CEO Report to the Board of Directors · 06.07 Monterey Early Head Start Startup - Page 28 06.08 Monterey Early Head Start Startup (2) - Page 29 06.09 Monterey Early Head Start Startup

CEO Report to the Board of Directors

March 19, 2020

CAPSLO

1030 Southwood Drive

San Luis Obispo, CA, 93401

01 Facilities - Page 4

02 Human Resources Department - Page 5

03 IT Department - Page 7

Central Administration

05 Child Care Resource Connection - Page 14

06 Head Start - Page 20

06.01 Early Head Start in-kind ytd - Page 22

06.02 EHS Partnership Budget vs. Actual - Page 23

06.03 EHS Partnership in-kind ytd - Page 24

06.04 Early Head Start Budget vs. Actual - Page 25

06.05 Head Start Budget vs. Actual - Page 26

06.06 Head Start in-kind ytd - Page 27

06.07 Monterey Early Head Start Startup - Page 28

06.08 Monterey Early Head Start Startup (2) - Page 29



06.11 San Diego YTD Actuals - Page 32

07 Migrant and Seasonal Head Start Program - Page 34

07.01 MSHS Early Supplemental Funding - Page 36

07.02 19-20 MSHS Board Enrollment - Page 44

07.03 19-20 MSHS Board ETC - Page 46

Child Youth and Family Services

04 Planning Department - Page 13

Program Update

CEO Report to the Board of Directors

Page 2 of 110

08 State Child Development Programs - Page 47

10 Adult Day - Page 50

11 Energy Department - Page 51

12 Family & Community Support Services - Page 53

13 Health and Prevention - Page 57

14 40 Prado - Page 59

15 Supportive Services for Veteran Families - Page 61

Program Reports

17 FY 2020 Head Start Funding Increase - Page 64

18 Head Start Modular Units - Page 68

19 Coronavirus Prevention and Response - Page 71

20 Funding Guidance Letter - Annual no COLA - 90CM9821- Page 74

21 Funding Guidance Letter - Annual no COLA -90HM000010 - Page 76

22 Funding Guidance Letter - Annual no COLA -90HM000019 - Page 78

23 MSHS Funding Letter NOA 3.20 to 2.21 - Page 80

24 COMM_CSBG_DCL-2020-15-Partnership-to-Address-the-Spread-of-COVID-19. - Page 85

25 Funding Guidance Letter - Annual no COLA -09HP000252 - Page 88

26 COVID-19 Wages and Benefits - Page 90

27 Child and Adult Care Food Program (CACFP)Flexibilities - Page 91

28 OHS COLA & Quality Improvement - Page 93

29 OHS COLA & Quality Improvement Funding Guidance -09CH010460 - Page 99

Correspondence/Memorandums

09 Meals Count - Page 48

16 Volunteer Program - Page 63

30 OHS COLA & Quality Improvement Funding Guidance -09CH9190 - Page 105

Page 3 of 110

FACILITIES DEPARTMENT

Facilities Director Jason Lal

March 2020

MSHS/MSEHS:

Furlough Projects: Projects scheduled for the furlough period such as those including cement

walkways, playground remodels, flooring and drainage have either been completed or are scheduled

to begin soon.

Budget Development: The budget development process has started. We are conducting site visits,

developing lists of needed facilities-related projects and vetting and prioritizing various requests from

staff, parents and surveys. This is a several month process. The budget is due for presentation to the

committee during the last week of March.

Head Start/Early Head Start and State CDE:

Monterey County Expansion: The projects are on hold until concerns with enrollment are ironed out.

Homeless Program:

40 Prado Road: We are working with the CCC, City of San Luis Obispo and AmeriCorps to coordinate a

group of approximately 30 volunteers to take on a storm water basin (the one along Prado Road) and

supply trench improvement project that will better filter the storm water runoff from this site prior to

it heading to the ocean. This is scheduled for March 28. It will involve planting certain vegetation that

filters the runoff, prevents soil erosion and is expected to increase watershed health and increase

stewardship at 40 Prado by educating and involving our clientele in the process. The City Biologist is

lending his expertise to this project.

Administration/Southwood/Other:

Current Projects: Continued assistance with day to day work requests as well as with grants, budget

development, inspections, year-end projects, renovations, set-ups for events, consulting, performing

walk through inspections, etc.

Expansion in San Luis Obispo- Consolidated Administrative Office Building: We are finalizing various

program needs and developing the Work Letters that would detail our requested Scope of Work for

the areas of the property that we will be leasing if everything works out favorably. Once the above

work has been completed we can finalize a cost per square foot to determine whether or not the

project is feasible. At this point the project still looks highly feasible. This project would consolidate

Southwood, CCRC, Palm Street, Ricardo Health and SSVF offices that are currently located in San Luis

Obispo. Energy may move as well if the circumstances are favorable.

Page 4 of 110

HUMAN RESOURCES DEPARTMENT

HR Director Ron Torres

HR Manager Brendan McMahon

HUMAN RESOURCES DEPARTMENT- FEBRUARY 2020 Agency Headcount

Employee Headcount FT PT Totals

Regular 477 24 501

Seasonal 190 3 193

Limited Term 17 4 21

Subs/Temps 77 0 77

Total Employees 792

New Hires Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD

Regular 10 18

Seasonal 0 1

Limited Term 2 3

Subs/Temps 4 3

Total 16 25 41

Terminations Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD YTD Turn %

Voluntary 12 15

Involuntary 2 1

Monthly Turnover % 1.9% 2.02%

Turnover 2020 14 16 30 15.62%

I. Employee Benefits

CAPSLO 403B Plan Market Value

Participants with Balances 1078 $30,826,070

YTD Total Contributions

$721,064

YTD Total Distributions $139,564

III: Workers’ Compensation Claims

2019 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

ENERGY 0 0

EHS 0 0

MSHS 1 0

HS 0 0

State 0 0

FSS 0 0

Admin 0 0

Homeless 0 0

CCRC 0 0

Total 1

YTD 2019 0 2 5 7 11 14 21 26 29 32 33 35

YTD 2020 1 0

TOTAL 1

Applicant Source Monthly – February 2020

Page 5 of 110

Current Jobs by Program – February 2020

Department Requisitions

Child Family Services

Central Administration

72

4

CCRC 1

Family & Community Support Services 1

Energy Services 0

SSVF 0

Health & Prevention Youth Programs 2

Homeless Services 2

Adult Day Services 0

Facilities 0

Total 82

Page 6 of 110

IT DEPARTMENT

Program Director Brian Crawford

1. 756 Work Orders completed during the last 30 days. Work order category counts:

70 Password 6 Door Locks / Alarm

46 Unspecified 6 Phone - Desk

45 Questions 5 Monitor Issue

42 User - New 5 Scanner - Install

39 Purchase 5 Website Intranet

30 Software - Support 4 ClientTrack - Questions

29 *Invalid Requests 4 Software - Update

29 User - Disable 4 Time Clocks

29 Website Issue 3 ClientTrack - Form change request

28 Computer - Issue 3 Fax

27 Printer - Issue 3 Meeting Room Equipment

24 Internal IT 3 Smart Phone / Tablet - Issue

23 Unlock Account 3 Training

21 Phone - Cell 3 User - Move

19 User - Modify 3 Video Conferencing

18 *Duplicate Ticket 2 Browser Issues

18 Equipment Checkout 2 ClientTrack - Password

18 Network Issues 2 Meeting Room Setup

15 null 2 Smart Phone / Tablet - Install

15 Printer - Install 1 None

14 Computer - Installs 1 ClientTrack - Client Duplicate

12 Email Group Update 1 ClientTrack - HMIS

12 Network Drive 1 ClientTrack - Site Issue

11 Email / Google Apps 1 ClientTrack - User - Modify

11 Scanner - Issue 1 Monitor/mount - Installs

8 ClientTrack - Client - Change 1 Mouse/Keyboard

7 ClientTrack - Data Request 1 Website Updates

7 Phone Line

7 Software - Install

6 Computer - Move

2. IT Projects:

a. Kern Co. Office

i. Wiring for 4th portable - Complete

b. SLO Clinic

i. Pending construction for new internet connection

c. Installs/Moves/Repairs:

i. 40 Prado

1. Installed volunteer iPad

ii. Alegria

1. Installed 2nd Internet

iii. Artesi III

1. Reorganize network equipment

2. Moved computer

Page 7 of 110

iv. Atascadero

1. Replaced network switch for printer

v. Bill Castellanos

1. Installed computer

vi. Bonita

1. Take down and setup for replacement flooring

vii. Buena Ventura

1. Reconfigure network due to outage

viii. CAPSLO Administrative Office

1. Installed wiring for digital signage in front lobby

2. Installed 2x tablets

3. Installed 5x computers

4. Moves multiple employees

5. Installed and configured new copier in Planning

6. Installed dock and monitor for telecommute

ix. CCRC

1. Computer moved

2. Installed printer

3. Installed 2nd monitor

x. Five Cities

1. Installed new wiring for new workstation

2. Moved computer for Center Supervisor

3. Reorganized networking equipment and wiring

4. Copier installed and configured for scanning

xi. Fresno Admin

1. Installed computer in back area

xii. Georgia Brown

1. Installed computer for teacher

xiii. Hillside

1. Installed 2x computers

xiv. Kerman


xv. Kern Co. Office

1. Wiring for bldg. 5 complete

2. Expanded network

3. Moved multiple employees

xvi. King City HS

1. Wiring finished

2. Switched internet to Alegra’s network

3. Installed laptop

xvii. Little Angels

1. Installed 2nd internet

xviii. Marina

1. Installed Internet and SD-WAN network equipment

xix. Milagro

1. Repaired power to computer

xx. Nipomo HS Office

1. Installed computer

2. 3x Computers moved

Page 8 of 110

xxi. Nipomo Stern

1. Installed scanner

xxii. No. Monterey Admin

1. Installed laptop

2. Moved computer to new Salinas site

xxiii. Oceano

1. Installed Computer

2. Installed Laptop

3. Take down and set up equipment for replacement flooring

xxiv. Paso HS

1. Installed and configured copier

2. Installed transfer belt for printer

xxv. Paso Union

1. Moved computer to SSVF South St.

xxvi. Poway Admin office


2. Fixed wiring for workstation

3. Installed wireless in new area

4. Setup computers in new area

5. Phone system reconfigure

6. Set up Office Manager’s area

xxvii. Primavera


xxviii. Ramona

1. Moved conference system

2. Moved workstations

xxix. Salinas

1. Installed temporary computer

2. Installed temporary internet connection

xxx. Santa Lucia


xxxi. Seaside

1. Installed internet and SD-WAN network equipment

xxxii. So. Monterey Admin


xxxiii. SSVF South St.

1. Installed client computer (Chromebox)

xxxiv. Step by step

1. Installed wiring for classroom computer

2. Rewired and reorganized network for existing computers



xxxv. Stern



xxxvi. Valle Verde


xxxvii. Ventura County Admin

1. Moves 3x computers on new office furniture

Page 9 of 110

2. Installed 2x laptops


4. Moved conference system

3. ClientTrack Update for February 2020

Final CSBG numbers were submitted to the state and the numbers were lower than last year so

possible explanations as to why our numbers were low were included

o Reduction in funding for our one of the Energy programs meant less clients could be served

o A Veteran's program had a decrease in funding starting in the latter part of the year leading to

less staff to work with clients and less clients served

o A senior program had a reduction in clients coming into the program

o Staff changes within some departments may have lead to a lesser understanding of process of

entering clients into ClientTrack so that our report shows all clients

In 2020, we will be doing an upgrade to ClientTrack and then providing follow-up

training to staff to ensure that all entries are done completely and correctly

o In early 2019, it was discovered that our exports from out Head Start database (ChildPlus) were

not pulling all of the closed information, so some clients had not been closed from services in

the past that should have been. These past closures have been added in and a system has been

put in place to ensure that all closes are entered into the system correctly

All lag issues with the client dashboard have now been fixed

Below are the numbers for clients served between 1/1/2019 and 12/31/2019

o Total clients served – 30,704

5031 4725 51384000

7699

1347530 510 880 841

30

2000

4000

6000

8000

10000

Clients by Age

Adult Day

Services

0.39%

Child, Youth,

and Family

Services

46.92%

Energy

Services

13.28%

Family and

Community

Support

Services

6.87%

Health and

Prevention

Services

27.45%Homeless

Services

4.75%

Veteran's

Services

0.33%

Clients by Department

Page 10 of 110

CAPSLO IT Survey Results

Page 11 of 110

Google Apps Usage

Page 12 of 110

Planning Department

Outreach/Development Director Loren Leidinger

Grant application(s)/LOI’s Submitted in February:

Submitted Funder Program Requested

2/14/2020 Daybreak Rotary 40 Prado

Homeless

Services Ctr

$ 4,000

2/21/2020 Bank of America 40 Prado

Homeless

Services Ctr

$ 30,000

2/27/2020 Fund for Santa Barbara Teen

Monologues

$ 10,000

2/4/2020 SAMHSA Continuation Application SLO-HUB $ 400,000

2/21/2020 Community Foundation

supplemental census funds

Central admin $ 1,859

Monthly Total $ 445,859

Other Activities/highlights:

Deb submitted the organization’s Annual CSBG Report!

