HomeMy WebLinkAboutPacket Special COTW Jul 29 2025Whatcom County
Council Special Committee of the Whole
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
Meeting Agenda
Tuesday, July 29, 2025
9AM
Hybrid Meeting - Council Chambers
HYBRID MEETING - ADJOURNS BY 10:25 A.M. (PARTICIPATE IN -PERSON,
SEE REMOTE JOIN INSTRUCTIONS AT www.whatcomcounty.us/joinvirtualcouncil,
OR CALL 360-778-5010)
COUNCILMEMBERS
Barry Buchanan
Tyler Byrd
Todd Donovan
Ben Elenbaas
Kaylee Galloway
Jon Scanlon
Mark Stremler
CLERK OF THE COUNCIL
Cathy Halka, AICP, CMC
Council Special Committee of the Whole Meeting Agenda July 29, 2025
Call To Order
Roll Call
Announcements
Individuals who require special assistance to participate in the Council's meetings are asked to contact
the Council Office at 360.778.5010 at least 96 hours in advance. This committee meeting is also noticed
as a meeting of the Whatcom County Council, with the agenda limited to committee business.
Committee Discussion
1. AB2025-545 Discussion of Healthy Children's Fund implementation Plan
Items Added by Revision
Other Business
Adiournment
Whatcom County Page 2 Printed on 912412025
• Whatcom County COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
• Agenda Bill Master Report
File Number: AB2025-545
File ID: AB2025-545 Version: 1 Status: Discussed
File Created: 07/18/2025 Entered by: THelms@co.whatcom.wa.us
Department: County Executive's File Type: Discussion
Office
Assigned to: Council Special Committee of the Whole Final Action: 07/29/2025
Agenda Date: 07/29/2025 Enactment #:
Primary Contact Email: JBoudrea@co.whatcom.wa.us
TITLE FOR AGENDA ITEM:
Discussion of Healthy Children's Fund implementation Plan
SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE:
See attached
HISTORY OF LEGISLATIVE FILE
Date: Acting Body: Action: Sent To:
07/29/2025 Council Special Committee of the Whole DISCUSSED
Attachments: Memo, Appendix A Ordinance 2022-045, Appendix B Ordinance language graphic, Appendix C
Strategies, Appendix D 2025-2026 Draft Implementation Plan, Appendix E Evaluation Report
2023-2024, Presentation
Whatcom County Page 1 Printed on 912412025
�GOM COG
IN
July 18, 2025
TO: Whatcom County Council
FROM: Sarah Simpson, Child and Family Services Supervisor
Jill Boudreau, Senior Policy & Project Manager
THROUGH: Kayla Schott-Bresler, Deputy Executive
Charlene Ramont, Health & Community Services Director
Ann Beck, Community Health and Human Services Manager
CC: Executive Satpal Sidhu
RE: Special Council Work Session, Healthy Children's Fund
On Tuesday, July 29, 2025 the Whatcom County Council will meet in special work session to discuss the
Healthy Children's Fund Draft Implementation Plan for years 3 & 4 and to solicit Council members
feedback for the 10 strategies proposed.
The Healthy Children's Fund (HCF) continues its commitment to improving the well-being of children
and families in Whatcom County by building upon the foundation established in the 2023-2024
Implementation Plan adopted in March 2023. The 2025-2026 Draft Implementation Plan focuses on
actions and direction that expedite investments to well thought out strategies and experiences from the
past two years.
Materials provided to Council for this meeting include:
• Appendix A: Ordinance 2022-045
• Appendix B: Ordinance language graphic
• Appendix C: Original Implementation Plan 2023: Spending Strategies/Budget, pages 23-38
• Appendix D: Draft Implementation Plan 2025-2026, Years 3 & 4
• Appendix E: Internal Evaluation report, July 2025
Our 90-minute meeting will follow the following agenda:
• Review of process & meeting materials
• Review of Healthy Children's Fund code language
• Current funding allocations
• Current strategies
• Impacts
• Draft Implementation Plan
• Four Questions exercise
Page 1 of 7
Staff are following an appreciative inquiry model of: What Is, What Could Be, What Should Be, and
What Will Be to facilitate the process with County Council.
What Is:
The Healthy Children's Fund was established by Whatcom County Ordinance 2022-045 and passed by
the voters in November 2022. The ordinance language prescriptively outlines areas of funding focus,
budget allocations, and an Implementation Plan process requiring updates every two years. Language
specifies that after the adoption of the first Implementation Plan in March 2023, the process is to be
incorporated into the Whatcom County Council budget process. This language creates an awkward
position in 2025 as we attempt to align a new implementation plan prior to the 2026 to the biennium
budget cycle.
The following picture is a screen shot of a handout provided to Council in this packet, illustrating the
core language of Ordinance 2022-045.
Graphic 1: Ordinance language
ORDINANCE 2022-045
20-3695 of f L, I- J s
r
1 Ordinance does not specifically define
actions tofulfill this goal, or specifically
■ Expe-� — r�-cd heel*.- services for vulnerable
allocate funding_
chilcren a-c the • arii,ies.
■ Supporting interim housing services and
OSPI/WaKIHS Whole -child Assessment
trauma -focused system reform directed at
measures: Social -emotional, Physical,
vulnerable children and their families.
Cognitive, Language, Literacy,
and supports andservices for families whc
Mathematics_e
orare expecting children deemed to be
Whatcom County interpretation is any
erable.servicesthat
improve a child's skills listed
above, within the early learning and
childcare experience.J&.
55-613% of funds
,
' Evaluation
9% of funds, of which
Learning and Child up to 3% for evaluation
4eirnbur5emkentstotheCountyfor
■ Decreasethecostofearlylearning and
child care experiences for both families
Care Pr
and providers.
■
■ Increase the quality ofearly learning and
administrative costs, evaluation, and
child care experiences. Attract and retain
overhead shall be limited to nine percentof
quality early childhood educators_—.MAALlevy
proceeds, with up to three percent used
■ Expand early learning and child care
forauditingand evaluation.
services that meet the varied needs of
■ Everyotheryear, a qualified independent
families and children. Geographic
auditor shall conduct a performance auditof
locations, ages of ch-Icren, special needs,
the HealthyChildren's Fund.
and a broad range of c- Id carescheduling
needs ; -_': '-g- mc-gencychild care
Opporhini:iEs; e I be considered in the
development.
Page 2 of 7
County Council can expect to work on the Implementation Plan for years 5 & 6 (2027-2028) in 2026. At
this point the independent performance audit and internal evaluation will be completed with robust
data sets and have meaningful information to inform County plans going forward.
Also included in the draft Implementation Plan is a section entitled "Lessons Learned" beginning on page
10, outlining strengths, weaknesses, opportunities and threats that staff have documented from their
experiences in creating an entirely new service line and fund within the Whatcom County Health and
Community Services Department
2023-2024 BUDGET & ADOPTED STRATEGIES
Revenue estimates were budgeted at just under $10 million per year. Actual revenues were:
• 2023 = $ 9,922,361
• 2024 = $10,506,668
• TOTAL = $20,429,029
The Ordinance establishes funding allocations for Administration of 9% (including up to 3% for
evaluation), Early Learning & Care investment at 55-68%, and Supporting Vulnerable Children at 20-36%.
The current 2023-2024 Implementation Plan included budget allocations on pages 19 & 20 and includes
the following table:
Table 5. Expected Revenue Allocation for Years 1-2: 2023-2024
Ordinance
Allocation
Requirements
Years 1 & 2
Estimated
96
Administration (including up to NaEvaluation)
9%
$1,795,688
9%
Priority Areas
91%
$18,156,400
91%
Early Learning & Care
55-68%
$12,800,000
64%
Supporting Vulnerable Children
20-36%
,
$5,356,400
27%
� F .
The current 2023-2024 Implementation Plan included 10 proposed strategies and corresponding budget
allocations on pages 23-38. Each strategy page contained a detailed table outlining focus areas,
objectives, details, measurements of success, leveraging funds, and cost estimates for years 1 & 2.
The cost estimates were based on known data and understanding. Furthermore, the strategies state
that any decrease will shift to reserves or another strategy, while any increase would come from
reserves or decreasing or eliminating another proposed strategy.
Page 3 of 7
Early Learning & Care
$12,800,000
Strategy 1: Use small capital projects to expand, renovate or repurpose buildings
$500,000
to increase early learning and care slots in a mixed -delivery system.
Strategy 2: Coordinate current and develop additional pathways to ensure a
$1,500,000
stable early learning and care workforce that can deliver high -quality programs
for children.
Strategy 3: Improve access to early learning and care through subsidies that
$3,300,000
reduce the cost of programs for children from families that are cost -burdened.
Strategy 4: Ensure access to early learning and care by promoting the expansion
$2,050,000
and retention of the early learning and care workforce.
Strategy 5: Create regional early learning and care hubs that include shared
$4,500,000
administrative services, co -located early learning and other services for children
and families, and support for smaller providers in the county.
Strategy 6: Support innovative approaches to meet various Healthy Children's
$950,000
Fund goals for early learning and care.
Support for Vulnerable Children
$5,356,400
Strategy 7: Recruit mental and behavioral health workforce to Whatcom County
$850,000
Strategy 8: Develop and/or expand resources and programs for families who
$1,875,000
disproportionately experience housing instability.
Strategy 9: Expand and enhance early parenting support.
$1,875,000
Strategy 10: Integrate and co -locate services via coordinated access to resource
$757,000
navigation.
2025 TO DATF-
Council affirmed in Ordinance 2024-057 that the allocations would continue for 2025-2026. Staff
submitted the same allocations of HCF investment for the 2025-2026 biennium budget.
(J) Between 55% and 68% of the current fund balance and the 2025-2026 anticipated Healthy Children's
Fund will go toward making childcare more affordable, accessible, and high -quality while improving the
workforce. Reference ordinance 2022-045 for additional details and parameters of spending for this fund.
A snapshot of funding distribution to date is illustrated as follows:
2023-2025 revenue
$ 30,383,112
2023-2025 administration
$ (1,706,557)
2023-2025 awarded contracts to date
$ (7,901,309)
Pending RFP Capital projects awards
$ (3,000,000)
Pending RFP Subsidies awards
$ (4,650,000)
Reserved for professional development initiative
$ (1,500,000)
Anticipated fund balance end of 2025
$ 11,625,246
Page 4 of 7
What Could Be:
The Healthy Children's Fund Implementation Team has been working on a draft for Years 3 & 4 since
October of 2024. An online survey was made available to all members of the Implementation Team and
the Child and Family Well Being Task Force to provide feedback on the draft plan presented to you.
Rather than creating an entirely new framework, this plan serves as a continuation of the 2023-2024
plan. This approach honors the vision and potential in the ten strategies, provides ample time for
implementation, and evaluates them for effectiveness. Additional strategies were considered as part of
the 2025-2026 draft planning process. However, after a thorough evaluation, the team concluded that
the original set was still the highest priority, especially considering that best practices in funding
recommend a minimum of two-year grants.
Data collection is in place, however, without 2 years of data, it is difficult to evaluate the impact of the
spending to date.
The proposed budget slightly adjusts the funding allocations represented below in Table 'X', on page 16
of the draft plan. These figures align with the recalculation of allocation as adopted in the 2025-2026
biennium budget specifically the Council Motion from the budget process stated "Between 55% and
68% of the current fund balance and the 2025-2026 anticipated Healthy Children's Fund will go toward
making childcare more affordable, accessible, and high -quality while improving the workforce.
Reference ordinance 2022-045 for additional details and parameters of spending for this fund." 1
Table X. Expected Revenue Allocations for Years 1-4: 2023-2026
Ordinance
Years
Years
Allocation
Requirements
2023-2024
2025-2026
Fund
9%
$1,800,000
9%
$1,800,000
9%
Administration
Priority Areas
91%
$18.079,358
90%
$18.320,642
91%
Early Learning and
55-68%
$12,361,905
62%
$13,613,815
£8%
Care
Supporting
20-36%
$5,717,453
29%
$4,423,632
23%
Vulnerable Children
TOTAL
100%
20,079,358
100%
$19,743,635
1 Ordinance 2024-057: Whatcom County Budget 2025-2026
Page 5 of 7
What Should Be:
Spending public dollars should be a thoughtful and careful process. The speed of spending is not an
accurate measure of success or impact. The first two years of administration have had challenges
specifically around unmet expectations and unrealistic timelines adopted in the original Implementation
Plan.
Staff are confident and proud of the work accomplished to date and are seeing remarkable and positive
impact the HCF investments to date are producing. Staff recommend continuing with the current
strategies however they believe that reducing the number of objectives for each strategy is more honest
and realistic.
Staff are specifically soliciting dialogue with policy makers around two specific proposed strategies.
Strategy 2: "Coordinate current and develop additional pathways to ensure a stable early learning &
care workforce to deliver high -quality programs for children. "
AND Strategy 4: "Ensure access to early learning & care by promoting the expansion and retention of
the early learning & care workforce."
County government has limited influence to stabilize any workforce. Staff is recommending focus on
two objectives and setting realistic expectations of success for this strategy by piloting programs with
robust measurements focused on:
• Providing more accessible pathways to a sustainable career through training, coaching
and credentialing.
• Improve access to mental and behavioral health supports for children with specialized
needs by providing onsite training of early learning professionals and direct services to
better address the needs of vulnerable populations, including children with behavioral
health needs, health issues, social needs, and non-English speaking families
Four Questions:
County Council is the elected policy decisionmakers for Whatcom County. A thoughtful process is
required. Staff feels that time spent should revolve around the following 4 questions:
1. Do you agree with the 10 strategies?
2. What strategies are most important to you and would you prioritize these?
3. Do you agree with the funding percentages split?
4. What information do you need to make future strategy decisions?
Next Steps•
Engaged leadership, strong collaboration & good management are mandatory components for success.
Our next Council discussion will be focused on the specific actions planned for each focus area. This will
assist us in finalizing specific new investments for 2025-2026.
Page 6 of 7
Some questions to contemplate include:
1. Do we further define "Vulnerable Children"?
2. Are there specific investments, goals and outcome measures to discuss in the "Vulnerable
Children" areas of focus? Per ordinance, funding in this area must address each of the following
priorities:
a. Expand Mental and Behavioral Health: Expand mental health services for vulnerable
children and their families.
b. Prevent and reduce homelessness of vulnerable children: Reduce the instances of
vulnerable children experiencing homelessness, through diversion and other
preventative services and reduce the trauma associated with homelessness by
supporting interim housing services and trauma - focused system reform directed at
vulnerable children and their families.
c. Support Vulnerable Children' s Parents: Expand supports and services for families who
have or are expecting children deemed to be vulnerable.
Decisionmakers:
Executives office:
Executive Satpal Sidhu — Operations, Program Development and
Implementation
County Council:
Majority —Adopt Implementation Plan, Budget Authority,
Contract Authority
Consult & Inform:
Deputy Executives and staff
Health & Community Services: Director, Division Manager, Division Supervisor, and staff
Finance Department: Director & staff
Legal Department
Healthy Children's Fund Implementation Team & Subject Matter Experts committees
Child & Family Well Being Taskforce
Service Providers
Parents & Families — RAPID survey
If you are interested in meeting with staff prior to our July 29, 2025 meeting — please feel free to reach
out.
Sarah Simpson, EMPA
Children and Family Programs Supervisor
Cell: 360.410.2400
Jill Boudreau
Senior Policy & Project Manager
Whatcom County Executive's Office
Office: 360-778-5206
Page 7 of 7
EOM Co
3�P ti
�R`SHING�pt,
File ID:
AB2022-303
File Created:
05/17/2022
Department:
Council Office
Assigned to:
Council
Agenda Date: 06/07/2022
Whatcom County
Agenda Bill Master Report
File Number: AB2022-303
Version: 1
Entered by: DBrown@co.whatcom.wa.us
File Type: Ordinance
Primary Contact Email: DBrown@co.whatcom.wa.us
TITLE FOR AGENDA ITEM:
COUNTY COURTHOUSE
311 Grand Avenue, Ste #105
Bellingham, WA 98225-4038
(360) 778-5010
Status: Adopted
Final Action: 06/07/2022
Enactment #: ORD 2022-045
Ordinance providing for the submission of a proposition to the qualified electors of Whatcom County
authorizing the County to lift the limit on regular property taxes under Chapter 84.55 RCW for the purpose of
funding for childcare, early learning programs, and increased support for vulnerable children
SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE:
This ordinance submits to the Whatcom County Auditor, for inclusion on the ballot in a special election
to be held concurrently with the November 8, 2022, general election, a proposition to the qualified
voters of the County to approve or reject a levy above the regular property tax limitations established in
RCW 84.55.010 for the funding of childcare and early childhood programs to improve kindergarten
readiness and funding for support of homeless and otherwise vulnerable children. The proposed levy lid
lift authorized by this proposition would permit the County to increase its regular property tax levy by
$0.19 per $1000 of assessed valuation, resulting in a regular property tax levy of $0.94 per $1000 of
assessed valuation for collection in 2023 (calculated using the regular property tax rate in 2022, based
on total assessed value in 2021), and to increase the levy thereafter as allowed by chapter 84.55 RCW
to allow for the uninterrupted continuation of the levy lid lift for a term of ten (10) years. The amount
collected in 2023 and in the following 9 years will be approximately $8,200,000.00 annually. Pursuant
to RCW 84.55.050(5), the maximum regular property taxes that may be levied in 2032 for collection in
2033 and in later years shall be computed as if the proposition under this resolution had not been
approved.
HISTORY OF LEGISLATIVE FILE
Whatcom County Page t Printed on 6/8/2022
Agenda Bill Master Report Continued (A82022-303)
Date: Acting Body:
Action:
Sent To:
05/24/2022 Council SUBSTITUTE INTRODUCED Council
FOR PUBLIC HEARING
Aye: 7 Buchanan, Byrd, Donovan, Elenbaas, Frazey, Galloway, and Kershner
Nay: 0
Absent: 0
06/07/2022 Council ADOPTED
Aye: 5 Buchanan, Donovan, Frazey, Galloway, and Kershner
Nay: 1 Elenbaas
Absent: 0
Abstain: 1 Byrd
Attachments: Proposed Ordinance for June 7, Link to AB2022-303 Public Comments, Letter from Child and
Family Well -Being Task Force
Whatcom County Page 2 Printed on 6/8/2022
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PROPOSED BY: BUCHANAN AND DONOVAN
INTRODUCTION DATE: MAY 24, 2022
ORDINANCE NO. 2022-045
PROVIDING FOR THE SUBMISSION OF A PROPOSITION TO THE QUALIFIED
ELECTORS OF WHATCOM COUNTY AUTHORIZING THE COUNTY TO LIFT THE LIMIT
ON REGULAR PROPERTY TAXES UNDER CHAPTER 84.55 RCW FOR THE PURPOSE OF
FUNDING FOR CHILDCARE, EARLY LEARNING PROGRAMS, AND INCREASED
SUPPORT FOR VULNERABLE CHILDREN
WHEREAS, studies show that 90% of the human brain is developed before the age
of 5. This period before kindergarten is the critical window for children to learn the basic
skills to have a successful life and be ready to learn in school, such as attention, motivation,
coordination, and self-esteem; and
WHEREAS, there are approximately 10,000 children under the age of 5 in Whatcom
County, and up to 5,000 lack access to early learning because there are not enough spaces
available. This childcare gap is worse in rural areas of the county; and
WHEREAS, studies show that children who go to high -quality preschool are more
likely to read proficiently by the third grade, and more likely to graduate and go on to post -
high school education such as college, technical school, or training programs that lead to
good jobs as adults; and
WHEREAS, recent data shows that only 46% of students in Whatcom County, and
only 25% of children of color, enter kindergarten fully ready to learn; and
WHEREAS, research shows that, for every dollar invested in early childhood
programs, between $7 and $13 are saved in benefits to the community, including higher
graduation rates, lower incarceration rates, and lower healthcare costs. Whatcom County
currently spends only 2% of its budget on programs related to families, but spends much
more responding to situations involving severe mental illness and homelessness, and on
incarceration; and
WHEREAS, over 85% of Whatcom County businesses report staffing challenges from
lack of childcare access; and
WHEREAS, increased wages would help attract, train, and keep high quality
educators and providers for children in Whatcom County. Child care workers are essential,
but their salaries have not kept up with the cost of living. Most earn minimum wage; less
than $30,000 a year on average; and
WHEREAS, chapter 84.55 RCW generally limits the dollar amount of regular
property taxes that a county may levy in any year, but RCW 84.55.050 allows a county to
levy taxes exceeding such limit by majority approval of the voters, allows a county to
include in the ballot proposition a limit on the purpose for which the additional taxes levied
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will be used and allows the proposition to provide for the expiration of the additional taxing
authority; and
WHEREAS, The Whatcom County Council finds that the best interests of the citizens
of Whatcom County require the submission of a proposition to the qualified voters of the
County, in a special election to be held concurrently with the general election on November
8, 2022, to approve or reject a levy above the regular property tax limitations established in
RCW 84.55.010 for the funding of childcare and early childhood programs to improve
kindergarten readiness and funding for support of homeless and otherwise vulnerable
children; and
WHEREAS, the proposed levy lid lift authorized by this proposition would permit the
County to increase its regular property tax levy by $0.19 per $1000 of assessed valuation,
resulting in a regular property tax levy of $0.94 per $1000 of assessed valuation for
collection in 2023 (calculated using the regular property tax rate in 2022, based on total
assessed value in 2021), and to increase the levy thereafter as allowed by chapter 84.55
RCW to allow for the uninterrupted continuation of the levy lid lift for a term of ten (10)
years. The amount collected in 2023 and in the following 9 years will be approximately
$8,200,000.00 annually; and
WHEREAS, the County wishes to exempt those individuals that qualify for property
tax exemptions under RCW 84.36.381; and
WHEREAS, pursuant to RCW 84.55.050(5), the maximum regular property taxes
that may be levied in 2032 for collection in 2033 and in later years shall be computed as if
the proposition under this resolution had not been approved.
