY: Investment and incentives for small businesses that provide greater access to fresh andquality produce can promote healthier food options for underserved communities. Additionally,establishing community gardens in or near large urban developments can also be duel purpose by feedingthe community and providing education to youth on the importance of fresh produce for health, creatingsustainable ecosystems, and also offering education on career pathways in the agriculture.Food + NutritionEducation SYSTEM WEAKNESS: Youth found children in specific communities’ face challenges in accessingnutritious food due to limited availability of farmers' markets and the high prices of grocery storeproduce. Neighborhoods in rural parts of the city as well as in the southwest and south-central areas ofSan Diego. Research showed that these areas are more prone to experiencing food deserts, defined asresidential areas with limited or no access to affordable and nutritious food. Data from the 2019 State ofthe Food System Report reveals that approximately one out of every seven residents in the San Diegoregion experiences food insecurity, and about 13% of the county's population resides in a food desert. OPPORTUNITY: Investment and incentives for small businesses that provide greater access to fresh andquality produce can promote healthier food options for underserved communities. Additionally,establishing community gardens in or near large urban developments can also be duel purpose byfeeding the community and providing education to youth on the importance of fresh produce for health,creating sustainable ecosystems, and also offering education on career pathways in the agriculture.Child Welfare/SocialServices (Access to Food)SYSTEM WEAKNESS: Youth that were previously in foster care voiced that they often missed out on crucialfinancial support that could significantly impact their lives due to guardian EBT issues. As the Countyresearches EBT issues, younger foster youth are left without easy access to food. OPPORTUNITY: Providing food or financial assistance to foster youth, regardless of age, while EBT issuesfor guardians are being resolved is a necessity to ensure foster youth have access to food outside of theschool day. Local community centers and libraries could support in these efforts by creating emergencyfood pantries open on the weekends.

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TOPICSUMMARYYOUTH EMPOWERMENTCHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARYEnvironmental Concernson Drinking Water SafetySYSTEM WEAKNESS: Youth reported that they see certain areas of the city lacking preventive measures tosafeguard children from the risks of consuming water contaminated with lead due to the lack ofinvestment in the education and city infrastructure. A report from the U.S. Government AccountabilityOffice revealed a concerning lack of testing for lead in school water systems. Approximately 41% of schooldistricts, serving 12 million students, had not conducted lead testing in 2016 or 2017. Moreover, 16% ofschool districts were unsure whether any lead testing had been performed. Any level of lead exposure isunsafe for children and can result in severe, lifelong health and well-being consequences. Children whospend a significant portion of their day in under-licensed care facilities are at a higher risk of exposure.OPPORTUNITY: School districts should work with cities to leverage creative financing to ensure there is astronger focus on lead poisoning prevention in buildings. Ensuring funding is allocated to supporteducation and city building infrastructure to abate lead and create prevention plans.Environmental Equitywith Cool ZonesSYSTEM WEAKNESS: Youth found that many residents that live in areas designated as community ofconcerns and low-income communities suffer with having access to adequate Cool Zones that are withinwalking distance, underscoring the urgency of addressing this issue. The distribution of Cool Zonesthroughout the City of San Diego appears to be historically inequitable, with a notable lack of coverage inareas within the Promise Zone. These regions are particularly vulnerable to heat-related illnesses duringthe summer, making it even more critical to expand Cool Zone access in these underserved areas.Moreover, it is important to note that between 1991 and 2020, there were 77 heat illness or injury-relateddeaths among San Diego County residents, highlighting the critical need for proactive measures to combatheat-related health risks in the region. Opportunity: Cool Zones not only offer relief from extreme heat but also serve as vital spaces tostrengthen the bonds within the community, particularly among children, youth, and families. The shareduse of these facilities can promote social interaction and create a sense of togetherness, contributing tothe overall well-being and resilience of the community. Food Swamp LocationsSYSTEM WEAKNESS: Youth voiced a concern regarding the concentration of fast food restaurants andconvenient stores in high poverty areas. Many San Diego neighborhoods more accurately fit thedescription of "food swamps," characterized by their high exposure to high-calorie, low-nutrient foods anddrinks. Southeastern San Diego is an example of such a food swamp. A study conducted by SDSU on thefood landscape in that region revealed that there are more fast-food establishments in the area than freshproduce retailers. OPPORTUNITY: Creating policy around permitting for new fast food restaurants and convenient stores inurban dense areas should be limited to ensure there is equally enough access to stores that offer freshproduce. Greater access to fresh and quality produce can promote healthier food options and eatinghabits. Additionally, establishing community gardens can also educate youth on how to grow their ownproduce and teach them the value of food and nutrition. 40