The Teen Wellness Team submitted a letter of inquiry to the Bragg Health Foundation for its Harvest of the

Month program.

Loren renewed CAPSLO’s eligibility for the CA State Employees Giving campaign.

Loren made two presentations in the community in February:

2/05/2020: Lions Club-Arroyo Grande

2/13/2020: Kiwanis Club of SLO

Interviews for the Planning Manager position were conducted and a candidate has been selected. We hope to

announce this in the next week.

The Planning and Development team had in-person training on the Raiser’s Edge database. We are excited about rolling out access to the database to Program Managers once we have all of the grant data entered into

the system. We are looking forward to saying “goodbye” to the excel spreadsheets that help us keep track of

all of the deadlines!

Page 13 of 110

CHILD CARE RESOURCE CONNECTION

Program Director Sheri Wilson

MARCH 2020 REPORT

Child Care Referral Data

Dec-19 Jan-20 Feb-20

Requests for child care information 570 326

Requests for child care referrals in-house 42 71 40

Requests for child care referrals online 172 255 207

Total Referrals 214 326 247

Child Care Referral Statistics

Ages

Infant (under 2 years) 108 207 172

Preschool (2 years through 5 years 11 months) 113 124 90

School Age (6 years and older) 26 41 41

Type of Care

Full-time child care (35 hours or more/week) 181 296 257

Part-time child care (less than 35 hours/week) 97 133 75

Before and/ or after school child care 11 17 22

Summer only child care 9 5 2

Other child care (evening, overnight, weekend, 56 24 30

rotating schedule, drop-

in) 54

Family Needs for Care

Employed 186 282 209

Seeking Employment 16 32 23

In school/ training 2 6 6

Other parental needs 9 7 4

Child Protective Services 0 1 2

Alternate/ back up 12 7 3

Mildly ill child 0 0 0

Enrichment and/ or development

1 8 3

Upcoming Trainings:

3/4/20 Trauma and Resiliency Spa

3/7/20 Preventative Health and Nutrition Eng/Spa

3/11/20 Behaviors and Emotions Spa

3/13/20 Evening with Community Care Licensing updates FDC Span

3/14/20 Community Care Licensing updates FDC Eng

2/14/20 Trauma Informed Eng

3/14/20 Community Care Licensing updates CCC Eng

Page 14 of 110

3/19/20 Exempt provider workshop Spa

3/24/20 Parent Café Spanish

3/25/20 ASQ-3 Spanish

3/26/20 ASQ-SE Spanish

3/28/20 CPR and First Aid Eng

3/31/20 Quality Counts Meeting Spanish

Prevention and Early Intervention Program (PEI): Yescenia Leyva

The Prevention and Early Intervention program conducted

child activities with 35 children in nine Family Child Care

Homes during the month of January. Children engaged in an

activity aimed to practice the concept of “listening and paying attention” from the I Can Problem Solve Curriculum. Children played a game in which one person would hide a little mouse,

called Oddie Mouse, behind one of four different colored

houses. Children took turns guessing which house Oddie was

in. With adult guidance, the children were able to practice

following directions, taking turns, listening, and paying

attention to what the other children were guessing. The game

was also a great opportunity to encourage children to think of

ways to be gentle and caring to the little mouse. Thirty (30) parent summaries were given out this month to

encourage parents to continue practicing these skills at home.

Child Care Initiative Project (CCIP): Yenny Alvarez

In the month of February, we hosted a two session marketing workshop where providers learned how to create

marketing material to promote their childcare business. Providers created materials such as business cards,

flyers, t-shirts, pens, and tote bags with their business logos. Eleven (11) participants attended the first session

and seven (7) participants to session two. Nine (9) providers came to the open lab workshop to work on visual

schedules for their programs and two (2) providers checked out toys from the Toy and Resource Lending Library.

Another successful event was the Parent Café where parents engaged in conversations about resiliency, support

and relationships. The topic for this support group was: “When life gives you lemons…” It was a great experience for parents to talk about how they overcame through difficult situations.

Staff continued to provide technical assistance to three (3) participants with the child care licensing process. The

technical assistance included help with opening a Google email account, registration for licensing orientation,

and registration for CPR and First Aid and Preventative Health classes. One (1) licensed family child care provider

who was inactive, decided to open up again and offered care during evening hours.

Emergency Bridge Program for Foster Children: Kellie Carey

In the month of January, we received four new referrals, reaching six children. Navigation for these referrals

was especially challenging. They included a set of twins under one; two school-age children requiring

transportation, care during school closures, and specialized care for a child who is insulin dependent; and

other children under one in need of care. We were able to help with placements for most of the infants in

licensed child care settings. The family with school-age children is still trying to find the best fit for their

needs. Our child care navigator works hard to assist with child care need but in some cases, such as this one,

the children’s social emotional needs can limit options. In this case the resource parent’s work demands

Page 15 of 110

meant she was in need of holiday care as well as school transportation to and from school. This meant that

the family would need to select two different child care providers for the children, one for school days and

one for holidays. After discussion with the resource parent, and based on the trauma that children have

already experienced, multiple care providers would not be in the best social emotional interest of the children.

With the children’s needs at the forefront, this resource parent is leaning towards staying at home full time so

she can provide for and meet all the needs of the children in her care.

First 5 Improving and Maximizing Programs so All Children Thrive (IMPACT): by Karina Ayala

In the month of February, our monthly training focused on “What is a learning environment,” and how it influences children’s learning and development. Thirteen (13) providers attended. Coach visits focused on Family Child Care Environmental Rating Scales (FCCERS), two providers completed unofficial assessments and

created a quality improvement plan getting them one-step closer to their goal. Quality Counts held a Desired

Results Developmental Profile (DRDP) and Meaningful observation (MO) training with a total of twenty (20)

participants in combined attendance. These participants are planning to implement the assessment tool to

create lesson plans and offer parent teacher conferences in the future.

During the next few months, trainings will focus on understanding children’s social emotional development and the environment, strong emotions and lesson plan implementation.

Child Care Food Program: by Rachel Puente

Child Care Food Program monitors conducted 33 site visits in the month of January. We enrolled three

providers onto the program. One is located in San Miguel, the other provider is located in Nipomo and our last

one is located in Templeton. Once again, we love enrolling new providers and we are excited they have joined

the program. One hundred and sixteen (116) timely claims for reimbursement were processed for over 36,000

December meals served to children in participating family child care homes.

We are getting ready for our upcoming trainings in February, March and April. The trainings help remind

providers about the food program regulations and anything new that is going on in the program. They provide

a great forum for reflection and opportunities to gather new ideas for meals to make healthier choices.

Advocacy activities regarding community, program, or agency priorities

Focus/Issue Activity Result or Impact

SB 234 Meeting with SLO City Fire and SLO

City Planning representatives

Discussed shared advocacy with

State Fire Marshal and ideas to

support child are growth in City of

SLO

2019 Child Care Portfolio Public Comment – First 5 Special

Meeting/Strategic Planning Workshop

Informed Commissioners of newly

released document and reviewed

key data points

2019 Child Care Portfolio Public Comment – Child Care Planning

Council

Informed Councilmembers of

newly released document and

reviewed key data points

Page 16 of 110

Subsidized Child Care: by Mika Buchanan

Our subsidized child care program serves families in San Luis Obispo County that are low income and have a

qualifying need (working, seeking work, education/Training) for child care services. Families choose whom

they wish to care for their child and CCRC reimburses the approved child care services directly to the child care

provider. The California Department of Education and the Department of Social Services of SLO fund CCRC.

The following chart shows the direct child care reimbursements per month and the number of children served

for all subsidized programs.

Direct Services Paid by Month January 2020 February 2020

Children Served 1187 1187

Child Care Payments $800,023.13 $$866,871.09

Child Care Resource Connection Outstations: by Mika Buchanan

Family Resource Specialists are co-located in the Department of Social Service offices throughout the County

of San Luis Obispo. We currently have 5 Specialists covering the 5 DSS office locations. Specialists are there to

provide child care referrals to families looking for child care providers and to enroll all CalWORKs referred

families into the subsidized child care program. Specialists are also liaisons to the DSS workers and CCRC

workers with regard to the clients we serve.

Families requesting child care referrals are directed to contact Outstation workers for a provider listing. The

majority of child care referrals made by Outstation specialists have become “enhanced referrals” where staff makes multiple phone inquiries to providers to locate a child care opening meeting the parent’s need and schedule, as well as utilizes MapQuest when distance and transportation issues impact a parent’s accessibility to services.

Outstation Act ivity February 2020 Count

CD9600 Referrals from DSS to CCRC

Stage 1

Stage 2

WTW Exempt parents

16 families with 27 children were referred for Stage 1

5 families with 12 children were referred for PCW

4 families with 5 children were referred for Diversion

No families were referred as WTW Exempt for Stage

Client Intake Meeting

Stage 1

Stage 2

13 intakes were completed

7 intakes were completed

An additional 4 parents had an appointment for a Stage 1 or

a Stage 2 intake, but did not show for the meeting.

Enrollments 12 families with 17 children were enrolled into Stage 1

4 families with 6 children were enrolled into Stage 2 as

CalWORKs Direct Enrollment, Diversion or PCW

Outstation Contacts 45 phone calls received from parents and providers

regarding services in Stage 1 and Stage 2 Child Care.

Child Care Referrals 22 referrals

Page 17 of 110

Local Child Care Planning Council

Quality Counts (SLO County QRIS): by Britney Ogden

Quality Counts Enrollment

Quality Counts program enrollment is as follows:

Center-based sites: 53

o California State Preschool Programs: 11

o Local Education Agency: 18

o Private Preschool Programs: 10

o Head Start/Early Head Start: 14

Family Child Care Homes: 47

Total Sites enrolled in Quality Counts: 100

Quality Counts Trainings

Date Training Title Description Trainer(s) Participants

February 8,

2020

Social Emotional

Foundations for

Early Learning

(CSEFEL) Module

3A

In this module, participants learn

about the importance of

relationships when working with

young children and families.

Britney Ogden

Marike VanBurden

Shannon Ragsdale

42

February

11, 2020

Program for Infant

Toddler Care

(PITC) Module 9 &

10

The Program for Infant/Toddler

Care (PITC) series. This trainings

focus was (1) Brain Development

in Infancy and How to Stimulate It,

and (2) Discoveries of Infancy.

Allison Biggers 16

February

19, 2019

Environment

Rating Scale (ERS)

Overview

This training is designed for

educators and providers to learn

more about the ERS tools

including Infant Toddler and

Preschool Aged tools.

Britney Ogden 14

Upcoming PD opportunities for March include Program for Infant Toddler Care (PITC), Environment Rating

Scale (ERS) Professional Learning Community, and Social Emotional Foundations for Early Learning (SEFEL)

Module 3B.

Quality Counts Coaching Activity

o Family Child Care Coaching Hours for September: 7.5 hours

o Center-Base Coaching Hours in September: 56.25 hours

During this reporting period, the Family Child Care (FCC) Coach have focused on a variety of topics including

Environment, Social Emotional Foundations, and Use of Child Observation Data. In addition to coaching hours,

the FCC coach provided 1 three hour training on 2/25/20 regarding Learning Environments.

Page 18 of 110

Center-Based coaches have primarily been focusing on providing pre-assessment support in the form of

unofficial assessments and specialized training on assessment tools.