NOW, THEREFORE, BE IT ORDAINED by the Whatcom County Council that:
SECTION 1 LEVY SUBMITTAL: To provide necessary funding for the purposes identified
in Section 3 of this ordinance, the County Council shall submit to the qualified electors of
the County a proposition authorizing a regular property tax levy in excess of the levy
limitation contained in chapter 84.55 RCW which would allow the County, commencing in
2023 and thereafter continuing for an additional 9 years, to collect additional property taxes
in the amount of $0.19 per $1000 of assessed valuation, for a total regular property tax of
$0.94 per $1000 of assessed valuation for collection in 2023. This proposed additional levy
is within the limitations set by RCW 84.52.043.
SECTION 2 DEPOSIT OF LEVY PROCEEDS: All levy proceeds shall be deposited into a
fund, to be known as the Healthy Children's Fund, which shall be created by ordinance, and
these funds and proceeds thereon shall be used exclusively for the purposes outlined in
Section 3.
SECTION 3 ELIGIBLE EXPENDITURES:
A. The Healthy Children's Fund shall be used exclusively for the following:
Increasing Affordable, High -Quality, Professional, and Accessible Early
Learning and Child Care Opportunities. Young children of all backgrounds will
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have increased access to affordable, high -quality, professional, and accessible
early learning and child care experiences that meet the unique needs of families
across Whatcom County.
a. Funding in this area must address each of the following priorities:
Affordable: Decrease the cost of early learning and child care
experiences for both families and providers.
High -Quality: Increase the quality of early learning and child care
experiences.
Professional: Attract and retain quality early childhood educators.
Accessible: Expand early learning and child care services that meet
the varied needs of families and children. Geographic locations, ages
of children, special needs, and a broad range of child care scheduling
needs (including emergency child care opportunities) will all be
considered in the development.
2. Helping vulnerable children of all backgrounds, including homeless and
at -risk children. Vulnerable children of all backgrounds will have increased
access to the support they need, either directly or through support for their
families, including mental and behavioral health services and housing stability
programs. For the purposes of this ordinance, vulnerable children' are defined
as any children at greater risk of experiencing physical or emotional harm and/or
experiencing poor outcomes because of one or more factors in their lives,
including but not limited to homeless and foster children.
a. Funding in this area must address each of the following priorities:
Expand Mental and Behavioral Health: Expand mental health
services for vulnerable children and their families.
Prevent and reduce homelessness of vulnerable children:
Reduce the instances of vulnerable children experiencing
homelessness, through diversion and other preventative services and
reduce the trauma associated with homelessness by supporting interim
housing services and trauma -focused system reform directed at
vulnerable children and their families.
Support Vulnerable Children's Parents: Expand supports and
services for families who have or are expecting children deemed to be
vulnerable.
b. Services funded under this section shall not include those that are already
funded through the Continuum of Care system for homelessness that is
part of the federal and state -mandated Coordinated Entry System.
3. Help all children be ready for kindergarten. Improvements to child care and
early learning programs under this measure must be designed to advance the
goal that children of all backgrounds in Whatcom County should enter
kindergarten prepared and ready to learn.
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4. Independent Performance Audits and Oversight: Ensure that taxpayer
money is well spent achieving the goals adopted by the County Council in this
ordinance and endorsed by the voters through passage of the levy.
B. Funding requirements and limitations:
1. The County shall ensure that the Healthy Children's Fund is used exclusively to
sustain an increase in overall public expenditures for eligible services as set forth
in this ordinance. Money in the Healthy Children's Fund shall not be used in lieu
of federal, state, county, city or school district funding already committed for the
purpose of providing outlined services.
2. All service providers, vendors and subcontractors of the Healthy Children's Fund
shall be selected by fund administrators in compliance with County purchasing
procedures. All service providers shall have and adhere to robust anti-
discrimination and child protection policies. All contracts for service resulting from
The Healthy Children's Fund should state the contract's objective, whether from
this ordinance or the Community Health Improvement Plan.
3. Reimbursements to the County for administrative costs, evaluation, and overhead
shall be limited to nine percent of levy proceeds, with up to three percent used
for auditing and evaluation.
4. The Healthy Children's Fund may maintain reserve funds. It is intended that
substantially all levy proceeds will be used for the purposes set forth in this
ordinance within the ten-year levy period, and reserves maintained after the
ninth year of the levy must be supported by a formal statement justifying the
need for the reserve.
SECTION 4 IMPLEMENTATION PLAN:
1. The Department of Health shall serve as the fund administrator to develop an
implementation plan and oversee the implementation of the Healthy Children's
Fund. However, should the County later create a new department or entity that is
a more appropriate fund administrator, the County Executive, with the
concurrence of the County Council, may transfer the role of fund administrator to
that new department or entity.
2. The Fund Administrator shall develop an implementation plan that identifies the
specific strategies and projects to be funded and the outcomes to be achieved
with the use of levy proceeds.
3. This implementation plan shall, to the maximum extent possible, be developed in
collaboration with the Child and Family Well-being Taskforce, an existing
community board established by the Whatcom County Council, and shall be
approved by the County Council and transmitted to the County Executive by
March 31, 2023, and every 2 years thereafter to be included as part of the
budget submitted to the Council.
4. The Implementation Plan, including the spending plan, shall be open to and
shared with the public. Before submitting to the County Executive, the Fund
Administrator shall seek input from relevant advisory groups, including the Child
and Family Well -Being Taskforce. The implementation plan should also include
the following information:
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a) Details of fund allocations across eligible expenditures and strategies,
including as a percentage of the fund revenue;
b) Working criteria for fund allocation to guide the granting and/or
contracting process for non -administrative expenses;
c) An overview of the granting/contracting process that includes
opportunities for community members to provide input in to fund
allocation decisions; and;
d) Opportunities for leveraging the fund and bringing in external
resources to the county.
5. The initial 2-year Implementation Plan shall allocate no less than 55% and no
more than 68% of levy revenue and proceeds to improving early learning and
care through the strategies outlined in paragraph 3.A.1 and shall allocate no less
than 20% and no more than 36% of levy revenue and proceeds to supporting
vulnerable children through the strategies outlined in paragraph 3.A.2.
6. In subsequent years of the fund, adjustments can be made to the allocations by
the County Council based on the information reflected in the independent audit,
recommendations by the Child and Family Well -Being Task Force, the emergent
needs of our community, and changes in state and federal funding availability.
SECTION 5 INDEPENDENT PERFORMANCE AUDITS AND OVERSIGHT:
1. Every other year, a qualified independent auditor shall conduct a performance
audit of the Healthy Children's Fund. The auditor shall be selected in compliance
with County purchasing procedures. The auditor shall develop the audit process
in consultation with the Child and Family Well -Being Taskforce, which shall also
provide feedback on the draft audit before its submission to the County Council.
The audit shall:
a) Collect and review data and evaluate progress towards achieving the
goals and strategies adopted in section 3;
b) Collect and report on feedback from stakeholders, including users and
providers;
c) Include qualitative and quantitative sources; and
d) Include recommendations for improvements or adjustments.
2. The Child and Family Well -Being Taskforce, with the support of the Fund
Administrator, will write and deliver an annual report to the public and the
County Council. This shall include progress made toward agreed upon goals,
outcomes, and metrics. Fund Administrators shall use this report, and
recommendations from the Evaluation, to make improvements in fund
administration.
SECTION 6 CALL FOR A SPECIAL ELECTION: In accordance with RCW 29A.04.32I, the
Whatcom County Council hereby calls for a special election to be held in conjunction with
the general election on November 8, 2022, to consider a proposition authorizing a regular
property tax levy for the purposes described in this ordinance. The Whatcom County Auditor
shall cause notice to be given of this ordinance in accordance with the state constitution and
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general law and to submit to the qualified electors of the county, at the said special county
election, the proposition hereinafter set forth. The Clerk of the Council shall certify that
proposition to the County Auditor in substantially the following form:
PROPOSITION XX:
The Whatcom County Council adopted Ordinance No. 2022-045 concerning funding to
address the well-being of children. If approved, this proposition would authorize the County
to increase property taxes to fund childcare, early learning programs, and increased support
for vulnerable children. This measure would increase property taxes for ten consecutive
years in the amount of $0.19/$1000 in assessed valuation (to a total rate of $0.94/$1000 in
assessed valuation for collection in 2023) for collection in 2023-2032, subject to the limit
factors in chapter 84.55 RCW and the exemptions in RCW 84.36.381. Should this
proposition be approved?
❑ Yes
❑ No
SECTION 7 CORRECTIONS: The Prosecuting Attorney is authorized to make such minor
adjustments to the wording of this proposition as may be required that do not change its
substantive meaning and are consistent with the intent of this ordinance.
SECTION 8 EXPLANATORY STATEMENT: The Prosecuting Attorney shall prepare an
Explanatory Statement based on this ordinance for use in the Voters' Pamphlet.
SECTION 9 SEVERABILITY: If any provision of this ordinance or its application to any
person or circumstance is held invalid, the remainder of the ordinance or the application of
the provision to other persons or circumstances is not affected.
0 II III,
hi14111 th day of June
o w.
Da, a own='b vis Gl rk of the Council
WHATCO,M COUNTY EXECUTIVE
APPROVE6•AS !TO' FORM:
2022.
/s/ Karen Frakes (approved via e-mail 6/7/22) /JL
Karen Frakes
Civil Deputy Prosecutor
WHATCO OUNTY COUNCIL
WHATC COUNTY, WASHINGTON
Tod onovan, Council Chair
W TCOM COUNTY, WA INGTON
Satpal Sidhu,
County Executive
Approved ( ) Denied
Date Signed: �� 2
ORDINANCE 2022-045
Ordinance does not specifically define
actions to fulfill this goal, or specifically
allocate funding.
OSPI/WaKIDS Whole -child Assessment
measures: Social -emotional, Physical,
Cognitive, Language, Literacy,
Mathematics.
Whatcom County interpretation is any
services that improve a child's skills listed
above, within the early learning and
childcare experience.
55-68% of funds ,
• Decrease the cost of early learning and
child care experiences for both families
and providers.
• Increase the quality of early learning and
child care experiences. Attract and retain
quality early childhood educators.
• Expand early learning and child care
services that meet the varied needs of
families and children. Geographic
locations, ages of children, special needs,
and a broad range of child care scheduling
needs (including emergency child care
opportunities) will all be considered in the
development.
20-36% of unds]
• Expand mental health services for vulnerable
children and their families.
• Supporting interim housing services and
trauma - focused system reform directed at
vulnerable children and their families.
• Expand supports and services for families who
have or are expecting children deemed to be
vulnerable.
9% of funds, of which
up to 3% for evaluation
• Reimbursements to the County for
administrative costs, evaluation, and
overhead shall be limited to nine percent of
levy proceeds, with up to three percent used
for auditing and evaluation.
• Every other year, a qualified independent
auditor shall conduct a performance audit of
the Healthy Children' s Fund.
Excerpts from the adopted
Whatcom Healthy Children's Fund Implementation Plan
March 2023
Strategic Goals pages 23- 38
The Science Behind The Focus Areas
Accessible
To realize the individual and societal benefits of
reducing disparities, early learning & care must be
affordable and accessible for all families.
Accessibility is not only determined by cost, but by
the number and diversity of programs available to
meet individual family needs and preferences,
flexibility in schedules, and geographic proximity.
Support for businesses providing early learning &
care is needed to ensure that increasing costs of
care are not passed on to families. As stated by the
117th Congress, "Child care is infrastructure"
("H. R.1911 ", 2021). Just as roads enable access to
essential resources and services, the availability of
diverse, affordable, and accessible early learning &
care options provides families with the freedom to
participate in the workforce and society. Such an
investment ultimately results in overall cost -savings
and other societal benefits.
High -Quality
Relationships are critical to healthy child
development and caregivers of all kinds must be
able to engage in nurturing, meaningful interactions
that foster optimal development. Wherever early
learning & care occur, essential components of
high -quality care include a safe, welcoming, and
stable environment with an abundance of language -
rich, responsive, and playful interactions. Small
group sizes and high ratios of adults to children
support effective interactions that lead to positive
outcomes (Center on the Developing Child, Early
Childhood, 2007).
Affordable
Participation by young children in educational
environments can increase academic, cognitive,
and social skills. A healthy brain structure shaped
by enriched environments in early life enables
children to be ready to learn as they enter
kindergarten. Additionally, through participation in
high -quality early learning environments, it's
possible to reduce disparities in educational
achievement, income, and even physical health
between children from low-income backgrounds and
those with high -income backgrounds (University of
Wisconsin, 2022). Currently, the high cost of early
learning & care is a disproportionate burden and
unaffordable for low-income families despite early
learning & care subsidies and early learning & care
businesses operating on slim profit margins.
Professional
Early childhood educators with higher qualifications
are associated with higher -quality learning
environments (University of Wisconsin, 2022).
Attracting and retaining quality staff requires
adequate support for early learning & care
educators and workers, including livable wages and
the ability to pursue professional goals. Enhancing
providers' skills and program quality benefits
participating children. Professional development
programs, curriculum enhancement, and specific
skill training have been shown to improve a broad
range of positive outcomes for children (Fisher,
2020).
A growing body of work suggests that racially and economically diverse preschools have
significant learning benefits, which some researchers say is not surprising given how much
growth in preschool happens through playing and sharing with peers. "Children of all
backgrounds learn more on average in racially and socioeconomically diverse preschool
classrooms, and diverse early learning settings can help reduce prejudice among young
children, " wrote Halley Potter, senior fellow at The Century Foundation, in a recent report that
dives into that research and offers ideas for how the federal government can foster integration in
universal preschool." (Hurley, 2021)
HCF's Early Learning & Care priority has four focus areas:
1. Accessible: Expand early learning & care services that meet the varied needs of
families and children. Geographic locations, ages of children, special needs, and a broad
range of early learning & care scheduling needs (including emergency opportunities) will
all be considered in the development.
2. Affordable: Decrease the cost of early learning & care experiences for both families and
providers.
3. High -Quality: Increase the quality of early learning and care experiences.
4. Professional: Attract and retain quality early childhood educators.
Considerations for Early Learning & Care Strategies:
The Healthy Children's Fund cannot be used in place of federal, state, county, city, or
school district funding already committed for the purpose of providing outlined services
(Whatcom County, 2022). To date, Whatcom County has committed $12.4 million in
ARPA funding for early learning and care, approximately $10 million of which will be
devoted to capital projects to increase early learning slots. HCF spending will
complement these ARPA capital investments by focusing largely on non -capital
strategies in Years 1 and 2. This will expand resources to create a sustainable child care
landscape and to ensure adequate staff to operate quality programs. Capital needs will
be reevaluated for years 3 and beyond.
Strategies are not listed in any particular order. Implementing these strategies will
require the collaboration of many community partners, and we anticipate that strategies
will have multiple recipients of funding identified through a competitive process. Detailed
information can be found in the fuiidw mechanisms section.
All of the data needed to measure the effectiveness of the HCF does not yet exist. As
data improves, metrics in each strategy area will be further refined. In addition to
headline and secondary indicators, each strategy will also have program measures that
will help evaluate the effectiveness of approaches and opportunities for growth.
24
Tnhle 6h_ Fnrly [earninn & Care Strateaies. Year 1 & 2
Years I&2
Strategies
$
Early Learning & Care
$12,800,000
6440
1: Provide funds for small capital projects to expand, renovate, or repurpose buildings to increase early
learning & care slots in a mixed -delivery system.
2: Coordinate current and develop additional pathways to ensure a stable early learning & care
workforce to deliver high -quality programs for children.
3: Improve access to early learning & care through subsidies that reduce the cost of programs for
children from families which are cost -burdened.
4: Ensure access to early learning and care by promoting the expansion and retention of the early
learning & care workforce. ,
5: Create regional early learning & care hubs that include shared administrative services, colocated
early learning and other services for children and families, and support for smaller providers in the
County (i.e. the "hub and spoke model").
6: Support innovative approaches to meet various Healthy Children's Fund goals related to Early
Learning & Care.
25
Strategy 1: Provide for smallcapital projects Iexpand,renovate,or repurposebuildings /
increase earlyI I •care slotsI mixed -delivery
Focus Areas
Early Learning & Care (ELC): Affordable & Accessible
Objectives
Increase early learning & care slots by improving and/or expanding facilities in a
variety of program models across the county, including rural locations, to ensure
slots are accessible to underserved populations.
Details
• Support classrooms to increase the number of early learning & care
slots, paying particular attention to age groups and areas of the county
most in demand, through funding for facility startup, renovation, or
expansion.
• This can include converting extra space into an early learning & care
program, as appropriate for licensing standards.
• This generally does not include the construction of new buildings but
would include things such as bathroom renovations, septic systems, etc.
• Investments should complement other opportunities for facility
improvements.
How we will
Headline:
measure our
• Early learning & care slots per 100 infants, toddlers, and preschoolers.
success
Secondary:
• Number of parents/caregivers who have a demand for early learning &
care report that they have access.
• The number of early learning & care providers that report having a
waitlist.
All measures are disaggregated by race, income, and geography as data is available.
Opportunities to
• Ensure providers can apply for and receive Washington State
Leverage Funds
Department of Children, Youth, and Families (DCYF).small-capital and
licensed -family home grants.
• Complement Whatcom County's ARPA allocations for capital projects to
ensure the expansion of varied program models.
Cost estimate for
—$500,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
26
Focus Areas ELC: Professional, Accessible, High -Quality
Support for Vulnerable Children (SVC): Mental & Behavioral Health
Objectives • Increase access by recruiting operators, educators, intervention
specialists, and staff into the early learning & care field, especially those
that increase diversity in the classroom.
• Provide more accessible pathways to a sustainable career through
training and credentialing.
• Increase participation in early learning & care programs by improving
the experience of children and families within such programs.
• Improve access to mental and behavioral health supports for children
with specialized needs within the context of early learning and care.
Details Pathways will include recruitment, credentialing, and professional development.
