By Adam Shapiro

The Maternal, Infant, and Early Childhood Home Visiting (MIECHV) program supports voluntary, evidence-based home visiting for expectant parents and families with young children, particularly in communities facing greater barriers to positive maternal and child health outcomes.

The U.S Department of Health and Human Services’ agency Health Resources and Services Administration (HRSA) recently announced more than $525 million in fiscal year (FY) 2026 Maternal, Infant, and Early Childhood Home Visiting (MIECHV) Program awards to 56 state and jurisdiction recipients — the largest federal investment in the program’s history.

There are examples of the program success across the country. For instance, in Florida, Tracy says she gained the confidence and support to overcome challenges and achieve her goals. With the guidance of her home visitor, she strengthened her parenting skills, prioritized her well-being, and advanced her career. Today, Tracy continues to set goals for herself and her family and says, “This program has provided me with the tools to not just survive but to thrive.”

In California, Faraha said “I became pregnant and…I knew I wanted to make a difference in my life and that of my child. The home visiting program not only helped me as a mom, but also with my growth to….better myself, and now I’m in a position that I’ve always wanted to be in.” Faraha is currently employed and pursuing a master’s degree to become a licensed counselor.

HRSA Administrator Tom Engels announced the new awards in Columbus, Ohio, on Child Health Day. The awards will expand access to evidence-based home visiting services that improve maternal and child health, promote healthy child development, and connect families with the support they need during pregnancy and early childhood.

“MIECHV reflects a simple idea: supporting parents early gives children a stronger start. Parents are a child’s first and most important teacher, and by giving them the tools and support they need, we help create a strong foundation for children to thrive,” said Administrator Engels.

The MIECHV program reaches families where services are needed most, including those who are rural, low-income, and at greater risk of poor health outcomes. Trained home visitors meet regularly with expecting mothers and families with young children. Decades of gold-standard scientific research show that voluntary home visits during pregnancy and early childhood can help prevent chronic disease and child abuse and neglect, promote school readiness, and boost families’ economic self-sufficiency.

These awards include both base and matching grants. Base grants provide foundational support for evidence-based home visiting programs in every eligible state and jurisdiction, while matching grants help recipients expand services and reach more eligible families. In FY 2026, 55 of the 56 award recipients applied for and received matching grant awards, reflecting the continued commitment of our state partners to expand evidence-based home visiting services in communities across the country.

Since its reauthorization in 2022, the MIECHV program has served 15 percent more parents and children and delivered 23 percent more home visits. In FY 2025, the program provided more than 1 million home visits to more than 158,000 parents and children across one-third of all U.S. counties, helping connect families with services that support healthy pregnancies, positive parenting, child development, and family economic well-being.

As home visiting services expand, a strong and well-supported workforce is essential to meeting the needs of more families.

By Richmond Standard Staff

Seventeen California public school districts, including West Contra Costa Unified (WCCUSD), have joined a purchasing cooperative to pool their buying power and expand access to organic food in school meals.

The nonprofit Conscious Kitchen recently announced the launch of the Conscious Organic School Food Purchasing Cooperative. Its founding districts serve more than 300,000 students combined.

The cooperative partnered with food distributors UNFI and Sysco to expand the organic products available to participating districts. Combining schools’ purchasing demand helps distributors plan with suppliers while creating more dependable markets for organic farmers and food makers, according to Conscious Kitchen.

Other eligible California school districts can access the cooperative’s products and pricing through its existing contracts without conducting their own bids. Mt. Diablo Unified School District serves as the lead district for the cooperative’s grocery bid.

Other districts involved include: Alameda USD, Albany USD, Berkeley USD, Capistrano USD, Cupertino Union SD, Hayward USD, Laguna Beach USD, Lagunitas Elementary SD, Mt. Diablo USD, North Monterey County USD, Pajaro Valley USD, San Leandro USD, San Ramon Valley USD, Santa Clara USD, Sausalito Marin City SD, Tahoe-Truckee USD and West Contra Costa USD.

Barbara Jellison, WCCUSD’s executive director of food services, said the cooperative builds on years of work bringing fresh, organic food into school kitchens.

“The next challenge has always been how to make that possible for more districts,” Jellison said. “The Co-op gives schools a way to take what we have learned and move it to a completely different scale.”

By Oakland Post Staff

The Alameda County Democratic Party has voted to endorse Measure EE, the Oakland Charter reform measure on the November 2026 ballot. The party’s endorsement is announced alongside a broad coalition of organizations spanning labor, business, faith, and community advocacy, including Oakland Rising Action that are also supporting the measure.

