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LINCOLN COMM Teams
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George Montano Vanessa Moreno Crystal Orosco
Denise Hernandez Florycell Valenzuela
Pomona Team
Building a Vibrant Early Childhood Ecosystem
Building a Vibrant Early Childhood Ecosystem in Pomona
LINCOLN VIBRANT COMMUNITIES
Table of Contents
CONCLUSION
BIBLIOGRAPHY
APPENDICES
Executive Summary
Executive Summary
Building a Strong Foundation for Pomona’s Children (Ages 0-5
The City of Pomona is committed to addre the critical need for early childhood development, specifically for children ages Families in Pomona often face barriers wh accessing resources, navigating services, a securing high-quality early learning opportunities. These challenges can create term developmental setbacks for children addressed. To mitigate these challenges, th City is launching a comprehensive initiativ aimed at strengthening early childhood education and connecting families to esse services.” This report outlines the goals, objectives, and impact of the initiative to e a sustainable, coordinated approach for Pomona’s youngest residents.
City of Pomona (2024, November 7) State of Early Childhood Summit Pomona, CA
Executive Summary
Problem Statement
The City of Pomona recognizes the significant challenges that families face in securing resources and high-quality early childhood education for their children. “Many families struggle to access essential services, while the lack of a unified system to support early childhood development results in disparities across the community. Without a coordinated, sustainable approach, these gaps may lead to developmental setbacks and inequities in early childhood education.”
Feedback from community stakeholders, service providers, and families underscores the urgency o an integrated system that connects families to resources, strengthens early education programs, and enhances outreach efforts. Addressing these challenges is essential for the long-term success o Pomona’s children.
Sandoval, T. (2023, November 20). Together We Thrive!
Executive Summary
Recommended Solution and Objectives
To address these challenges, the City of Pomona is launching a comprehensive early childhood initiative with seven key goals aimed at improving the lives of children ages 0-5 and supporting their families. These goals focus on funding allocations, system enhancements, and strengthening community partnerships to create a more coordinated and accessible service delivery model.
Goal 1 - Commit Funds to support families and children ages 0-5. This will involve allocating $230,598 to fund two (2) new positions within the Community Services Department to oversee and coordinate early childhood programs. Additionally, a portion of Measure Y funds and philanthropic contributions will be dedicated to sustaining these programs.
Executive Summary
al 2 - Expand the Pomona Connect shboard, transforming the current resource ectory into a personalized, interactive platform wered by GIS technology. This will allow for ter service tracking, predictive analytics, and l-time updates, ensuring that families can ciently access the resources they need. Continued
Recommended Solution and Objectives
Goal 3 - Develop a comprehensive Family Resource Hub by leveraging community partnerships, including CBOs and the Measure Yfunded Children and Youth Department. In-person support will be available at trusted locations like the Pomona Public Library and recreation centers, while digital tools will provide easy access to resources, referrals, and program information.
Executive Summary
Recommended Solution and Objectives
Goal 4 - Enhance outreach and engagement efforts. A culturally inclusive outreach strategy will be implemented using digital platforms, social media, and community events to reach families effectively. In-person engagement will also take place at local sports practices, library programs, and other community gatherings to build trust and raise awareness about available services.
Goal 5 - Strengthen early childhood support through Training and Collaboration. This will include providing training for City staff and pediatricians to improve referral systems and enhance coordination between services. Ongoing professional development will ensure that all involved parties are equipped to deliver effective support to families.
Executive Summary
Recommended Solution and Objectives
Goal 6 - Foster collaboration with local stakeholders and community partners. The City will establish partnerships with Pomona Unified School District, healthcare providers, First 5 LA, and other key stakeholders. Efforts will be aligned with the newly created Department of Youth and Children (Measure Y) to maximize impact and ensure the sustainability of programs.
Goal 7 - Implement a Strategic Plan for early childhood development. This includes:
Increase early childhood program enrollment by 20% in the first year
Establish five (5) family support programs within two (2) years
Ensure that 90% of families in Pomona are aware of and can access early childhood services within three (3) years.
Form ten (10) strong partnerships with community organizations, businesses, healthcare providers within two (2) years
Achieve 85% family satisfaction in early childhood programs within three (3) years.