They must be accessible to a diverse workforce, identify and maximize state and
local assets, include community -based options, and fill gaps in the system
Components of the early learning & care workforce development system should
facilitate equitable access to the early learning & care field including
scholarships, mentoring, and coaching
Planning and Infrastructure:
• Identify current resources and gaps in the local professional
development landscape.
• Coordinate and develop the local infrastructure necessary to improve
access to and quality of professional development.
• The pathway should address recruitment of a diverse workforce,
credentialing, training, and retention; track the efficacy of retention
strategies; and work with providers to implement them effectively and
make adjustments as needed.
Expand access to early learning & care credentialing through higher education
and community pathways through avenues such as:
• Recruiting potential early learning & care workforce.
• Support the development of a clear pathway for non-English speaking
individuals to become early learning & care educators and providers,
especially those that can communicate with children and families in their
native language.
• Work with K-12 school district Career and Technical Education
programs to include early learning & care as a career field.
Expand access to training, professional development, and integration of
curriculum into programs across the county through avenues such as:
• Offer financial planning and business modeling services to early
learning & care centers.
• Expand access to Teaching Strategies Gold and quality coaching for
programs engaged in Early Achievers
• Increase the number of early learning and care programs that use the
Since Time Immemorial and other BIPOC-created curricula.
• Train early learning professionals to better address the needs of
vulnerable populations, including children with behavioral health needs,
health issues, social needs, and non-English speaking families.
27
Provide training and technical assistance to potential early learning and care
operators and those interested in expanding their programs.
How we will
Headline:
measure our
• Percent of credentialed early learning & care educators in Whatcom
success
County.
• Percent of early learning & care programs enrolled in the Early
Achievers Quality Rating System that has a rating of 3 or higher.
Secondary:
• Number of early learning & care educators completing training or
education provided by the local higher education system or community
credentialing program
• Number of parents/caregivers who have a demand for early learning &
care report that they have access
Number of parents/caregivers who report having access to
behavioral/mental health services for their children at their early learning
& care program/location
All measures are disaggregated by race, income, and geography as data is available.
Leveraging Funds
Numerous partners offer recruitment, credentialing, and training programs that
can be coordinated.
Cost estimate for
—$1,500,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will either shift to reserves or to another strategy, while any increase would
come from reserves or decreasing or eliminating another proposed strategy.
28
Strategy 3: Improve /earlyI /care throughsubsidiesthat reduceI 1
programs for childrenfamilies whichare cost -burdened.
Focus Areas ELC: Accessible and Affordable
Objectives
• Improve access to early learning & care by providing program subsidies
for families with children ages 0-5 who are cost -burdened by child care.
• Build a plan to incrementally increase the affordability of care for low-
income or income -constrained families each year until families are
paying 7-10% of their household income.
Details
• Standardize an income eligibility scale in a subsidy program that
prioritizes families paying the highest percentage of their household
income.
• United Way's ALICE (Asset Limited Income Constrained Employed)
metrics could be used to help establish the parameters of the sliding
scale.
• Seattle's Child Care Assistance Program can be used as a model for
subsidy implementation.
• It is expected that a portion of funds will be used to plan and develop an
equitable, effective process for allocating subsidies.
How we will
Headline:
measure our
. Percent of median household income spent on early learning and care
success
for a family with two children.
• Early learning & care slots per 100 infants, toddlers, and preschoolers.
Secondary:
• Number of parents/caregivers who have a demand for early learning &
care report that they have access.
All measures are disaggregated by race, income, and geography as data is available
Leveraging Funds
Must be implemented to complement �Norkinq Conneclions Child Care (WCCC�,
the early learning & care subsidy program that helps income -eligible families
with children pay for early learning & care administered by DCYF.
Cost estimate for
—$3,300,000
years 1 & 2'
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
29
Strategy 4: Ensure access IearlyI IcoreI promoting the expansionandretentionof the
early .care workforce.
Focus Area ELC: Professional & Affordable
Objectives
Ensure programs have a stable workforce to run high -quality early learning &
care programs.
• Retain current early learning & care educators and staff in the field by
increasing wages.
• Recruit additional early learning and care educators and staff by
positioning it as a field with earning potential.
Details
• Explore and assess the feasibility of potential strategies, including wage
subsidies.
• Develop a plan to implement sustainable and effective strategies to
meet the objectives with the goal of implementing the plan in years 2 &
3.
• Explore innovative models to address workforce shortages, such as
partnerships with education, multi -age settings, and apprenticeships.
• Leverage the results of state and local wage subsidy pilot projects such
as the Best Start for Kids' Workforce Demonstration Project. (King
County, 2021)
How we will
Headline:
measure our
• Percent of credentialed early learning & care educators in Whatcom
success
County.
• Average annual salary for full-time early learning & care educators
compared to regional school system salary scales.
Secondary:
Number of early learning & care providers reporting challenges with
recruiting and retaining early learning & care educators.
All measures are disaggregated by race, income, and geography as data is available.
Leveraging Funds
Leverage and align with Washington State efforts to increase wages.
Cost estimate for
—$2,050,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy,
M
I regionalearly/ I •care hubs/include/ I administrative
Strategy 5: Create
co -located e1 learning and otherfor childrenandfamilies,andsupportforsmaller
providers in the Co / andspoke/ I'
Focus Areas • ELC: High -Quality & Accessible
• SVC: Mental & Behavioral Health and Supporting Parents
Objectives
• Increase access to early learning opportunities by increasing the number of
child care slots across Whatcom County, prioritizing slots for underserved
children, especially in rural communities.
• Decrease early learning & care operational costs by establishing regional
shared service hubs to increase the accessibility and quality of care for
low-income children and their families.
Details
Research, planning, and implementation to establish hubs, including where capital
investments are needed, the number and type of providers for each geographic
area, etc. Hub and spoke planning will take place regionally and in partnership with
community stakeholders within that area to ensure the expansion plan reflects the
unique demands and needs of the region. Key assets of the hub may include
shared services determined by the needs of the early learning & care community.
Examples include:
• Onsite early learning & care service delivery, including onsite mental and
behavioral health providers to provide targeted interventions to children
during working hours in early learning & care centers, and early parenting
supports.
• Shared administrative services including accounting, contract
management, and accessing local and state child care resources. Help
programs manage licensing needs and expectations with DCYF.
• Support for business development, grant writing, contract management,
etc.
• Expanding the resources and coordinated system for families seeking early
learning & care.
For this document, regions are defined by school district boundaries, and a hub is a
model for shared services and support.
How we will
Headline:
measure our
. Early learning & care slots per 100 infants, toddlers, and preschoolers.
success
• Number of early learning & care providers participating in a regional shared
service hub.
Secondary:
• Number of early learning & care providers reporting an increase in
sustainability.
All measures are disaggregated by race, income, and geography as data is available.
Leveraging
• Apply for shared service grants through DCYF.
Funds
• Align with local efforts to expand family resource centers.
Utilize state-wide resources such as The Imagine Institute's Shared
Service Center program.
Leverage state funds by increasing the number of slots paid for by state
subsidies.
Cost estimate for
—$4,500,000
years 1 & 2*
31
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
Strategy 6: Support innovative approaches to meet various Healthy Children's Fund goals related to
Early Learning& Care.
Focus Areas ELC: Affordable, Accessible, High -Quality & Professional
Objectives
• Increase the accessibility, affordability, quality, and professionalism of
Early Learning & Care through innovative solutions for underserved
populations, including but not limited to, low-income and/or rural areas
with a lack of access across Whatcom County.
Fund pilot programs and approaches that increase the evidence base
and demonstrate impact on outcomes for underserved populations,
including but not limited to, low-income and/or rural areas with a lack of
access across Whatcom County.
Details
Service providers and/or partners submit innovative projects that advance
Healthy Children's fund goals. Examples include:
Expand access to healthy foods through early learning & care centers,
especially for Latinx families.
Programs that offer support to low-income and vulnerable children in the
context of early learning and care, such as in -classroom mental health
or early intervention services.
Community service providers partnering with early learning and care
environments, such as therapy providers or early intervention.
Expand partnerships with communities to include services (such as
playgroups) in community -based settings
Increase programs' access to culturally appropriate curriculum to reduce
the cultural gap in kindergarten readiness.
How we will
• The number of innovative solutions that demonstrate valid results
measure our
• Improvement to one or more early learning & care focus areas
success
(accessibility, affordability, quality, and professionalism).
All measures are disaggregated by race, income, and geography as data is available.
Cost estimate for
—$950,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
32
Portfolio of Strategies for Years 1 & 2: Supporting Vulnerable Children
Responsive, nurturing interactions and healthy
environments provide a foundation for positive
early childhood development, paving the way
for success throughout a person's life. Strong,
stable relationships with caregivers are
essential to children's healthy development.
Supporting children's social, emotional, and
physical needs builds resiliency and prevents
excessive activation of stress responses and
the eventual physical and mental health
problems that stem from chronic stress.
For families dealing with significant adversity
from poverty, unstable housing, mental illness,
disability, exposure to violence, or racism, the
potential benefits of high -quality accessible
early learning & care and comprehensive
services are magnified (Center on the
Developing Child, The Impact and A Science -
Based Framework, 2007). Policies, programs,
and interventions focused on optimizing early
childhood development, stabilizing families, and
minimizing exposure of children to serious
adversity can have long-lasting positive impacts
on the health and well-being of the community
as a whole. Providing access to these services
in the context of early learning & care leverages
funds and other community resources, and
increases access for children of working
parents.
Housing is critical to overall childhood well-
being. If we want children to enter kindergarten
ready to learn and thrive, we must address safe
and stable housing. Even further, experiencing
homelessness causes trauma in children that
has lifelong effects. Preventing and
ameliorating that trauma is key to this work. A
goal of the Healthy Children's Fund is to
prevent homelessness for children and families,
specifically to divert families from
homelessness before it occurs.
Supporting parents/caregivers are the
foundation of a healthy community. When
parents/caregivers thrive, children can thrive.
And when children thrive, only then can a
community thrive.
33
HCF's Supporting Vulnerable Children priority has three focus areas:
1. Expand Mental & Behavioral Health Services for vulnerable children and their families.
2. Prevent & Reduce the Trauma of Homelessness through diversion and other preventative
services and reduce the trauma associated with homelessness by supporting interim housing
services and trauma -focused system reform for vulnerable children and their families.
3. Support Vulnerable Children's Parents/Caregivers by expanding support and services for
families who have or are expecting children deemed to be vulnerable.
Considerations for Supporting Vulnerable Children strategies:
• The term parents/caregivers is meant to be inclusive of all family structures (mothers, fathers,
grandparents, guardians, etc.)
• Strategies are not listed in any particular order. Implementing these strategies will require the
collaboration of many community partners, and we anticipate that strategies will have multiple
recipients of funding identified through a competitive process Detailed information can be found
in the Funding Mechanisms section.
• All of the data needed to measure the effectiveness of the HCF does not yet exist. As data
improves, metrics in each strategy area will be further refined. In addition to headline and
secondary indicators, each strategy will also have program measures that will help evaluate the
effectiveness of approaches and opportunities for growth.
• Vulnerable children are defined in the ordinance as "any children at greater risk of experiencing
physical or emotional harm and/or experiencing poor outcomes because of one or more factors
in their lives, including but not limited to homeless and foster children.
Table 6c. Supportina Vulnerable Children Strategies, Year 1 & 2
Years I&2
Strategies
$
Supporting Vulnerable Children
$5,356,400
27%
7: Recruit Mental & Behavioral Health Workforce to Whatcom County.
8: Develop and/or expand resources and programs for families who disproportionately experience
housing instability.
9: Expand and enhance early parenting supports.
10: Integrate and co -locate services via coordinated access to resource navigation.
34
MentalStrategy 7: Recruit r o rl Health Workforceto Whatcom County.
Focus Areas SVC: Mental & Behavioral Health and Supporting Parents/Caregivers
Objective
• Expand behavioral and mental health services for vulnerable children,
pregnant parents, and parents with young children.
Details
• Support pilots and internship models that expand access to mental &
behavioral health services for underserved children and families.
• Retain and/or develop mental health supports serving vulnerable
populations with an emphasis on providers who represent our culturally
diverse community.
• Increase the number of mental health professionals who specialize in
perinatal mental health.
• Support providers to provide services to families who meet the criteria of
or are enrolled in Apple Health (Medicaid).
• Hold listening/learning sessions to better understand how the county
government can support local Medicaid providers.
How we will
Headline:
measure our
• Number and type of behavioral and mental health providers in Whatcom
success
County that serve young children, per 0-5 population.
• Number and type of behavioral and mental health providers in Whatcom
County that serve pregnant parents and parents with young children,
per 0-5 population.
• Number of families on provider wait lists for behavioral health services.
Secondary:
• Number of parental (prenatal to age 5) referrals conducted by the SEAS
for mental health services.
• Number of parents/caregivers who report having access to
behavioral/mental health services for their children at their early learning
& care program/location.
All measures are disaggregated by race, income, and geography as data is available.
Leveraging Funds
Leverage Whatcom County Behavioral Health Fund, State of Washington
funding, and federal Medicaid dollars to ensure complementary services are
funded as the workforce expands.
Cost estimate for
_$850,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
Itta'� r� r/.J a���.pf�.�� f!
Focus Areas
SVC: Prevent and Reduce Homelessness, Mental & Behavioral Health, and
Support Parents/Caregivers
Objectives
Reduce the number of children experiencing a housing crisis or homelessness.
Details
• Build family -centered problem -solving and advocacy to help a
household identify practical solutions for stabilizing their housing quickly
and safely, including assistance negotiating with property managers,
navigating mainstream resources, and short-term, flexible financial
assistance to avert a crisis (i.e. family "diversion").
Fund flexible housing stability supports that prioritize families actively
seeking services through coordinated entry and/or other community
housing assessments.
• Reform eligibility guidelines for housing services to center child well-
being through racial equity and trauma -informed decisions and care.
• Partner with early learning & care centers and school districts with pre-K
programs to identify children and families at risk of housing instability
and connect them to services.
How we will
Headline:
measure our
• Percent of public -school students in grades Pre-K to 3rd experiencing a
success
housing crisis.
• Number of families with children experiencing homelessness.
Secondary
Number of Whatcom families with children experiencing homelessness
and actively seeking services through the Coordinated Entry Program.
All measures are disaggregated by race, income, and geography as data is available
Leveraging Funds
• Coordinate funding from Whatcom County, the City of Bellingham,
Washington State, and the U.S. Department of Housing and Urban
Development Funding to maximize the use of dollars locally.
• Focus Healthy Children's Fund dollars on those populations (such as
families doubled up in housing) that may not be served with other
funding regulated by the State or Federal government.
Cost estimate for
—$1,875,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
36
Strategy 9: Expand andenhanceearlyparenting supports.
Focus Areas SVC: Mental & Behavioral Health & Supporting Parents/Caregivers
Objectives
Increase support and services for pregnant and parenting families, particularly
those with vulnerable children.
Details
Service providers and/or partners submit innovative projects that expand and
enhance early parenting support. Examples include:
• Replicate and/or expand innovative, promising practices being
implemented in Whatcom and other communities.
• Expand the availability of birth and postpartum doulas
• Increase access to culturally responsive parenting supports (e.g.
supports embedded in health care settings, etc.)
• Increase opportunities for one-to-one and group peer support for
parents, caregivers, and those expecting children (e.g. Program for
Early Parent Support (PEPS) model, etc.)
• Support expansion of home visiting models to support a greater number
of families such as the universal "Welcome Baby" model, as well as
targeted models such as the "Nurse -Family Partnership."
• Coordinate and provide resources and community -wide training on
trauma -informed care, supporting LGBTQ+ youth, and equity/ anti -racist
assessments and improvements.
How we will
Headline:
measure our
• Well -child visits in the first 30 months of life.
success
• Rate of Low Birth Weight infants, less than 2500 grams.
• Percent of mothers or parents carrying a child who received adequate
prenatal care.
• Percent of mothers or parents carrying a child who received prenatal
care in the first trimester of pregnancy.
Secondary
• Number of parents/caregivers who report that they have access to the
parenting support services they need.
• Percent of mothers or parents carrying a child who reported having a
postpartum check-up.
• Percentage of deliveries in which the mothers or parents carrying a child
were screened for a perinatal mood and anxiety disorder during
pregnancy and during the postpartum period.
All measures are disaggregated by race, income, and geography as data is available.
Leveraging Funds
• Whatcom County assistance for Nurse -Family Partnership and other
parenting support programs.
• Washington State and other grant funding for perinatal health services.
Cost estimate for
—$1,875,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
37
StrategyIntegrateI /co -locate- /coordinated access /resource
Focus Areas SVC: Mental & Behavioral Health, Prevent & Reduce Homelessness, and
Support Parents/Caregivers
Objectives
• Increase access to wraparound services
• Decrease barriers to accessing services for families and children.
• Expand behavioral and mental health services and supports for
vulnerable children and pregnant and parenting families with vulnerable
children.
Details
• Build on promising practices and successes from the state-wide Help
Me Grow network, SEAS (single entry access to services), and other
Whatcom County resources.
• Implement coordinated systems to access resources, and expand
access to mental health services for pregnant and parenting families.
• Strengthen coordination to identify families experiencing or at risk of
housing instability including those who are doubled -up or otherwise
under -housed.
• Increase the number of family resource center locations or access
points for pregnant and parenting families with a priority on providing
access to those populations that currently experience the greatest
barriers.
Embed community health workers and/or social workers into settings
such as medical clinics that primarily serve low-income families for
access to wraparound support services.
How we will
Headline:
measure our
• Number and type of behavioral and mental health providers in Whatcom
success
County that serve young children, per 0-5 population.
• Number and type of behavioral and mental health providers in Whatcom
County that serve pregnant parents and parents with young children,
per 0-5 population.
Secondary:
• Number of parents/caregivers who report having access to behavioral &
mental health services for their children at their early learning & care
program/location.
• Number of parents/caregivers who report that they have access to the
parenting support services they need.
All measures are disaggregated by race, income, and geography as data is available.
Leveraging Funds
• Washington State and Whatcom County Behavioral Health fund
• Grant funding supporting state-wide Help me Grow Network.
Cost estimate for
—$757,000
years 1 & 2*
*These estimates are based on current data and understanding and may shift as new information emerges and
circumstances change. Any decrease will shift to reserves or to another strategy, while any increase would come
from reserves or decreasing or eliminating another proposed strategy.
38
Whatcom Healthy
C"lr ChiLdren's Fund
2025-2026 Draft Implementation Plan
Years 3 & 4
1 1 P a g e
Contents
Acknowledgments
3
Executive Summary
4
Introduction
6
Mission and Vision
7
Accountability and Guiding Principles
7
Priorities and Focus Areas
8
Priority: Early Learning & Care
8
Priority: Supporting Vulnerable Children
8
Key Milestones 2023-2024
9
Lessons Learned from the Implementation Plan 2023-2024
10
Investments to Date
12
Draft Approach for 2025-2026. Healthy Children's Fund Path to Success
13
The Spending Plan
15
Gathering Community Feedback on the 2025-2026 Draft Implementation Plan
19
Evaluation and Metrics
19
Program Evaluation Approach
20
Audit Process & Fund Administration Evaluation
20
Next Steps
21
Appendices
22
2 1 P a g e
Acknowledgments
Deepest gratitude is extended to the residents of Whatcom County who generously support the
Healthy Children's Fund through their property taxes and financial contributions. Your
commitment to the well-being of children and families in our community makes a lasting impact,
ensuring that every child has access to the resources they need to grow, learn, and thrive.
We extend our sincere gratitude to the Whatcom County Council for their leadership and
commitment to the Healthy Children's Fund. You play a vital role in ensuring that children and
families in our community have access to the essential services and resources they need to
thrive. By prioritizing investments in early childhood development, health, and well-being, you
are helping to build a stronger, healthier future for Whatcom County.
To each member of the Implementation Team, thank you for your unwavering dedication, time,
and expertise throughout this process. Your commitment to ensuring that the draft
implementation plan reflects the needs of our community has been invaluable.