Those supporters include:

• League of Women Voters of Oakland
• AFSCME Council 57
• SPUR
• Bay Area Council
• Black Women Organized for Political Action
• Faith in Action East Bay
• Oakland Chamber of Commerce
• Oakland Rising Action
• Revitalize East Bay
• Empower Oakland

Measure EE would reform Oakland’s hybrid governance system by establishing a strong-mayor structure, making the mayor the city’s chief executive, responsible for delivering effective, efficient services.

The measure would also reform and expand responsibilities of City Councilmembers.

Measure EE would create clearer lines of responsibility for the performance of city government, allowing voters to evaluate the mayor based on how effectively the city delivers services and produces results.

Along with clearer executive responsibility, the Charter reform would also create new checks and balances, including an independent Budget and Legislative Analyst office, City Council confirmation of key appointments, expanded council hearing and subpoena authority, and give the council the ability to override a mayoral veto with six votes. 

“Oakland voters deserve a City Hall where they know exactly who’s responsible when something goes wrong and exactly who to credit when it gets fixed. Measure EE puts that responsibility squarely with the mayor, backed by real checks and balances, so Oakland can finally move as fast as its problems demand. That’s why the Alameda County Democratic Party is proud to stand behind it,” said Igor Tregub, chair of the Alameda County Democratic Party. 

Oakland Rising Action, a collaboration of racial, economic, and environmental justice organizations, has also issued a press statement explaining its support for Measure EE.

Measure EE “represents a critical opportunity for residents to clarify the governance role of the Oakland Mayor and City Council, so we, as residents, know who to hold accountable for the execution of voter-approved and budgeted services within city departments,” the statement said.

Measure EE would reform Oakland’s Charter, which is the city’s Constitution, strengthening “the role of the mayor as the CEO of Oakland, with the city administrator being hired and managed by the mayor explicitly.”

The measure would also strengthen oversight of city departments by mandating reporting directly to the City Council and provide the mayor with veto power in approving policies and the budget.

Measure EE was placed on the ballot by the Oakland City Council in June 2026. For more than half a year, the mayor’s working group on Charter reform engaged residents and elected officials on the options for governance of Oakland, which led to Measure EE. 

“Oaklanders need clarity about who is responsible for the management of our city departments, our tax dollars, and our voter-approved ballot measures,” said Pecolia Manigo, executive director of Oakland Rising. 

“The average resident believes that we already have a strong mayor system,” she continued. “However, this is simply not the truth in our City Charter. It is time for us to stop talking about the Charter changes Oakland needs. This is the first of many Charter reforms that are needed to improve conditions in Oakland, especially the flatlands. It’s time all voters start paying attention to who is making decisions for Oakland. This election allows us to say how we believe Oakland should be governed.”

By Sponsored by JPMorganChase

Holiday travel can be exciting, but between costs, crowded airports and packed schedules, sometimes the idea of staying home can be much more appealing.

If you still want to get away without the hassle of an actual getaway, consider a holiday staycation.

By remaining close to home, you can experience your city from a fresh perspective without the stress of a long trip. Whether you book a night at a local hotel, check out a new neighborhood or just finally get around to seeing that landmark attraction that’s been on your to-do list, you can make staying at home feel like a real getaway.

Here are four tips you can use to create an amazing holiday at home this season:

1. Treat your hometown like a destination

One common theme surrounding area attractions is that they’re more likely to be packed with tourists than locals. If that popular museum, tour or other institution is always “there,” it can be easy to avoid it and say you’ll get there eventually.

A staycation provides a great opportunity to approach those kinds of places like a tourist. Start by making a short list of places or experiences you’ve always wanted to try but never seem to prioritize. You might include a museum, holiday market, historic site, restaurant or neighborhood, or you might attend a holiday-related performance that’s an annual late fall or winter tradition in your area.

“A great staycation starts when you treat your hometown like a destination – book one ‘anchor’ experience, stay somewhere that changes your scenery, and leave room for a little spontaneity,” said Steve Orens, President of FROSCH by Chase Travel, a leading travel agency. “My favorite staycation tip is to make it easy on yourself: choose a walkable area, plan one highlight each day, and let the hotel do the heavy lifting – warm beds, quick breaks, and fewer logistics.”

2. Spend the night away

A hotel stay can provide a change of scenery that makes you feel like you’re enjoying a getaway.