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TOPICSUMMARYYouth AdvocacySYSTEM WEKANESS: Youth reported there seems to be a lack of support for the youth wanting to learnabout civic engagement and advocacy. Two years following the reestablishment of San Diego's YouthCommission by the Mayor, teenagers and young adults who were appointed to the Commission expressdissatisfaction with the City's lack of support and its failure to create an environment conducive to theirsuccess. This opinion seems to be consistent with most youth desiring to be more involved in government’sdecision making. OPPORTUNITY: Decreasing youth struggling with unclear directives, inadequate training, and a lack ofengagement by providing opportunities for a clearer path for youth to understand their role in City civics. YOUTH EMPOWERMENTCHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARY41Civic Engagement SYSTEM WEAKNESS: Youth noticed that young voter turnout is low in California and there lacks, in theiropinion, inefficient civic education and confusion navigating elections. While youth voter turnout remainslow across the country at 51%, California falls below the national average, with a rate of around 47%according to research. Despite this, many individuals aged 18-25 have demonstrated a strong affinity foractivism in recent decades, indicating a potential interest in engaging more directly in civic affairs. However,many young voters identify specific barriers that discourage them from participating in elections.OPPORTUNITY: Creating strong civic education at the City and County level for youth, and in turncollaboration with schools districts can create more education around the process. Additionally, creatingbipartisan education is extrem imporant, yet can also very challenging. Child Welfare/SocialServices (Foster YouthPlacement)SYSTEM WEAKNESS: Former foster youth identified several barriers to finding suitable placements forfoster youth include elevated rates of physical and general abuse among teenagers aged 15 to 17 thatresulted in their entry into the system, as well as issues related to mental illness, runaway behavior,trafficking, drug use, and overdoses, all of which complicate the placement process. OPPORTUNITY: Solutions for this system weakness is challenging, however, creating visibility around thisissue would be the first step in system changes. Finding opportunities for workforce and careercollaboration with caregivers could be one viable opportunity that would allow youth to create their ownfinancial freedom so they are not reliable on the system to dictate their financial future. FaithSYSTEM WEAKNESS: Youth noticed that LGBTQIA+ community members who struggle with theirrelationship with faith lack safe communities that will accept and nurture their social identity. Members ofthe LGBTQIA+ community who have religious affiliations often grapple with their sense of belonging in theirhouse of worship. Research shows that LGBTQIA+ young adults who consider religion important may haveincreased odds of recent thoughts of suicide. Additionally, LGBTQIA+ adults who left their religion due toconflicts with their sexual identity may face higher odds of attempting suicide compared to their peers whodid not experience such conflict (Lytle et al., 2018; Gibbs et al., 2015). OPPORTUNITY: Encouraging places of worship to participate to offer services and comfort to those whofeel a lack of belonging in their faith. This could be accomplished by inviting house of worship to participatein festivals and events that are specific to the LGBTQIA+ community.

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TOPICSUMMARYMental Health of Foster andUnsheltered YouthSYSTEM WEAKNESS: Youth and children in the foster system do not have adequate support to obtainexisting mental health services. Former foster youth are at a heightened risk of experiencinghomelessness or housing insecurity, which can have severe consequences. Children who experiencehomelessness face significantly increased rates of emotional, behavioral, and both immediate andlong-term health issues. These young individuals often lack parental or familial support, making it vitalto provide them with additional resources and establish partnerships between various entities thatcan positively impact their lives. These challenges can contribute to poor self-esteem and a negativeself-image, which in turn can lead to poor mental health outcomes and put youth at risk for substanceabuse and suicide. OPPORTUNITY: While there are mental health resources available, the current system faces issueswith access and affordability. Having a dedicated funding stream for youth ages 18-26 that wouldallow youth to access mental health resources free or heavily subsidized is essential to removingbarriers. This collaborative approach can contribute to nurturing and enriching the lives of fosteryouth, providing them with the necessary support and opportunities for a better future. Addressingthese barriers is crucial to ensure that former foster youth and other vulnerable populations canaccess the mental health support they need in a timely and effective manner. There is currently no Cityadopted guide or educational materials tailored towards early prevention, identification andaddressing mental illness among primary and secondary school students. Identifying and addressingearly signs of mental illness can assist efforts to curb the alarming high rate of suicide among childrenand youth. Further, mental health literacy can improve emotional intelligence and disrupt generationaltrauma patterns YOUTH EMPOWERMENTCHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARY42Mental Health and the Powerof Peer MentorshipsSYSTEM WEAKNESS: Youth voiced that there is not enough opportunities to create social connectionsand networks when transitioning from elementary school to middle school, and middle school to highschool. Mental illness can be exacerbated by factors such as social isolation and life transitions, andstudents facing mental health challenges may lack a robust support network. One notable absence inSan Diego schools is the lack of peer-to-peer mentorship programs. OPPORTUNITY: Creating Initiatives like the “Boomerang Project's Link Crew” have shown theirpotential to make a positive impact on children and youth by providing essential peer support andmentorship, which can be instrumental in addressing mental health issues and improving overall well-being. The City can support these initiatives by expanding the accessibility by mirroring services atlibraries, recreation centers, and on-campus events hosted by OCYS. Public Healthcare (VapingDevices)SYSTEM WEAKNESS: Youth discovered that most teens remain unaware of the chemicals and contained within vape devices and that those constituents have the probability of making the useraddicted. A concerning statistic indicates that 1 in 4 high school students currently engages in vaping,with the number of teenage vapers more than doubling within just two years. Between 2017 and2018, e-cigarette usage surged by 78% among high school students, rising from 11.7% to 20.8%, andby 48% among middle school students, increasing from 3.3% to 4.9%. It's worth noting that many ofthese students who partake in vaping remain oblivious to the specific contents of the vape productsthey use.OPPORTUNITY: Providing addiction curriculum in standard middle school health classes and offeringworkshops at libraries and recreation centers that are dedicated to addictive constituents educationcould decrease the amount of new users and inform youth of the affects before they beginexperimenting.