The positive community outcomes could not be accomplished without the agencies and
organizations implementing the Healthy Children's Fund strategies. Your tireless efforts,
innovative programs, and continued support create opportunities that shape brighter futures for
our youngest community members.
Together, we are building a healthier, stronger, and more equitable future for all children in
Whatcom County. Thank you for your generosity, compassion, and commitment to making a
difference.
.4i`--M�
3 1 P a g e
Executive Summary
The Healthy Children's Fund (HCF) continues its commitment to improving the well-being of
children and families in Whatcom County by building upon the foundation established in the
2023-2024 Implementation Plan. The 2025-2026 Draft Implementation Plan focuses on
actions and direction that expedite investments to well thought out strategies and experiences
from the past two years.
Key Priorities for 2025-2026
Based on the Implementation Team's recommendations, the County Executive's Office and
Health and Community Services have identified the following priorities:
1. Increasing Affordable, High - Quality, Professional, and Accessible Early Learning
and Child Care Opportunities:
• Maintain and extend funding of successful early learning and child care programs while
strengthening them with additional resources for expansion
• Expand family child care subsidies and rate augmentation to early learning and child
care providers
• Enhance and expand child care facilities
• Improve access to supports within early learning centers
• Invest in education, professional development and credentialing of early learning
workforce to increase the child care workforce and quality of care
2. Helping vulnerable children of all backgrounds, including homeless and at -risk
children:
• Maintain and extend funding for mental and behavioral health services, housing and
parent support programs
• Improve the reach and efficiency of mental health support
• Maintain funding for Infant basic needs with agency and food bank partners
3. Strengthen Administration
• The County Executive's office is contemplating a full-time dedicated staffing structure for
the HCF to bolster leadership, contract capacity, data collection, and communications
• Publish an annual work calendar
• Conduct an outreach campaign to leverage existing funding in the State Working
Connections program
• Align investments with the Washington State Fair Start for Kids Act Funding
• Reduce barriers to access funding and bolster technical assistance
4 1 P a g e
4. Evaluation for the 2027-2028 Plan — Use data and evaluation to refine strategies and
set the stage for the next phase of HCF
5. Maximizing Impact through Partnerships — Strengthen collaboration with state,
federal, and philanthropic partners to stretch local dollars further and sustain long-term
funding and programming across the systems that support children and their families in
Whatcom County.
The 2025-2026 Draft Implementation Plan is not about creating something new when a good
solution already exists —it is about stabilizing, strengthening, and scaling the work that has
already begun. By maintaining focus on continuity, impact measurement, and strategic
expansion, this plan ensures that HCF remains a powerful force for positive change in
Whatcom County.
5 1 P a g e
Introduction
The Healthy Children's Fund (HCF) was established by a vote of Whatcom County Residents
and Ordinance AB2022-303. This ordinance increased property tax to fund programs for the
funding of childcare and early childhood programs to improve kindergarten readiness and
funding vulnerable children. The HCF is expected to yield $100 million in property tax dollars for
investment in programs and initiatives over 10 years.
An Implementation Plan framework was outlined in the ordinance.
The HCF is administered by the Whatcom County government structure with the County
Executive overseeing the Department of Health Community Services Department as fund
administrator, the County Council with budget authority each year, the Child and Family
Wellbeing Taskforce writing and delivering an annual report in addition to collaborating on
implementation and a performance audit, and plenty of transparency giving the public
opportunity to comment.
The Implementation Plan was/is required to:
• Outline details of fund allocations across eligible expenditures and strategies, including
as a percentage of the fund revenue;
• Deliver working criteria for fund allocation to guide the granting and/ or contracting
process for non - administrative expenses;
• Provide an overview of the granting/ contracting process that includes opportunities for
community members to provide input in to fund allocation decisions;
• Include opportunities for leveraging the fund and bringing in external resources to the
county.
To provide accountability to the taxpayer, the Ordinance included provisions for independent
audits. "Every other year, a qualified independent auditor shall conduct a performance audit of
the Healthy Children' s Fund." The audit includes collection and review of data and evaluate the
County progress towards achieving the goals and strategies adopted in the Ordinance, Section
3. Feedback from stakeholders including users and providers of services will be included, and
recommendations for improvements or adjustments to the HCF will be made to the County
Executive and County Council.
More Information may be found at: https://www.whatcomcounty.us/4069/Healthy-Childrens-
Fund or by calling the Health and Community Services Department at 360-778-6000.
6 1 P a g e
Mission and Vision
Over the past two years, the Fund has focused on expanding early learning opportunities,
strengthening family resilience, and addressing the needs of vulnerable children, particularly
those at risk of abuse or neglect. The 2025-2026 Draft Implementation Plan serves as a
strategic guide for directing investments and shaping administrative practices, ensuring
resources are effectively managed to enhance the well-being of children and their families in
Whatcom County.
After ten years and an investment of nearly $100 million, we envision a broad range of
impacts, including but not limited to:
• An increase in the percentage of kids entering kindergarten ready to learn.
• A reduction in the number of children experiencing abuse and neglect.
Accountability and Guiding Principles
Adapted from the 2023-24 Implementation Plan
Transparency
• Communicating regularly on the Healthy Children's Fund webpage
• Cooperating with an external independent performance auditor
Impact
• Using data -based decision -making to identify investments that will make the greatest
impact on Whatcom County residents, both in the short- and long-term.
• Ensuring that funds are equitably distributed throughout the county and among diverse
communities, and have an impact on those disproportionately affected by the systemic
issues these investments are meant to address.
• Reporting on programmatic and population -level data.
Learning
• Soliciting proposals for programs that employ community -based innovations.
• Evaluating programs, processes, and impacts regularly, at minimum on a two-year cycle.
• Acting on the results of those evaluations promptly to ensure initiatives are producing the
desired results, ending or modifying investments when needed, and adjusting fund
administration accordingly.
Equity
• Will apply equity values, practices, and commitments to all aspects of the Healthy
Children's Fund, including data collection, identification of service priorities, contracting,
program and service implementation, engagement, communication, and evaluation.
7 1 P a g e
Priorities and Focus Areas
Investment is prescribed by the Healthy Children's Fund
Ordinance to fall under the following priorities and focus
areas (Whatcom County, 2022). These focus areas are
the mechanisms through which the Healthy Children's
Fund will reach its outcomes, discussed in more detail in
this plan's Evaluation and Metrics section.
Priority: Early Learning & Care
Focus areas:
• Accessible: Expand early learning & care services
that meet the varied needs of families and children.
Geographic locations, ages of children, special
needs, and a broad range of early learning & care
scheduling needs (including emergency opportunities) will all be considered.
• Affordable: Decrease the cost of early learning & care experiences for both families and
providers.
• High -Quality: Increase the quality of early learning & care experiences.
• Professional: Attract, train, and retain quality early childhood educators.
Priority: Supporting Vulnerable Children
Focus areas:
• Expand Mental and Behavioral Health: Expand mental & behavioral health services
for vulnerable children and their families.
• Prevent & Reduce the Trauma of Homelessness: Reduce the instances of vulnerable
children experiencing homelessness, through diversion and other preventative services
and reduce the trauma associated with homelessness by supporting interim housing
services and trauma -focused system reform directed at vulnerable children and their
families.
• Support Vulnerable Children's Parents/Caregivers: Expand support and services for
families who have or are expecting children.
8 1 P a g e
Key Milestones 2023-2024
Since its inception, the Healthy Children's Fund has been championed by Whatcom County
Health and Community Services (WCHCS), County staff, elected officials, community members,
and local experts —all working together to support the well-being of the county's youngest
residents and their families. The following table includes some significant milestones to date.
Learn more on the HCF website.
March
Council Approval (7-0) of the 2023-2024 Implementation Plan
2023
June
Children and Family Supervisor hired
February
First Request for Proposals (RFP) — Supporting Vulnerable Children
May
First Request for Proposals (RFP) — Early Learning & Care
2024
June
• Staff hired to support vulnerable children initiatives
• Funded the Single Entry Access to Services (SEAS) program
July
Early Learning & Care subsidies for emergency child care.
Contracts: Expanding Early Parenting Supports
August
RAPID Survey Launch (Stanford Grant Awarded to WCHCS)
RFP: Expanding Early Learning Access
• Start Early Systems Mapping Grant to develop a comprehensive early
childhood system map to identify gaps, funding streams, and
2024
September
opportunities to strengthen services.
• An Implementation Team comprising WCHCS staff and community
partners is formed to oversee Fund Administration.
October
. First contract: capital projects to expand child care capacity.
2024
November
• Contract signed to expand mental and behavioral health services for
children 0-5 and their families.
2024
December
The Whatcom County Council unanimously approved (7-0) a
policy/approach to Local Subsidy & Rate Augmentation Program
9 1 P a g e
Lessons Learned from the Implementation Plan
2023-2024
Strengths: (Internal, positive attributes)
The original Implementation Plan adopted ten strategies to guide investments. Over the past
two years, administration has focused on investing in these ten strategies as allowed with the
codified eligible fund expenditures. These efforts have required close collaboration among
parents, advocates, and local agencies to examine and enhance the systems that support
children and families in Whatcom County.
Early Learning & Care
Strategy 1: Use small capital projects to
expand, renovate or repurpose buildings to
increase early learning and care slots in a
mixed -delivery system.
Strategy 4: Ensure access to early learning
and care by promoting the expansion and
retention of the early learning and care
workforce.
Strategy 5: Create regional early learning
Strategy 2: Coordinate current and develop
and care hubs that include shared
additional pathways to ensure a stable early
administrative services, co -located early
learning and care workforce that can deliver
learning and other services for children and
high -quality programs for children.
families, and support for smaller providers in
the county.
Strategy 3: Improve access to early learning
Strategy 6: Support innovative approaches
and care through subsidies that reduce the cost
to meet various Healthy Children's Fund
of programs for children from families that are
goals for early learning and care.
cost -burdened.
Support for Vulnerable Children
Strategy 7: Recruit mental and behavioral
Strategy 9: Expand and enhance early
health workforce to Whatcom County.
parenting support.
Strategy 8: Develop and/or expand resources
Strategy 10: Integrate and co -locate
and programs for families who
services via coordinated access to resource
disproportionately experience housing
navigation.
instability.
101 Page
Weaknesses: (Internal, negative attributes)
The first two years of the fund have had challenges. Fund administrators have faced the reality
of unprecedented funding with HCF dollars and scaling up in order to administer the funding.
Leadership & Administrative Structure: Despite these challenges, Whatcom County
government has recognized that building a strong HCF organizational structure foundation and
is gaining momentum towards increased funding to meet the strategies originally outlined.
Public Contracting: Unlike the private sector, contracting for public taxpayer dollars is
governed by procurement law with requirements that cannot be waived. It is the responsibility
of the Whatcom County government to ensure that these laws are followed. Whatcom County
has recognized the need to approach contracting in a more streamlined way and as fund
administrators and stewards of public funds, Whatcom County is committed to being a
supportive funding partner. This means aiming to reduce barriers to accessing funds while
maintaining high accountability standards.
Legal Analysis: Whatcom County recognizes that some strategies outlined by the original
Implementation Plan had not been through rigorous legal analysis prior to being included as
stated strategies, programs, or action steps.
Opportunities: (External, positive factors)
Great work has been accomplished in the first two years of the HCF.
Community Partnerships & Engagement: Whatcom County is committed to building strong
partnerships and working collaboratively across sectors. Through the work to date relationship
have been strengthened with the contractors, Western Washington University, Opportunity
Council, Brigid Collins, school districts, and inter -governmental departments.
Evaluation: Newly developed evaluation criteria are ready to be initiated through the
collaborative work of the Whatcom County staff, The Implementation Team, the Child and
Family Wellbeing Taskforce, and an Evaluation Advisory Group. This evaluation criteria and
subsequent data collection efforts will be used for an external evaluator to audit the county
efforts and provide feedback for improvement.
Threats: (External, negative factors)
As with any important work, there is always external factors that can become barriers to
success. These external factors that have affected the HCF implementation include workforce
shortages, politics, a challenging economy.
111 Page
Investments to Date
23/24 Budget by Contract Status
40 ELC Sc
Active Contract
Contract in Development or
Allocated Funding
9,372,352
121 Page
Draft Approach for 2025-2026. Healthy Children's
Fund Path to Success
The 2025-2026 Draft Plan builds upon this progress by focusing on continuation,
enhancement, and impact measurement. Rather than creating an entirely new framework,
this plan serves as a continuation of the 2023-2024 plan. This approach honors the vision
and potential in the ten strategies, provides ample time for implementation, and
evaluates them for effectiveness.
Additional strategies were considered as part of the 2025-2026 draft planning process. This
process included emphasizing data drive, community -informed approach. However, after a
thorough evaluation, the team concluded that the original set was still the highest priority,
especially considering that best practices in funding recommend a minimum of two-year grants.
A key component of this next phase is a comprehensive evaluation process to be completed by
December 2025, which will assess the effectiveness of current investments, address evolving
community needs, and shape future funding decisions for 2027-2028. Stakeholder engagement
remains central to this process, with direct input from families through initiatives like the RAPID
Survey Project, which captures real-time insights into the challenges and needs of parents and
caregivers. These findings will be incorporated into the evaluation framework, ensuring that
community voices drive funding priorities.
In mapping out the next steps toward success, the Implementation Team identified four key
elements that will integrate lessons learned and ensure a successful next phase of
Implementation:
1. Partner Effectively. The Healthy Children's Fund relies on strong partnerships
across government agencies, nonprofits, health care providers, and community groups
to maximize impact, improve service coordination, and ensure equitable support for
children and families in Whatcom County. Key oversight bodies are the County
Executive and the County Council. Collaborators include the Child and Family Well
Being Task Force, the Implementation Team and independent evaluators, who work
together to highlight accountability, suggest strategic fund allocation, and continuous
improvement, while learning cohorts help grantees enhance service delivery and
effectiveness.
2. Set Priorities. The 2025-2026 Draft Implementation Plan focuses on three key
priorities: expanding access to early learning and care, streamlining implementation by
leveraging existing strategies, and building data -driven tools for the 2027-2028 plan.
These priorities ensure funding remains targeted and effective while addressing capacity
constraints, improving efficiency, and laying the groundwork for sustainable, outcome -
based decision -making.
131Page
3. Spending Plan. The Healthy Children's Fund's spending plan prioritizes sustaining
and improving existing services while strategically enhancing select programs to
maximize impact without overburdening administrative capacity. By focusing on
supporting vulnerable children, expanding access to child care, leveraging state and
federal funds, and strengthening administrative infrastructure, the plan ensures long-
term sustainability, increased access to early learning, and improved child and family
well-being in Whatcom County. These will not be automatic renewals. Instead, fund
administrators will work with contractors to review progress reports to determine renewal
parameters. Contract renewal and/or extension decisions will be made in partnership
with contractors at least three months before the contract expires. Based on contract
and program parameters, contracts will add one service year or renew through
December 2026.
4. Fund Administratior The fund administration team has faced challenges such as
staffing shortages and navigating administering an entirely new fund and service line
within the county government structure, but is gaining momentum in addressing the root
causes of poverty. By strengthening community partnerships, reducing barriers to
funding access, and providing technical assistance, Whatcom County Health &
Community Services (WCHCS) aims to ensure inclusive and effective fund distribution
while maintaining accountability and enhancing communication to engage stakeholders
and beneficiaries.
The 2025-2026 Draft Healthy Children's Fund Investment
Strategies — a continuation from 2023-2024
Early Learning & Care
1. Capital projects: Provide funds to expand, renovate, or repurpose buildings to increase
early learning and care slots.
2. Work Force Development: Coordinate current and develop additional pathways to
ensure a stable early learning workforce.
3. Family and Provider Subsidies: Reduce child care costs for families that are cost
burdened and provide subsidies to providers who accept WA State Working
Connections Child Care Subsidy.
4. Work Force Retention: Retain current early learning and care educators and staff in the
field and position the field to attract new employees for expansion by offering wage
subsidies.
5. Create Regional Early Learning and Care Hubs: Develop regional shared
administrative services for child care providers, co -locate early learning and care
services, and auxiliary services such as PT, OT, and Behavioral and Mental Health
services for children.
141 Page
6. Innovative approaches: Programs that support various HCF goals related to Early
Learning and Care.
Support for Vulnerable Children
7. Recruit Mental and Behavioral Health Workforce: Recruitment of workforce and
development and expansion of programs.
8. Housing: Programs for families with children 0-5 disproportionately experiencing
housing instability.
9. Parenting Supports: Supports for families including infant basic needs, Doula supports
and Obstetrics -based Social Worker.
10. Co -Location and Coordination of Services: Programs such as Single -Entry Access to
Services (SEAS) and system coordination.
The Spending Plan
The 2025-2026 Draft Plan builds on the progress of the 2023-2024 plan by continuing and
enhancing existing strategies while measuring their impact. Reinforcing successful projects
maximizes resources to expand services efficiently, ensuring long-term positive outcomes for
children and families.
The Implementation Team has focused on maximizing the potential of existing projects
rather than introducing new initiatives. In embracing this strategic approach and recognizing
the ongoing efforts currently in progress and development, the Implementation Team
recommends the following investment strategies for allocating 2025-2026 funds to support the
Healthy Children's Fund's objectives effectively.
Fund Allocation
Revenues in Year 4, 2025, for the Healthy Children's Fund are estimated in the amount of
$10,000,000. While revenue may change in Year 4 due to several factors, estimates in this
document are based on the same revenue in 2026 as in 2025. As indicated in the ordinance,
55-68% of revenues must be allocated to Early Learning & Care in the first two years of the
fund, and 20-36% must be allocated to Supporting Vulnerable Children. These percentages
were maintained by the County Council for 2025-2026. This spending plan allocates 69%,
$13,997,332 of the estimated revenues to Early Learning & Care, and 20% to Supporting
Vulnerable Children, $3,937,303.
151Page
Table X. Expected Revenue Allocations for Years 1-4: 2023-2026
Ordinance
Years
Years
Allocation
Requirements
2023-2024
2025-2026
Fund
9%
$1,800,000
9%
$1,800,000
9%
Administration
Priority Areas
91 %
$18,079,358
90%
$18,320,642
91 %
Early Learning and
55-68%
$12,361,905
62%
$13,613,815
68%
Care
Supporting
20-36%
$5,717,453
29%
$4,423,632
23%
Vulnerable Children
TOTAL
100%
20,079,358
100%
$19,743,635
100%
161 Page
The following tables show detailed information about current and anticipated funding plans.
Legend:
_ Active Contract (23/24 Budget)
E a rly Learning and Care
' Contract in Development (23/24 Budget)
_ Allocated Funding - RFP in Development (23/24 Budget)
Anticipated Funding (25/26 Budget)
_ Blended 23/24 & 25/26 Budget
Organizations Identified for Contract
r Generations Early Learning
a
r r
w
Child Care Startup
N
$500,0 e e
Capital Projects
N
11 111 11
T
Professional Development
m
$1,5130,000
w
Family Subsidy
S1,569,600 $1,726,560
Rate augmentation to Providers
0,720 $2,700,864
d
2 Outreach to increase WCCC
$200,000
Subsidy & Augmentation Admin
$582,032
a Workforce Expansion
m
$1,500,00o
Meridian Early Learning Center
$1,100,000
Peace Center
$500,000 . 11 1 1 1
Catalyst Therapies
Opportunity Councii (Child Care Vouchers)
m
$119,305l i l r
fn C-RECC
Child Care Expansion Projects
OC (SEAS Case Manager)
Cozy Bears Early Learning
Aha Early Learning and Care
Lummi Indian Business Council
Sendan Center
Whatcom Center for Early Learning
T
a
Ferndale School District
N
YMCA (Auxiliary Services)
YMCA (Curriculum)
Tiny Steps, Big Leaps
Nooksack Salmon Enhancement Association
More Smiles
31611,111 91°,111 sal"Ib Sao
Strategy 1 Fund small capitol projects to expand, renovate, or repurpose buildings to increase early learning & care slots.