Stipends

Quality Counts offers two stipend tracks:

Education Stipend

• Tier 1 ($1,200) – 6+ units towards a degree in ECE or CD permit upgrade

• Tier 2 ($700) – 3 units towards a degree in ECE or CD permit upgrade

Professional Growth Stipend

• $500 for 21 hours of professional growth

To date, Quality Counts center-based staff have received:

145 total stipend applications

o 106 Professional Growth Applications

o 31 Tier 1 Education Applications

o 8 Tier 2 Education Applications

Capacity Building

First 5 Annual Summit – February 3-5 Irvine, CA

The Summit theme, “Equity in Action: Elevating Children, Families, and California’s Workforce,” represents the natural evolution of this statewide event – from building partnerships, to promoting collective impact, to

providing leadership around critical programs and investments designed to benefit young children and their

families. The Summit provided the perfect forum for the spectrum of early childhood stakeholders to learn

from, collaborate with, and empower one another.

Attendees include Raechelle Bowlay, Britney Ogden, Allison Biggers, David Fimbres, Nataly Renteria, Shana

Paulson, Mariela Rodriguez, Katie Mervin, and Karina Ayala.

Upcoming certifications

Desired Results Developmental Profile Trainer Certification – Allison Biggers and David Fimbres

scheduled to complete on August 2020.

Program Resource: by Sandra Woods, Program Resource Manager:

Our Stage 3 augmentation need has fallen a bit – to roughly $380K as provider payments have been a bit less

than anticipated. Still overall, this is a large need to fully fund this program. We have considerable

administrative expenses that we still have to spend and are looking to fill large expense item needs such as

computers, printers, etc. All in all, we are on track as to our spending and our administrative budget is very

sufficient.

Page 19 of 110

HEAD START/EARLY HEAD START PROGRAM Interim Director Elizabeth “Biz” Steinberg

PROGRAM INFORMATION SUMMARY THROUGH FEBRUARY 29, 2020

Enrollment

Program

Current Enrollment,

Enrollment

Opportunities,

& Reserved Slots

Funded

Enrollment

HS San Luis Obispo 280 280

EHS San Luis Obispo 215 254

EHS Child Care Partnership 164 164

HS/EHS Monterey 175 300

HS San Diego 314 314

EHS San Diego 94 94

Disabilities Enrollment

Program Children 10% Mandate*

HS San Luis Obispo 53 Yes

EHS San Luis Obispo 46 Yes

EHS Child Care Partnership 12 Pending

HS Monterey 10 Pending

EHS Monterey 2 Pending

HS San Diego 43 Yes

EHS San Diego 4 Pending

*The Head Start Performance Standards mandate that we reserve 10% of our funded enrollment for children

with disabilities.

Personnel Report

County New Hires New

Substitutes Terminations

Kern 0 0 0

San Diego 1 1 1

San Luis Obispo 3 0 0

PROGRAM UPDATE

OHS Region IX Visits CAPSLO

Raymond Low, Region IX Program Specialist for the Office of Head Start, visited CAPSLO on February 24 and

25. His schedule took him to the Georgia Brown, Paso Robles, Cuesta College, Step by Step, and Nipomo

centers which he praised for their high-quality. Mr. Low also met with staff, Policy Council parents, and Board

Members at the Southwood Administrative Office. The staff meeting included discussion of upcoming funding

opportunities and CAPSLO’s expansion into Monterey County. The meetings at Southwood were followed by

an impromptu visit to 40 Prado.

Page 20 of 110

Monterey County Grant Update

Submitted by Regional Manager Angie Ramirez

Staff continue to work on enrollment for the Monterey County Expansion. Most sites are operating and the

King City center is awaiting a licensing visit. In San Lucas, staff are recruiting children. For now, San Lucas

children will be served in a family child care option in Castroville.

Center Report: Five Cities Head Start

Submitted by Center Supervisor Maria Orozco

In February, children in Classroom A learned about community helpers, how to identify them, what their roles

are, and who we can get help from in our community. In Classroom B we studied insects. Children made their

own butterflies, experienced real worms, and also learned about bees, ants, and beetles. We read the Very

Hungry Caterpillar and children created their own insects.

At our Parent Meeting, we had a guest speaker who discussed parenting and hygiene. We also presented

information on kindergarten and let parents know that we could support them in getting their children

enrolled.

Page 21 of 110

SAN LUIS OBISPO EARLY HEAD STARTIn-Kind Breakdown

BUDGETED IN-KIND BY TYPE1,713,507

HS 280 52% 898,468

EHS 254 48% 815,039

total 534

Total EHS In-Kind Needed 815,039

BUDGETED IN-KIND BY CENTERCenter Location Child Slots In-KindCambria Cambria 4 1.57% 12,835

Cuesta College SLO 6 2.36% 19,253

Georgia Brown Paso Robles 16 6.30% 51,341

High Street SLO 6 2.36% 19,253

Step by Step Arroyo Grande 18 7.09% 57,759

Sunnyside Los Osos 8 3.15% 25,671

FCC Various 40 15.75% 128,353

HBT Various 156 61.42% 500,575

254 100.00% 815,039

estimate estimate estimate estimate

CenterBudgeted

In-Kind In-Kind April In-Kind May In-Kind June In-Kind July In-Kind Aug In-Kind Sept In-Kind Oct In-Kind Nov In-Kind Dec In-Kind Jan YTD TOTALSAmount

RemainingCambria 12,835 559 1,449 - - 2,822 2,908 250 250 250 250 8,737 4,098 68%

Cuesta College 19,253 619 395 204 - 208 140 400 400 400 400 3,166 16,087 16%

Georgia Brown 51,341 2,979 8,143 6,576 7,035 3,256 3,564 2,000 2,000 2,000 2,000 39,553 11,788 77%

SLOEEC 19,253 2,987 1,911 96 1,367 456 1,096 2,100 2,100 2,100 2,100 16,312 2,941 85%

Step by Step 57,759 5,034 5,548 4,604 4,112 5,437 4,951 2,500 2,500 2,500 2,500 39,685 18,074 69%

Sunnyside 25,671 1,595 1,859 - - 293 1,698 900 900 900 900 9,045 16,625 35%

FCC 128,353 6,800 5,604 9,717 150 11,416 8,081 6,000 6,000 6,000 6,000 65,767 62,585 51%

HBT/Office 500,575 6,307 736 24,084 - 5,499 3,927 6,000 6,000 6,000 6,000 64,552 436,023 13%

TOTAL 815,039 26,879 25,644 45,280 12,664 29,387 26,364 20,150 20,150 20,150 20,150 246,817 568,222 30%

Other Funding Dept. April May June July August September October November December January February March TotalsCCTR CDE 720 51,363 54,465 86,678 11,180 22,493 57,133 69,933 34,993 35,218 48,984 - - 472,439

472,439

719,256$ 88%

Page 22 of 110

Actual: 40% Expected: 50%

Budget Expense thru

Jan 2020 Estimate to Complete

Total Expense

Amount Remaining

% Spent

A. PERSONNEL5020 Salaries and Wages 1,139,932$ 489,536$ 576,683$ 1,066,220$ 73,712$ 94%

B. FRINGE5110 Payroll Taxes 100,753 44,921 50,970 95,891 4,862 95%5120 Health Insurance 341,064 113,716 202,942 316,658 24,406 93%5130 Workers Compensation 45,859 17,183 23,200 40,383 5,477 88%5140 Retirement 38,876 15,383 19,667 35,050 3,826 90%

526,552 191,203 296,779 487,981 38,571 93%D. EQUIPMENT

5630 Capital Purchases 21,812 - 21,812 21,812 - 100%

E. SUPPLIES5510 Office Supplies 840 1,426 1,800 3,226 (2,386) 384%5520 Program Supplies 65,520 19,486 30,900 50,386 15,134 77%5521 Other Supplies 8,064 2,478 1,725 4,203 3,861 52%5522 Information Technology 14,678 3,579 11,082 14,661 17 100%5540 Food Supplies 2,700 855 365 1,220 1,480 45%5920 Copy Charges 120 - 75 75 45 63%5935 Postage 1,800 639 630 1,269 531 71%

93,722 28,463 46,577 75,040 18,682 80%G. CONTRACTUAL

5240 Participant Payments 278,208 114,609 107,000 221,609 56,599 80%5290 Consultants 28,800 13,612 13,200 26,812 1,988 93%5525 Subcontracted Services 22,000 12,546 15,000 27,546 (5,546) 125%

329,008 140,767 135,200 275,967 53,041 84%

H. OTHER5150 Other Employee Benefits 900 1,063 1,200 2,263 (1,363) 251%5310 Local Mileage 1,885 3,891 1,800 5,691 (3,806) 302%5322 Monitoring 6,300 502 450 952 5,348 15%5330 Vehicle Maintenance 15,000 5,827 5,850 11,677 3,323 78%5410 Rent 92,208 42,646 40,566 83,212 8,996 90%5420 Utilities 24,000 10,789 10,450 21,239 2,761 88%5440 Janitorial 6,720 3,784 4,070 7,854 (1,134) 117%5450 Repairs & Maintenance 40,684 16,282 15,990 32,272 8,412 79%5620 Leasehold Improvements 9,700 - 9,700 9,700 - 100%

5640 Equip Repair & Maintenance 4,800 4,304 3,050 7,354 (2,554) 153%

5720 Liability Insurance 11,050 994 9,000 9,994 1,056 90%

5905 Advertising & Recruitment 5,850 1,079 1,300 2,379 3,471 41%

5911 Payroll Processing Fee 3,960 2,292 1,800 4,092 (132) 103%

5940 Printing 3,718 1,088 1,710 2,798 920 75%

5945 Dues & Subscriptions 400 70 150 220 180 55%5950 Telephone 7,800 3,872 4,130 8,002 (202) 103%5965 Health Exams & Supplies 2,400 1,081 525 1,606 794 67%5970 Parent Involvement 2,400 480 725 1,205 1,195 50%5991 Laundry 144 71 90 161 (17) 111%

239,919 100,115 112,556 212,671 27,248 89%

6000 Indirect 185,555 76,007 92,648 168,654 16,900 91%TRAINING AWARD

DEPT 246 Training expenses 59,066 23,940 27,000 50,940 8,126 86%

TOTAL EXPENDITURES 2,595,566$ 1,050,030$ 1,309,255$ 2,359,285$ 236,281$ (1) 91%

Community Action Partnership of San Luis Obispo County, Inc. Early Head Start Partnership YTD Actuals by Categories - FYE 7/31/20

Page 23 of 110

SAN LUIS OBISPO EARLY HEAD START CCPIn-Kind Breakdown

BUDGETED IN-KIND BY CENTERCenter Location Child Slots In-KindFCC KERN KERN 80 48.78% 326,153

Borrego Springs SD 4 2.44% 16,308

Cambria Cambria 4 2.44% 16,308

Cuesta SLO 8 4.88% 32,615

SLOEEC SLO 6 3.66% 24,461

Paso Robles Paso Robles 8 4.88% 32,615


Ruben J Blunt Bakersfield 4 2.44% 16,308

Sunset Bakersfield 24 14.63% 97,846

Tierra Serena Shafter 18 10.98% 73,384

164 100.00% 668,613

Estimated Estimated Estimated Estimated

CenterBudgeted

In-Kind In-Kind Aug In-Kind Sept In-Kind Oct In-Kind Nov In-Kind Dec In-Kind Jan YTD

TOTALSAmount

RemainingFCC KERN 326,153 6,795 4,721 4,500 4,500 4,500 4,500 29,515 296,637 9%

Borrego Springs 16,308 1,067 750 750 750 750 4,067 12,241 25%

Cambria 16,308 - 375 375 375 375 1,500 14,808 9%

Cuesta 32,615 82 82 150 150 150 150 764 31,851 2%

High Street 24,461 350 350 350 350 1,400 23,061 6%

Paso Robles 32,615 400 400 400 400 1,600 31,015 5%

Sunnyside 32,615 750 750 750 750 3,000 29,615 9%

Ruben J Blunt 16,308 283 236 250 250 250 250 1,519 14,789 9%

Sunset 97,846 2,616 2,747 1,200 1,200 1,200 1,200 10,163 87,683 10%

Tierra Serena 73,384 2,078 3,979 750 750 750 750 9,056 64,328 12%

TOTAL 668,613 11,853 12,832 9,475 9,475 9,475 9,475 62,584 606,029

Other Funding Dept. Aug Sept Oct Nov Dec JanCMIG and CCTR 705 & 712 64,315 104,100 145,693 94,476 88,858 100,730