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CHILD AND YOUTH PLAN | VTH AND FOCUS GROUP SUMMARYCommunication between organizations is strong and organizations are willing to push their families in other directionsto get them the services they need.San Diego has amazing places and activities for children to engage with, and our natural environment offers a greatlearning opportunity. Organizations have a willingness to partner for grant proposals and/or overall involvement in youth services. There is a growing interest in developing community schools. Access to afterschool programming is increased, and there is federal interest in investment.Organizations have professional expertise leading lessons and guiding programming. Organizations are culturally sensitive to students and families. There is inclusive education and social justice -- diversity. Different modalities of learning are present. Varied strengths and specialties exist across the system.The social-emotional aspect of learning is incorporated into many programs. ENGAGING ACTIVITIES Common themes about Engaging Activities from Town Hall and Focus Group meetings:Activities that promote positive youth development continue to be as important as ever: arts, culture, activities, sports,and more. The City and community-based organizations must continue investing in such programs and services in all parts of thecity, particularly in those areas that have been under-served or under-invested. Safe, secure, and clean neighborhood spaces like parks and community centers that are well-equipped, programmed,and accessible for serving youth, young adults, and their caregivers are needed. Programs, services, and facilities should also be designed and used to support mentorship, civic engagement, education,career development, and other aspects of holistic growth and development. Affordability and accessibility must be closely considered for each neighborhood, including user fees, locations,distances, transportation options, and safety. The biggest barrier to involvement in activities outside of their neighborhood/community is lack of transportation andlack of money, including limited public transit, unavailability of a personal vehicle, or the cost of ride share services. Neighborhood safety is a concern, including gang violence, racial profiling, drug use, and the presence of unshelteredpeople.Safe spaces -- both emotionally and physically -- include friends’ houses, libraries, parks, school clubs and afterschoolprograms. Having a sense of trust and reliability often defines the idea of safe places. 44SUMMARY FROM VIRTUAL TOWN HALL ANDFOCUS GROUP MEETINGSFOCUS AREA 4Goal Statement: Create engaging activities for youth and children that expand their life experiences and promote funand enriching activities that inspire community-based activities which foster creativity and inspiration. SYSTEM STRENGHTS SYSTEM WEAKNESSESResources are lacking to adequately secure funding and control structure of programs.sustainable funding is lacking to support collaboration and partnerships.Staff capacity is not sufficient.Families face multifaceted inequities.Funding is needed to help lead collaboration.Organizations are challenged to keep up with resource updates.Apprenticeship for youth programs are lacking.Education is limited on the types of services being offered, e.g., mental health education, specifically findingpartnerships and visibility within the community.Marketing is needed to make supportive programs visible to the youth community. Transportation access is limited.Affordable housing in livable neighborhoods is needed. School structure is a weakness.Well-known organizations are recognized first for funding opportunities.A priority list is needed to determine the need.There appears to be gate keeping of resources by government agencies.

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ENGAGING ACTIVITIESCHILD AND YOUTH PLAN | YOUTH RESEARCH SUMMARY45TOPICSUMMARYPhysical Healthcare,Moderate-to-VigorousPhysical Activity(MVPA)SYSTEM WEAKNESS: Youth believe the majority of their peers are not receiving the recommendedamount of daily physical activity, which can contribute to their low mental health. High crime rates andunsafe neighborhoods in certain areas of San Diego areas are preventing youth from playing outside andengaging in physical activities. According to youth research, children living in neighborhoods in the lowestcrime quartile based on police reports had the highest MVPA, while children in the highest crime quartilehad the lowest total and neighborhood MVPA. The results highlight almost a 40 min per day lower totalMVPA between children with any neighborhood activity in the highest versus lowest crime quartiles basedon police reports.OPPORTUNITY: Creating safe, supervised, and free physical activity opportunities is not just aninvestment into decreasing future crime rates but also investing in the physical and mental health ofyouth. An easy way to accomplish this task would be to create physical activity mentorships and volunteeractivities that are safe and and affordable located in the historically disadvantage communities.,additionally, ensuring that the schools in those neighborhoods have equal access to rigorous sportsactivities before and after school. Engaging ActivityVisibilitySYSTEM WEAKNESS: Youth noticed that it was difficult to access the City's available programs andactivities, especially for youth and families. From recent town hall meetings held online, some membersof the community did not know about all the events going on in the City of San Diego. OPPORTUNITY: Although there is an accessible events listing on the City of San Diego website, noteveryone will have digital access to the website given different circumstances. Collaborating with theschools and ensure the communication from City activities makes its way to children, youth, and families,would be an easy and cost effective solution to cross-promote activities. Additionally, schools can supportwith communication in various languages considering they understand the language and culture needs ofeach community. EnvironmentalPollutants SYSTEM WEAKNESS: Youth voiced that industrial and populated areas in San Diego are grappling with anextreme environmental pollution burden, placing its children, youth, and families at significantly higherrisks of cancer and pulmonary diseases. According to the EPA, residents of Barrio Logan, San Diego, facean 85-95% elevated risk of developing cancer compared to the rest of the United States (source: NextCity). In addition to the immediate health hazards, the prevalent air pollution in Barrio Logan exacerbatesthe community's vulnerability to the impacts of climate change. The presence of particulate matter in theair hampers outdoor activities, making it difficult for residents to play outside, walk to work or school.This limitation in lifestyle opportunities perpetuates health disparities.OPPORTUNITY: It is crucial that the City of San Diego continue to invest in green spaces and arevitalization of these areas to decrease the environmental burden on these children, youth, andfamilies. An investment in repurposing roofs into “green-roofs”, and decreasing the permits issued tocommercial businesses that have a large environmental footprint should also be studied to reverse theenvironmental damage.SUMMARYOF YOUTH RESEARCHYouth interns were tasked with identifying and researching system weaknesses that are affecting children and youth’s ability to reach theirmaximum potential. These topics are rooted through lived-experiences, and refined by exploring community circumstances and passionateresearch. Conducting research looked different to each intern and after various topic refinement, the following system weaknesses werechosen as topics that present areas for opportunities to address the community deficiencies.

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Common themes from Town Hall meetings about on Child Care and Early Learning. The Focus Area of Child Care for theChild and Youth Plan is pulled from the alignment with The County of San Diego Child Care Blueprint. While child care is a foundational support to an entire community’s quality of life and economy, youth, young adults,and caregivers experience the most direct impact. Youth and young adults who are also parents or caregivers—whether as a child’s parent or older sibling—canhamper their education and career pathways without adequate child care support. Quality child care supports affect early learning, which comes from a child care workforce that is well-trained andearning livable wages. More safe and secure spaces for providing child care should be explored in each neighborhood and employmentcenter, such as at City of San Diego facilities, to improve accessibility to those in need. Improving affordability levels should be explored by the City and major employers. Centralizing information forfinding, accessing, and affording child care will be helpful for caregivers.Need for a safe and verified source of affordable and accessible child care. Additionally supports needed for child related care, including breastfeeding, diaper change, food assistance, andlonger maternity/paternity leave. Need for more inclusive space in affordable child care resources, including safespaces for the LGBTQIA+ community. Many of the existing programs do not have enough space available to accommodate the community need Training isneeded for child cares professionals including home providers, such as trauma informed care, cultural competency,caring for children with disabilities, implicit bias and stigma and CPR. Stressors related to child care increasedinstability and mental health needs. CHILD AND YOUTH PLAN | VTH AND FOCUS GROUP SUMMARYCHILD CARE47SUMMARY FROM VIRTUAL TOWN HALLAND FOCUS GROUP MEETINGSFOCUS AREA 5Goal Statement: Increase safe, quality, and affordable early learning and care opportunities for San Diego families bystrengthening systems, partnerships, and resources for operations, facilities, funding, education (workforce), andrecruitment