Strategy 2 Coordinate and develop pathways to ensure a stable early learning & care workforce to deliver high -quality programs for children.
Strategy 3Improve access to early learning & care through subsidies that reduce the cost of programs for cost burdened families.
Strategy 4 Ensure access to early learning & care by promoting the expansion and retention of early learning and care workforce.
Strategy 5 Create regional early learning & care hubs with shared administrative services, co -located early learning and other services for children
and families and support for smaller providers in the County.
Strategy 6 Support innovative approaches to meet various Healthy Children's Fund goals related to early learning & cafe.
171 Page
Legend:
Supporting _ Active Contract (23/24 Budget)
_ Contract in Development (23/24 Budget)
_ Allocated Funding - RFP in Development (23/24 Budget)
Vulnerable Children _ Anticipated Funding (25/26 Budget)
Organizations identified for Contract
Brigid Collins
Ferndale School District
n
a Lydia Place (Mental Health)
y Whatcom Center for Early Learning
Mobile Mama Therapies
Catalyst Therapies
Ferndale Community Services
T
d Lydia Place (Housing Services)
io
va Mercy Housing
Doula Services
OC (Basic Needs)
Lydia Place (Basic Needs)
a
A Bellingham Food Bank
Z6
Peer to Peer Support Groups
St. Joseph's Medical Center
Compass Crisis Center
r
OC (SEAS Navigator) $225,000 $165,000
rn
System for Childhood Wellbeing $730,000
N
A IS T6 A, 1
Sao Aso �aP so
Strategy 7 Recruit Mental and Behavioral Health Workforce to Whatcom County.
Strategy 8 Develop/expand resources and programs for families experiencing housing instability.
Strategy 9 Expand and enhance early parenting supports.
Strategy 10 Integrate and co -locate services via coordinated access to resources.
181 Page
Gathering Community Feedback on the 2025-2026
Draft Implementation Plan
An Online survey was made available to all members of the Healthy Childrens Fund
Implementation Team and the Child and Family Well Being Task Force to provide feedback on
the Draft Implementation Plan.
The Implementation Teams recommendation is to launch a survey for all community members
to provide feedback on the Implementation Plan after council has provided input and policy
direction. Additionally, Implementation Team members recommend seeking targeted feedback
from the groups they represent and were interested in receiving feedback from, suggestions
include:
• Whatcom Child Care Coalition
• Whatcom Public Health Advisory Board
• Racial Equity Commission
• Commission on Sexual and Domestic Violence
• Business & Commerce Committee
• Whatcom Small City Mayors
• Local Chambers of Commerce
This feedback will help ensure the draft plan aligns with community priorities and supports the
vision of the Healthy Children's Fund.
Evaluation and Metrics
Rigorous evaluation practices are essential for maintaining both short- and long-term
accountability. In 2024, WCHCS collaborated with Village Reach to create a comprehensive
evaluation and performance measurement plan. The plan was shaped by the Child & Family
Well-being Task Force and other key stakeholders and finalized in July 2024. This plan is a
living document that will be updated regularly and will undergo a substantial revision for the third
implementation period from March 2027 to February 2029. Evaluations will occur every two
years to assess performance and guide future planning.
The cycle of evaluation results, implementation planning, and updates to the evaluation plan will
occur every two years, starting in 2025. Evaluation results will be published every two years, in
the last December of the implementation period. They will then be used to inform the planning
phase for the subsequent implementation period. After the revision of the two-year
implementation plan, the evaluation plan will also be updated based on any modifications to
evaluation questions or indicators that arise from new strategies or activities. This update will
incorporate feedback from the Child and Family Well-being Task Force, the Evaluation Advisory
Group, and other stakeholders. This process may involve adding new elements if there are still
191 Page
unresolved questions or removing elements that did not yield meaningful outcomes. Program
Evaluation Approach
The HCF evaluation follows the Results -Based Accountability (RBA) framework, focusing on
performance accountability to ensure effective resource use and swift adaptation. Key
evaluation questions include:
• How much did we do?
• How well did we do it?
• Is anyone better off?
Additionally, population -level accountability tracks broader outcomes, such as:
• Increased kindergarten readiness
• Reduced disparities in school readiness
• Decreased child maltreatment rates
Audit Process & Fund Administration Evaluation
To ensure the Whatcom County Government identifies and removes barriers by improving
internal systems, the Whatcom County Executive's Office, with consultation from the Child &
Family Well-being Task Force, will retain an external government audit organization. A key
component of the external audit will be analyzing the effectiveness of fund administration in
ensuring the success of the Healthy Children's Fund and identifying areas for improvement and
development.
Resolution AB2024-767, approved by the Whatcom County Council in January 2025, ensures
the timely completion of an independent audit. The Whatcom County Executive's Office initiated
selection of an external auditor in June and will issue a completed evaluation report by
December 2025.
As fund administrator, WCHCS continues to refine internal processes, support diverse early
learning providers, and reduce administrative barriers. Efforts include:
• Facilitating cross -departmental meetings to streamline contracting.
• Developing educational resources for providers new to government funding.
• Tracking contract development timelines to identify bottlenecks and improve efficiency.
201 Page
Next Steps
The 2025-2026 Draft Implementation Plan represents a pivotal step in the continued evolution
of the Healthy Children's Fund. Grounded in the experiences and lessons of the past two years,
this plan emphasizes stability, strategic enhancement, and measurable impact. It builds on
strong community partnerships, proven strategies, and a robust framework of accountability to
ensure that young children and families in Whatcom County receive the support they need to
thrive.
With a focus on sustaining and scaling successful initiatives, strengthening administrative
infrastructure, and enhancing data -driven decision -making, this plan affirms Whatcom County's
commitment to early learning, child and family well-being, and equitable access to opportunity.
By aligning local investments with state and federal initiatives, expanding capacity through
innovation and collaboration, and maintaining rigorous evaluation processes, the County
positions itself to maximize the Healthy Children's Fund's long-term impact.
Together —with community voices, trusted partners, and public stewardship at the core—
Whatcom County will continue to shape a future where every child enters school ready to learn,
families are supported and resilient, and the systems that serve them are coordinated, inclusive,
and effective.
After the draft plan receives community feedback, the Implementation Team will refine the draft
before the final draft is introduced to the County Executive and the County Council this summer.
We anticipate several robust discussions with the Council in an open public meeting prior to the
formal adoption of a final Implementation Plan.
•Council has the
opportunity to give
feedback on policy
direction, funding
. Develop plan
• Collab-
allocation
identifing:
orates on
percentages,
• Strategies
plan
specific initiatives
• Projects
that should be
included
• Outcomes
• Solicits input
from advisory
team and
community
1
7""
*Receives
recommended plan
*Works with
Executive and staff
to ensure plan
contents are
implementable, set
expectations for
work plan, set
spending plan in
conjunction with
the biennial budget.
*Adopts updated
plan every 2 years
*Posted to website
*Made available to
the public via the
County budget
211 Page
Appendices
Implementation Team Position Description:
OVWhatcom Healthy Implementation Team Member
� Children's Fund Position Description
Whatcom County Heafth and Community 5eruices is seeking individuals who are deeply committed to
improving the lives of children and families in Whatcom County and believe in co#aboration and
coffecuue action!
In Novem be r 2022. Whatcom County voters approved Proposition 5, establishing the Healthy
Children's Fund (HCF). This dedicated property tax will fund early learning & care programs and
support vulnerable children for 10 years. As a member of the Implementation Team, you will be critical
in shaping the fund's direction and ensuring its effectiveness in achieving its goals_ This team consists
of staff and community members who serve as the Fund's central body, holding the "bigger picture" of
funding decisions, goals, and priorities and ensuring these funds are allocated effectively to increase:
• Kindergarten readiness: Helping children develop the skills and knowledge needed for
success in sclhool_
• Affordable, high -quality child care: Increasing access to quality and affordable child care for
all families.
• Mental health services: Providing accessible and culturally responsive mental health support
for young children and their famifies.
• Support for vulnerable children and families: Addressing the unique needs of children facing
challenges such as poverty, homelessness, or abuse_
Responsibilities:
• Guide the fund: Utilize the wisdom of our local community and experience from model
communities to provide strategic guidance on the Healthy Children's Fund's funding decisions,
goals, and priorities, as outlined by the Implementation Plan.
• Ensure effective implementation: Work collaboratively with other team members and
community partners to guide the successful implementation of the Healthy Children's Fund, as
outlined in the Implementation Plan_
• Make informed funding decisions: Participate in rigorous discussions and evaluations to
allocate funds strategically, maximizing impact for young children and families_
• Ensure accountability: Hold the fund accountable to the community by collaborating with the
Child and Family Well -Being Task Farce to monitor progress, evaluate outcomes, and make
adjustments as needed_
• Maintain high ethical standards: Uphold the highest ethical standards of objectivity, fairness,
confidentiality, and accountability.
• Bridge the gap: Foster collaboration between community agencies, government agencies, and
other partners to leverage resources and expertise_
• Champion equity and inclusion: Advocate for equitable access to resources and programs,
dismantling systemic barriers and promoting social justice.
• Build diverse partnerships: Forge strong relationships with diverse community partners,
especially those serving underserved areas and populations in Whatcom County_
221 Page
Core Values;
• Deep commitment to improving the lives of children and families in Whatcom County through
providing access to early learning and care, mentaVbehavioral supports, and reducing the
likelihood of becoming homeless.
• Belief in collaboration and collective action.
• Champion for equity and inclusion, advocating for dismantling systemic barriers and promoting
social justice_
Experience and Expertise:
• Community members: Lived experience with the issues the H C F addresses, bringing diverse
perspectives and insights_
• Subject matter experts; Expertise in early childhood development, education, social services,
data analysis, fiscal management, mental}behavioral health, or community engagement,
representing relevant government agencies, non-profit organizations, or other entities_
Skills and Abilities:
• Strategic thinking and decision -making
• Ability to participate in rigorous discussions and evaluations
• Strong communication and collaboration skills
• Ability to bridge the gap between community members impacted by decisions, government
agencies, and other partners
• Commitment to ethical standards of objedvity, fairness, confidentiality, and accountability
• Ability to build diverse partnerships, especially with underserved communities
Additional desirable qualities:
• Understanding the Healthy Children's Fund goals and priorities, as the Implementation Plan
outlines
• Passion for making a positive impact on young children and families
• Familiarity with Whatcom County and its early childhood landscape
• Strong written and verbal communication skills
• Ability to work effectively in a beam environment
Time Commitment:
• Members are expected to attend regular team meetings, actively participate in discussions (at
least hours per month, with opportunities for more), and serve on application evaluation
committees as needed to review and analyze funding proposals and other relevant materials
(--10 hours per committee). Committees are voluntary, but we anticipate that each
Implementation Team member will participate in at Feast one committee per year.
• There is no term limit, but Implementation Team members will undergo a yearly evaluation of
participation to ensure this role is a goad fit_
Compensation; We seek individuals with lived experience who have been impacted by the issues the
Healthy Children's Fund addresses, bringing diverse perspectives and insights to the table_
Compensation may be available if you have lived experience and are not otherwise compensated to
participate in the Healthy Children's Fund Application Evaluation Committee and Implementation Team.
Let us know in the Implementation Team application if you want to know more.
2
231 Page
Implementation Team Roster:
Name
Organization Affiliation
Aida Rodriquez
Imagine Institute & Former In -Home Care Business Owner
Allison Williams
Whatcom County Health and Community Services
Allyson Halverson
Whatcom County Health and Community Services
Amy Rydel
Whatcom County Health and Community Services
Ann Beck
Whatcom County Health and Community Services
Ann Granberg
Child and Family Well Being Task Force and YMCA Child Care Program Director
Heather Flaherty
Chuckanut Health Foundation
Hunter Pluckebaum
Whatcom County Health and Community Services
Jamie Desmul
Child and Family Well Being Task Force and YMCA Child Care Program Director
Janie Oliphant
Whatcom County Health and Community Services
Jessie Thomson
Whatcom County Health and Community Services
Jill Boudreau
Whatcom County Executive's Office
Kathryn DeFilippo
Whatcom County Health and Community Services
Laurie Sailing
Opportunity Council
Marilyn Chu
WWU Professor Emeritus
Melissa Pickel
Brigid Collings
Meredith Hayes
Child Care Coalition & Chuckanut Health Foundation
Pamela Jons
Child and Family Well Being Task Force & Whatcom Community Foundation
Patty Boyce
United Way of Whatcom County
Ray Deck III
Child and Family Well Being Task Force & Skookum Kids
Sallye Quinn
Child and Family Well Being Task Force
Samya Lutz
City of Bellingham
241Page
Name
Organization Affiliation
Sarah Simpson
Whatcom County Health and Community Services
Susan Marks
Commission on Sexual and Domestic Violence
Tilda Doughty
Child and Family Well Being Task Force & Opportunity Council
To view the full list of contracts administered through the Healthy Children's Fund visit our website:
www.healthvchildrensfund.or
https://www.whatcomcountV.us/4485/Where-Has-the-Money-Gone-So-Far
251 Page
. WHATCOM COUNTY
HEALTH AND
J�L COMMUNITY
SERVICES
1w
V--mw
HEALTHY CHILDREN"S FUND TWO
YEAR PROCESS EVALUATION
2022-2024
WHATCOM COUNTY HEALTH AND COMMUNITY SERVICES
Published: July 2025
Prepared by: Hunter Pluckebaum, MPH
f"Whatcom Healthy
I Children's Fund
CONTENTS
Foreward: A Message from the County Executive.....................................................................
Introduction..................................................................................................................................
Methods.......................................................................................................................................
Summary of Key Findings & Recommendations............................................................................
Section 1: Funding and strategy alignment to implementation plan ...............................................
Section 2: Timeliness and transparency of fund disbursement......................................................
Section 3: Scope and intended reach of funded strategies across organizations and populations
Spotlight of Funded Activity: The Doula Pilot Project.....................................................................
Section 4: Partner and staff satisfaction and lessons learned........................................................
Considerations................................................................................................................................
Conclusion.......................................................................................................................................
.3
.9
.9
10
12
17
22
26
29
36
36
2 1 P a g e
FOREWARD: A MESSAGE FROM THE COUNTY EXECUTIVE
The Healthy Children's Fund (HCF) represents the power of the voters to enact a generational investment
in the future of our children. The unprecedented voter approved fund secured millions of dollars for the
purpose of improving the health and wellbeing of the community's children. But even in electoral action,
our community was divided. The ballot measure passed by 20 votes out of 111,791, or .02%. As the
County Executive, I acknowledge the extraordinary community efforts and energy around the HCF, both
positive and negative.
Looking at the data, it is clear that Whatcom County government is delivering on the promises
made to the voters. The County Executive's office has been dedicated to the success of the HCF since
its inception. We are confident that moving into years 3 and beyond, we have put the structures in place
for continued success and life changing benefits for families and young children.
In the first 24 months, the county employees focused on this work, accomplished a significant amount of
progress including but not limited to:
Formally establishing the fund and services supported by them
A new team of staff were hired
New programs were designed and new community partners entered into contracts to provide the
services
As of May 9t", 2025
38 contracts and $7,901,309 out the door providing funding to programs to deliver on the HCF
promises.
Current contract development represents another $1,270,000 pending.
Any organizational leader either public or private would characterize the implementation as overly
ambitious, but the HCF staff have succeeded. I specifically would like to thank, Sarah Simpson, Allison
Williams, Amy Rydel, Allyson Halverson, Kathryn DeFilippo, Hunter Pluckebaum, Janie Oliphant, Jessie
Thomson, Ann Beck, the Health Business Office Staff & Marie Junek for their dedication to this work.
COUNTY EXECUTIVE'S PRIORITIES FOR THE NEXT PHASE OF THE HEALTHY
CHILDREN'S FUND IMPLEMENTATION
Moving forward, I am taking several steps to build on our success so far and ensure the HCF fulfills its
promise to the voters.
1. ROLE DEFINTIION
3 1 P a g e
One of the key stumbling blocks that has slowed progress on the HCF goals has been a lack of clarity
around roles. Moving forward, the executive office will ensure clear lines of responsibility and
accountability.
Whatcom County Executive is responsible for all county operations including the Health and
Community Services Department. This office ensures that the fund administration is effective at
carrying out the HCF, that it is used exclusively for legal, eligible services described in the
ordinance, that anyone receiving funds complies with county purchasing procedures, and funds are
administered effectively and efficiently.
4 1 P a g e
Whatcom County Health and Community Services Department Director is responsible for
overall operations of the fund administration.
Whatcom County Health and Community Services Staff (a department within Whatcom
County Government) serves as the fund administrator of the Healthy Children's Fund. This
department is responsible for developing the infrastructure and processes needed to ensure
successful fund implementation. This role includes convening subject matter experts; proposing
fund allocation strategies, processes, and logistical operations; ensuring community partners
have the resources necessary to access and utilize funding successfully; partnering with
community organizations and leaders in key areas; contract development; program and project
evaluation; ensuring reliable and timely communication; and building relationships with
underserved communities.
Whatcom County Council serves as the budget authority of the Healthy Children's Fund. Per
the HCF specific ordinance, the council will also approve implementation plans presented by the
County Executive, approve all contracts per County procedures, receive evaluations and
performance audits, and work with the Executive's Office on implementing recommendations.
The Healthy Children's Fund Implementation Team was formed in September 2024 by the
Whatcom County Health and Community Services Department with Executive's Office approval.
This team is composed of parents and community members, early learning & care and
vulnerable children program experts, Child & Family Well-being Task Force members, and
Whatcom County Health & Community Services staff. The Implementation Team works in
collaboration with the Child and Family Well -Being Task Force to recommend the policy direction
and ensure the evaluation process is in line with Ordinance AB2022-303. This team serves as
the Fund's central body, holding the "bigger picture" of funding recommendations, goals, and
priorities and ensuring these funds are allocated effectively.
The Child & Family Well -Being Task Force (CFWBTF), established by the Whatcom County
Council, collaborates with the Whatcom County government regarding the Healthy Children's
Fund as required by the Healthy Children's Fund ordinance. It is tasked with a strictly advisory
role by collaborating on the Implementation Plan every two years, consulting with a qualified
independent auditor on an audit process every two years, and writing and delivering an annual
report to the public and County Council.
Independent Auditors and Evaluators will, in collaboration with the Whatcom County
Executive's Office and the Child & Family Well-being Task Force, be contracted to provide an
independent, third -party evaluation of the fund administration, key funded programs, and the
effectiveness of the fund overall.
5 1 P a g e
2. ANNUAL HCF WORK CALENDAR:
The HCF was passed without an implementation plan in place, and as codified, gave the County
Executive and staff a mere 3 months to work with the volunteer taskforce to complete a plan and bring it
forward for adoption. This timeframe created unrealistic expectations and outcomes. Moving forward,
clear expectations will be achieved by planning an annual cycle of work, which will be included in the
annual `Implementation Plan' process incorporated into the Whatcom County budget cycle each year.
3. PROCUREMENT REFORM:
Much of the Children and Families Well -Being Task Force concern over the last few years has been
related to the County's contracting process. Whatcom County's procurement is governed by code,
County charter, and by law - staff cannot deviate from that process. Rapid growth of services during the
pandemic significantly strained the County's administrative backbone. Moving forward, the county is
focused on building streamlined processes to address the challenge. Additionally, the HCF roll out
highlighted the need for significant procurement reform and a need to modernize the County's finance
systems through County Council and the Executive's Office. The Executive's Office is already engaged
with the County Council to ask for streamlined code and policy changes to increase efficiency in these
areas as well as increasing staffing with the County's Finance department.
4. STRONGER COMMUNICATION ON PROGRESS MADE:
As we move into the next 2 years of the fund, the community will better see the impact of these programs
and the outcomes of this hard work to launch the fund.
This progress will not happen quietly. Our professional and dedicated staff will be compiling data,
measurements, and outcomes and sharing them with the public and Council regularly and through
various communication channels.
6 1 P a g e
The following graphic outlines the work accomplished.