Executive Summary Value and Impact
By implementing these initiatives, the City of Pomona will create a sustainable, data-driven system that ensures equitable access to resources for families. The expanded Pomona Connect Dashboard will enhance service coordination, making it easier for families to find the support they need. Strategic funding will ensure the longevity and effectiveness of these programs, while strong partnerships with local organizations will further strengthen the system. As a result, families will benefit from improved navigation of services, a more robust support network, and a stronger foundation for their children’s development. Through collaboration and targeted investments, Pomona will set an example for other communities by fostering a thriving early childhood ecosystem that provides lasting benefits for future generations.
Vision and Goals
Vision and Goals
Vision
Our vision is to create a thriving ecosystem in Pomona where every child, aged 0-5, has equitable access to the resources, support, and opportunities they need to flourish. Guided by collaboration, innovation, and inclusivity, the City of Pomona strives to be a leader in fostering resilience, belonging, and opportunity for children and families, building a stronger and more connected community for future generations.
Role of the City
The City of Pomona will act as a catalyst and connector, leveraging its role as a trusted hub to align resources, amplify community voices, and promote equity in early childhood education. By dedicating funding, fostering stakeholder collaboration, and embracing innovative strategies, the City will ensure the long-term sustainability of programs and services for children and families.
A newly created position within the City will oversee childhood initiatives, playing a key role in advancing these efforts. The individual in this role will assess and evaluate neighborhood needs to ensure services are coordinated effectively. They will build collaborative relationships with community service providers to maximize resources, expand, and improve service delivery. Additionally, they will further develop a comprehensive resource database and implement strategies to simplify access to the necessary information and services for participants. This individual will be responsible for ensuring that the following goals and strategies are implemented:
GOAL 1: Committing Funds to Support Families and Children Ages 0-5
The City of Pomona is committed to investing in early childhood programs by dedicating funds that support families with young children. This commitment will ensure sustainable resources and services for children ages 0-5. To support this effort, the City will allocate funds in the amount $230,598 for the creation of two positions within the Community Services Department: a Manager and a Liaison/Coordinator. The positions are key to ensure successful implementation and coordination of activities. (Required qualifications and salary details are outlined in Appendix B.)
The City will also provide financial assistance for the ongoing maintenance of the Community Dashboard, which is a vital tool for tracking community services and outcomes. Potential funding from Foundations could further enhance and sustain the dashboard, with an investment of philanthropic dollars from the Conrad Hilton Foundation in partnership with UCLA to support these efforts.
A portion of the funds from Measure Y could be dedicated specifically to supporting children ages 0-5. These funds will be allocated to various eligible activities that directly benefit young children and their families, including Parent/Guardian Support, Outdoor Education and Recreation, and initiatives focused on Youth and Family Leadership, Organizing, and Civic Engagement. These investments will ensure long-term support for families in the community, fostering growth and development for children during these critical early years.
Funding Sources
:
Measure Y Funds – Dedicated funding for early childhood initiatives. City Departments – Financial contributions and/or matching funds from relevant City services. Grants and Philanthropic Support – Pursuing external funding in collaboration with community partners to enhance early childhood programs.
By committing funds from multiple sources, the City will ensure a long-term investment in early childhood programs, providing families with the necessary support for their children’s development.
GOAL 2: Expanding the Pomona Connect Dashboard
The Mayor introduced the Pomona Connect Dashboard at the Early Childhood Summit as a Cityowned platform designed to help families find and access early childhood services. Currently, it functions as a resource directory, listing available programs and referrals. However, the City of Pomona, in collaboration with UCLA, is working to transform it into something much more, an interactive, personalized platform that connects families with services tailored to their needs, provides recommendations based on their information, and fosters a sense of community.
Powered by ESRI’s GIS technology and managed through the City’s contract with Draw Tap GIS, the dashboard will move beyond a simple list of services. With these enhancements, it will:
Offer personalized recommendations based on family needs.
Use predictive analytics to identify service gaps and emerging needs.
Improve data tracking to monitor program participation and impact.
Automate reports to help decision-makers adjust strategies and improve services.
Similar to the City of Pasadena’s data collection strategies, the Pomona Connect Dashboard will serve as a centralized data tool to track and analyze early childhood services in Pomona. This will help:
Collect key data on children ages 0-5, including demographics, participation in early learning programs, and access to services.
Monitor program availability to ensure families can find open spots in childcare, preschools, and other early childhood programs.
Identify service gaps and equity issues, ensuring all families have the support they need.
Provide real-time updates, so families and service providers have access to the most current information.
The dashboard will use data and technology to improve service coordination, identify areas for improvement, and help make better decisions at all levels.