660,756$ 99%

Page 24 of 110


Budget Expense thru

Jan 2020 Estimate to

Complete Total

Expense Amount

Remaining % Spent

A. PERSONNEL5020 Salaries and Wages 1,712,639$ 1,445,868$ 301,199$ 1,747,066$ (34,427)$ 102%

B. FRINGE5110 Payroll Taxes 150,116 125,558 26,352 151,911 (1,795) 101%

5120 Health Insurance 424,420 332,546 109,101 441,647 (17,227) 104%

5130 Workers Comp 68,939 59,818 12,923 72,741 (3,802) 106%

5140 Retirement 38,214 55,323 11,000 66,323 (28,109) 174%

681,689 573,245 159,376 732,621 (50,932) 107%C. OUT OF COUNTY TRAVEL

5320 Out of County Travel 461 989 (412) 577 (116) 125%

E. SUPPLIES5510 Office Supplies 2,400 2,591 900 3,491 (1,091) 145%

5520 Program Supplies 85,446 67,576 15,750 83,326 2,120 98%

5521 Other Supplies 12,960 5,899 1,800 7,699 5,261 59%

5522 Information Technology 30,832 16,725 3,500 20,225 10,607 66%

5540 Food Supplies 1,500 3,976 400 4,376 (2,876) 292%

5920 Copy Charges 1,620 650 20 670 950 41%5935 Postage 1,560 1,186 200 1,386 174 89%

136,318 98,603 22,570 121,173 15,145 89%G. CONTRACTUAL

5220 Legal 200 - 200 0%

5240 Participant Payments 179,548 111,138 18,000 129,138 50,410 72%5290 Consultants 10,000 19,289 2,600 21,889 (11,889) 219%

189,748 130,427 20,600 151,027 38,721 80%H. OTHER

5150 Other Employee Benefits 2,400 2,271 160 2,431 (31) 101%5310 Local Mileage 972 1,860 500 2,360 (1,388) 243%5330 Vehicle Maintenance 29,860 25,458 5,000 30,458 (598) 102%5351 Pupil Transportation 300 225 - 225 75 75%

5410 Rent 134,544 100,418 20,800 121,218 13,326 90%

5420 Utilities 29,125 20,758 4,000 24,758 4,367 85%

5440 Janitorial 10,260 8,148 2,000 10,148 112 99%

5450 Repairs & Maintenance 58,182 41,973 8,000 49,973 8,209 86%

5620 Leasehold Improvements 21,000 6,810 6,000 12,810 8,190 61%

5640 Equip Repair & Maint 9,930 7,571 350 7,921 2,009 80%

5720 Liability Insurance 29,267 24,079 - 24,079 5,188 82%

5905 Recruitment 4,160 2,066 720 2,786 1,374 67%

5911 Payroll Processing Fee 11,040 5,910 - 5,910 5,130 0%

5940 Printing 4,000 5,286 1,000 6,286 (2,286) 157%

5945 Dues & Subscriptions 875 1,297 450 1,747 (872) 200%

5950 Telephone 14,700 19,157 2,800 21,957 (7,257) 149%

5955 Training 250 1,636 - 1,636 (1,385.60) 0%

5965 Health Exams & Supplies 2,880 2,769 100 2,869 11 100%5970 Parent Involvement 5,400 5,099 800 5,899 (499) 109%

369,145 282,791 52,680 335,471 33,674 91%

6000 Indirect 245,520 202,009 44,001 246,010 (490) 100%

TRAINING AWARDDept 226 Training expenses 76,676 60,499 2,376 62,875 13,801 82%

TOTAL EXPENDITURES 3,412,196$ 2,794,431$ 602,390$ 3,396,820$ 15,376$ 100%

Community Action Partnership of San Luis Obispo County, Inc. Early Head Start YTD Actuals by Categories - FYE 3/31/20

Page 25 of 110


Budget Expense thru

Jan 2020 Estimate to Complete

Total Expense

Amount Remaining

% Spent

A. PERSONNEL

5020 Salaries 1,753,555$ 1,442,795$ 305,965$ 1,748,760$ 4,795$ 100%B. FRINGE BENEFITS

5110 Payroll Taxes 157,316 123,818 28,469 152,287 5,029 97%

5120 Health Insurance 486,738 395,249 127,076 522,325 (35,587) 107%

5130 Workers Compensation 70,670 73,850 13,002 86,852 (16,182) 123%

5140 Retirement 69,885 70,675 13,846 84,521 (14,636) 121%

784,609 663,591 182,394 845,985 (61,376) 108%C. OUT OF COUNTY TRAVEL

5320 Out of County Travel 3,123 2,930 - 2,930 193$ 94%E. SUPPLIES

5510 Office Supplies 2,400 4,447 1,000 5,447 (3,047) 227%

5520 Program Supplies 69,787 58,117 12,500 70,617 (830) 101%

5521 Other Supplies 4,900 272 500 772 4,128 16%5522 IT Supplies 34,415 19,453 3,850 23,303 11,112 68%

5540 Food Supplies 3,000 3,920 600 4,520 (1,520) 151%

5920 Copy Charges 2,400 1,243 400 1,643 757 68%

5935 Postage 1,500 1,593 300 1,893 (393) 126%

118,402 89,045 19,150 108,195 10,207 91%F. CONTRACTUAL

5220 Legal 150 - - - 150 0%

5290 Consultants/Contractors 18,500 22,926 - 22,926 (4,426) 124%

18,650 22,926 - 22,926 (4,276) 123%H. OTHER

5150 Employee Benefits 4,100 4,108 620 4,728 (628) 115%

5310 Local Mileage 1,620 1,928 1,170 3,098 (1,478) 191%

5330 Vehicle Maintenance 35,000 26,607 4,500 31,107 3,893 89%

5351 Pupil Transportation 19,746 13,296 3,200 16,496 3,250 84%

5410 Rent 90,304 72,465 3,400 75,865 14,439 84%

5411 Mortgage Payments 35,424 27,286 5,997 33,283 2,141 94%

5420 Utilities 57,456 35,595 5,600 41,195 16,261 72%

5440 Janitorial 12,768 10,591 800 11,391 1,377 89%

5450 Repairs for Centers 69,642 63,761 10,000 73,761 (4,119) 106%

5620 Leasehold Improvements 43,000 21,615 15,500 37,115 5,885 86%

5640 Equip Repair & Maint 17,800 9,301 800 10,101 7,699 57%

5720 Liability Insurance 30,815 27,870 - 27,870 2,945 90%

5905 Recruitment 7,500 7,363 1,000 8,363 (863) 112%

5911 Payroll Processing Fee 17,136 11,763 - 11,763 5,373 69%

5940 Printing 5,100 4,584 800 5,384 (284) 106%

5945 Dues & Subscriptions 1,500 1,825 - 1,825 (325) 122%

5950 Telephone 15,960 21,643 3,000 24,643 (8,683) 154%

5955 Training 250 1,641 - 1,641 (1,391) 0%

5965 Medical/Dental Supplies 4,320 3,764 60 3,824 496 89%

5970 Parent Activity Fund 4,320 2,522 90 2,612 1,708 60%

5991 Laundry 720 597 75 672 48 93%

474,481 370,124 56,612 426,737 47,744 90%

6000 Indirect 248,786 205,584 43,889.72 249,473 (688) 100%

TRAINING AWARD

Training expenses 40,224 35,191 722 35,913 4,311 89%

TOTAL EXPENDITURES 3,441,830$ 2,832,187$ 608,733$ 3,440,919$ 910$ 100%

Community Action Partnership of San Luis Obispo County, Inc. Head Start YTD Actuals by Categories - FYE 3/31/20

Dept 210

Page 26 of 110

SAN LUIS OBISPO HEAD STARTIn-Kind Breakdown

1,713,507 HS 280 52% 898,468

EHS 254 48% 815,039

total 534

Total HS In-Kind Needed 898,468

BUDGETED IN-KIND BY CENTERCenter Location Child Slots In-KindAtascadero ED Atascadero 20 7.14% 64,176

Atascadero FD Atascadero 16 5.71% 51,341

Cambria Cambria 24 8.57% 77,012

CWR SLO 16 5.71% 51,341

Five Cities Oceano 36 12.86% 115,517

Cuesta SLO 16 5.71% 51,341

Stern Nipomo 24 8.57% 77,012

Oceano Oceano 16 5.71% 51,341

Paso Robles ED/FD Paso Robles 40 14.29% 128,353

Sequoia Morro Bay 16 5.71% 51,341

Las Vinas Shandon 8 2.86% 25,671


Tierra Serena Shafter 20 7.14% 64,176

HBT 12 4.29% 38,506

280 100.00% 898,468

estimate estimate estimate estimate

CenterBudgeted

In-Kind In-Kind Apr In-Kind May In-Kind June In-Kind July In-Kind Aug In-Kind Sept In-Kind Oct In-Kind Nov In-Kind Dec In-Kind JanYTD

TOTALSAmount

RemainingAtascadero XD 64,176 831 - 1,775 - 608 858 - - - - 4,072 60,104 6%

Atascadero FD 51,341 3,764 - 1,082 - 1,957 - - - - - 6,803 44,538 13%

Cambria 77,012 4,197 14,247 2,238 3,451 10,615 6,359 100 100 100 100 41,507 35,505 54%

CWR 51,341 1,291 1,291 1,291 1,291 1,291 800 800 800 800 9,655 41,686 19%

Cuesta 51,341 4,089 2,133 - - 1,507 1,350 - - - - 9,078 42,263 18%

Five Cities 115,517 3,099 2,990 2,812 2,812 3,717 3,335 3,000 3,000 3,000 3,000 30,767 84,751 27%

Stern 77,012 475 454 323 236 1,663 870 1,200 1,200 1,200 1,200 8,821 68,191 11%

Oceano 51,341 1,451 425 - - - - - - - 1,876 49,465 4%

Paso Robles ED/FD 128,353 5,758 5,690 3,459 3,036 4,170 6,210 2,500 2,500 2,500 2,500 38,323 90,029 30%

Sequoia 51,341 740 942 596 537 500 500 500 500 4,816 46,525 9%

Las Vinas 25,671 - - - - - - 25,671 0%

Sunnyside 51,341 4,420 4,221 1,125 1,125 2,983 3,341 2,500 2,500 2,500 2,500 27,215 24,126 53%

Tierra Serena 64,176 - - - - - - - - 64,176 0%

HBT/Office 38,506 11 - - - 205 2,000 2,000 2,000 2,000 8,216 30,290 21%

TOTAL 898,468 30,126 32,394 14,701 12,489 28,511 22,527 12,600 12,600 12,600 12,600 191,148 707,320 21%

Other Funding Dept. April May June July August September October November December January February March TotalsCSPP CDE 780 96,820 147,450.31 257,748 56,449 50,117 132,708 158,164 121,204 125,443 119,287 1,265,390

1,456,538$ 162%

Page 27 of 110

Community Action Partnership of San Luis Obispo County, Inc.Monterey Early Head Start Startup 237 YTD Actuals by Categories - FYE 6/30/20

Contract # 09CH01137-01-0058.33% into current year

Expense thru

1/31/2020

A. PERSONNEL5020 Salaries 80,106$ 17,774$ 62,332$ 22%

B. FRINGE5110 Payroll Taxes 7,129 1,395 5,734 20%

5120 Health Insurance 17,463 2,666 14,797 15%

5130 Workers Compensation 3,124 396 2,728 13%

5140 Retirement 721 - 721 0%

28,437 4,456 23,981 16%D. EQUIPMENT

5630 Capital Purchases 392,480 91,752 300,728 23% 8 vehicles

E. SUPPLIES5520 Program Supplies 231,963 47,107 184,856 20%

5522 IT Supplies 104,004 1,047 102,957 1%

335,967 48,153 287,814 14%F. CONTRACTUAL

5290 Consultants 1,021 917 104 90%

H. OTHER5322 Monitoring - 3,789 (3,789) - PDI team

5330 Vehicle Maintenance - 234 - - PDI team

5450 Facility Repairs & Maint 258,949 8,624 250,325.22 3%

5620 Leasehold Improvements 332,381 - 332,381.00 0%

5905 Recruitment - 1,362 (1,361.64) -

591,330 14,008 577,556 2%

6000 Indirect 56,901 6,825 50,095 12%

TOTAL EXPENDITURES 1,486,242$ 183,886$ 1,302,609$ 12.36%

Budget Amount

Remaining % YTD Spent

Notes

Page 28 of 110

Community Action Partnership of San Luis Obispo County, Inc.Monterey Head Start 230 YTD Actuals by Categories - FYE 6/30/20