HEALTHY CHILDREN'S FUND TIMELINE 2022-2024
2022 2023 2024
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Ballot measure certified
Implementation Plan
adopted by County Council
Tax collection realized , 0 ! 0
H C F employee hired
Small Capital Grants
Stable Early Learning &
Care Workforce
Early Learning & Care
Subsidies
Regional Early Learning
& Care Hubs & Services
Innovative Approaches
Early Learning & Childcare
Recruit Mental & Behavioral
Health Services Workforce
Limit Housing Instability
for Families
Expand & Enhance
Parenting Supports
nteg rate/C o-loc ate/
Coordinate Services
PROGRAM DEVELOPMENT
PROGRAM DEVELOPMENT
PROGRAM DEVELOPMENT
PROGRAM DEVELOPMENT ,
PROGRAM DEVEWPMEN[T ,
PRa6RAp
oeveLaPNetrr
7 1 P a g e
6914NL11[11]03
The County is preparing for the first performance audit to be completed by December 31, 2025. An
independent firm will be engaged and staff have already identified some initial areas of focus for the
evaluation, such as contracting procedures.
"A performance audit of the HCF's internal administration, performed by an independent, external
auditor, is mandated by ordinance. WCHCS will also use process evaluation to assess fund
recipients' and applicants' experience, barriers, and possible improvements. To perform the
performance audit, the Whatcom County Executive's Office, with consultation from the Child &
Family Well-being Task Force, will retain an external government audit organization for a multi-
year contract to perform performance audits. A key component of the external audit will be to
analyze the effectiveness of fund administration on the success of the Healthy Children's Fund
and identify areas for improvement and development, especially in the early years of
implementation." 2022 Implementation Plan, Page 58
8 1 P a g e
INTRODUCTION
Like many communities across the nation, Whatcom County has recognized that early childhood well-
being depends on the broader ecosystem in which a child lives —because no child exists in isolation. In
response to this need, Whatcom County voters approved the Healthy Children's Fund (HCF) in 2022 to
make a nearly $100 million investment over ten years (2023-2032). Thes funds are being used to support
strategies focused on improving early learning and care, supporting vulnerable children, and reducing
disparities and inequities for young families.
This report presents findings from a process evaluation of the first two years of HCF implementation. The
evaluation focuses on how the fund has been administered, challenges encountered, and lessons
learned, with recommendations for improving implementation moving forward.
METHODS
This process evaluation assesses the extent to which HCF is being implemented as planned by Whatcom
County Health and Community Services (WCHCS) and provides recommendations for improving
implementation going forward based on feedback from staff and key partners.
This evaluation report relies on the following data:
• HCF administrative and financial records
• Interviews with 7 WCHCS staff
• Written feedback from 16 community partners
• Contractor reporting data
This report examines the HCF's implementation and progress in four key areas:
1. Funding and strategy alignment in accordance to the implementation plan;
2. Timeliness and transparency of fund disbursement;
3. Scope and intended reach of funded strategies across organizations and populations;
4. Partner and staff satisfaction and lessons learned.
This evaluation was designed around a series of evaluation questions presented at the beginning of each
section of the report, following a summary of key findings and associated recommendations.
9 1 P a g e
SUMMARY OF KEY FINDINGS & RECOMMENDATIONS
The first two years of the Healthy Children's Fund (HCF) implementation were largely focused on
establishing internal structures, developing funding mechanisms, and navigating county contracting
processes. While significant progress was made in allocating funds and launching programs, key
challenges emerged that impacted timeliness, transparency, and strategic alignment of the funds. Below
are key findings from the evaluation, along with recommendations where appropriate
Fund disbursement and implementation have gained momentum in the last six months of the
cycle. 21 of the 23 contracts were executed in the final six months, indicating improved internal
processes, strengthened interdepartmental coordination, and increased efficiency.
Recommendation: Continue leveraging the lessons learned in the last six months to streamline
contracting and fund distribution. Identify remaining barriers and develop internal benchmarks for
Request for Proposals (RFP) development and contract turnaround time to sustain momentum.
2. The complexity of contracting especially for first-time grantees and approval processes
contributed to delays and frustrations. Staff reported that there was a lack of clear guidance in the
contracting and approval process, which when paired with the inexperience of new vendors, fund
disbursement was slower than anticipated.
Recommendation: Develop a contractor support system, continue to provide and tailor technical
assistance, create clearer RFP instructions, and a tracking system that allows organizations to monitor
their contract progress.
3. Inability to fill Health and Community Services Department staff vacancies, and countywide
staffing shortages in supporting divisions, and unclear leadership expectations created
bottlenecks in fund disbursement and contract execution. The HCF was a new initiative and service
structure that required hiring and training four staff to manage the fund while simultaneously navigating
competing community demands, complex and overburdened county organizational and approval
structures.
Recommendation: Work closely with the County Executive's office to bring forward resources, clear
leadership, collaborate with the Finance & Legal Departments to gain efficiencies. Use recommendations
obtained through external audit to improve internal infrastructure county wide.
Recommendation: Increase administrative staffing dedicated to contracting and financial oversight to
decrease burden, especially as more and more contracts are anticipated to come out of this fund.
Recommendation: Establish clearer procedural and role clarity around contracting by defining who has
decision -making authority at each stage of the contracting process and ensuring that people operate
within those roles to minimize confusion, streamline workflows, and prevent conflicting directives.
101Page
4. Many newly funded organizations had never contracted with the county before, increasing
access to funding but requiring additional support. HCF successfully expanded funding to new
organizations, including private doulas and smaller community -based providers. However, many of these
organizations struggled with county contracting requirements, requiring significant staff time for technical
assistance.
Recommendation: Strengthen existing technical assistance efforts for first-time county grantees, and
consider building in new support like pre -application workshops, simplified RFP instructions, and
ongoing support during the contracting process after award notification.
J. HCF funding reached a diverse range of service areas, addressing key needs in early learning,
housing stability, perinatal support, and mental health. HCF funds supported 23 contracts across
childcare stabilization, housing assistance, early childhood mental health, perinatal services, and
essential family needs. The fund helped increase access to culturally responsive care and supported
initiatives such as early learning workforce development, emergency housing services, and mental
health provider expansion.
Recommendation: Continue monitoring the reach and equity of funding, ensuring that resources are
distributed fairly and align with community needs and gaps.
6. Fund disbursement timeline and misinformation affected public perception of HCF's
effectiveness. Some key partners and community members perceived HCF as being too slow in
achieving tangible results, particularly around childcare expansion and workforce investment. This
contributed to misunderstandings about how funds were being used.
Recommendation: Implement clearer and more proactive public communication strategies to ensure
key partners and community members better understand how funds are allocated and correct
misinformation when it arises.
Recommendation: Improve internal tracking and public -facing reporting on contract progress, fund
disbursement, and impact measurement to increase accountability and transparency
7. Individual -level impact evaluations were not yet feasible. Because most programs were
implemented less than six months before the end of the evaluation period, it was too early to assess
intermediate outcomes for children and families. Evaluating program impact requires sufficient time for
implementation, participant engagement, and measurable change.
Recommendation: Continue conducting process evaluations to determine when programs have
stabilized enough to warrant participant -level evaluations. Establish clear criteria for determining when
an initiative is ready for impact assessment, based on the duration and consistency of service delivery.
111Page
SECTION 1
IFUNDING AND STRATEGY ALIGNMENT TO IMPLEMENTATION PLAN
i
Evaluation Questions:
1. How was the HCF money used?
2. Were activities funded by the HCF implemented as intended? What
challenges or delays were experienced?
or,
121Page
OVERVIEW OF FUNDING ALLOCATION
The Healthy Children's Fund (HCF) was designed to invest in strategies that improve early learning and
care while providing support for vulnerable children and families. The initial two-year Implementation Plan
specified that funding be distributed across ten core
strategies, with at least 55%-66% allocated to early 10 CORE STRATEGIES
learning and care (ELC) and 20%-35% allocated to
supporting vulnerable children (SVC). Early Learning and Care (ELC)
Projected 2023-2024 Funds for the
$20 Million -Dollar Budget
SVC
(27%),
$5,357,000
ELC (64%),
$12,800,000
/ Admin
(9%),
$1,843,000
By the end of the two-year period, 7% of the total ELC
funds and 86% of SVC funds had been contracted. An
additional $13 million was in development for upcoming
funding opportunities, meaning that while the full budget
had not been contracted, the funds had been allocated to
specific strategies and projects. If all funds in development
are awarded as planned, the allocation will be 59% to ELC
and 32% to SVC, which remains within ordinance
guidelines and closely matches the Implementation Plan's
budget.
Funding Allocation for ELC and SVC
■ Contracted ■ In Development
SVC $4.6 million
""'$1.7 million
$.3 million
ELC
1. Provide funds for small capital projects to
expand, renovate, or repurpose buildings to
increase early learning & care slots in a
mixed -delivery system.
2. Coordinate current and develop additional
pathways to ensure a stable early learning
& care workforce to deliver high -quality
programs for children.
3. Improve access to early learning & care
through subsidies that reduce the cost of
programs for children from families which
are cost -burdened.
4. Ensure access to early learning and care
by promoting the expansion and retention
of the early learning & care workforce.
5. Create regional early learning & care hubs
that include shared administrative services,
collocated early learning and other services
for children and families, and support for
smaller providers in the County
6. Support innovative approaches to meet
various Healthy Children's Fund goals
related to Early Learning & Care.
Supporting Vulnerable Children (SVC)
7. Recruit Mental & Behavioral Health
Workforce to Whatcom County.
8. Develop and/or expand resources and
programs for families who
disproportionately experience housing
instability.
9. Expand and enhance early parenting
supports.
10. Integrate and co -locate services via
coordinated access to resource navigation
using the Help Me Grow model.
131Page
ALIGNMENT OF FUNDED PROJECTS WITH IMPLEMENTATION STRATEGIES
In 2023 and 2024, 23 contracts were executed, funding projects related to both ELC and SVC. These
projects fell under multiple categories that aligned with HCF's strategic priorities for ELC and SVC:
Childcare Capital 1 1 Contract I $67,000
Fund the renovation of an existing childcare
facility to create eight new infant slots.
Childcare 1 Contract $199,417
Stabilization
Braided funding through HCF and ARPA dollars,
to provide business training, workforce
development scholarships, and emergency
childcare vouchers to 75 families.
Education Career
Development
Center Pilot Project
The Doula Project 19 Contracts 1 $296,270
Expand access to prenatal, labor, birth, and
postpartum doula services for Medicaid -eligible
families, serving an estimated 151 families.
Mental Health 6 Contracts $1,961,871
Workforce
Expansion
Increase early childhood mental health services,
workforce training, and therapy access, with an
anticipated impact of expanding or enhancing
services for an estimated 800-900 children.
Infant Basic Needs 3 Contracts $999,999
Provide diapers, formula, hygiene products, and
transportation assistance to low-income families
1 Contract $6,960 through food banks, housing programs, and
community resource centers.
Support Bellingham Technical College (BTC) in
developing a proposal for a professional
development hub for early learning and childcare
providers serving low-income families.
Limiting Housing 2 Contracts $1,531,940
Instability
Provide rental assistance, case management,
and housing stability services for families at risk
of homelessness.
Each of these projects addressed the priorities set forth in the Implementation Plan, demonstrating overall
alignment with HCF's strategic goals.
141
PLANNED FUNDING FOR FUTURE HCF INVESTMENTS IN 2025
The following table outlines planned funding allocations for the remain $13 million. These investments
focus on expanding early learning and care, strengthening family supports, and improving systems
infrastructure. As these projects are still in development, some details may evolve over time.
Childcare Capital Grants Fund capital projects aimed at expanding childcare capacity and
improving facilities.
CRECC - Support for Child Care Investment in regional childcare expansion efforts through
Expansion* system -wide infrastructure support to increase access to quality
childcare.
Meridian Early Learning Center Funding to purchase office space for integrated early childhood
Hub services, including OT, PT, speech therapy, and shared
classroom space for provider training and family support
programs.
Bellingham Technical College:
Scholarships and training support for childcare workers and
Scholarships and Professional
business owners to enhance workforce skills and retention. This
Development
initiative will continue throughout HCF implementation.
Childcare Payment Subsidies
Monthly subsidies (up to $300 per child) to help families afford
for Income -Eligible Families (up
early learning and care, targeting those making up to 85% of the
to 85% SMI)
state median income (SMI).
Subsidy + Rate Augmentation
Administration
Rate Augmentation to Providers
Innovation Projects
Administrative support for implementing childcare subsidies and
increasing provider reimbursement rates.
Direct financial support to early learning providers to enhance
care quality and stabilize operations, targeting children in families
ages 0-3 who are utilizing WA State Working Connections Child
Care Subsidy.
Funding for pilot projects that expand access, affordability, and
quality of early learning and care in underserved (low-income and
rural) areas of Whatcom County.
Training & Resources for Parent I Develop a coordinated system for parent support networks
Peer -to -Peer Groups across the county.
Hospital -Based Social Worker
for Families with Complex
Medical Needs during
pregnancy and postpartum.
Compass Mental Health Crisis
Center— Baby/Child Visiting
Room Expansion
Place a dedicated social worker and community health worker in
hospital settings to assist families with emerging and urgent
medical needs who are pregnant and newly postpartum.
One-time funding to enhance visiting spaces for families in crisis
settings, ensuring a child -friendly environment for parents in
treatment.
Network of Countywide Drop -in Investment in a countywide system of safe, quality drop -in
Childcare Options* i childcare facilities to address urgent care gaps for families.
System for Childhood Wellbeing Establish infrastructure that strengthens early childhood systems
Development I coordination and support.
*These contracts were executed in Q1 2025. However, for the purposes of this 2-year evaluation report
they are listed under planned funding as the contract finalization occurred outside of 2023-2024.
151
STAFF PERCEPTIONS OF STRATEGY ALIGNMENT
Staff broadly agreed that funding was allocated in a way that aligned with the Implementation Plan,
though practical adjustments had to be made due to administrative and legal constraints. Key staff
perspectives included:
Pacing and Prioritization: Staff were affected by the pressure from community expectations
for nearly instant roll out of services. However, not all services could be realized this early in the
development of the program. This meant that priorities had to shift, with some projects delayed
while others moved forward based on readiness, opportunity, and feasibility. For example, the
doula pilot project aligned with existing state -level efforts to expand early parenting supports,
making it an opportune initiative for HCF investment.
Legal Constraints: Retaining and expanding the ELC workforce was a core priority, but legal
constraints around government funding created barriers to directly implementing this strategy
as originally envisioned. While this specific initiative may not be realized as the community
expected, staff remain dedicated to identifying alternative ways to support, expand, and retain
the ELC workforce through HCF funds.
Opportunistic vs. Strategic Investments: Some staff raised concerns that funding decisions
were occasionally driven by immediate opportunities rather than a long-term funding strategy.
While leveraging these opportunities has been beneficial, like in the case of the doula program,
staff expressed concern that some funding decisions felt more like sporadic investments rather
than part of a cohesive and sustainable long-term strategy.
4. Translation of Strategies into Contracts: Staff described challenges in translating broad
strategies into specific RFPs and contracts, often requiring adjustments based on legal review,
community input, and feasibility assessments.
Overall, staff viewed these first two years as a critical learning and adaptation period for WCHCS.
However, moving forward, there is an opportunity to align the strategic vision for HCF investments with
community expectations to ensure sustainability and impact.
Recommendations:
1. Move remaining allocated funds into contracts while ensuring alignment with long-term strategic
goals.
2. Improve public -facing documentation on funding allocations and decision -making timelines.
3. As funding allocations move forward, implement a structured process for reviewing the impact of
funded strategies and adjusting as needed - including routine check -ins with partners, data
tracking to assess progress, and flexibility to shift resources toward the most effective initiatives.
a
SECTION 2
Timeliness and Transparency of Fund Disbursement
Evaluation Questions:
1. How efficient was the process of dispersing funds? What
processes and policies supported or hindered timeliness and
transparency?
2. To what extent are the county's RFP and contracting processes
accessible, clear, standardized and timely?
171Page
OVERALL FUND DISBURSEMENT
From the outset, both the community and the implementation plan held high expectations for immediate
outputs from the Healthy Children's Fund (HCF). In reality, the rollout of a fund of this size —paired with
the simultaneous development of entirely new programs and infrastructure —proved to be far more
complex and time -intensive than anticipated. The timeliness and transparency of fund disbursement were
persistent sources of frustration for internal staff, contractors, and partners during the first two years. One
staff member described the process as "building the car while driving it," because teams were learning
county procedures and working through implementation questions around the fund in real time with
partners in the finance and legal department while simultaneously negotiating contract, reviewing RFPs,
and funding initial community projects.
Importantly, delays in fund disbursement should be understood in the context of three key constraints that
shaped the early timeline:
Access to HCF Funds did not start with the passing of Proposition 5. Although Proposition
5 was passed by voters in November 2022, the county did not begin collecting property tax
revenue until May 2023, and a full year of revenue was not realized until November 2023. The
county had no funding to disburse until this revenue began to materialize. This lag may not have
been well understood by the public, contributing to some of the early dissatisfaction with the
perceived pace of implementation.
Staffing shortages. The HCF team operated under significant staffing constraints throughout
the first two years, and as of late 2024, the team remained incomplete. Hiring within county
government typically requires 4-6 months per position, accounting for job classification, budget
approval, recruitment, and selection processes. These timelines were further exacerbated by a
county -wide hiring freeze in 2024. As a result, the team faced considerable pressure to meet
ambitious expectations with limited capacity.
Length contract process development. Even under standard conditions, the county's
contracting process generally takes 6 to 9 months from RFP development to contract execution.
This timeline includes drafting, legal review, public advertisement, proposal evaluation,
negotiations, and County Council approval for contracts over $40,000. Many HCF-funded
programs were new to county contracting, adding complexity and increasing the need for
technical assistance.
Given the timeline for revenue collection and the complexity of building new programs, the pace of
implementation during the first two years was not delayed, but rather reflective of the scale and systems
change required.
Encouragingly, the second half of 2024 marked a turning point. Of the 23 contracts executed in the first
two years, 21 were finalized in the final six months. This acceleration reflected improvements in internal
processes, interdepartmental coordination, and institutional support for the fund. Staff cited this shift as a
key milestone —most notably, the unanimous 7-0 vote by the County Council to approve the childcare
subsidy program —which reinforced the legitimacy and momentum of HCF efforts. The improvements
181
were made possible by the development of new contract templates, regular check -ins with finance staff,
and a more coordinated approach to technical assistance for providers.
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At the same time, the need to address persistent system slowdowns remains critical. Structural
inefficiencies in contracting and administrative workflows continue to delay fund disbursement for some
providers, and must be a focus of ongoing improvement efforts. Additionally, public perception of slow
progress —regardless of internal explanations —underscores the importance of clearer, more proactive
communication about realistic timelines and milestones. Improving transparency and managing
expectations will be essential for maintaining public trust and accountability as the fund moves forward.
CONTRACTING TIMELINESS
The average contract execution time was 96 days from when the award letter was sent to the awardee,
closely aligning with the three-month target set in the 2025 County Council resolution. However, contract
processing times varied widely, ranging from as little as 38 days to as long as 188 days. Contracts over
$40,000, which required County Council approval, took an average of 17 additional days to finalize.
Average Number of Days Spent in Each Phase of Contract Development
Initial Contract
Development
0 10 20 30 40 50 60 70 80 90 100
Contract
Negotiation
Contract Approval
Process
Council Approval
for Contracts >$40K
191Page
Overall, 67% of HCF contracts were executed in under 90 days. However, 24% or five contracts took
more than 120 days to complete.
Distribution of HCF Contract Execution Times by Duration Window
120 or more days (5 contracts), 24%
90-120 days (2 contracts),
9%
Staff identified several factors contributing to these delays:
90 days or less (14 contracts),
67%
1. Staffing capacity: Staff consistently reported that limited capacity in key departments —
particularly finance, legal, and procurement —created persistent bottlenecks. With a high
volume of contracts and limited personnel, delays were inevitable. Staff frequently had to
monitor progress to move contracts forward, and despite these efforts, bottlenecks persisted.