City of Pasadena, Office of the Young Child. (2022, October). Early child development policy book [PDF]. https://www.cityofpasadena.net/office-of-the-young-child/wpcontent/uploads/sites/24/Early
GOAL 2: Expanding the Pomona Connect Dashboard
The City’s Role Fund and maintain the dashboard using dedicated funds in collaboration with UCLA and community partners.
Collaborate with PUSD, healthcare providers, and community groups to improve coordination and ensure families can easily access the services they need.
Hire a dedicated liaison to oversee the platform’s development, ensuring it remains a user-friendly and effective tool for families and service providers.
Work with GIS specialist to grant administrative access to designated entities, manage service providers, training, data quality, and GIS projects, including mapping, outreach, and analysis.
Expanding the Pomona Connect Dashboard will turn it from a simple directory into a smart, data-powered tool that makes early childhood services easier to find, understand, and use for families in Pomona.
GOAL 3: Family Resource Hub
Finding early childhood services can be challenging, especially for families who prefer in-person support. Instead of building a new Family Resource Hub, the City of Pomona will strengthen existing services by working with community partners and creating more access points for families. By using existing community spaces and partnerships, the City will provide more convenient in-person support while keeping costs low. This approach will:
Partner with community-based organizations (CBOs) to connect families with services in familiar locations.
Develop digital platforms for families to easily find programs, access referrals, and receive updates. Provide in-person support for families who prefer face-to-face help instead of using online resources.
To ensure equitable access, the City will maximize the use of existing spaces for parent workshops, support classes, and training sessions:
The Pomona Public Library will serve as a key meeting space for workshops and parenting classes led by partner organizations.
Additional City and community locations, such as recreation centers and partner sites, will offer family-focused programming to further support early childhood development.
The City’s Role
Partner with PUSD, healthcare providers, and CBOs to expand outreach and service coordination. Ensure accessibility by offering both digital tools and in-person options at trusted community locations.
Pomona will expand both online and in-person access so all families can easily find the resources they need, no matter their comfort with technology. Instead of creating a new facility, the City will strengthen existing resources, providing families with multiple ways to access early childhood services while ensuring efficiency, inclusivity, and cost-effectiveness. By working with community organizations, this initiative will create a single, simple way to connect families to early childhood programs and referrals. It will also help service providers work together more efficiently, avoid overlap, and make the best use of resources. Families can choose between online tools, or in-person support based on what works best for them.
GOAL 4: Expanding Outreach and Engagement for Early Childhood Services
To ensure all families in Pomona know about and can access early childhood services, the City will strengthen outreach efforts using clear, inclusive, and community-focused strategies. The goal is to raise awareness, build trust, and increase participation in programs that support young children and their families.
Community survey results show that most families look for resources on the City’s website and social media platforms. Based on this, the City will prioritize digital outreach by sharing information through social media, local media outlets, and digital platforms to reach a wide audience. Outreach materials will be culturally inclusive and available in multiple languages to reflect Pomona’s diverse community. Instead of relying only on online outreach, the City will connect with families in person by participating in: Community events
Library programs
Sports practices
Local gatherings
To further expand outreach, the City will also: Host parenting workshops tailored to community needs. Run informational campaigns about available programs.
Partner with local media to spread the word.
The City’s Role
Act as a trusted source of information, leveraging social media, the City’s website, public events, and partnerships with community organizations, schools and healthcare providers to disseminate information. Key Action: The liaison will spearhead outreach efforts by coordinating culturally inclusive campaigns and attending community events to build relationships and trust with families.
By combining digital outreach with face-to-face engagement, Pomona will ensure that all families, regardless of their background or comfort with technology can easily find and access the early childhood services they need.
GOAL 5: Strengthening Early Childhood Support through Training & Collaboration
Many City staff members are not fully aware of how their department serves children ages 0-5 or how to refer families to the right services. Since they interact with the community daily, it is essential they receive proper training to confidently guide families to early childhood resources. Additionally, because pediatricians are often the first professionals' parents turn to, they also need to stay informed about available programs. By training City staff, pediatricians, and their staff, Pomona can ensure families receive accurate information and seamless referrals to early childhood services.
To improve access and coordination, the City will:
Train City staff, pediatricians and their staff to use the Pomona Connect Dashboard and Family Resource HUB for effective referrals.
Encourage collaboration across departments to ensure families can easily access resources and services.
Develop a network of informed partners by providing ongoing training for healthcare providers, educators, and community organizations.
Use staff survey insights to identify and address gaps in early childhood programs. Provide funding, technical assistance, and workshops to support childcare licensing, safety training, and program development.