Contract # 09CH01137-01-0058.33% into current

Expense thru

1/31/2020

A. PERSONNEL5020 Salaries 1,498,287$ 133,316$ 1,364,971$ 9%



5130 Workers Compensation 58,707 4,595 54,112 8%

5140 Retirement 12,282 1,906 10,376 16%

531,108 35,763 495,345 7%C. OUT OF COUNTY TRAVEL

5320 Out of County Travel - - - -D. EQUIPMENT

5630 Capital Purchases 24,000 - 24,000 0%E. SUPPLIES

5510 Office Supplies 1,836 786 1,050 43%

5520 Program Supplies 35,740 4,763 30,977 13%

5521 Program Supplies FCC 17,640 - 17,640 0%

5522 IT Supplies 21,978 - 21,978 0%

5540 Food Supplies 3,468 1,491 1,977 43%

5920 Copy Charges 1,102 - 1,102 0%

5935 Postage 2,162 277 1,885 13%

83,926 7,317 76,609 9%F. CONTRACTUAL

5220 Legal 340 340 0%5290 Consultants 22,797 757 22,040 3%

23,137 757 22,380 3%H. OTHER

5150 Employee Benefits 1,547 - 1,547 0%

5240 Provider Payments 290,997 2,853 288,144 1%

5310 Local Mileage 1,844 344 1,500 19%

5322 Monitoring 2,244 2,636 (392) 117% PDI team trav

5330 Vehicle Maintenance 8,868 1,051 7,817 12%

5410 Rent 89,348 4 89,344 0%

5420 Utilities 19,535 5,279 14,256 27%

5440 Janitorial 5,141 1,834 3,307 36%

5450 Facility Repairs & Maint 10,771 1,741 9,030 16%

5620 Leasehold Improvements - - - -

5640 Equip Repair & Maint 8,486 2,028 6,458 24%

5720 Liability Insurance 21,277 3,177 18,100 15%

5905 Recruitment 4,712 2,804 1,908 60%

5911 Service Fees 9,588 - 9,588 0%

5940 Printing 2,570 1,792 778 70%

5945 Dues & Subscriptions 1,836 - 1,836 0%

5950 Telephone 7,458 1,037 6,421 14%

5955 Training - - - -

5965 Medical/Dental Supplies 1,836 2,284 (448) 124%

5970 Parent Activity Fund 3,335 79 3,256 2%

491,393 28,943 462,450 6%

TRAINING AWARDDept 232 Training expenses 28,000 12,863 15,137 46%

6000 Indirect 210,229 17,517 193,741 8%


Budget Amount


Notes

Page 29 of 110

Community Action Partnership of San Luis Obispo County, Inc.Monterey Head Start Startup 233 YTD Actuals by Categories - FYE 6/30/20

Contract # 09CH01137-01-0058.33% into current yr

Expense thru

1/31/2020

A. PERSONNEL5020 Salaries 97,907$ 143,416$ (45,509)$ 146%

B. FRINGE5110 Payroll Taxes 8,714 11,468 (2,754) 132%


5130 Workers Compensation 3,819 985 2,834 26%

5140 Retirement 881 - 881 0%

34,758 21,661 13,097 62%

C. OUT OF COUNTY TRAVEL

5320 Out of County Travel - - - -

D. EQUIPMENT5630 Capital Purchases 574,586 88,988 485,598 15% 8 vehicles

E. SUPPLIES5520 Program Supplies 234,337 159,013 75,324 68%

5522 IT Supplies 105,068 10,188 94,880 10%

339,405 169,201 170,204 50%F. CONTRACTUAL

5290 Consultants 1,979 1,833 146 93%

1,979 1,833 146 93%H. OTHER

5322 Monitoring - 19,539 (19,539) -PDI team

travel

5330 Vehicle Maintenance - 1,925 (1,925) - " "

5450 Facility Repairs & Maint 502,051 27,386 474,665 5%

5620 Leasehold Improvements 644,419 13,755 630,664 2%

5905 Recruitment - 8,875 (8,875) -

1,146,470 71,479 1,074,991 6%

6000 Indirect 77,545 31,507 46,038 41%


Budget Amount


Notes

Page 30 of 110

Community Action Partnership of San Luis Obispo County, Inc.Monterey Early Head Start 234 YTD Actuals by Categories - FYE 6/30/20

Contract # 09CH01137-01-0058.33% into current year

Expense thru

1/31/2020

A. PERSONNEL5020 Salaries 1,050,337$ 186,975$ 863,362$ 18%



5130 Workers Compensation 43,823 4,810 39,013 11%

5140 Retirement 12,079 2,369 9,710 20%

426,593 42,021 384,572 10%E. SUPPLIES

5510 Office Supplies 864 501 363 58%


5521 Program Supplies FCC 17,640 - 17,640 0%

5522 IT Supplies 10,342 - 10,342 0%

5540 Food Supplies 2,016 57 1,959 3%

5920 Copy Charges 518 - 518 0%

5935 Postage 1,018 - 1,018 0% 48,820 5,238 43,582 11%

F. CONTRACTUAL5220 Legal 160 - 160 0%5290 Consultants 10,728 491 10,237 5%

10,888 491 10,397 5%H. OTHER

5150 Employee Benefits 728 - 728 0%


5310 Local Mileage 868 - 868 0%

5322 Monitoring 1,056 - 1,056 0%

5330 Vehicle Maintenance 4,173 323 3,850 8%

5410 Rent 44,113 - 44,113 0%

5420 Utilities 9,193 1,369 7,824 15%

5440 Janitorial 2,419 1,603 816 66%

5450 Facility Repairs & Maint 5,069 724 4,345 14%


5720 Liability Insurance 9,629 - 9,629 0%

5905 Recruitment 2,218 914 1,304 41%

5911 Service Fees 4,512 - 4,512 0%

5940 Printing 1,210 667 543 55%

5945 Dues & Subscriptions 864 - 864 0%

5950 Telephone 3,510 445 3,065 13%

5965 Medical/Dental Supplies 749 746 3 100%


464,839 27,816 437,023 6%

TRAINING AWARDDept 236 Training expenses 41,851 5,700 36,151 14%

6000 Indirect 160,118 21,459 138,659 13.4%


Budget Amount


Notes

Page 31 of 110

Community Action Partnership of San Luis Obispo County, Inc.

San Diego Head Start YTD Actuals by Categories - FYE 3/31/20

ContractYTD# 09CH010460-03-00r- __,,..,,...,~_:_-----------------------8"'3'-'3"'3.:..:,% into current year

Expensethru

1/31/2020

Budget

A. PERSONNEL

5020 Salaries $ 1,708,120

B. FRINGE

5110 Payroll Taxes 151,203

5120 Health Insurance 414,138

5130 Workers Compensation 66,881

5140 Retirement 67,059

699,281


5320 Out of County Travel 9,044

E. SUPPLIES5510 Office Supplies 3,250

5520 Program Supplies 53,635

5522 IT Supplies 59,721

5540 Food Supplies 34,729

5920 Copy Charges 600

5935 Postage 3,750

155,685

F. CONTRACTUAL5220 Legal 375

5290 Consultants 29,375

5525 Contractual 505,709

535,459

H. OTHER

5150 Employee Benefits 2,118

5310 Local Mileage 3,645

5322 Monitoring 3,900

5330 Vehicle Maintenance 13,058

5410 Rent 248,082

5420 Utilities 25,415

5440 Janitorial 12,824

5450 Repairs for Centers 40,238

5620 Leasehold Improvements 35,000

5640 Equip Repair & Maint 11,300

5720 Liability Insurance 30,139

5905 Recruitment 7,615

5911 PR Fees 18,017

5940 Printing 2,820

5945 Dues & Subscriptions

5950 Telephone 10,312

5955 Training

5965 Medical/Dental Supplies 7,360

5970 Parent Activity Fund 6,700

478,543

6000 Indirect 284,090

TRAINING AWARD

Dept 265 Training expenses 45,627

TOTAL EXPENDITURES $ 3,915,849

In·kind Based on Budget

In-Kind Needed $ 978,962

In·kind Reportedwi4119 ·1/20 est. (1,150,206)

Under(Over}YTD $ (171,244)

117%

Expected to

Complete

TotalExpense

%YTDSpent

% ETC

SpentVariance

$ 1,372,126 $ 278,536

120,599 23,374

258,485 75,856

58,742 11,977

53,474 10,541

491,301 121,748

8,620 1,000

9,443 9,227

46,945 14,978

43,151 14,391

51,066 4,700

13

5,072 1,000

155,689 44,296

17,236 3,600

344,568 105,400

361,804 109,000

12,595 353

603 250

2,031 2,000

10,984 3,656

187,529 37,400

20,056 4,000

9,558 2,700

20,508 14,726

35,000

11,276 3,200

26,497 3,642

5,131 1,308

14,005 3,000

1,596

1,530

13,356 2,660

20,094 5,400

4,876 2,299

7,948 1,200

370,173 122,794

220,777 51,390

45,627

$ 3,026,116 $ 728,764

77%

Based on Spending

$ 756,529

(1,150,206)

$ (393,677)

$ 1,650,662 $ 57,458 80% 97% Add'i shared wi State.

143,973 7,230 80% 95%

334,341 79,797 62% 81%

70,719 (3,838) 88% 106%

64,016 3,043 80% 95%

613,049 86,232 70% 88%

9,620 (576) 95% 106%

18,670 (15,420) 291% 574%

61,923 (8,288) 88% 115% New Admin/Socialization space

57,542 2,179 72% 96% setup

55,766 (21,037) 147% 161%

13 587 2% 2%

6,072 (2,322) 135% 162%

199,985 (44,300) 100% 128%

375 0% 0%

20,836 8,539 59% 71%

449,968 55,741 68% 89%

470,804 64,655 68% 88%

12,948 (10,830) 595% 611% Service awards not budgeted

853 2,792 17% 23%

4,031 (131) 52% 103%

14,640 (1,582) 84% 112%

224,929 23,153 76% 91% Add'i Rent shared wi state.

24,056 1,359 79% 95%

12,258 567 75% 96%

35,234 5,004 51% 88%

35,000 0 0% 100% LHI funds to be used for

14,476 (3,176) 100% 128% Ramona site parking lot

30,139 0 88% 100%

6,439 1,176 67% 85%

17,005 1,012 78% 94%

1,596 1,224 57% 57%

1,530 (1,530)

16,016 (5,704) 130% 155%

25,494 (25,494) Admin training unbudgeted

7,175 185 66% 97%

9,148 (2,448) 119% 137%

492,967 (14,424) 77% 103%

272,167 11,923 78% 96%

45,627 0 100% 100%

$ 3,754,880 $ 160,969 77% 96%

Cost perChild

$ 12,471 Budgeted Cost per Child

$ 9,637 YTD Cost per Child

314 Budgeted Enrollment

Page 32 of 110

A. PERSONNEL

5020 Salaries

B. FRINGE

5110 Payroll Taxes

5120 Health Insurance

5130 Workers Compensation

5140 Retirement


5320 Out of County Travel

E. SUPPLIES

5510 Office Supplies

5520 Program Supplies

5522 IT Supplies

5540 Food Supplies

5920 Copy Charges

5935 Postage

F. CONTRACTUAL

5220 Legal

5290 Consultants

H. OTHER

5150 Employee Benefits

5310 Local Mileage

5322 Monitoring

5330 Vehicle Maintenance

5410 Rent

5420 Utilities

5440 Janitorial

5450 Repairs for Centers

5640 Equip Repair & Maint

5720 Liability Insurance

5905 Recruitment

5911 PR Fees

5940 Printing

5945 Dues & Subscriptions

5950 Telephone

5955 Training

5965 Medical/Dental Supplies

5970 Parent Activity Fund

6000 Indirect

TRAINING AWARD

Dept 268 Training expenses

TOTAL EXPENDITURES


San Diego Early Head Start YTD Actuals by Categories - FYE 3/31/20

ContractYTD# 09CH01 0460-03-008333% into current year

ExpenseExpected Total % YTD % ETCBudget thru Variance

1/31/2020to Complete Expense Spent Spent

$ 665,788 $ 522,940 $ 119,034 $ 641,974 $23,814 79% 96%

60,187 44,872 13,871 58,743 1,444 75% 98%

172,087 128,063 29,307 157,370 14,717 74% 91%

30,016 17,603 3,421 21,024 8,992 59% 70%

9,700 11,562 2,851 14,413 (4,713) 119% 149%

271,990 202,100 49,449 251,549 20,441 74% 92%

2,260 3,484 3,484 (1,224) 154% 154%

480 1,598 1,554 3,152 (2,672) 333% 657%

33,715 21,613 6,403 28,016 5,699 64% 83% New socialization space

5,086 12,117 600 12,717 (7,631) 238% 250% new network switches for

5,607 11,483 1,600 13,083 (7,476) 205% 233% wireless & 2 computers

180 180 180 0 0% 100%

540 1,740 330 2,070 (1,530) 322% 383%

45,608 48,552 10,667 59,219 (13,611) 106% 130%

375 375 0% 0%

19,650 15,375 2,800 18,175 1,475 78% 92%

20,025 15,375 2,800 18,175 1,850 77% 91%

912 2,040 656 2,696 (1,784) 224% 296% Award Ceremony

975 276 50 326 649 28% 33%

970 460 370 830 140 47% 86%

5,478 3,672 1,514 5,186 292 67% 95%23,180 23,339 5,600 28,939 (5,759) 101% 125% New socilization space