Additionally, staff expressed concerns that these inefficiencies could compound over time as
more contracts emerge from the fund and it will add additional strain an overworked system.
Further staff recognized that HCF contracts are just one part of the overall.
Lengthy review and revision cycles: As a new initiative, HCF frequently encountered
misalignment between its internal timelines and the expectations or procedures of other
county departments. Staff described a recurring cycle of revisions and back -and -forth, as
contract language and program design were interpreted differently by legal and fiscal
reviewers. This iterative process, while sometimes necessary, slowed momentum and
highlighted the need for clearer cross -departmental alignment and guidance on compliance
standards from the outset.
Novelty of funded programs: Many HCF-funded projects were entirely new initiatives,
requiring extra time for contract development, legal review, and alignment with county
policies. Some contracts also involved first-time county grantees who required additional
technical assistance to navigate government contracting requirements. While this extended
processing time, staff noted that these investments in program integrity were necessary to
ensure sustainable implementation.
201Page
Balancing Efficiency with Compliance and Quality
While there is broad agreement among staff that contract
processing must improve, they also recognize that certain Speed is important, but
delays were necessary to ensure program integrity and so is getting it right."
compliance. Staff cautioned that prioritizing speed over quality Staff Quote
could lead to compliance risks, poorly structured agreements,
legal challenges or unintended disruptions to other county
operations.
Moving forward, the challenge will be striking the right balance between efficiency and quality. Lessons
learned from these early implementation years should inform process refinements, including more
standardized contract procedures, increased administrative staffing, and clearer communication between
departments. Additionally, improving technical assistance for first-time grantees and developing a more
transparent contract tracking system could further streamline future funding cycles. While work remains,
staff remain optimistic that continued refinements, increased staffing, and stronger interdepartmental
coordination will lead to a more efficient and transparent fund disbursement process.
Recommendations:
1. Fully staff the HCF team and consider expanding internal administrative support to account for
the additional strain the volume of HCF contracts puts on WCHCS.
Conduct the county -wide audit that was outlined in the HCF ordinance to look for ways to reduce
bottlenecks and increase cross -departmental communication and transparency in the contracting
process - such as creating standardized contracts, checklists, and built in check ins with
contractors during the process.
21 1
SECTION 3
Scope and intended reach of funded strategies across organizations
and populations
Evaluation Questions:
1. Who received money? What barriers and/or enabling factors did those
trying to seek funds experience?
2. Which organizations received money, what are their attributes, and
what are the demographics of the people they reach?
3. What type of services and resources were provided to children and
families by recipients of HCF money?
221
ORGANIZATIONS FUNDED AND INTENDED REACH TO THE COMMUNITY
During the first two years of implementation, HCF funding was allocated across a diverse set of programs
aimed at improving access to early learning and care, stabilizing families, and supporting the well-being of
young children. These investments focused on key areas including childcare stabilization, mental health
services, housing security, perinatal support, and basic needs assistance. The 23 contracts were
awarded to a total of 20 contractors which were a mix of established service providers, 12 first-time
county grantees, and small private entities - broadening the reach of county funds to a wider range of
organizations than in past funding cycles.
While initial funding has been awarded and programming is underway, many of these projects were
launched within the last three to six months of this reporting period. As such, it is too early to fully assess
the impact and reach of these programs, particularly at the participant level. Future evaluations will focus
on measuring the long-term outcomes of these investments, ensuring that HCF-funded programs are
meeting their intended goals and providing meaningful support to families and children in Whatcom
County. The table on the following page provides an overview of each funded project area and its
intended reach.
Childcare This project funded the renovation of an existing childcare facility to create a licensed
Capital infant room through the Washington State Department of Children, Youth, and
Families (DCYF). The contract covered construction costs and essential equipment
necessary for licensing approval. Once completed, the facility added eight new
infant slots, expanding access to early learning and care for families in Whatcom
County.
Childcare Funded through a combination of HCF and ARPA dollars, this initiative sought to
Stabilization stabilize the childcare sector by providing direct financial relief to providers and
support for families. Partnering with the Opportunity Council, the project distributed
75 emergency childcare vouchers to help families retain stable care and supported
providers through business training and workforce development scholarships. The
initiative focused on assisting childcare businesses at risk of closure while ensuring
families could continue accessing care.
Education This pilot project supported Bellingham Technical College (BTC) in developing a
Career
proposal for an Early Learning and Childhood Education Career Development
Development
(ECE) Center to strengthen the early learning workforce. The initiative aimed to
Center Pilot
expand access to early childhood education credentialing for providers serving low -
Project
income families by offering scholarships, mentoring, work release time, and
childcare for students while attending classes. BTC conducted research,
community engagement, and action team meetings to develop a long-term
infrastructure plan to support professional growth in the early learning sector.
The Doula This initiative expands access to prenatal, labor, birth, and postpartum doula services
Project for up to 151 Medicaid -eligible families in Whatcom County. Doulas provide
physical, emotional, and educational support, including prenatal visits, continuous
labor support, and postpartum care to improve birth experiences and early parenting
outcomes. The project aligned with Washington State's Medicaid expansion efforts to
integrate doula care as a covered benefit. The initiative contracted with nine
community -based doulas to offer culturally responsive, patient -centered care.
Mental This initiative addresses critical gaps in early childhood mental health services by
Health expanding direct therapy, parent coaching, and specialized training for
providers working with children ages 0-5. The project includes hiring new mental
231
Workforce health professionals, funding internship programs, and offering evidence -based
Expansion training for early childhood service providers. The initiative particularly focuses on
supporting neurodivergent children and those at risk of abuse or neglect, increasing
access to diagnostic services, play therapy, and care coordination. The estimated
reach of this initiative includes 800-900 children and families receiving expanded
or enhanced services.
Infant Basic This project provides diapers, wipes, infant formula, hygiene products, and
Needs
transportation assistance to low-income families with children ages 0-5 across
Whatcom County. Resources are distributed through a network of food banks,
community resource centers, and housing programs, ensuring accessibility for
families in underserved, marginalized, and rural communities. By reducing financial
stress associated with purchasing essential baby supplies, this initiative helps
families prioritize expenses such as rent and utilities.
Limiting
This initiative focuses on stabilizing low-income families with young children
Housing
facing severe housing cost burdens by providing rental assistance, case
Instability for
management, and supportive services. Two contracts were awarded to support up
Families
to 100 families with up to three months of direct housing assistance, flexible funds
for essential expenses, and case management services to ensure financial stability.
The program partnered with local school districts and service providers to assist
families in transitioning out of unsafe housing situations, reducing the long-term
impacts of housing instability on young children.
STAFF INSIGHTS ON THE SCOPE AND INTENDED REACH OF FUNDED ORGANIZATIONS
Staff provided valuable insights into the barriers and
enabling factors that influenced which organizations
received funding and how effectively they were able
to implement their programs. One of the most
frequently cited challenges was the complexity of the
county's contracting and reimbursement processes,
which posed particular difficulties for smaller
organizations and first-time grantees. Many providers
lacked experience with government contracts and
required significant technical assistance to complete
applications and meet contract requirements.
"A lot of smaller organizations
simply don't have the capacity to
manage the level of paperwork and
reporting required, even though
they are doing important work that
aligns with HCF priorities "
Staff Quote
Despite these challenges, staff also identified enabling factors that helped some organizations
successfully secure and utilize HCF funding. Technical assistance and individualized guidance were key
to supporting first-time grantees, though staff acknowledged that further process improvements are
needed to reduce administrative burdens and streamline application and reporting requirements.
Organizations with prior experience contracting with the county or with strong internal administrative
capacity were better equipped to navigate the system and move through the contracting process more
smoothly.
Additionally, staff emphasized the importance of continued outreach to organizations that have historically
been underrepresented in county funding opportunities. Expanding technical assistance, providing clearer
guidance on the application and contracting process, and reducing procedural barriers will be critical to
ensuring that HCF funds continue reaching a broad and diverse range of community partners.
While HCF funding reached new partners in its first two years, staff acknowledged that there may still be
providers who were eligible but did not apply due to capacity constraints, lack of familiarity with
government funding processes, or other barriers. Moving forward, staff recommend proactively identifying
241Page
and engaging these organizations to ensure that all eligible providers have an equitable opportunity to
access HCF resources.
Recommendations:
Continue to expand technical assistance —such as grant writing support, administrative guidance,
and one-on-one coaching— to ensure that a broader range of organizations, especially those
serving marginalized communities, can successfully access HCF funding.
Build on existing outreach efforts to small or historically underrepresented organizations that may
be eligible for funding. Proactively engaging these organizations through targeted outreach,
application workshops, and pre-RFP networking sessions can help ensure that funding
opportunities are more equitably distributed across the community.
Conduct the county -wide audit to look for ways to reduce the complexity of county contracting
and reimbursement processes that pose challenges for new grantees. Simplifying application
materials, streamlining reporting requirements, and integrating user-friendly digital tools could
reduce administrative burdens and make it easier for community partners to participate in HCF-
funded programs.
As more program- and participant -level data become available, HCF should use this information
to evaluate reach, impact, and areas for improvement.
251Page
SPOTLIGHT OF FUNDED ACTIVITY: THE DOULA PILOT PROJECT
Doulas are trained professionals who provide emotional, physical, and informational support to birthing
people before, during, and after childbirth. Their presence can reduce stress, improve birth outcomes,
and promote stronger early bonding between infants and caregivers. In line with the Healthy Children's
Fund's goal to support the health and well-being of young children and their families, doula care
addresses critical gaps in maternal health and infant development —particularly for low-income and
underserved families.
The Doula Pilot Program was one of the first initiatives launched under the Healthy Children's Fund, with
the goal of expanding access to culturally responsive, patient -centered perinatal support for Medicaid -
eligible families in Whatcom County. The program contracts with nine community -based doulas, many of
whom reflect the cultural and linguistic backgrounds of the families they serve. Services include prenatal
visits, labor and birth support, and postpartum care, all designed to improve maternal confidence, reduce
health disparities, and create stronger starts for babies.
From September to December in 2024, the program made significant strides in reaching families and
providing critical services:
• 61 people referred, with 93% referred for both birthing and postpartum support
• 44 clients enrolled and paired with a doula, with 30 actively receiving services
185 total visits provided, averaging 6 visits per client
15 births supported with 100% babies were born at a healthy birth weight and 93% initiating
breastfeeding immediately postpartum.
Referrals & Enrollment Reasons
Referrals primarily came from Bellingham and Lynden,
suggesting early engagement with urban centers. As the
program expands, additional outreach may be needed in
rural areas. Additionally, 10% of all referrals spoke Spanish
as a primary language, indicating a need for multilingual
doulas.
Clients referred to doula services often reported multiple
reasons for the referral, citing an average of three risk factors
that may complicate their birthing and postpartum
experience. As seen below, the most common reasons across all clients was that this is their first
delivery, they have limited support, and are anxious about giving birth.
Reasons for Referral
High -risk pregnancy, 21%
Unstable Housing, 21%
Single Parent, 18%
1.
WIMMI.,
261Page
Percent of
Percent of
Category
Type of Support
clients who
total visits
received
where support
support
was given
Mental &
Emotional care and support
100%
100%
Physical
Physical support
71%
47%
Wellness
Postpartum mental health support and resources
50%
24%
Labor and birth expectations, including comfort
82%
42%
Labor &
measures and medical interventions
Support
Discussion of medical and pregnancy history
82%
42%
Planning
Support plans recommended by medical
o
32 /0
0
42/o
practitioners
Parenting education
64%
31
Infant Care
Techniques for soothing and Garin for baby
46%
27%
Education
Assistance in developing family sleep strategies
43%
17%
Infant social -emotional development
39%
21%
Services and Supports Provided to Clients
Doulas provided comprehensive, client -centered care throughout the prenatal and postpartum
experience, with most visits occurring prenatally. High engagement was demonstrated by a low
cancellation rate, with less than 2% of scheduled visits canceled.
Type of Visit Reported by Doulas
On -call birth support,
10%
Labor support,
Postpartum support, 9% Missing, 0.5%
32%
Postnatal visit, Canceled by
6% client, 0.5%
Canceled by
doula, 1 %
Prenatal visit, 40%
Each visit - regardless of visit type - included emotional care and support in addition to other services and
support. See the table below for a full breakdown of the support's doulas offered to clients across the
visits.
27 1 ,
Connection to resources about parent/infant
64%
25%
Resource &
bonding
Collaboration
Collaboration with other provider supporting family
25%
10%
Infant feeding
61 %
34%
Feeding
Techniques for breastfeeding/chestfeeding, milk
o
43
0
26
/o/0
on, and bottle feeding
expression,
Labor and birth heal in/recovery
50%
26%
Labor &
Recovery
Client -centered communication support during
50%
18%
labor and deliver
Laundry, dishwashing, and light housekeeping
29%
30%
Household
Caring for baby/babies so clients can sleep
29%
20%
Care
Preparing meals
11 %
8%
Early Trends and Next Steps
While still preliminary data, the high volume of referrals within the first six months of program
implementation underscores the critical need for perinatal support in Whatcom County, particularly for
Medicaid -eligible families facing multiple risk factors. The program's strong engagement —evidenced by a
low visit cancellation rate and an average of six visits per client —suggests that doulas are effectively
filling a gap in maternal and infant care. Additionally, the 100% healthy birth weight rate and high rate of
immediate breastfeeding initiation point to positive early health outcomes. Moving forward, further
evaluation will incorporate client feedback and doula input to assess long-term impact and identify
opportunities for program expansion and refinement.
281
SECTION 4
PARTNER AND STAFF SATISFACTION AND LESSONS LEARNED
Evaluation Questions:
1. How is the HCF functioning from administrative, organizational, and/or
personnel perspectives?
2. How well did the first two years of implementation go? What could be
improved in subsequent years?
29 1
KEY -PARTNER FEEDBACK ON HCF IMPLEMENTATION
To better understand the successes, challenges, and
opportunities for improvement in the first two years of HCF
implementation, feedback was gathered from 16 key
partners representing a range of roles, including members of
the Child and Family Wellbeing Taskforce, the Healthy
Children's Fund Implementation Team, the HCF Evaluation
Advisory Group, and evaluators for HCF-funded RFPs.
These individuals provided insights based on their
engagement in the fund's strategic planning, oversight, and
evaluation.
"The foundation has been built,
but now it's time to deliver on
the promise - families are
counting on us "
Key Partner Survey Quote
Participants were also asked to reflect on how well HCF has performed relative to the expectations
outlined in the ordinance and their level of optimism for the fund moving forward. Responses revealed a
mix of perspectives, with a majority of partners indicating that the fund was performing below
expectations due to slow fund disbursement and administrative hurdles.
Feedback on how well HCF implementation preformed relative to the ordindance
Far Below Expections = 1
Below Expections 10
Met Expections 3
Above Expectations 2
Far Above Expections 0
However, despite these challenges, many respondents expressed moderate to high levels of hope for the
future of HCF, citing recent progress in implementation and the potential for increased efficiency in future
funding cycles.
Level of hope for the future of HCF implememation
Not Hopeful at All 1
Slightly Hopeful 2
Moderately Hopeful 4
Very Hopeful 8
Extremely Hopeful 1
Similarly, overall staff feedback on the first two years of HCF implementation reflected a mix of
satisfaction with foundational achievements and recognition of areas needing improvement. From an
administrative and organizational perspective, staff expressed pride in the groundwork laid to establish
301Page
the fund, emphasizing that while the process was slow, it was essential for creating sustainable
structures. At the same time, staff acknowledged the ongoing challenges related to staffing, process
inefficiencies, and balancing the urgency of community needs with the complexities of government
systems.
The tables below present a side -by -side comparison of key themes identified in staff and partner
feedback around overall implementation, highlighting areas of alignment, differing perspectives, and
recommendations for improvement.
IDENTIFIED SUCCESSES
Strong Community Engagement: Partners
widely recognized that HCF has engaged the
community more than other funding streams,
ensuring that funded projects align with local
needs and priorities. Many respondents
highlighted the inclusion of diverse perspectives,
including providers, families, and individuals with
lived experience. One partner noted, "a diverse
group of professionals and engaged community
members have shaped this work, making sure
that implementation reflects real needs." Others
expressed appreciation for the opportunity to
contribute ideas and provide feedback, with one
respondent stating, "there has been a real effort
to include voices that have historically been left
out of decision -making. "
Critical Funding for Families and Children:
Many partners praised early investments in critical
services such as mental health expansion,
doula services, and infant basic needs
programs, noting that these funds were among
the first to be disbursed and were already meeting
urgent community needs. Once respondent
emphasized, "the investment in birth doulas for
Medicaid families is a huge win - this will
improve maternal and infant health outcomes.
" Others noted that while delays have been
frustrating, the programs that have received
funding are making an immediate difference, with
one partner highlighting, "families are already
benefiting from increased access to mental
health services and basic needs support, which
wouldn't have been possible without HCF."
Building Infrastructure for Future Success:
Partners acknowledged that while the initial years
have been slow, much of this time has been spent
building the necessary administrative and funding
structures to ensure long-term success. Some
Commitment to HCF's Mission and Impact:
Staff expressed a strong sense of dedication to
HCF's mission, recognizing the fund as a
transformative resource for early childhood
services in Whatcom County. The opportunity to
support innovative projects like the doula pilot
program and workforce development initiatives
reinforced the fund's potential to address
longstanding service gaps. Staff felt energized by
the tangible impacts these investments could
have on families and young children.
Early Program Implementation Demonstrating
Impact: Staff echoed that while the initial pace of
implementation was slow, programs that have
been funded are already making a difference.
Staff cited the doula pilot program, basic needs
assistance, and early mental health investments
as examples of areas where HCF has already
begun to improve services for families. One staff
member noted, "There are programs that
wouldn't exist without HCF, and we're seeing real
benefits for families who need them most. "
Learning and Adaptation as Integral to the
Process: Staff recognized that the first two years
of HCF were a critical learning period.
Establishing a new fund within existing
government systems required a steep learning
31 1
stakeholders emphasized that while the slow pace
has been frustrating, it was an unavoidable part of
launching a new county fund. One respondent
shared, "We've had to lay the groundwork —
developing processes, clarifying roles, and
setting up communications. This phase is
critical for ensuring that funds are spent wisely
and efficiently moving forward. "
Innovation and Flexibility in Funding
Approaches: Several partners noted that HCF
has pushed the county to be more flexible than
previously, creating opportunities for innovative
solutions to early childhood challenges. One
respondent described this as a major shift, saying,
"HCF has taken a more flexible approach,
allowing providers to think outside the box
rather than being locked into rigid government
funding structures. "While challenges remain,
many partners expressed optimism that
embracing this adaptability will help address long-
standing service gaps in early learning and family
support.
IDENTIFIED CHALLENGES
Delays in Fund Disbursement: The most
frequently cited challenge among key partners
was the slow rollout of funding, particularly for
child care expansion projects. Many partners
expressed frustration with bureaucratic hurdles,
unclear processes, and lengthy approval times
that have delayed essential services. One
respondent described the situation as
"excruciatingly slow, especially when the need
is urgent." Another noted, "We keep hearing
that funding is coming, but the actual movement
of money has taken far longer than expected. "
Many partners emphasized the need for a more
efficient and transparent process to ensure
funds reach providers and families in a timely
manner.
Lack of Transparency in County Processes:
Several partners reported difficulty in tracking
where contracts were in the approval process,
with inconsistent updates on delays. Some
stakeholders expressed concern that county
departments do not always share information
openly, making it hard to set realistic
expectations for when funds will be disbursed.
curve, especially around legal compliance,
contract development, and aligning processes
with county regulations. Staff emphasized that
while the process has been time-consuming, the
work done in these early years has been
necessary to set up HCF for long-term success.
One staff member stated, "We're learning and
improving with each contract. This is the
foundation that will help HCF be more efficient in
future years."