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48OCYS participated in various design sessions with community partners and stakeholders who have been servingthe City of San Diego community for many years through direct child care services, resources, and wrap-aroundsupport. It is through the work of the many community supporters and direct service providers that this first-ever blue print was created for San Diego County. OCYS is proud to partner and collaborate to achieve the goalsidentified in the County Blueprint.“San Diego County is a place where every family hasaccess to child care that meets their geographic,scheduling, cultural, language, and economic needs;the child care provider workforce is highly valued andfinancially thriving; and all types of child care settingssupport children’s healthy development.”San Diego County’s Child Care Blueprint was adopted by the County Board of Supervisors in 2023 with supportfrom many child care advocates; private, public and nonprofit organizations; and municipalities. It is a two-yearstrategy to improve access, equity, and the quality of child care throughout the region. The City of San Diego isformally mentioned in many of the strategies that support in progressing the identified blueprint goals.

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StrategyActionTimeline2.1) Simplify the experience of entitiesseeking to secure, improve or develop childcare facilities by making the expertise andresources user-friendly and readilyavailable.Peer navigation hub to increase licensed slots through facility improvementor developmentHost facilities workshops to share knowledge, stoke enthusiasm, & deepennetworksConvene on facility expansion to review upcoming projects, create strategicrelationships, and help navigate/expedite.Futurepotential2.2) Advocate for changes to local policiesand Community Care Licensing (CCL)regulations and practices that will removeobstacles to improving existing anddeveloping new child care facilitiesLocal advocacy campaign for the following changes: Zoning & permitting reforms that facilitate the addition or expansion ofchild care facilities Inclusion of child care and child- & family-friendly design in communitydevelopment plans Innovations, e.g., acting as master leaseholders, community land trusts, etc.Now492.3) Advocate for cities to include financinginvestment mechanisms in redevelopmentplans to expand facilitiesAssess possibility of utilizing development tax dollars for child care facilityexpansionNow2.4) Identify existing public land or buildingthat can be repurposed for child care.Identify where buildings or land owned by the City couldincorporate/repurpose for early care and education at little or no cost toprovider through long-term lease agreements.Coordinated approach to promote Request for Proposals (RFPs) and providetechnical assistance to support successful proposals.Now2.5) Embed child care centers into newdevelopments based on earlyrecommendations from the regional co-location report, co-authored by the LowIncome Investment Fund (LIIF) and ChildrenFirst Collective (CFC).Work with Housing and Community Development to include incentive pointson local NOFAs to integrate early learning and care spaces (centers andfamily child care) including surplus land and affordable housingdevelopments. Consider streamlined or expedited permitting allowances and processes forco-located projects .Include child care as a component in community planning for City andCounty planning commissions, regional planning, land use development, etc. Now3.1) To address the subsidy gap, create aprogram to provide financial assistance,through a phased in approach, to familieswho earn an increasingly higherpercentage of Area Median Income (AMI).a) Build on identified and successful community funding models. Incorporatesystem-level evaluation of publicly funded programs. Now3.2) Establish a program to supportvulnerable families with child care .a) Design a program to assist unhoused families and reentering the workforcewith child care. Futurepotential

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CHILD AND YOUTH PLAN | FRAMEWORK ALIGNMENTEducation and Career PathwaysEconomic and Workforce DevelopmentYouth EmpowermentFocus Areas 1, 2, and 3 will specifically focus on cultivating a youth landscape that strengthens, fosters, and coordinates systems of support toaddress various system weaknesses we heard exist while developing the CYP. The Office of Child and Youth Success will work to adopt the USAgency International Development (USAID) cross-sectoral Positive Youth Development (PYD) framework (17). PYD is an intentional, prosocialapproach that intentionally includes youth within their communities, schools, organizations, peer groups, and families with an intent toconstructive; recognize, and leverage young people’s strength. PYD has proven that including intentional youth-centered approaches will fosterpositive relationships with adults and further build upon the support needed to leverage their leadership strengths. The adoption of the PYDapproach will provide for youth and young adults to collaborate together to create opportunities and that have not been fully developed intraditional educational and community settings. The action strategies implemented shall create opportunities for critical skill building, promoteinnovation and equitable career pathways, cultivate settings where they feel valued and heard in a joyous and pleasant environment, provide forconfidence building, and most importantly, allow for youth and young adults to foster relationships and bond with peers and mentors. Considerations for measuring success of the programs will have a direct correlation of the invests into each focus area, additionally, thedeveloped actions acknowledge the unique differences that youth and young adults carrying with them. therefore, PYD suggests recognizing thefollowing when deploying the action strategies:Age, developmental stage, and life stage considerationsGender considerationsCultural considerationsLanguage and literacy considerationsPhysical and social position considerations51ACTION PLAN FRAMEWORK ALIGNMENTChild CareFocus Area 5 will align the OCYS child care action strategies identified inthe San Diego County Blueprint with the National League of Cities (NLC),Equitable Early Care and Education framework (15). The frameworkenvisions public and private sectors working together to ensure thecommunity has the policies, resources and infrastructure for creating analigned and equitable early care and education system. Adopting theframework acknowledges that aligned and equitable systems of early careand education can result in an increase in services and the ability toensure adequate supply and access in all neighborhoods. Additionally, itcan improve the ability to build upon gains as young children grow andmove from one program to the next. This approach responds to a need todeepen partnerships beyond coordination to the identification of sharedgoals and accountability among partners for outcomes. The frameworkidentifies eight elements of an equitable early care and education systemthat will ground OCYS as programs are developed:Engaging ActivitiesFocus Area 4 is focused on creating engaging activities for youth and children that expand their life experiences and promote fun and enrichingactivities through community-based activities that foster creativity and inspiration. The Strengthening Families Protective Factors Framework (18)will be adopted to guide this work. Strengthening Families is a research-informed approach developed by the Center for the Study of Social Policyto increase positive outcomes for children and families. The framework is an approach to increase family strengths, enhance child development,and reduce the likelihood of child abuse and neglect through building five key Protective Factors:Parental resilienceSocial ConnectionsKnowledge of parenting and child developmentConcrete support in times of needSocial and emotional competence of childrenBy using this framework, OCYS will plan for strategies and activities that are grounded in the Strengthening Families approach, focusing onservices and resources for engaging activities that support families to build protective factors. “At all levels of implementation, parents are crucial partners in authentic and effective application of the Protective Factors Framework. Parent partnership begins at the program and service level, where collaboration is based onbuilding relationships between providers and parents.“ (18)Multi-SectorPartnershipData-DrivenDecisionsFamily EngagementEquitable AccessCoordinatedContinuumProfessionalDevelopment &SupportSustainableResourcesCommunityParticipationElements of anEquitable EarlyCare &EducationSystem