10,740 9,370 1,800 11,170 (430) 87% 104%

3,646 5,134 725 5,859 (2,213) 141% 161%

4,994 5,653 1,100 6,753 (1,759) 113% 135%1,880 1,547 461 2,007 (127) 82% 107%4,761 988 3,773 4,761 0 21% 100%1,124 649 325 974 150 58% 87%2,172 1,724 382 2,106 66 79% 97%

360 514 69 583 (223) 143% 162%

392 392 (392)

2,100 2,170 261 2,430 (330) 103% 116%

8,136 360 8,496 (8,496)

2,162 1,570 330 1,900 262 73% 88%2,780 4,480 550 5,030 (2,250) 161% 181%

68,234 72,114 18,326 90,440 (22,206) 106% 133%

85,912 69,165 16,022 85,187 725 81% 99%

27,769 27,769 27,769 0 100% 100%

$ 1,187,586 $ 961,499 $ 216,298 $ 1,177,796 $ 9,790 81% 99%

81%

In·kind

In·Kind Needed

In·kind Reported 4119 ·1/20 est.

Under(Over) YTD

Cost per Child


$ 10,229 YTD Cost per Child

94 Budgeted Enrollment

Based on Budget Based on Spending

$ 296,897 $ 240,375

(82,999) (82,999)

$ 213,897 $ 157,375

28%

Page 33 of 110

MIGRANT AND SEASONAL HEAD START PROGRAM

Deputy Director Flora Chacon

PROGRAM INFORMATION SUMMARY

Base Grant (MSHS and MSEHS)

Cumulative Enrollment: 1,419; Total Funded Enrollment: 2,146

Current Enrollment: 152

Note: MSHS enrollment is a cumulative number from 9/1

EHS-CC Partnership Grant

Cumulative Enrollment: 279; Total Funded Enrollment: 348


Note: MSHS enrollment is a cumulative number from 9/1

EHS-CC Partnership Expansion Grant



EHS-CC Partnership III Grant



Disabilities Enrollment through February 29, 2020

Grant IEP/IFSP Children % of Funded

Enrollment

Base IFSP 43 5.7%

Base IEP 51

Partnership IFSP 22 8%

Partnership IEP 6

Expansion IFSP 2 3.4%

Expansion IEP 1

3rd Partnership IFSP 8 11.4%

Totals: 133 6.24%

PROGRAM UPDATE

MSHS Program Director

Migrant and Seasonal Head Start Area Mangers and Family Child Care Coordinators had the opportunity to

participate in an ERSEA Training focusing on Recruitment and Enrollment data facilitated by Flora Chacon.

Those in attendance reviewed their specific Counties enrollment data from 2017-2019. Strengths, trends and

challenges were identified followed with an action plan on how to merit great achievements in the coming

months.

Administrative staff is working collaboratively with their Planning Specialist to complete the various content

areas for the upcoming 5 year Grant due June 1st. Sub-committee’s have been meeting to draft new 5 year Goals and Objectives that align with new segments of the revised Head Start Program Performance Standards.

Program Options and Staff

Family Child Care Coordinators continue to actively recruit for the Partnership Grants. Ventura County

continues to stride in full operation at its sites. Area Managers from all Counties have notified staff of return

Page 34 of 110

dates for the upcoming season. Recruitment efforts include staff returning sooner to canvass corresponding

areas for new families in the area unaware of the services offered.

MSHS POLICY COUNCIL UPDATE

MSHS did not have an Executive Policy Council meeting in the month of February.

Page 35 of 110


MSEHS Early Supplemental Funding

YTO Actuals by Categories - FYEI8/31/20

UDdated 2/24/20Expense

%Budget thru Variance

SpentNotes

Jan 20

A. PERSONNEL

5020 Program SalariesLJ $ 698,895 $ 204,323 494,572 29%

B. FRINGE

5110 PR Taxes 64,618 16,895 47,723 26%

5120 Health Insurance 180,937 73,394 107,543 41%5130 Workers' Compensation 30,645 7,848 22,797 26%

5140 Retirement 14,076 5,804 8,272 41%

290,276 103,942 186,334 36%


5320 Out of County Travel 1,226 63 1,163 5%

E. SUPPLIES

5510 Office Supplies 564 44 520 8%

5520 Program Supplies 30,348 7,358 22,990 24%5521 Program Supplies Other 34,256 4,611 29,645 13%

5522 Program Supplies IT 20,162 1,491 18,671 7%5540 Food Supplies 800 101 699 13%

5935 Postage 1,200 145 1,055 12%

87,330 13,749 73,581 16%

H. OTHER

5150 Employee Health & Welfare 500 213 287 43%


5290 Consultants 5,960 3,862 2,098 65%5310 Local Mileage 232 502 (270) 216%5322 Monitoring 250 250 0%

5330 Vehicle Maint Exp 6,840 1,787 5,053 26%

5351 Pupil Transportation 640 237 403 37%

5410 Rent 47,883 19,784 28,099 41%

5420 Utilities 20,400 7,673 12,727 38%

5440 Janitorial 4,800 1,152 3,648 24%5450 Repairs for Centers 21,000 6,713 14,287 32%

5620 Leasehold Improvements 6,135 2,056 4,079 34%


5720 Liability Insurance 12,540 12,540 0%

5905 Advertising & Recruiting 1,600 715 885 45%5911 Service Fees 3,584 1,912 1,672 53%

5940 Printing 1,200 2 1,198 0%

5945 Dues & Subscriptions 2,100 19 2,081 1%

5950 Telephone 2,280 888 1,392 39%5955 Training 250 797 (547) 319%

5965 Medical & Dental Exams 3,750 503 3,247 13%


745,051 195,568 549,483 26%

6000 Indirect 145,332 41,247 104,085 28%

OPERATING BUDGET 1,968,110 558,892 1,409,218 28%

TRAINING AWARD

Dept 686 Training expenses 45,242 10,049 35,193 22%

TOTAL EXPENDITURES $ 2,013,352 $ 568,941 $ 1,444,411 28%

$ 3,512 Actual Cost per Child at 1/31


Page 36 of 110

COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.

MIGRANT AND SEASONAL EARLY SUPPLEMENTAL HEAD START

2019 - 2020 ENROLLMENT

ACTUAL ACTUAL ACTUALBUDGETED DAILY DAILY DAILYxutsrpnihgedcaVTSRPNJEDCB

DEPT CENTER ENROLLMENT ENROLL % ENROLL % ENROLL %685 Little Angels (King City) 16LJ - 0% - 0% 0%

Glenwood (Delano) 16 - 0% - 0% 0%Milagro (Arvin) 8 - 0% - 0% 0%Buena Vista (Lamont) 8 - 0% - 0% 0%

CENTERS TOTAL 48 - 0% - 0% - 0%

November 2019 December 2019 January 2020

Child Counts Child Counts Child Counts

BUDGETED ACTUAL ACTUAL ACTUALDEPT CENTER ENROLLMENT ENROLL % ENROLL % ENROLL %685 FCC - SANTAMARIA 2 35 18 51% 20 57% 0%

FCC - S MONT 1 29 - 0% - 0% 0%FCC - N MONT 1 29 - 0% - 0% 0%

FCCS TOTAL 93 18 19% 20 22% - 0%

PREGNANT MOTHERS

MSHS SUPPLEMENTAL

TOTAL

21 1 7133% 1 1 1 5% 6129% 1

1621 25115% 1 21 113% 1 61 4%

Page 37 of 110


MSEHS 1st Partnership Funding - ContractLJ# 90HMOOO019

YTO Actuals by Categories - FYE 8/31/20UndatedI 1/23/2020

BudgetExpense

Variance%

Notesthru Jan 2020 Spent

A.PERSONNEL

5020 Program Salaries $ 1,791,544 $ 628,004 $ 1,163,540 35%

B. FRINGE

5110 PR Taxes 161,851 53,001 108,850 33%


5130 Workers' Compensation 71,096 21,933 49,163 31%

5140 Retirement 36,072 16,950 19,122 47%

694,157 244,848 449,309 35%



E. SUPPLIES

5510 Office Supplies 3,500 369 3,131 11%


5521 Program Supplies Other 97,210 23,218 73,992 24%

5522 Program Supplies IT 24,985 9,198 15,787 37%

5540 Food Supplies 1,440 361 1,079 25%

5920 Copy Charges 160 160 0%

5935 Postage 6,720 1732 4,988 26%

182,913 49,405 133,508 27%

H.OTHER

5150 Employee Benefits 4,320 187 4,133 4%

5240 Provider Payments 1,862,607 542,463 1,320,144 29%

5290 Consultants 16,008 3,417 12,591 21%

5310 Local Mileage 870 270 600 31%

5322 Program Monitoring 10,450 3,996 6,454 38%

5330 Vehicle Maint Expense 16,500 11,706 4,794 71%

5410 Rent 91,383 36,989 54,394 40%

5420 Utilities 15,840 11,352 4,488 72%

5440 Janitorial 8,640 2,744 5,896 32%

5450 Repairs for Centers 38,976 29,611 9,365 76%

5620 Leasehold Improvements 2,052 2,052 0%

5640 Equipment Repairs & Maint 8,640 8,609 31 100%


5905 Recruitment 4,800 1,457 3,343 30%

5911 Service Fees 6,240 3,034 3,206 49%

5940 Printing 4,800 180 4,620 4%

5945 Subscriptions 5,400 105 5,295 2%

5950 Telephone 11,376 5,360 6,016 47%

5955 Training 1,000 1,785 (785) 178%

5965 Medical & Dental Exams 6,264 1,887 4,377 30%

5970 Parent Activity Fund 15,726 1,659 14,067 11%

2,147,650 666,811 1,480,839 31%

6000 Indirect 385,535 127,180 258,355 33%

OPERATING BUDGET 5,206,776 1,716,929 3,489,847 33%

TRAINING AWARD

Dept 625 Training expenses 121,247 14,241 107,006 12%

TOTAL EXPENDITURES $ 5,328,023 $ 1,731,170 $ 3,596,853 32%

In-Kind Needed $

In-Kind Collected 1/31 Est.