Increased Collaboration and Internal Process
Refinements: Staff reported that despite early
delays, there have been significant
improvements in internal processes, particularly
in collaboration across departments. One staff
member highlighted, "We've seen big shifts in
how teams work together, and we're ironing out
inefficiencies." Staff also noted that contracts are
moving through the system more quickly,
reflecting a growing understanding of the fund's
processes.
Capacity Constraints and Staffing Shortages:
One of the most consistent challenges staff
identified was insufficient staffing capacity to
support HCF activities. Limited personnel in
contracting, financial oversight, and technical
assistance created bottlenecks that slowed fund
disbursement and increased the workload on
existing staff. Staff noted that ongoing staffing
shortages continue to affect timeliness, and there
is a pressing need to hire additional support to
sustain the fund's operations. One staff member
noted, "The work is growing, but the capacity to
support it isn't."
Inefficient Processes and Infrastructure: Staff
consistently described the contracting and RFP
processes as cumbersome. The reliance on paper -
based RFPs, slow payment processing (e.g.,
mailed checks instead of direct deposits), and rigid
compliance requirements made it difficult to move
funds efficiently, especially for smaller providers.
While some process improvements have been
321Page
One partner noted, "There's a lot of confusion
around what's holding things up. More
transparency would help us better plan for
implementation." Others emphasized the need
for a clearer, standardized process to track
contract approvals and provide regular status
updates to funding recipients.
Perception of HCF Being Childcare -Only:
While HCF funds a wide range of programs
beyond child care, some partners noted that
public perception has been heavily focused on
child care investments, leading to
misunderstandings about broader funding
priorities. One respondent explained, "There's a
widespread belief that HCF is just for child care,
which has made it harder to highlight the
important work being done for mental health,
housing stability, and basic needs. "Some
partners suggested that more strategic public
communication is needed to ensure that the
community fully understands the breadth of
HCF's impact.
Misalignment Between Ordinance and
Implementation: Several stakeholders raised
concerns that the actual implementation of HCF
has not always aligned with the original
campaign promises, particularly regarding child
care expansion and workforce stabilization. One
respondent stated, "The public was told we'd
see a major expansion of child care, but so far,
very little has happened. That's a problem."
Others noted that while efforts have been made
to meet funding targets, implementation
challenges and legal constraints have
prevented some key strategies from moving
forward as intended.
Gift of Public Funds and Wage Supports:
Many partners pointed to the ongoing legal
uncertainty surrounding the Gift of Public Funds
issue as a significant barrier to progress,
particularly in addressing early learning
workforce challenges. Several respondents
noted that the inability to supplement child care
wages has prevented much -needed
investments in workforce sustainability. One
partner explained, `If we can't find a way to
support early learning professionals financially,
we won't have a workforce to staff the very
programs we're trying to expand." Others
emphasized the urgency of resolving this issue,
with one stating, "This has been kicked down
the road for two years —it needs to be settled so
we can move forward."
made, staff emphasized that further modernization
and standardization are needed to improve
timeliness and accessibility.
Lack of Internal Communication and Timeline
Transparency: A recurring issue was the lack of
transparency between departments regarding
where contracts were in the approval process and
what was causing delays. Staff reported difficulty
tracking the status of contracts once they left the
HCF program staff, making it challenging to
provide updates to partners or set realistic
expectations. These delays were likely
exacerbated by budget and staffing shortages that
impacted all layers of the county.
Time -Intensive Setup of Internal Structures:
Establishing the internal structures required to
manage HCF took significantly more time than
anticipated. Staff training, process development,
and aligning with legal and financial requirements
were slow but essential tasks in the first two years.
While this foundational work was necessary, it
created initial delays that frustrated both staff and
external partners. Staff acknowledged that while
this phase was challenging, it was critical to
ensuring the fund's long-term sustainability. One
staff member reflected, "We had to build the
infrastructure from scratch —it wasn't going to
happen overnight."
Clarifying Roles and Decision -Making
Authority: Another challenge staff identified was
unclear role delineation in decision -making
processes, which sometimes contributed to
confusion and inefficiencies in fund
implementation. While collaboration across
departments is essential, staff noted that multiple
stakeholders, including individuals outside of
HCF's direct oversight, frequently provided input on
funding decisions or contracting processes without
clear alignment on their role in decision -making.
This led to instances where differing opinions on
procedures, compliance requirements, or program
priorities created delays, required additional rounds
of review, or introduced conflicting directives that
had to be resolved before moving forward.
331
KEY PARTNER PRIORITIES FOR THE NEXT PHASE OF HCF IMPLEMENTATION
Key partners also provided valuable insights into their priorities, recommendations, and hopes for the next
phase of HCF implementation. While many expressed appreciations for the foundation that has been
built, they also emphasized the need for greater efficiency, transparency, and alignment with community
expectations. The following themes emerged from partner feedback:
More Timely and Transparent Fund
Disbursement: A consistent concern among
partners was the need for faster and more
transparent funding processes. Many
emphasized that while establishing internal
systems was necessary, future implementation
should focus on streamlining contracting and
ensuring that money reaches providers and
families without excessive delays. Others
suggested the implementation of clear timelines and
tracking systems to improve accountability.
"We need to see tangible movement
on childcare expansion -parents are
still struggling to find care, and
providers are still struggling to stay
open.
Key Partner Survey Quote
"If we don't figure out a way to make
early learning jobs viable, there
won't be a workforce to expand. "
Key Partner Survey Quote
"More transparency around the
contracting process would help
set expectations and reduce
frustration. "
Key Partner Survey Quote
"We need to move the very
deserving proposals forward in a
more timely manner- the
community is waiting for these
services.
Key Partner Survey Quote
Increased Investment in Childcare Expansion
and Workforce Support: Many partners
emphasized the urgent need to expand childcare
capacity and support the early learning workforce —
a key promise of HCF. Several partners pointed out
that while funds have been allocated to childcare
initiatives, the direct impact on increasing childcare
slots and stabilizing the workforce has yet to be fully
realized.
Additionally, partners urged county leadership to
resolve legal questions around wage augmentation,
stating that sustainable childcare expansion cannot
happen without financially supporting the workforce.
341Page
Strengthening Long -Term Planning and Strategy
Alignment: Several key partners recommended
shifting to a longer -term implementation plan, rather
than updating it every two years. Some expressed
frustration that frequent revisions to the plan create
uncertainty for providers and partners looking to
build sustainable programs.
Others emphasized the need for clearer alignment
between the ordinance, public expectations, and
actual implementation decisions, stating that HCF
leadership should articulate a stronger strategic
vision moving forward.
"More and more families are caught in
the gap —too much income to qualify for
help, but not enough to afford childcare
or other essential services."
Key Partner Survey Quote
Improved Public Communication and
Community Engagement: While partners
appreciated the emphasis on community input,
they also noted a need for better public
communication about HCF's impact. Some
respondents expressed concern that the public
perception of HCF remains overly focused on
childcare, leading to misunderstandings about the
full scope of investments. One participant stated:
Others emphasized the need for continued
community engagement, particularly with those
most impacted by HCF programs, ensuring that the
fund remains responsive to evolving community
needs.
Write a five- or six -year
implementation plan instead of
changing it every two years -it
would give more stability to
programs and providers. "
Key Partner Survey Quote
Ensuring Equitable Access and Support for
Families: Many partners highlighted the importance
of ensuring HCF funds reach families who are most
in need, including those who may not qualify for
traditional public assistance but still face significant
financial strain. A common theme was a desire to
increase support for ALICE families (Asset -Limited,
Income -Constrained, Employed), who often fall just
above income eligibility limits for public benefits.
Partners urged HCF leadership to explore flexible
funding strategies to better support these families
while maintaining compliance with legal funding
restrictions.
"There's still a misconception that HCF is
only about childcare -we need more
storytelling about the broader work being
done. "
Key Partner Survey Quote
351Page
CONSIDERATIONS
This evaluation was a process evaluation focused on assessing the operations of WCHCS and the
lessons learned in the first two years of the Healthy Children's Fund (HCF), which is a narrowed scope of
the original evaluation plan. Due to the relatively short duration of project implementation and not yet
having an external evaluator to oversee the evaluation in its entirety, it was not feasible to conduct an in-
depth evaluation of participant -level outcomes at this time.
Most contracts were executed within the final six months of the evaluation period, meaning many
programs were still in their early stages of implementation. As outlined in the evaluation plan, participant -
level evaluations are designed to answer the key Results -Based Accountability (RBA) question: Is anyone
better off? However, this level of evaluation can only be conducted once activities or strategies have been
implemented consistently and long enough for reasonable expectations of outcome changes. While this
time range can vary, we anticipate waiting six -months after contract execution to give contractors time to
stand up their program before collecting and analyzing participant -level data. Given these factors, this
evaluation prioritizes an assessment of HCF's operational processes, funding strategies, and early
implementation challenges.
Moving forward, future evaluations will assess participant -level outcomes as programs reach the
necessary maturity for meaningful measurement and population -level outcomes as appropriate. This
process evaluation will also help identify the appropriate timing for deeper impact evaluations by tracking
program stability, service consistency, and participant engagement over time.
It is also important to note that this evaluation is not intended to serve as an audit of county processes.
The HCF ordinance explicitly outlines that a formal audit conducted by an external auditor is required as
part of the fund's oversight. However, the findings of this evaluation may serve as a resource for the
auditor at their discretion, providing insights into operational challenges, implementation barriers, and
areas for improvement identified during this review.
CONCLUSION
The first two years of the HCF have laid a strong foundation for investing in early learning, family stability,
and community well-being. While the initial implementation period required deliberate planning,
infrastructure development, and necessary process refinements, it also presented challenges in fund
disbursement, administrative efficiency, and communication clarity.
Despite these challenges, recent progress in contracting, program implementation, and interdepartmental
coordination signals a positive trajectory for the fund's future. As HCF moves into its next phase,
sustaining momentum, strengthening transparency, and ensuring timely disbursement will be critical to
maximizing impact for families and children in Whatcom County.
By implementing the recommendations outlined in this report —including streamlining contracting,
expanding technical assistance, improving public communication, and prioritizing equity in funding
access—HCF can continue to evolve into a more efficient and responsive funding mechanism.
Moving forward, a detailed evaluation of participant -level outcomes will be necessary to assess the long-
term effectiveness of HCF investments. As programs mature and stabilize, future assessments should
shift from process -focused evaluations to impact -driven analyses to answer the fundamental question:
Are children and families in Whatcom County better off because of the Healthy Children's Fund?
361
rl
GIs
natcL
L%alth%
0
A&
Clre
Review of process & meeting materials
Review of code language
Current funding allocation
Current strategies
Impacts & Communications
Draft Implementation Plan
Four questions
5 minutes
10 minutes
5 minutes
15 minutes
10 minutes
15 minutes
30 minutes
rl
*Council has the
opportun tyto give
feed back on policy
d i rection r funding
a I I ocatio n
pe rcentages.,
specificinitiAves
that shouldl be
i rncl u ded
:I111111l•
Deve I o p plan
identifing:
a Strategies
Projects
-9 Outcomes
Solicits input
from advisory
team and
community
�Wl 111me] I[*
r
I a Cobb -
orates. on
pI;3 n
Am
-m Receives
recommended plan
Work with
Executive and staff
to ensure plan
contents are
i mplerrientable, set
expectations for
4eoork plan, set
spending plan in
conjunction with
the b i e nn is I budget.
m Adopts updated
plan every 2 years
@ Posted to w e bs Ite
@Glade available to
the publicv[a the
County budget
Pied to the public
•1[3711[Z7@IR:1Ile] I=[ZJI:
Name
Organization Affiliation
Aida Rodriquez
Imagine Institute & Former In -Home Care Business Owner
Allison Williams
Whatcom County Health and Community Services
Allyson Halverson
Whatcom County Health and Community Services
Amy Rydel
Whatcom County Health and Community Services
Ann Beck
Whatcom County Health and Community Services
Ann Granberg
Child and Family Well Being Task Force and YMCA Child Care Program Director
Heather Flaherty
Chuckanut Health Foundation
Hunter Pluckebaum
Whatcom County Health and Community Services
Jamie Desmul
Child and Family Well Being Task Force and YMCA Child Care Program Director
Janie Oliphant
Whatcom County Health and Community Services
Jessie Thomson
Whatcom County Health and Community Services
Jill Boudreau
Whatcom County Executive's Office
Kathryn DeFilippo
Whatcom County Health and Community Services
Laurie Sailing
Opportunity Council
Marilyn Chu
WWU Professor Emeritus
Melissa Pickel
Brigid Collings
Meredith Hayes
Child Care Coalition & Chuckanut Health Foundation
Pamela Jons
Child and Family Well Being Task Force & Whatcom Community Foundation
Patty Boyce
United Way of Whatcom County
Ray Deck III
Child and Family Well Being Task Force & Skookum Kids
Sallye Quinn
Child and Family Well Being Task Force
Samya Lutz
City of Bellingham
Sarah Simpson
Whatcom County Health and Community Services
Susan Marks
Commission on Sexual and Domestic Violence
Tilda Doughty
Child and Family Well Being Task Force & Opportunity Council
Groups to e invited to comment
• Healthy Whatcom
• Whatcom Public Health Advisory Board
• Racial Equity Commission
• Commission on Sexual & Domestic Violence
• Business & Commerce Committee
• Whatcom Small City Mayors
• Local Chambers of Commerce
ORDINANCE 2022-D45
I
0 rdina nce d oes n of s pecifi ca III+ defi n e
a ctions to fu'fill th is goa Ir or spec ifica I ly
allocate funding.
OSPI/WaKiDS Whole -child Assessment
measures- Social -emotional, Physical,
Cognitive, Language, Literacy,
Mathematics.
hatcom County -interpretation is any
services that improve a child's skills listed
a hover w ithin the ea rl y le am i ng a nd
chi Idca re experience.
6
55-6.9 of funds
+ Decrease the cost of early learning and
child care experiences for both families
a -id providers.
* Increase the quality} of early learning and
child care experiences. Attract and retain
quaIit}r early childhood educatars.
• Expand earl+ learning and child care
services that meet the varied needs of
families and children_ Geographic
locations, ages of children, special needs,
and a broad range -of child care scheduling
needs (including emergency child care
opportunities) will all be considered in the
development.
20-36% of funds
* Expand mental health services for vulnerable
children and their families.
* Supporting interim housing se-rvf ces and
tra u m a - focu sed syste rn refo rm d i rected at
ui iin.= r;%ble children and their families.
supports and services for farr' 'cs 7c
are expecting children deemec tc Ise
ble.
9 of funds, of which
up to 3 for evaluatimi
mrsements to the County for
i istrative costs, evaluation, and
ea d shall be limited to nine percent of
raceedsr with up to three percent used
for auditing and evaluation.
* Every oth e r area r, a q u alified indepe nd ti h -
auditor shall conduct a performa n =e 3..c� - of
the Health+ Children' s Fund.
A&
Imo: Origina
SIra11i:
6110101wZ
oTiiCi7'i1J5
Tabfe .5, Expected Revenue Allocation for Ye are 1 -2; 2024-2024
•IN:14[•
0rdinance
#11 Ioca#ian
Requirements
Years 1 & 2
E sti m ated
Jdrninis"iion (including up to 3 Eva llua#io n)
$1r795,658
9
I-rf+Dr l:rAre=r3
91%
$18� 156J40l.r
31%
Early Learning &dare
55- 6
$12,800,000
64%
Supporting Vulnerable Children
2C`36%u
$5,3 56t400
27%
Early
Learning & Care — 64%
$12,1800,000
Strategy
1: Use small capital projects to expand, renovate or repurpose buildings to increase early
$500,000
learning
and care slots in amixed-delivery system.
Strategy
2: Coordinate current and develop additional pathways to ensure a stable early learning
$1,500,000
and care
workforce that can deliver high -quality programs for children.
Strategy
3: Improve access to early learning and care through subsidies that reduce the cost of
$313001000
programs
for children from families that are cost -burdened.
Strategy
4: Ensure access to early learning and care by promoting the expansion and retention of
$2,050,000
the early learning and care workforce.
Strategy
5: Create regional early learning and care hubs that include shared administrative
$4,500,000
services,
co -located early learning and other services for children and families, and support for
smaller providers in the county.
Strategy
6: Support innovative approaches to meet various Healthy Children's Fund goals for early
$950,000
learning
and care.
Support for Vulnerable Children — 27%
$5,1356,p4OO
Strategy 7: Recruit mental and behavioral health workforce to
Whatcom County
$850,000
Strategy 8: Develop and/or expand resources and programs for
families who disproportionately experience housing instability.
$1,1875,1000
Strategy 9: Expand and enhance early parenting support.
$1,875,000
Strategy 10: Integrate and co -locate services via coordinated access
to resource navigation.
$757,000
Funded Child Care expansion
16 infant slots
243 slots for ages 2+
Drop in care: expanded 192 slots available per month
All sites receiving expansion funding serve Working
Connections eligible recipients
Chi
l.mov - Childcare Spaces Launch -
Rough Cut 1 - Frame.io
■
40
Behavioral Health workforce/services
expansion
11946 training hours
1,262 caregiver appointments
586 child appointments
328 family support visits
All caregivers and children receiving serves are Medicaid
eligible
Basic Needs
110871067 diapers
491804 packages of formula
55,226 packages of wipes
109 Safe home products
12,246 households per quarter — NOT unique count
Recipients are all Medicaid eligible
Healthy Children's Fund: Expected Timeline*
2023
Infrastructure Built
April-Ow-wrnbor 20Z3
tmpkgrn@nU#mPn T$arn fornwd
5t himd
procrssas) pohr_ims. ddN*bV*d
2024
M
In itiat Projects Selected
FabruanpMaruh 20t4
D evetopme rat of I n iti at Strategies I nitia L Contracts cts Executed
Julyr{Dctober 2023
Fundkrq 11'&Ckaiisms and pnl Jung ���
logsties designed
ftrategy pnarttlxation timekirle pubkished
Initiat Funding Advertised
(Motper 3-January 2024
M
Imptementatiun
Man Approved
r•4arr<h bD23
Trchn"L asmistancr available
Outrtath Arid tMrMurlhtat.ion ko providers
nnuat Report and
Imptementation Update
NLPMh 2024
f aluaUm, CammunicatKm, and
-CQmmuMW Ertgapwrran# Plain publi5hW
2025
B M-art u uat Evaluation
M
Process Evaluation
Report
Detember 2024
l.at* 2DZ5
w
nnua L Deport and
Ian pLementation
Ptan for Years 3&4
MJF1;h ZW5
This timeline offers a sequence and exp rated dates for Mial strategies- those that are most reader to implement- Subsequent strategies will roll
out as the notes sa ry internal infrastru sture a nd external capa-city of pote Aal funding red pionts is built- All -dates are based on cuJrre nt
understa n ding a nd may shift a s new i nformation ern erges and ni rcurnstanoes cha nge.
•
11
Am
n
LJ
•
•
Ah
1
11
What Could Be ?
Draft Implementation Plan
2026-2027
Developed by staff and the
Implementation Team
Similar to original because
data still coming in
Preioritize exercise
Implementation Plan 2026-027
1. What strategies are most important to you, and would you
prioritize these?
2. Do you agree with the 10 strategies? Should we have 10?
I
•
• . on v
Ta b l e X. E xpected Reve n u e Al I ocatic ns fa r Years 1-4: 20 3- 02 6
O rdin an ce
Allocation
Requirements
Fund
Administration
Priority Areas
Years
2023-2024
18 a0 79, 358 1 90
Early Learning and
55-68 %
1 a3 61, 905
6
Care
Supporting
0-36%
517173453
9
Vulnerable Children
Years
05-2 06
91
13 a61 , 815
68
414 , 63
3
TOTAL 1 100% 120,079,358 1 100% 1 1 %743, 6 5 1 100 %
Implementation Plan 026-2027
1. Do you agree with the funding percentages?
2. What information do you need to make funding decisions?
Questions and
Discussion
Implementation Plan 2026-2027
Next steps:
Workforce: accessible pathways through coaching, specialized
training; access to specialized support on -site
Continued conversation around the investments supporting
vulnerable children