Appoint a liaison to oversee training, keep staff informed about new programs, and strengthen partnerships with community organizations.
By training staff, pediatricians and their staff, it will improve referrals and strengthen partnerships. Pomona will build a more connected and efficient early childhood support system, ensuring families can easily access the resources they need.
GOAL 6: Establish Collaboration with Local Stakeholders & Community
To ensure early childhood initiatives align with community needs, the City will partner with local stakeholders to foster collective accountability and improve services. By collaborating with parents, educators, healthcare providers, and community organizations, Pomona can create a stronger, more responsive support system for young children and families.
The City will take an active role in community conversations and outreach by: Meeting families where they are sports practices, community events, and libraries—to gather input and share resources.
Participating in data chats and discussions with stakeholders to ensure programs meet real community needs.
The hired liaison will strengthen coordination between agencies and community partners by: Collaborating with key stakeholders such as Pomona Unified School District (PUSD), parents, Pomona Valley Hospital Medical Center (PVHMC), First 5 LA, LA County Office of Education, and the LA Partnership for Early Childhood Investment. Build a united support system for early childhood education by facilitating cross-sector collaboration.
Engage with the newly created Dept. of Youth and Children (Measure Y) to align efforts and maximize resources.
Participate in the existing Early Childhood Education Parent Advisory Board to ensure parents have a voice in shaping programs.
By fostering collaboration and active community engagement, Pomona will create a more connected and effective early childhood support system that reflects the needs and priorities of families.
GOAL 7: Recommended Strategic Plan for Early Childhood Development
Based on survey results, identified gaps, and community feedback, the City of Pomona has developed a recommended strategic plan to improve early childhood education, family engagement, access to resources, community partnerships, and program quality. This plan provides clear goals, timelines, and ways to measure progress to ensure families receive the support they need.
1. Increase Early Childhood Program Enrollment
Goal: Increase enrollment in early childhood education programs by 20% in the first year.
To measure progress, we will collect and analyze enrollment data by tracking:
Number of children enrolled each quarter.
Percentage increase in enrollment over time.
Number of outreach events and awareness campaigns.
Timeline:
Quarter 1: Launch a public awareness campaign and hold three outreach events.
Quarter 2: Review enrollment data and adjust strategies if needed.
Quarter 3 & 4: Continue outreach and evaluate progress.
GOAL 7: Recommended Strategic Plan for Early Childhood Development
2. Enhance Family Engagement and Support
Goal: Create at least five family support programs within two years.
To measure progress, we will record participation and gather feedback by tracking:
Number of workshops and family events held.
Attendance rates at events.
Family feedback and satisfaction survey results.
Timeline:
Year 1: Start two pilot programs, such as parenting workshops or counseling.
Year 2: Expand to three more programs based on family needs.
GOAL 7: Recommended Strategic Plan for Early Childhood Development
3. Improve Access to Resources and Services
Goal: Ensure 90% of Pomona families know about and can access early childhood services within three years.
To measure progress, we will collect outreach data and monitor engagement by tracking:
Number of informational campaigns completed. Website traffic and engagement.
Percentage of families who say they know about available services.
Timeline:
Year 1: Develop an online and physical resource hub for families.
Year 2: Run a citywide campaign to raise awareness.
Year 3: Evaluate impact and adjust based on feedback.
GOAL 7: Recommended Strategic Plan for Early Childhood Development
4. Strengthen Community Partnerships
Goal: Form 10 strong partnerships with local businesses, nonprofits, and healthcare providers in two years.
To measure progress, we will document partnerships and track collaboration efforts by recording:
Number of new partnerships created.
Events and programs developed through collaboration. Additional resources or funding secured.
Timeline:
Year 1: Identify and partner with five organizations.
Year 2: Expand to five more partnerships.
GOAL 7: Recommended Strategic Plan for Early Childhood Development
5. Improve Program Quality
Goal: Achieve at least 85% satisfaction from families using early childhood programs within three years.
To measure progress, we will gather participant feedback and track program improvements by recording:
Feedback and satisfaction survey results.
Number of quality improvement efforts implemented.
Staff training completion rates.
Timeline:
Year 1: Gather feedback through surveys.
Year 2: Improve programs based on feedback and train staff.
Year 3: Evaluate progress and make further improvements.
By implementing these recommendations, the City of Pomona can play a pivotal role in supporting early childhood education and ensuring that young children and their families have the resources they need for a vibrant community ecosystem.