State In-Kind 1/31 ~ __~~~~~~~~ __~Amou nt Under(Over) 1/31 '--'.$ -'- __ .JL_;___;____;_ __ ..!J

236,069

(95,000)

Actual Cost per Child at 1/31$ 4,975

Budgeted Cost per Child

$ 15,310

Page 38 of 110


MIGRANT AND SEASONAL EARLY HEAD START PARTNERSHIP 12019-2020 ENROLLMENT

ACTUAL ACTUAL ACTUALBUDGETED DAILY DAILY DAILY

DEPT CENTER ENROLLMENT ENROLLLJ % ENROLL % ENROLL %620yxwvutsrqponmlkihgfedcbaYXWVUTSRQPONMLKJIHGFEDCBALittle AnQels (Kinq City) 8 9 113% 7 88% - 0%622 Artesi liB (French Camp) 28 16 57% 7 25% - 0%

Artesi III (French Camp) 34 26 76% 4 12% - 0%Adelita (Lodi) 22 16 73% 9 41% - 0%

CENTERS TOTAL 118 67 58% 27 23% - 0%

November 2019Child Counts

December 2019 January 2020 ChildChild Counts Counts


DEPT CENTER ENROLLMENT ENROLL % ENROLL % ENROLL %620 FCC - N MONT 6 36 36 100% 25 69% - 0%

San Benito (HOllister/Salinas) 36 33 92% 33 92% - 0%Orange (Orange) 40 26 65% 26 65% 6 15%Fresno (Fresno A) 40 33 83% 33 83% - 0%Fresno (Fresno C) 25 23 92% 23 92% - 0%Santa Maria 10 7 70% 7 70% - 0%Kern 5 (Arvin/Bakersfield) 45 35 78% 35 78% 2 4%

FCCS TOTAL 232 193 83% 182 78% 8 3%

FCC

MSEHS EXP PART TOTAL 3481 260 1 75% 1 209 1 60% 1 812%

Page 39 of 110


MSEHS Partnership 2nd Round - ContractLJ# 90HMOOO010

YTD Actuals by Categories -I 8/31/20UDdated 2/24/20

Expense%

Budget thru VarianceSpent

Notes

Jan 20

A. PERSONNELxutsrpnihgedcaVTSRPNJEDCB

5020 Program Salaries $ 360,824 129,279 231,545 36%

B. FRINGE5110 PR Taxes 32,868 10,758 22,110 33%


5130 Workers' Compensation 15,545 3,929 11,616 25%

5140 Retirement 6,989 2,936 4,053 42%

144,387 50,358 94,029 35%



E. SUPPLIES

5510 Office Supplies 300 199 101 66%



5522 Program Supplies IT 8,551 631 7,920 7%

5540 Food Supplies 500 46 454 9%

5935 Postage 1,800 513 1,287 28%

47,963 12,046 35,917 25%

F. CONTRACTUAL

5995 Delegate Agency 297,187 41,400 255,787 14%

297,187 41,400 255,787 14%

H. OTHER

5150 Employee Health & Welfare 605 21 584 3%


5290 Consultants 5,445 4,429 1,016 81%

5310 Local Mileage 87 87 0%

5322 Monitoring 2,976 474 2,502 16%

5330 Vehicle Maint Exp 2,640 1,696 944 64%

5351 Pupil Transportation 400 400 0%

5410 Rent 25,902 10,135 15,767 39%

5420 Utilities 3,600 1,869 1,731 52%

5440 Janitorial 2,400 554 1,846 23%

5450 Repairs for Centers 7,440 4,022 3,418 54%



5905 Advertising & Recruiting 1,045 405 640 39%

5911 Service Fees 1,375 1,109 266 81%

5940 Printing 500 500 0%

5945 Dues & Subscriptions 2,400 14 2,386 1%

5950 Telephone 1,560 300 1,260 19%

5955 Training 250 491 (241) 196%

5965 Medical & Dental Exams 2,666 206 2,460 8%


625,799 229,225 396,574 37%

6000 Indirect 94,519 33,689 60,830 36%

OPERATING BUDGET 1,573,189 496,207 1,076,982 32%

TRAINING AWARD

Dept 629 Training Expenses 30,551 1,587 28,964 5%

TOTAL EXPENDITURES 1,603,740 $ 497,793 $ 1,105,947 31%

Based on Based on

Budaet SDendina

In-Kind Needed $ 102,366 $ 31,774 Actual Cost pe

In-Kind Collected 1/31 Est. (30,000) (30,000) $ 4,291

Del. Collected In-Kind 1/31 Est (10,500) (10,500) Budgeted Cos

Amount Under(Over) 1/31 $ 61,866 $ (8,726) $ 13,825

r Child at 1/31

t per Child

Page 40 of 110


MIGRANT AND SEASONAL EARLY HEAD START 2ND EXPANSION PARTNERSHIP2019-2020 ENROLLMENT


DEPT CENTER/FCC ENROLLMENT ENROLL % ENROLL %. ENROLL %628 FCC - S MONT 4xutsrpnihgedcaVTSRPNJEDCB40 40 100% 40 100%LJ - 0%

FCC - KERN 6 30 29 97% 29 97% - 0%Santa Lucia 16 8 50% - 0% - 0%Delegate - CAPMC 30 - 0% - 0% 0%

MSEHS 2ND EXP PART TOTALS 116 77 66% 69 59% - 0%

November 2019

Child Counts

December 2019

Child CountsJanuary 2020

Child Counts

Page 41 of 110


MSEHS Partnership 3rd Round - ContractLJ# 90HM000011-01

YTO Actuals by Categories - 2/29/20xutsrpnihgedcaVTSRPNJEDCB

ExpenseBudget thru

Jan 20

A. PERSONNEL

5020 Program Salaries $ 234,422 167,192 $

B. FRINGE

5110 PR Taxes 20,514 13,892

5120 Health Insurance 47,944 23,566

5130 Workers' Compensation 9,340 3,233

5140 Retirement 4,685 1,605

82,483 42,296


5320 Out of County Travel 2,208 330

E. SUPPLIES

5510 Office Supplies 300 275

5520 Program Supplies 2,600 3,152

5521 Program Supplies Other 16,900 19,393

5522 Program Supplies IT 6,300 479

5540 Food Supplies 500 272

5935 Postage 2,100 182

28,700 23,754

H. OTHER

5150 Employee Health & Welfare 495 3

5240 Provider Payments 528,520 302,377

5290 Consultants 2,475 523

5310 Local Mileage 82 37

5322 Monitoring 1,488 1,078

5330 Vehicle Maint Exp 2,640 2,126

5410 Rent 15,980 9,143

5420 Utilities 3,840 949

5440 Janitorial 1,692 106

5450 Repairs for Centers 4,800 2,598

5640 Equip Repair & Maint 2,400 1,318

5720 Liability Insurance 2,461

5905 Advertising & Recruiting 1,155 3,698

5911 Service Fees 1,650

5940 Printing 475 177

5945 Dues & Subscriptions 2,400 151

5950 Telephone 1,560 786

5955 Training 250 432

5965 Medical & Dental Exams 2,100 746

5970 Parent Activity Fund 1,650 1,376

578,113 327,624

6000 Indirect 74,074 44,896

OPERATING BUDGET 1,000,000 606,091

TRAINING AWARD

Dept 627 Training Expenses 25,000 25,000

START-UP AWARD

Dept 621 Start-Up 222,000 60,720

TOTAL EXPENDITURES 1,247,000 $ 691,812 $

ETCTotal

Expense

25,496 $ 192,688

1,950 15,842

3,174 26,740

872 4,105

382 1,988

6,379 48,675

1,000 1,330

15 290

250 3,402500 19,893

500 97950 322

75 257

1,390 25,144

3

12,366 314,743

1,500 2,02337

400 1,478

250 2,376

1,262 10,405

250 1,199

250 356

300 2,898

750 2,068

2,461 2,461

500 4,19850 50

150 327

250 401

250 1,0361,000 1,432

250 996

250 1,626

22,489 350,114

4,540 49,436

61,294 667,385

UodatedI 2125/20

Variance %yvutsronmlihedcbaYXUTSRPONMLJIHGFEDCBANotesSpent

41,734 82% Late Start.

4,672 77%

21,204 56%

5,235 44%

2,697 42%

33,808 59%

878 60%

10 97%

(802) 131% Additionalsuppliesrequired(2,993) 118% +5,321 16%

178 64%

1,843 12%

3,556 88%

492 1%

213,777 60%

452 82%45 45%10 99%

264 90%

5,575 65%

2,641 31%

1,336 21%1,902 60%

332 86%

0 100%

(3,043) 364%1,600 3%

148 69%

1,999 17%

524 66%(1,182) 573%

1,104 47%

24 99%

227,999 61%

24,638 67%

332,615 67%

Late Start.

Familyrecrurtment.

Addrtionalstaff trainings.

25,000 100%

64,000 124,720 97,280 56%

429,894 66%125,294 $ 817,106 $

Based on

Budget

Based on

Spending

In-Kind Needed $ 65,426 $ 44,158

In-Kind Collected 1/31 Est. (91,316) (91,316)

Amount UnderCOver) 1/31 $ (25,890) $ (47,158)

Actual Cost per Child at 1/31

$ 11,673

Budgeted Cost per Child

$ 17,814

Page 42 of 110


MIGRANT AND SEASONAL EARLY HEAD START 3RD EXPANSION PARTNERSHIP

2019-2020 ENROLLMENT


DEPT CENTERII FCC ENROLLMENT ENROLLLJ % ENROLL % ENROLL 0/0

626 IFCC - 3P- North Kern 35 31 89% 28 80% - 0%

FCC - 3P- Venutra 35 34 97% 37 106% 23 66%

MSEHS 3ND PART TOTALSxutsrpnihgedcaVTSRPNJEDCB70 65 93% 65 93% 23 33%

November 2019

Child Counts

December 2019

Child Counts

January 2020

Child Counts

Page 43 of 110

COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.MIGRANT AND SEASONAL HEAD START2019-2020 ENROLLMENT

DEPT CENTER BUDGETED

ENROLLMENT

New Slot

Allocation

ACTUAL DAILY

ENROLL %

ACTUAL DAILY

ENROLL %

ACTUAL DAILY

ENROLL %

675 NORTH MONTEREY COUNTYLa Paz (Gonzales) 40 40 - 0% - 0% 44 110%Primavera (Chualar) 32 32 - 0% - 0% - 0%San Jerardo (Salinas) 56 56 - 0% - 0% 51 91%

128 128 - 0% - 0% 95 74%670 SOUTH MONTEREY/SAN BENITO COUNTIES

Alegria (King City) 36 36 - 0% - 0% - 0%Little Angels 40 40 - 0% - 0% - 0%Santa Lucia 28 40 - 0% - 0% 24 86%Soledad (Soledad) 36 40 - 0% - 0% 1 3%Valle Verde (Greenfield) 76 76 - 0% - 0% 77 101%

216 232 - 0% - 0% 102 47%640 SLO/SANTA BARBARA COUNTIES

Bonita (Guadalupe) 28 28 - 0% - 0% - 0%Las Vinas (Shandon) 20 0 - 0% - 0% - 0%Las Flores (Lompoc) 36 36 - 0% - 0% - 0%Pasitos (Santa Maria) 36 36 - 0% - 0% 35 97%Riverview (Capacity 16 Preschoolers) 17 16 - 0% - 0% - 0%William "Bill" Castellanos (Nipomo) 36 40 - 0% - 0% 16 44%

173 156 - 0% - 0% 51 29%645 VENTURA COUNTY

Buena Ventura (Oxnard) 36 36 31 86% 29 81% 22 61%Encanto (Oxnard) 36 36 - 0% - 0% - 0%Linda Vista (Fillmore) 36 36 - 0% - 0% - 0%

108 108 31 29% 29 27% 22 20%660 ORANGE COUNTY

El Jardin 28 0 0% 0% - 0%

28 0 - 0% - 0% - 0%682 NORTH KERN COUNTY

Glenwood (Delano) 80 76 - 0% 0% - 0%Las Mariposas (Delano) 16 20 - 0% 0% - 0%

96 96 - 0% - 0% - 0%680 SOUTH KERN COUNTY

Buena Vista (Lamont) 20 20 - 0% - 0% - 0%Milagro (Arvin) 40 40 - 0% - 0% - 0%Las Rosas (Wasco) 36 40 - 0% - 0% - 0%

96 100 - 0% - 0% - 0%681 FRESNO COUNTY

Kerman 38 32 32 84% 31 82% 33 87%

38 32 32 84% 31 82% 33 87%665 SAN JOAQUIN COUNTY

Adelita (Lodi) 40 50 - 0% 2 5% 7 18%Artesi IIA (French Camp) 32 34 - 0% 8 25% 15 47%Artesi III (French Camp) 20 26 - 0% 2 10% 13 65%

92 110 - 0% 12 13% 35 38%TOTAL CENTER 975 962 63 6% 72 7% 338 35%

January 2020 Child Counts

December 2019 Child Counts

November 2019 Child Counts

Page 44 of 110

COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.MIGRANT AND SEASONAL HEAD START2019-2020 ENROLLMENT

January 2020 Child Counts

December 2019 Child Counts

November 2019 Child Counts

DEPT FCCBUDGETED

ENROLLMENT

New Slot

Allocation

ACTUAL DAILY

ENROLL %

ACTUAL DAILY

ENROLL %

ACTUAL DAILY

ENROLL %

675 NORTH MONTEREY COUNTY675 FCC - N MONT 2 30 29 - 0% - 0% - 0%675 FCC - N MONT 3 30 29 - 0% - 0% - 0%675 FCC - N MONT 4 30 29 - 0% - 0% - 0%675 FCC - N MONT 5 30 29 - 0% - 0% - 0%