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CHILD AND YOUTH PLAN |EDUCATION AND CAREER PATHWAYSObjectiveRecommendation Actions Timeframe PotentialPartners1.1Expand access tomunicipal careerpathways for youth.Private and publicorganizations, educationalinstitutions, and workforceagencies to highlight careeropportunities for youth.Educate the public onvarious municipality jobsthrough youth providedpresentations.Year 1K-12 andhighereducationagencies1.2Highlight the need forapprenticeshipexpansion in youngadults.Educational visits with thetrade industry to increaseyouth awareness.Collaborate with public andprivate organizations tohighlight career pathways.Year 1Public andprivateorganizations.1.3Highlight the need forapprenticeshipexpansion for youth ingrades 9-12.Programs with educationalpartners that support thecreation of youth mentorshipand apprenticeship programs.Collaborate with public andprivate organizations tohighlight career pathways.Within 2yearsK-12 andhighereducationagencies1.4Foster awareness onlearning disparitiesamong students basedon race, ethnicity, socio-economic status, anddisabilities.Educational disparities thatexist within the City of SanDiego correlated withgeospatial mapping.Educate the public bymaking visible availablegeospatial mapping ofeducational disparities.Within 2yearsEducationPartnersNon-profitPartners1.5Cultivate opportunitiesfor youth to provideinput on curriculumneeded to align with SanDiego’s key industries. Forums to include youth inthe review and input ofcurriculum before itsadoption. Educate the youth on theprocesses for whichcurriculum is developed andtheir opportunity to provideinput into the adoption ofcurriculum. Within 2yearsEducationPartners1.6Prioritize equitableresources for youth toaccess housing,transportation, foodaccess.Objectives that are dedicatedto crosscollaboration/promotion foryouth focused opportunities.Provide direct services foryouth struggling to findresources.Collaborate with otheragencies to make servicesmore visible and accessible. Year 1ProvidedirectinvestmentsNon-ProfitPartners1.7Support developmentallychallenged youth withcareer pipelines.Educational visits and careerfairs with the industries thatoffer opportunities.Collaborate with public andprivate organizations onopprtunites for youthexerincing disabilities. Within 2yearsGovernmentagenciesPrivateorganizationsnon-profitpartners52Focus Area 1Education and Career PathwaysGoal Statement: Strengthen resources for programs that identify and deliver solutions that address disparities and improve access to opportunities fordeveloping skills and connecting to strong career pathways that are in demand in the current job market, reskilling and upskilling to close talent gaps,Aligning with with the Positive Youth Development (PYD) framework (17).

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CHILD AND YOUTH PLAN |ECONOMIC AND WORKFORCE DEVELOPMENTObjectiveRecommendation Actions Timeframe PotentialPartners2.1Provide opportunities tolearn the importance ofstrategies towards financialself-sufficiency. Literacy educationclasses for youth andyoung adults throughprivate partnerships. Provide presentations andactivities associated withfinancial self-sufficiency. Collaborate with other agenciesto develop presentations tosupport youth in financial self-sufficiency.Within 2yearsPrivateorganizationsNon-profitpartners2.2Create opportunities thatfocuses on healthyrelationships with moneyand financial security. Financial securityfreedom marketingcampaign directed toyouth and youngeradults. Provide presentations andactivities associated with healthyrelationships with money andfinancial security. . Within 2yearsNon-profitpartners2.3Partner with private andpublic organizations tocreate entrepreneurshipeducation andopportunities.Resources directed toyouth and young adultswho are interested instarting or expanding abusiness. Address city barriers preventinggrowth in entrepreneurship.Provide direct service educationon entrepreneurship. Collaborate with other agencies for youth outreach and support. Within 2yearsProvidingdirectfundingEducationPartnersNon-profitPartners2.4Engage youth led smallbusiness owners toencourage other youth toembrace entrepreneurshipopportunities. Entrepreneurshippanels for youth andyoung adults tounderstand pathways. Collaborate with other agenciesto provide presentations andactivities to engage youth. Within 2yearsInternal citydepartments2.5Partner with local educationagencies and tradeorganizations to promotementorships throughpersonal and professionalrelationships with youth.Mentorships programsto promote local trades.Educate the public on theimportance of mentorships inlocal trade organizations. Within 2yearsGovernmentagenciesPrivateorganizationsnon-profitpartners2.6Facilitate programs foryouth to develop leadership,teamwork, critical thinking,time management,professionalism, programsolving, and communicationskills.Critical life skillprograms aimed atfoster youth and youngadults. Provide presentations andactivities associated with criticallife skills. Collaborate with other agenciesto develop presentations tosupport youth in critical lifeskills.Year 1Non-profitpartners53Focus Area 2Economic and Workforce DevelopmentGoal Statement: Foster equitable opportunities for children and youth that promote strategies to obtain the necessary qualities to be resilient in economicdownturns changes and also secure competencies to provide long-term workforce skills and abilities. Aligning with with the Positive Youth Development(PYD) framework (17).