Methodology
Methodology
Establishing a Foundation for Pomona’s Early Childhood Initiative
Background and Purpose
The City of Pomona is committed to improving outcomes for children aged 0–5 and their families. To better understand community needs and how city resources align with these needs, the Pomona team developed and conducted surveys targeting both community members and city staff. These surveys are part of a larger effort to build a robust and informed early childhood initiative that addresses gaps in awareness, access, and services.
Methodology
The approach was designed to capture diverse perspectives while ensuring meaningful participation across the community and city departments.
Community Survey:
Content: Five key questions asked residents about their awareness of resources, where they access information, and the most effective ways to reach them.
Target Audience: Pomona residents, sampled at events with a high likelihood of family attendance.
Distribution: Surveys were distributed during major city events like the Library Trick-or-Treat, Día de Los Muertos, and the Downtown Pomona Christmas Parade. Creative methods, including laminated flyers with QR codes, incentives, and personal pitches from team members, were used to encourage participation.
Goal: To determine awareness of resources for children aged 0–5 and identify additional ways to meet community needs.
Staff Survey:
Content: Five key questions evaluated staff awareness of resources, how they communicate with residents, and whether additional resources for children aged 0–5 are needed.
Target Audience: City of Pomona employees.
Distribution: Surveys were shared via email blasts and through in-person efforts during our Holiday Party.
Goal: To assess whether staff understand their role in supporting families, both directly and indirectly, and to identify opportunities for streamlining processes and providing training.
Methodology
To assess the state of early childhood education in Pomona, our team relied on both existing research and new data collection methods to understand challenges, opportunities, and community needs. This approach ensured that our recommendations are informed by evidence-based findings and the voices of local stakeholders.
Existing Research
A key resource for understanding systemic gaps was the Bloomberg Harvard City Leadership Initiative Report, commonly referred to as the Bloomberg Report. This report provided an in-depth analysis of Pomona’s community landscape and identified critical barriers to equitable access in early childhood education. Commissioned as part of a broader effort to strengthen municipal leadership and innovation, the report highlights specific data on program enrollment, resource disparities, and socioeconomic factors impacting children and families in Pomona.
What the Bloomberg Report Taught Us
Analyzed Pomona’s community landscape. Identified barriers to equitable access in early childhood education.
Key Findings:
Lack of coordination between programs and funding.
Resource disparities affecting marginalized communities.
Low preschool enrollment (41.9% for 3-4-year-olds).
Poverty (28.1% of children under 5 live in poverty).
Families rely on informal resources (e.g., schools, social media).
Methodology
Key findings from the Bloomberg Report include:
1. Lack of Coordination:
There is no unified system to connect families with early childhood programs or link initiatives to sustainable funding sources, resulting in inefficiencies and missed opportunities.
2. Resource Disparities:
Significant inequities exist in the allocation of resources, with marginalized communities disproportionately affected by limited access to quality programs and learning spaces.
3. Low Program Enrollment:
Despite 33.4% of Pomona’s population being under age 5, only 41.9% of 3-4-yearolds are enrolled in preschool programs.
4. Poverty and Accessibility:
A substantial proportion (28.1%) of children under age 5 live in poverty, creating barriers to accessing affordable, high-quality early education and childcare services.
5. Community Awareness and Trust:
Families often rely on informal resources, such as schools and social media, to navigate available services due to the lack of centralized and easily accessible information.
Methodology
Refining the Process
As the team conducted surveys, we realized the need to rethink and revise our questions to capture more accurate insights. For example, feedback from early efforts suggested some questions were misunderstood, leading us to clarify language and focus on key themes. This iterative approach ensured that the data collected would be relevant and actionable.
earning from Others
eyond surveys, the team also explored strategies adopted by other ties, such as Chattanooga’s early learning plan, Long Beach’s early hildhood strategies, and visits to resource hubs in Los Angeles. These xamples provided inspiration and informed the direction of Pomona’s nitiative.
Why This Matters
Through these efforts, we aim to ensure that Pomona becomes a leader in early childhood education by identifying gaps, improving communication, and expanding resources. Our ultimate goal is to create a cohesive strategy that includes community input, staff collaboration, and proven practices to make a lasting impact on Pomona’s youngest residents.
Survey Results
Survey Results
Community Survey Participation Overview
Who Took the Community Surveys?
Parents and Residents
English Survey:
Total Respondents: 197.
86% live or work in Pomona.
94% have children.
Spanish Survey:
Total Respondents: 27.