Consider a traditional hotel, bed and breakfast or rental property where you can walk to restaurants, shopping, entertainment or holiday activities. An upscale hotel can also be the centerpiece of your staycation, allowing you to enjoy fine dining, a fitness center, spa services or other on-site experiences.

If you want a quieter, more relaxed experience, find a hotel “off the beaten path,” but still close to home, to enjoy the rhythms and sounds of nature.

3. Be flexible

If your schedule allows, plan your staycation for a weekday or less crowded period — like the days between Christmas and New Year’s Eve — rather than a peak weekend. Hotel rates in the middle of the week tend to be cheaper, and it might be easier to grab a restaurant reservation or performance tickets. Locations might be less crowded as well during the week, making it easier to get around.

Book some experiences in advance to save money but stay open to spontaneous opportunities once you arrive. You might find some great last-minute deals.

4. Try something new

Even if you think you’ve seen everything your hometown has to offer, there’s always something new to explore or discover.

Check out a neighborhood you usually drive through and visit the local shops and other businesses. You can also try a new cuisine at a neighborhood restaurant or kitchen.

Sometimes what’s old can be new again during the holiday season, so if you want to go back to your favorite restaurants and other popular spots, do so with fresh eyes. Order from the eatery’s holiday menu or take a walk when lights, decorations and seasonal programming transform many communities.

Other helpful tips

Although staying at home can eliminate major travel costs, expenses can still add up quickly. Make a staycation budget and then consider ways to help keep costs down.

“A ‘smart’ staycation is one you can pay for comfortably: choose dates with better rates, book flexible options, and keep a small buffer for surprises,” added Orens. “The goal of a staycation is a real reset. Even if you’re close to home, give yourself permission to unplug and find moments to treat yourself – say yes to room service, a spa hour, or a new restaurant you’ve been saving for ‘someday.’”

If you have rewards points from credit cards or loyalty programs, put them toward your hotel to get a free or cheaper night’s stay. Local museums, cultural institutions and attractions often have resident discounts, reduced-price admission days or seasonal offers. Community calendars can provide information about free or low-cost events like holiday concerts, light displays, markets, park activities and other events. If a performance doesn’t normally sell out, wait until the day before or day of to buy tickets, as prices are often reduced and you can find great seats.

With a little creativity, you might find everything you’d want in a holiday vacation. You can enjoy good food, new experiences and an escape from your daily routine – all right at home.

For more financial health tips, visit https://www.chase.com/travel/guide.

For informational/educational purposes only: Views and strategies described in this article or provided via links may not be appropriate for everyone and are not intended as specific advice/recommendation for any business. Information has been obtained from sources believed to be reliable, but JPMorgan Chase & Co. or its affiliates and/or subsidiaries do not warrant its completeness or accuracy. The material is not intended to provide legal, tax, or financial advice or to indicate the availability or suitability of any JPMorgan Chase Bank, N.A. product or service. You should carefully consider your needs and objectives before making any decisions and consult the appropriate professional(s). Outlooks and past performance are not guarantees of future results. JPMorgan Chase & Co. and its affiliates are not responsible for, and do not provide or endorse third party products, services, or other content.

Deposit products provided by JPMorgan Chase Bank, N.A. Member FDIC. Equal Opportunity Lender.

 © 2026 JPMorgan Chase & Co.

A proposed mixed-use development at 338 Carlson Blvd. could bring hundreds of homes and support services for military veterans to South Richmond.

Led by the Richmond-based Veterans Resource Program in partnership with Eagle Environmental Construction & Development, the proposal covers an approximately 2.3-acre property the nonprofit acquired in 2018.

The proposal features a multi-building residential development with various apartment sizes, though city documents and developer materials cite conflicting totals ranging from 226 to 268 units.

The proposal also includes approximately 40,000 square feet of commercial and retail space, about 200 parking spaces, and an entrepreneurial training and job-development component intended to connect veterans with economic and workforce opportunities.

According to the development team’s presentation, the project has an estimated total cost of nearly $158 million. The presentation outlines five phases encompassing entitlement and construction documents, community outreach, soil remediation and utility work, podium and building construction, solar technology integration, and interior buildouts.

Founded in 2011, the Veterans Resource Program provides housing assistance and other services to veterans, including those experiencing homelessness or transitioning from incarceration.

The proposal aims to advance Richmond’s affordable housing goals while connecting veterans with housing and supportive services. Details of affordability and veteran eligibility remain to be clarified.