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CHILD AND YOUTH PLAN |YOUTH EMPOWERMENTObjectiveRecommendation Actions Timeframe PotentialPartners3.1Safeguard opportunitiesfor young people to beinvolved in the planningand problem solvingprocesses for City andpolicy initiatives.Safeguard youth seats onCity Commissions andBoards. Address city barriers thataffect youth participation inthese municipal spaces.Provide direct services tosupport in civic engagement. Collaborate with otheragencies.Year 1Internal citydepartmentsNon-profitpartners3.2Support trauma informedcare support systems thatare free of discrimination,criticism, harassment orany emotional harm.Partner with non-profit andcommunity basedorganizations specializing intrauma informed caresystems of practice. Collaborate with otheragencies to highlightresources and programs thatsupport in these areas. Within 2yearsNon-profitpartners3.3Provide physical spacewhere children and youthfeel safe to foster theircreative skills free ofphysical harm or threat. Promote city spaces wheresafe and non-discriminatorycreative programs exist toallow for creativeexpression. Provide direct services thatoffer equitable accessibility. Within 2yearsNon-profitpartners3.4Create leadershipconference opportunitiesfor young people toconnect and network withlike-minded peers.Implement an annual youthsummit that is dedicated tobringing solutions to thesystem weaknessesidentified.Create and provide workshopsand conferences that promoteyouth empowerment. Year 1Non-profitpartnersPublic andPrivatepartners3.5Provide mentorshipopportunities to youthexperiencing educationalintervention. Create opportunities foryouth to have pathways tolearn about municipalcareers.Collaborate with public andprivate organizations tohighlight career pathways.Within 2yearsNon-profitpartners3.6Centralized resourceapplication dedicated toyouth and young adultservices.Partner with agencies providing wrap-aroundservices to supportvulnerable youth. Collaborate with otheragencies to highlightresources and programs thatsupport in these arears. Provide direct services thatoffer equitable accessibility.Within 2yearsEducationPartnersNon-profitPartners3.7Consider barriers ofdisconnected youth forentry-level jobopportunities.Remove barriers for entryto entry-level positions thathave historicallydiscouraged disconnectedyouth from applying. Collaborate with otheragencies to highlightresources and programs. Address city barriers thataffect youth job-seekingProvide direct services thatoffer equitable accesstrainings to municipal careers. Within 2yearsGovernmentagenciesInternal citydepartmentsEducationpartnersNon-profitpartners54Focus Area 3Youth Empowerment Goal Statement: Coordinate safe, supportive, and inclusive spaces and opportunities that promote child and youth empowerment within each communitythrough coordinated partnerships that provide the ability to lead oneself to be respectful, responsible, and contributing members of their community.Aligning with with the Positive Youth Development (PYD) framework (17).

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CHILD AND YOUTH PLAN |ENGAGING ACTIVITESObjectiveRecommendation Actions Timeframe PotentialPartners4.1Create engaging spaces forchildren, youth and families tobuild strong relationships thatcreate mutual respect andinclusive activities. Provide creative earlylearning opportunitiesin City spaces.Align future projects with thestrengthening familiesframework.Collaborate with otheragencies.Year 1Internal citydepartmentsNon-profitpartners4.2Provide a central database forchildren, youth and familieswith information andresources to access engagingprograms.Create an easilyaccessible database forengaging programs forchildren and youth.Provide direct servicesCollaborate with otheragencies to promote programresource databases.Within 2yearsInternal citydepartmentsNon-profitpartners4.3Prioritize early educationopportunities for children 0-4yrs. old, at low or no cost.Develop earlyeducation programsthat support childrenages 0-4 yrs. old. Address city barriersProvide direct services thatincrease early learningopportunities that engagefamilies and children together. Within 2yearsInternal citydepartmentsNon-profitpartners4.4Provide inclusive activitiesthat consider all ages andcultures.Ensure City equity plansare considered whenrenewing anddeveloping children andyouth plans. Address city barriersProvide direct services thatincrease equitable andaccessible activities thatengage families and children.Within 2yearsInternal citydepartmentsNon-profitpartners4.5Consider youth withdisabilities when creatingengaging activities. Create programsdedicated to childrenand youth with mentaland physical disabilities. Address city barriersProvide direct services thatincrease early learningopportunities that engagefamilies and children together. Year 1Internal citydepartmentsNon-profitpartners4.6Ensure bilingual resources areprovided during engagingactivities. Ensure bilingualresources are availableat community events. Provide early learning bilingualopportunities that engagefamilies of all ages together. Year 1Internal citydepartmentsNon-profitpartners4.7Promote safe spaces in under-resourced neighborhoods. Ensure communityspaces are well-lit andheavily activated withprograms.Address city barriers thatcreate unsafe communityspaces.Collaborate with otheragencies. Within 2yearsInternal citydepartmentsNon-profitpartners4.8Explore opportunities andprograms that support withincreasing literacy rates.Create literacy, readingand historicalstorytelling programsin neighborhoods thathave low literacy rates. Address city barriersProvide direct services thatincrease early learningopportunities that engagefamilies and children together. Collaborate with other agencies.Within 2yearsInternal citydepartmentsNon-profitpartners55Focus Area 4Engaging Activities Goal Statement: Create engaging activities for youth and children that expand their life experiences and promote fun and enriching activities that inspirecommunity-based activities which foster creativity and inspiration. Aligning with Strengthening Families Protective Factors Framework (18).