89% live or work in Pomona.
100% have children.
Key Takeaway:
High engagement from families with children aged 0-5 in both English and Spanishspeaking communities.
Survey Results
Do Families Know About Resources for Children? Community Awareness of Resources
English Survey
54% aware 46% unaware of resources for children aged 0-5.
Spanish Survey
55% aware, 45% unaware.
Key Takeaway:
Awareness levels are nearly equal across both groups, with a significant number of families unaware of resources.
Survey Results
Where Families Go for Resources
Where Do Families Look for Resources?
English Survey
Schools/Education (54%),
City Government (49%), Online (44%)
Spanish Survey
City Government (56%),
Schools/Education (44%), Online (26%)
Key Takeaway:
City resources and schools are trusted sources, but reliance on online platforms is higher among English-speaking families.
Survey Results
Community Support Needs
What Do Families Need?
English Survey:
Affordable childcare (57%),
Parenting support (55%),
Playgroups (35%).
Spanish Survey:
Affordable childcare (50%), Bilingual programs (50%),
Parenting support (33%).
Key Takeaway:
Affordable childcare and parenting support are universal needs, with bilingual programs prioritized by Spanishspeaking families.
Survey Results
Employee Survey Participation Overview
Who Took the Employee Survey?
Total Respondents: 168 city employees.
Department Representation:
Top Departments:
Community Services (34%), Neighborhood Services (13%), Police (10%), Library (8%).
Other departments: Public Works, Finance, Administration, Development Services, Water Resources.
Living in Pomona:
36% of respondents live in Pomona; 64% do not
Key Takeaway:
Broad representation from city departments, with strong participation from those serving families.
Survey Results
Employee Awareness of Resources
Do Staff Know About Resources for Children?
50% of staff are aware of resources for children aged 0-5.
50% are unaware
Unaware of Resources
Key Takeaway:
Low awareness among staff highlights a need for internal training and communication about available resources.
Aware of Resources
Survey Results
Where Employees Look for Resources
Where Do Employees Look for Resources?
Top Access Points:
City Government (71%), Online (59%), Schools/Education (59%)
Non-profits (33%), Faith-based organizations (26%), Healthcare providers (22%)
Key Takeaway:
Staff rely heavily on city resources but may lack awareness of other available support options.
Survey Results
Department Roles and Resource Allocation
How Do Departments Support Families?
Department Roles:
18% provide direct services for children
0-5.
41% offer indirect support.
41% are unsure of their department’s role.
Support for Resource Allocation:
74% of staff believe the city should dedicate more resources (e.g., funding, programs, staff).
Key Takeaway:
Strong support for increased investment, with a need to clarify departmental roles.
Survey Results at a Glance
Community Survey Highlights
Awareness of Resources: Many families are unaware of available early childhood resources, relying on informal sources like schools, social media, and the City’s website.
Primary Needs:
Childcare was identified as the most urgent need.
Parent support was the second-highest priority.
Preferred Communication Channels: Residents prefer easily accessible information shared through social media and trusted community events.
Staff Survey Highlights
Awareness and Role:
51% of staff are aware of programs for children aged 0–5, but many are unsure how their roles directly or indirectly serve this group.
Support for Resource Allocation:
74% of staff believe the City should allocate more resources for early childhood initiatives.
Communication Gaps: Staff identified opportunities for better interdepartmental collaboration and training to improve service delivery for families.
Conclusion
Executive Summary
Conclusion and Next Steps
Pomona is dedicated to early childhood d investment, community engagement, an on initiatives like the Bloomberg Harvard the Lincoln Vibrant Communities Teams P expanding early education access, streng improving collaboration.
Community and city staff surveys revealed education and access to resources. These solutions to enhance educational outcom strengthen family support, backed by Mea partnerships.
Next
Steps:
Allocate funding for early childhood pr Expand the Pomona Connect Dashbo
Develop a Comprehensive Family Reso
Provide training and collaboration opp partners
Hire a liaison to oversee initiatives and
Implement a Citywide Early Childhood and metrics
Through city leadership, collaboration, an building a sustainable early childhood model, ensuring every child has the foundation to thrive.
Closing Thoughts
“Investing early in children, especially those most vulnerable, creates lasting ocial and economic benefits with a 13% return on investment.”
- Research by Professor James Heckman a Nobel prize economist
For Pomona to thrive, we must invest in our youngest residents. Early childhood education is a proven strategy to strengthen families, improve long-term outcomes, and create a more prosperous community. By prioritizing early investments, we can ensure that every child, regardless of their neighborhood or family circumstances has the opportunity to thrive, benefiting Pomona for generations to come.