The Richmond City Council was scheduled to receive an informational presentation on the project at its Oct. 6 meeting, following a continuance from Sept. 22. The item does not seek project approval or city funding. Any future request for city financial assistance or other public resources would require separate consideration and approval.

By Ken Epstein

Mayor Barbara Lee, speaking this week to Oakland residents and elected leaders in City Council chambers, delivered the annual mayoral State of the City Address, highlighting the city’s accomplishments as well as the challenges Oakland is facing going forward.

Lee began her remarks praising city workers, who picketed outside City Hall before the meeting, and are currently negotiating with the city for a wage increase and ending understaffing that leaves many departments shorthanded.

“We are working very hard (not) just to get a contract, but to get a fair contract,” she said. “I know that our City Council and myself are working constantly toward that end.”

The mayor also praised Councilmember Carroll Fife for her legislation for a 45-day moratorium on data center construction, which passed unanimously at the council meeting Tuesday following Lee’s presentation.

Speaking bluntly, she said, “Oakland continues to be a city on the move, (but) I want to tell you the truth about the state of our city.”

“We have made real progress, and we still face real challenges.”

She said the city has balanced its budget but has a structural deficit, which is decreasing, and must operate within the context of federal funding cuts.

“Too many Oaklanders are unhoused, too many families are struggling with the cost of living, and too many neighborhoods still need basic services that they deserve, and too many people are living in fear,” Mayor Lee said.

“We’re not sweeping these realities under the rug,” she continued. “We are being intentional and transparent about how we must face these challenges, but we will not ignore our progress.”

Substantial progress includes:

• Bringing crime down;

• Building affordable and deeply affordable housing;

• Cleaning the streets and fixing the roads;

• Helping small businesses.

“We are bringing new investment to Oakland,” she said. “We’re making City Hall work better. There’s more to do, but make no mistake, Oakland is on the move.”

Speaking broadly about the city’s public safety initiatives, she said that crime continues to decline. Burglaries fell by 26%, and violent crime fell by 17%.

In recent years, homicides and shootings have fallen by double digits, and gun violence has dropped by more than 50% in the last 33 months.

“These aren’t just statistics: these are lives. These are families. These are people who never made it home,” Mayor Lee said.

She talked about what to expect now that federal court oversight of the Oakland Police Department ended last week after 23 years. “Ending federal oversight does not mean ending accountability; quite the opposite,” she said. “Accountability and civilian oversight must remain our standard. Community trust must be our standard.”

Mayor Lee also emphasized that Oakland remains a city of refuge.

“We do not work with ICE; we do not cooperate with ICE; our police do not cooperate with ICE; we will not be militarized,” she said.

The mayor also emphasized that investing in youth is a top priority of her administration and should be considered a public safety strategy.

“We advocated for almost $2 million to restore the mayor’s youth summer employment program,” she said. “We connected youth with Oakland businesses to develop skills that will support them for years to come, and that’s a big deal.”

To create a police force that better serves and protects Oakland, the city is working toward the goal of reaching 700 sworn police officers, she said. These steps include recruiting from Oakland, holding academies, reinstituting a cadet program, and increasing foot patrols.

The city also is strengthening other programs, including the Department of Violence Prevention and Ceasefire, she said. “We must have this comprehensive public safety strategy, because we must also prevent violence before it happens.”

Continuing, Lee said public safety is connected to unsanitary conditions in city neighborhoods.

“Illegal dumping is unacceptable, and it’s a moral disgrace,” she said. “No child should have to walk past piles of garbage on their way to school; no senior should have to live next to it; no small business should have to clean it up outside its door.”

She said the city is changing the way it fights illegal dumping, securing a $9.2 million investment to develop a new strategy. “We’re not just cleaning it up; we’re working to stop it before it starts. We have the three E’s – Eradication, enforcement, and education,” she said.

Focusing on the continuing crisis of Oakland’s unhoused residents, she said, “We consider housing a basic human right, and homelessness remains one of Okland’s greatest challenges.”

“There are two things we must do: keep people from becoming unsheltered and help people who are unsheltered get back into housing with services that they need,” Lee said.

Since 2024, homelessness in Oakland has fallen by 20%, she said. In the past year prevention programs helped keep 1,000 families in their homes, and over 1,300 affordable homes opened over the past two years.

Addressing community tensions over encampments, she said, “We should never have to choose between compassion for people experiencing homelessness and the health and safety of our neighborhoods.”

“A strong city has to deliver both,” she said. “That’s the work we’re advancing through Oakland’s new homelessness strategic action plan.”