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CHILD AND YOUTH PLAN |EARLY LEARNING & CHILD CAREObjectiveRecommendation Actions Time-frame PotentialPartners5.1Increase childcare facilities onCity propertyIncrease childcare facilitiesincluded in newdevelopmentplansIncrease slots forinfant, toddler,and preschoolchild care infacilities on CitypropertyPartner with theCounty of SanDiego and otheridentified partnersto implement thestrategies andactions of the ChildCare Blueprint thatreference the Cityof San Diego and/or OCYS.Convene City and community partners on facilitiesexpansion to review upcoming projects, create strategicrelationships, and navigate and expedite processes tosimplify the experience of entities seeking to secure,improve or develop child care facilities.Work with City partners and Community Care Licensingtoward changes in zoning and permitting, inclusion ofchild- and family-friendly community developmentplans, and innovative solutions to improving anddeveloping child care facilities.Work with Economic Development Dept. to assess thepossibility of using development dollars for facilitiesexpansion to include innovative financing mechanismsin redevelopment plans.Identify where buildings or land owned by the City could include child care at little or no cost to providersthrough long-term leases.Work with City partners to include incentive points inNotices of Funding Availability for developments thatintegrate child care spaces into new development basedon recommendations from the regional co-locationreport.Support the City to include child care as a component inall community planning.Build on local efforts to identify successful communityfunding models for addressing the child care subsidygap, and provide financial assistance.Within2 yearsSee ChildCareBlueprint5.2Expand access tocity parks andrecreation spaceto be operated bycommunityproviders forlicensed childcare. ImplementMeasure H bycreating spaces forlicensed earlylearning and care.Partner with Parks and Recreation to identify spacesand facilities suitable for licensed child care.Identify and secure funding for facility upgradesand/or procurement.Conduct facility upgrades and/or procurements.Issue solicitations for child care operators.Within2 yearsCity of SDParks &RecreationDepartment;CommunityChild CareOperators5.3Expand access tocity parks andrecreation spaceto be operated bycommunityproviders forlicense-exemptearly learningprograms.Repurpose spaceto expandequitable earlylearning optionsfor pre kinderprograms. Partner with Parks and recreation to dentify spacesand facilities suitable for safe operation of license-exempt early learning programs.Identify and secure funding to provide forfree/reduced cost programs in identifiedCommunities of Concern.Issue solicitations for child care operators.Year 1City of SDParks &RecreationDepartment;CommunityChild CareOperators5.4Support familiesand workers bystrengtheningchild caresystems.Partner with theCity’s EconomicDevelopmentDepartment touplift the child careworkforce.Identify funding sources to make child care moreaffordable for families.Support local college collaborations to track equitableaccess and career pathways in ECE.Explore partner-led early childhood lab schools.Within2 yearsCity of SDEDD; localcolleges anduniversities; providers56Focus Area 5Early Learning / Child CareGoal Statement: Increase safe, quality, and affordable early learning and care opportunities for San Diego families by strengthening systems, partnerships,and resources for operations, facilities, funding, education (workforce), and recruitment. Aligning with National League of Cities (NLC), Equitable Early Careand Education framework (15).

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CHILD AND YOUTH PLAN | PRIORITIZINGPriority0 1 2 3 4 5 6 71.1 Expand access to municipal career pathways for youth.1.2 Highlight the need for apprenticeship expansion in young adults.1.3 Highlight the need for apprenticeship expansion for youth in grades 9-12.1.4 Foster awareness on learning disparities among students based on race, ethnicity, socio-economic status, and disabilities.1.5 Cultivate opportunities for youth to provide input on curriculum needed to align with San Diego’s key industries.1.6 Prioritize equitable resources for youth to access housing, transportation, food access.1.7 Support developmentally challenged youth with career pipelines.Priority0 1 2 3 4 5 6 73.1 Safeguard opportunities for young people to be involved in the planning and problem solving processes for City and policy initiatives.3.2 Support trauma informed care support systems that are free of discrimination, criticism, harassment or any other emotional harm.3.3 Provide physical space where children and youth feel safe to foster their creative skills free of physical harm or threat.3.4 Create leadership conference opportunities so that young people have the ability to connect and network with like-minded peers.3.5 Provide mentorship opportunities to youth experiencing educational intervention.3.6 Centralized resource application dedicated to youth and young adult services.3.7 Consider barriers of disconnected youth for entry-level job opportunities.Priority0 1 2 3 4 5 62.1 Provide opportunities to learn the importance of strategies towards ﬁnancial self-suﬃciency.2.2 Create opportunities that focuses on healthy relationships with money and ﬁnancial security.2.3 Partner with private and public organizations to create entrepreneurship education and opportunities.2.4 Engage youth led small business owners to encourage other youth to embrace entrepreneurship opportunities.2.5 Partner with local education agencies and trade organizations to promote mentorships.2.6 Facilitate programs for youth to develop leadership.Priority0 2 4 6 84.1 Create engaging spaces to build strong relationships that create mutual respect and inclusive activities.4.2 Provide a central database for children, youth, and families to ﬁnd information and resources to access engaging programs.4.3 Prioritize early education opportunities for children 0-4 yrs. old, at low or no cost.4.4 Provide inclusive activities that consider all ages and cultures.4.5 Consider youth with disabilities when creating engaging activities.4.6 Ensure bilingual resources are provided during engaging activities.4.7 Promote safe spaces in under-resourced neighborhoods.4.8 Explore opportunities and programs that support with increasing literacy rates.PRIORITIZING THE FOCUS AREA OBJECTIVESCommunity and youth participation was a critical part of defining the objective areas and an essential piece of developing the first Child and YouthPlan. In addition to input received on the objective areas, action strategies, timeframe, and potential partners, approximately seventy-fiveparticipants, 50% who were youth/young adults ages 20-26, and 50% of community based organizations who are serving youth and young adultsthrough direct services, prioritized the focus area objectives. Data collection is important to ensure the office can focus on the most essentialpriorities for the purpose of program implementation. Over the next two years, OCYS will continue outreach and expand on prioritization of theobjectives through collaboration and workshops with youth and young adults. The below scale is the representation of the first two prioritizationexercises. As the CYP is rolled out, prioritization exercises will continue to occur so that resources to create opportunities can be executed efficiently. Focus Area 457Focus Area 1 Community BasedOrganizations Focus Area 2SDSUStudentsFocus Area 3Focus Area 4