Bibliography
References
3 2 1
City of Pomona. (2024, November 7). State of Early Childhood Summit. Pomona, CA.
Sandoval, T. (2023, November 20). Together We Thrive! [Unpublished Presentation] City of Pomona City Council Meeting, Pomona, CA.
City of Pasadena, Office of the Young Child. (2022, October). Early child development policy book [PDF]. https://www.cityofpasadena.net/office-of-the-young-child/wpcontent/uploads/sites/24/Early Child Development Policy Book.pdf
Resources
Huston, A. C. (2008). How can public policy improve quality of early care and education? - International Journal of Child Care and Education Policy, 2(1), 1-14. https://ijccep.springeropen.com/articles/10.1007/2288-6729-2-1-1
Center on the Developing Child at Harvard University. (2021, June 21). How Early Childhood Experiences Affect Lifelong Health and Learning. YouTube. https://www.youtube.com/watch?v=IipVaPKnjRk
Center on the Developing Child at Harvard University. (2013, May 14). Building Adult Capabilities to Improve Child Outcomes: A Theory of Change. YouTube. https://www.youtube.com/watch?v=urU-a FsS5Y
Center on the Developing Child at Harvard University. (2018). How Children and Adults Can Build Core Capabilities for Life. In YouTube. https://www.youtube.com/watch?v=6NehuwDA45Q
The Ounce. (2009, April 20). Change the First Five Years and You Change Everything. In YouTube. https://www.youtube.com/watch?v=GbSp88PBe9E
Manigo, C., & Allison, R. (2017). Does pre-school education matter? Understanding the lived experiences of parents and their perceptions of preschool education. Teacher Educators' Journal, 10, 5–42. https://files.eric.ed.gov/fulltext/EJ1138778.pdf
Appendices
Appendix A - Key Personnel
Crystal Orosco has worked at the Pomona Public Library for over 20 years and is currently the Youth Services Supervisor. Throughout her career, she has built a strong connection to the community, with a deep commitment to supporting and empowering young people. In her role, Crystal oversees youth programming, ensuring that a diverse range of children's books and educational materials are readily available to foster learning and development. Her dedication to promoting literacy and creating an environment where youth can thrive underscores her passion for helping young minds grow through the power of reading.
Denise Hernandez is a Community Service Officer with the Pomona Police Department, currently assigned to the Community Programs Unit. Born and raised in Pomona, she has served the City for five years. Denise began her career in the Food Service Industry before joining the Police Department, where she worked in the Records Bureau and as a Civilian Report Writer on Patrol. She now coordinates events like Coffee with a Cop, Community Academy, National Night Out, and Santa Cop, working alongside a team to strengthen the relationship between the community and the Police Department.
Vanessa Moreno is the Violence Prevention Senior Analyst at the City of Pomona’s Office of Violence Prevention, bringing 15 years of expertise in fostering safe, equitable communities and environments. She focuses on areas heavily impacted by gun and gang violence, working to address socioeconomic and racial disparities. Through strategic partnerships, policy development, and program oversight, she advances key violence prevention efforts to create sustainable, community-driven solutions and ensure a safer environment for all residents.
Appendix A - Key Personnel
George Montano is the Assistant Director for the City of Pomona’s Neighborhood Services Department, bringing with him over two decades of experience in the public sector managing a variety of community development, redevelopment and housing programs including, serving as Housing Authority Manager for the City of Pomona since 2017.
Florycell Valenzuela is the Recreation Coordinator for the Afterschool Program & Camps within the Community Services Department. A proud Pomona resident of 24 years, PUSD graduate, and Cal Poly Pomona student, she has a deep-rooted connection to the community she serves. She began engaging youth in 2016 with PUSD’s Afterschool Program (TLC), joined the City’s program in 2018, and now develops enriching recreational experiences. Florycell creates safe, engaging spaces for Pomona’s youth year-round. Her passion for youth development and community service drives her commitment to creating meaningful experiences for Pomona’s youth.
Appendix B - Qualifications for Manager
Essential Duties
Assess, evaluate, and identify neighborhood needs and coordinate services to meet identified needs.
Establish collaborative relationships with community youth and family service providers, whereby services can be provided in joint efforts that more effectively utilizes existing resources to expand and enhance service delivery. Develop youth and family community service resource data and develop methods of accessing information and services by participant users.