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SOURCESCHILD AND YOUTH PLAN | SOURCES58(1) US Census Bureau, American Community Survey Estimates, 2022(2) Kidsdata.org, 20203) U.S. Census Bureau, 20224) Kidsdata.org, 20195) SDSU News Center, 20216) SDCCD Facts on File Report, 20227) Kidsdata.org, 20218) San Diego County Health and Human Service Agency, 20239) US Census Bureau, 202010) CA School Dashboard, CDE, 202311) SANDAG, 202312) University of San Diego, San Diego County Childcare Landscape, 202213) U.S. Census Bureau: 2017-2021 5- year estimates according to the 2021 Cities Demographics14) San Diego Economic Equity Report, San Diego Foundation, 2023(15) National League of Cities, Equitable Early Care and Education. https://www.nlc.org/wp-content/uploads/2020/12/YEF_Equitable-Early-Care-and-Edu_032818.pdf(16) San Diego for Every Child OCYS Concept Paper. https://www.sandiegoforeverychild.org/wp-content/uploads/2021/06/CYS-Concept-Paper_Final_f.pdf (17) Positive Youth Development (PYD Framework. https://youth.gov/youth-topics/positive-youth-development (18) The Strengthening Families Protective Factors Framework. https://cssp.org/our-work/project/strengthening-families/

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The Office of Child and Youth Success Andrea O’Hara, Executive Director Tara Ryan, Program Coordinator Jaime Jacinto, Senior Management Analyst Prepared By: Employ & Empower Youth Interns Aera Isabelle Palaganas, Management Intern Alexandra Devers, Student Intern Alisha Supanekar, Management InternAv’ry Brooks, Management InternAya Jawad, Student Intern Brianna Gonzalez-Sanchez, Student InternGabriela Albavera, Management Intern Grant Jordan, Management InternIsabelle Palaganas, Management Intern John Kendrick, Management Intern Makayla Scott, Management Intern Marlissa Hernandez, Student InternMirei Kubota, Management InternTianna Fair, Management InternToni Brito, Management Intern Tya Valentine, Management Intern Child and Youth Plan design created by Aera Isabelle Palaganas, City of San Diego Assistant PlannerACKNOWLEDGEMENTSCHILD AND YOUTH PLAN | ACKNOWLDEGMENTS59A special thank you to Social Advocates for Youth (SAY) San Diego and Andy Pendoley, Pendoley Strategies + Communications, for theirfacilitation, organizing and oversight with the creation of the Child and Youth Plan.Social Advocates for Youth (SAY) San DiegoCity of San Diego Councilmember Joe LaCava- District 1 Councilmember Jennifer Campbell – District 2 Councilmember Stephan Whitburn – District 3 (Previously Councilmember Monica Montgomery-Steppe)- District 4 Councilmember Marni Von Wilpert – District 5 Councilmember Kent Lee- District 6 Councilmember Raul Campillo- District 7 Councilmember Vivian Moreno – District 8 Council President Sean El-Rivera – District 9 District 1 - Charlie Nieto and Emily WongDistrict 2 - Kayla RuthvenDistrict 3 - Lara Mertens and Wyatt SpencerDistrict 4 - Princess DunnDistrict 5 - Isabella Marie SantosDistrict 6 - Aiden Yun-Jen LinDistrict 7 - Sienna DugganDistrict 8 - Jesus Martin Gallegos-MunozMayoral Appointment - Chantel Perry City of San Diego Youth Commission

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Office of Child and Youth SuccessSupporting Agencies CHILD AND YOUTH PLAN | ACKNOWLEDGEMENTS60ABC Youth FoundationAlpha OmegaBarrio Logan College InstituteBig Brothers Big SistersBIPOC Support FoundationBrain Balance of Greater San DiegoCasa de AmparoCasa FamiliarCenter for Community SolutionsCesar Chavez Learning ClubsCity of San DiegoCommunity WraparoundDreams+Ducats’EdNavigatorEducational Enrichment SystemsFirst 5 San DiegoEpiscopal Community Services, Inc.Fleet Science CenterFor the PeopleFriday Night Live ChaptersGirls Inc of San DiegoHoover Community Connection, Inc.House of Restoration Community ConnectionsInner City Athletic ProgramLa Jolla Band of Mission IndiansLa Jolla Presbyterian ChurchLa Maestra ClinicLifeline Community ServicesLight of the World ChurchMAACMid-City CANMulti-Unit Housing PropertiesNative Hawaiian/API NetworkNeighborhood House AssociationNetwork New Americans (PANA) Ocean DiscoveryOpen Heart LeadersPacific Public AffairsPacific Southwest Pala Band of Mission IndiansParent Institute for Quality EducationParent Voices San Diego Partnership for the Advancement of Pauma Band of Mission IndiansPeople's Alliance for JusticePoway Unified School District Price PhilanthropiesProject AwarePromises2KidsReality ChangersREEL TeensRincon Band of Mission IndiansRISE Research & EvaluationSan Diego 350 San Diego Center for ChildrenSan Diego Community College BoardSan Diego Creative Youth DevelopmentSan Diego Discovery MuseumSan Diego for Every Child San Diego Office of Education San Diego Unified School DistrictSan Diego Wildlife AllianceSan Diego Workforce PartnershipSan Diego Youth Services San Dieguito Alliance San Pasqual Band of Mission IndiansSAY San Diego Sycuan Band of Kumeyaay NationTeens Rise FoundationThe Prebys FoundationThe Urban CollectiveThe Chicano FederationTOOTRiS Child Care On-Demand UC San DiegoUC San Diego Youth Advisory Council UCSD Health (YLC)UDW Local 3930UNICEF USAUnited Way of San DiegoUnited Way of San Diego County UPACUrban CorpsViejas Band of Kumeyaay IndiansWords Alive YMCA of San Diego County Youth Will___ ACKNOWLEDGEMENTS