Research and prepare written reports, recommendations, memoranda, press advisories, presentations, grant proposals, and award applications.
Coordinate free and low-cost activities and programs which meet identified needs of youth and families.
Coordinate efforts to identify desired outcomes for programs and activities in assigned areas of responsibility.
Monitor grants, administration, and budgets in assigned areas of responsibility.
Education and Experience
The position will require a bachelor’s degree in public administration, recreation administration, sociology, or a related field, along with five years of increasingly responsible experience in youth or family programs.
Salary
$9,650 - $11,734 Monthly
Appendix B - Qualifications for Coordinator/Liaison
Essential Duties
Provide comprehensive support to Early Childhood programs through research, analysis, and technical assistance.
Conduct studies, surveys, and produce reports to recommend solutions for programrelated challenges.
Participate in the development and implementation of goals, policies, and priorities for Early Childhood development, identifying resource needs and establishing appropriate procedures
Collaborate with local non-profits to implement programs, conduct needs assessments, and address service gaps.
Research and design new projects based on community needs,
Advise the City on funding opportunities and policy issues and develop programspecific policies.
Monitor compliance with funding and eligibility requirements, interpret regulations, and oversee the financial aspects of service providers.
Prepare annual reports on the effectiveness of Early Childhood services, identifying areas for improvement in service delivery, and presenting findings to the City Council, boards, and relevant groups.
Education and Experience
The position will require a bachelor’s degree in public administration, recreation administration, sociology, or a related field, along with two years of increasingly responsible experience in youth or family programs.
Salary
$7,919 - $9,630 Monthly
Appendix C - Survey Questions
CITY STAFF SURVEY
1. What is your first name?*
2. What is your last name?*
3. What department do you work for?
Answer Choices: a.
Administration
City Attorney
City Clerk
City Council
Community Services
Contractor
Development Services
Finance
Human Resources/Risk Management
IT
Library
Neighborhood Services
Police
Public Works
Volunteer
Water Resources
Other (please specify)
4. Do you Live in Pomona?
Answer Choices: a. Yes No
5. Are you aware of programs, services and resources for children ages 0-5 in the City of Pomona?
Answer Choices: a.
Yes, I am aware of programs and services
No, I am not aware of programs and service
6. If asked, where would you go to find programs, services and resources for children ages 0-5 (select all that apply):
Answer Choices: a.
City Government (e.g. Library, Police, Housing, etc.)
Health Care Provider
Non-profit organization
Online Schools or educational institutions
Faith Based organizations-Churches
Other (please specify)
7. Does your department serve children ages 0-5?
Answer Choices: a.
Directly (e.g., providing programs or resources specifically for children ages 0-5)
Indirectly (e.g., offering services that support families or environments impacting children ages 0-5).
8. Do you think the City of Pomona should dedicate resources (e.g., funding, programs, create a division, assign staff etc.) to better serve households with children 0-5?
Answer Choices: a.
No
Yes, type of resource
Appendix C - Survey Questions Continuation
COMMUNITY MEMBER
Do you live or work in the City of Pomona? 1.
Answer Choices: a. Yes No
Do you have children? 2. Answer Choices: a. Yes No
3.
If you have children, what age group do they belong to? Select all that apply.
Answer Choices: a.
None of the above 0-5
6-11
12-18
4.
SURVEY
6. What method do you find most effective in learning about resources for children ages 0-5 in Pomona? (Select all that apply)
Answer Choices: a.
Social Media
City Website
Local Events Flyers or Mailers
Word of Mouth (family, friends, etc)
Healthcare Providers
Are you aware of programs and services for children ages 0-5 in the City of Pomona?
Answer Choices: a.
Yes, I am aware of programs and services
No, I am not aware of programs and services
5. Answer Choices: a.
Who would you contact or where would you go to find resources for children ages 0-5? (Select all that apply)
City Government (Library, City Hall, Parks/Community Centers, Police etc.)
Healthcare Provider
Non-Profit Organizations
Online Schools or Educational Institutions
Other
7. In what areas do you feel the City of Pomona could better support families with children ages 0-5, either directly or by connecting you to helpful resources? (Select all that apply and/or specify)
Answer Choices: a.
Affordable childcare or early learning programs
Mental health support services
Parenting support or education programs
Healthcare services (e.g., pediatric care, immunizations)
Early intervention services for developmental delays
Playgroups or social activities for young children
Nutritional assistance programs
Language development or bilingual programs
Other (please specify)