120 116 - 0% - 0% - 0%

670 SOUTH MONTEREY/SAN BENITO COUNTIES670 FCC - S MONT 2 30 29 - 0% - 0% - 0%670 FCC - S MONT 3 30 29 - 0% - 0% - 0%670 San Benito 30 29 - 0% - 0% - 0%670 FCC - Hollister/Salinas - 0% - 0% - 0%

90 87 - 0% 0% - 0%

640 SLO/SANTA BARBARA COUNTIES640 SLO/SB (SB/SLO) 1 30 28 - 0% - 0% - 0%

30 28 - 0% - 0% - 0%

645 VENTURA COUNTY645 Ventura (Oxnard/Fillmore) 40 40 27 68% 22 55% 9 23%

40 40 27 68% 22 55% 9 23%660 Orange COUNTY660 ORANGE COUNTY 0 1 0% 1 100% 1 100%

0 1 - 0% 1 100% 1 100%

682 NORTH KERN COUNTY682 No Kern (Kern 3) 42 44 - 0% - 0% - 0%682 No Kern (Kern 4) 30 44 - 0% 0% 1 3%682 No Kern (Kern 7) 0 10 - 0% 5 50% 9 90%682 Fresno B 48 21 - 0% - 0% - 0%

120 119 - 0% 5 4% 10 8%

680 SOUTH KERN COUNTY680 So Kern (Kern 1) 45 46 - 0% - 0% - 0%680 So Kern (Kern 2) 45 46 - 0% - 0% - 0%

90 92 - 0% - 0% - 0%

TOTAL FCC 490 483 27 6% 28 6% 20 4%

MSHS TOTALS 1,465 1,445 90 6% 100 7% 358 24%

519 539 - 0% - 0% - 0%

1,984 1,984 90 5% 100 5% 358 18%

DelegateMSHS TOTALS W/ DELEGATE

Page 45 of 110

updated 2/24/20

Budget Actual Expense

thru January 2020

Variance % Spent

A. PERSONNEL

5020 Program Salaries 9,486,907$ 2,755,453$ $6,731,454 29%B. FRINGE

5110 PR Taxes 887,536 233,097 654,439 26%

5120 Health Insurance 2,636,468 985,448 1,651,020 37%5130 Workers' Compensation 389,771 113,476 276,295 29%5140 Retirement 303,581 126,680 176,901 42%

4,217,356 1,458,702 2,758,654 35%C. OUT OF COUNTY TRAVEL

5320 Out of County Travel 48,669 14,336 34,333 29%D. EQUIPMENT

5630 Capital Purchases 159,620 36,911 122,709 23%E. SUPPLIES

5510 Office Supplies 9,300 2,836 6,464 30%



5522 Program Supplies IT 134,883 28,966 105,917 21%5540 Food Supplies 9,900 9,437 463 95%5920 Copy Charges 5,580 1,806 3,774 32%5935 Postage 39,600 10,355 29,245 26%

718,982 161,618 557,364 22%F. CONTRACTUAL

5995 Delegate Agency 4,551,614 1,623,069 2,928,545 36%

4,551,614 1,623,069 2,928,545 36%H. OTHER

5150 Employee Health & Welfare 12,825 4,148 8,677 32%5220 Legal 4,975 4,975 0%

5240 Provider Payments 2,315,755 540,464 1,775,291 23%

5290 Consultants 166,327 50,888 115,439 31%5310 Local Mileage 2,480 393 2,087 16%5322 Program Monitoring 20,250 12,513 7,737 62%5330 Vehicle Maint Expense 156,780 60,537 96,243 39%5351 Pupil Transportation 173,456 57,878 115,578 33%5410 Rent 546,968 208,827 338,141 38%5411 Mortgage Payments 16,067 14,432 1,635 90%5420 Utilities 266,976 101,584 165,392 38%5440 Janitorial 84,240 25,875 58,365 31%

5450 Repairs for Centers 371,003 132,232 238,771 36%5620 Leasehold Improvements 118,104 12,406 105,698 11%5640 Equipment Repairs & Maint 54,432 43,341 11,091 80%5720 Liability Insurance 171,482 1,293 170,189 1%5905 Recruitment 48,590 5,941 42,649 12%5911 Service Fees 84,000 31,808 52,192 38%5940 Printing 9,912 2,468 7,444 25%5945 Subscriptions 23,100 299 22,801 1%5950 Telephone 67,536 28,659 38,877 42%5955 Training 14,050 10,674 3,376 76%5965 Medical & Dental Exams 28,143 6,772 21,371 24%5970 Parent Activity Fund 77,953 6,225 71,728 8%5991 Laundry 760 346 415 45%

4,836,164 1,360,003 3,476,162 28%

6000 Indirect 1,535,198 459,017 1,076,181 30%

OPERATING BUDGET 25,554,510 7,869,110 17,685,401 31%

TRAINING AWARDDept 615 Training expenses 235,349 54,503 180,846 23%TOTAL EXPENDITURES 25,789,859$ 7,923,613$ 17,866,247$ 30.7%

Based on Budget

Based on Spending

In-Kind Needed 9% 2,757,946$ 783,654$

In-kind Collected 1/31/20 (646,076) (646,076) *estimated

State & First 5 In-kind (355,482) (355,482) Amount Under(Over) 1,756,388$ (217,904)$ % Collected based upon spending at 1/31/20 11%

Actual Cost per Child at 1/31/20 6,509$

Budgeted Cost per Child 14,497$

Community Action Partnership of San Luis Obispo County, Inc.MSHS Funding - Contract # 90CM9821-05YTD Actuals by Categories - FYE 8/31/20

Page 46 of 110

STATE CHILD DEVELOPMENT PROGRAMS

Interim Division Director Elizabeth Steinberg

PROGRAM INFORMATION SUMMARY THROUGH FEBRUARY 29, 2020

Enrollment

Program Budgeted

Enrollment

Current

Enrollment

% of Budgeted

Enrollment

State Migrant Program (CMIG 5011) 84 85 101%

State Migrant Program (CMIG 5012) 319 43 13%

California State Preschool Program (CSPP) 696 459 66%

General Child Care & Dev. Prog. (CCTR) 162 129 80%

Guadalupe USD Grant (CSPP-7683) 20 1 5%

Program Totals: 1,281 717 56%

Center Report: Nipomo Head Start

Submitted by Center Supervisor Socorro Cano

In February, we learned about tubes and tunnels. Children were asked where they have seen tunnels before.

Teachers also asked open-ended questions regarding tubes and tunnels. For example, what do we know about

tunnels and what do we know about tubes? How are these different? How are they similar?

We have also started to learn about dinosaurs. We made pretend lava come out of a volcano. In the dramatic

play area, an excavation was set up. There the children were able to learn about how paleontologists have

found dinosaur fossils. The children learned which dinosaurs were carnivores and which were herbivores. We

talked about the dinosaurs coming from eggs. For math, we also showed how big the eggs could have been

and measured our footprints compared to a dinosaur’s. We also had the children predict how many of their

feet could fit in one dinosaur footprint.

For our Second Step lesson last month, we sang a song regarding staying safe. The children are using words to

express their feelings and about how to cope with strong feelings. We learned that safe touches are positive

and caring and that unsafe touches hurt our bodies. The children were given the opportunity to express what

they felt were safe touches (for example, hugs and holding hands). The children said pushing grabbing, and

hitting were unsafe touches.

At parent-teacher conferences this month we discussed the children’s academic progress and set new goals.

Our center has been hosting Parent Cafés and we’ve had a great turn out. Parents are taking advantage of this wonderful 6-week class. The cafés are bringing parents together to brainstorm and develop new relationships

with each other. These great classes are run by CAPSLO’s Parent Educator - Advocate Coordinator Miriam

Castillo. We are thankful for this program and are sure the parents benefit greatly from it.

Page 47 of 110

2020February / Febrero

DESAYUNO/BREAKFAST

ALMUERZO/LUNCH

BOCADILLO/SNACK

ADA Attendance NIÑO/CHILD NIÑO/CHILD NIÑO/CHILD

Alegria (King City)Bonita (Guadalupe)Buena Ventura (Oxnard) 30 528 521 524 430

Buena Vista (Lamont)Encanto (Oxnard)Glenwood - Inf/TodGlenwood - Pre braidedKerman Full Day-A 28 390 388 385 367

La Paz (Gonzales)Las Flores (Lompoc)Las Mariposas - Inf/Tod Las Mariposas - Pre braidedLas Rosas (Wasco)Linda Vista (Fillmore)Little Angels - Pre Milagro (Arvin)Pasitos (Santa Maria)Primavera (Chualar)Riverview (Guadalupe)San Jerardo (Salinas)Santa LuciaSoledadValle Verde (Greenfield)Willian "Bill" Castellanos Childcare

58 918 909 909 797

Glenwood - ToddlersLas Mariposas - ToddlersLittle Angels - ToddlersMilagro - Toddlers

0 0 0 0 0

Adelita (Lodi)

Artesi II (French Camp)

Artesi III (French Camp)

Little Angels - PI - Infants 3 17 14 15 10

Santa Lucia - Toddlers3 17 14 15 10

* teachers meals not included in these numbers.

*comidas de las maestras no están incluidas en estos números.

PROGRAM/ BREAKFAST LUNCH SNACKCENTER Child Child Child

33 583 545 555 398

22 385 377 380 272

15 264 254 264 194

13 227 215 224 110

32 571 560 559 334

20 360 350 359 122

14 251 240 247 180

31 557 545 536 282

Oceano - BraidedPaso Robles

Nipomo

MSEHS - Partnership w/ CMIG

MSEHS PARTNERSHIP TOTALS:

ADA Attendance

AtascaderoCambria C.W.R.Cuesta Five Cities

Meal Count

HEAD START:

Numero de comidas servidas/Number of Meals Served

MSHS CENTROS/CENTERS

MSHS TOTALS:MSEHS Supplemental

MSEHS TOTALS:

Page 48 of 110

19 325 303 314 182

HS TOTALS: 199 3,523 3,389 3,438 2,074

King City EE CC

Little Angels HS 6 111 111 110 101

San Ardo HS 10 173 163 166 113

San Lucas HS

Santa Lucia HS 9 169 169 167 157

MONTEREY HS TOTALS: 25 453 443 443 371

Boys & Girls Club 33 593 535 563 504

Midland 32 560 530 535 264

Nuevo 28 492 484 477

Ramona 46 821 805 812 551

San Diego HS TOTALS: 139 2,466 2,354 2,387 1,319

Hillside Village EHS 15 262 241 262 223

Ramona EHS 8 144 126 139 100

23 406 367 401 323

Cuesta - infant room 4 72 68 70 66

Georgia Brown EHS 15 254 249 252 143

13 230 200 225 241

Sunnyside EHS 9 151 147 145 128

41 707 664 692 578

Cambria EHS 8 129 127 126 85

Cuesta - Toddler collaboration 5 77 77 77 63

SLO Early Education & Child Care 8 123 102 123 96

Paso Robles - Toddler - CCTR braided 7 118 114 93 82

Ruben J. Blunt CDC - Toddler 6 91 90 88 38

Sunset CDC - Infant/Toddler 15 265 263 265 187

Tierra Serena - Inf/Tod CMIG braided 3 46 46 46 31

Tierra Serena - Inf/Tod CCTR braided 20 348 342 345 293

72 1,197 1,161 1,163 875EHS Partnership TOTALS:

Sunnyside

MONTEREY COUNTY HEAD START:

SAN DIEGO HEAD START:

SAN DIEGO EARLY HEAD START:

SD EHS TOTALS:EARLY HEAD START:

Step by Step (Lopez HS-AG)

EHS - TOTALS:EHS - Partnership expansion

Page 49 of 110

ADULT DAY SERVICES Program Manager Mara Whitten

Adult Day Center

Current enrollment at the Center: 34

Daily average: 18

Hours of services provided: 1,907

Number of meals served: 339

As concerns arise of the COVID-19, staff members at the Adult Day Center are taking the necessary

precautions and following the guidance outlined by the State of California Health and Human Services Agency

Department of Social Services. Older people and people with certain underlying health conditions are at

greatest risk. Therefore, our facility is limiting visitors that have symptoms of respiratory illness and ensure

employees do not work with similar symptoms. The staff are also assisting clients with proper hygiene and

sanitizing common areas. Family members will be informed on what actions we are taking to protect their

loved ones and any changes of services at the Center should such need arise.

The Adult Day Center is now equipped with an AED or Automated External Defibrillator. Staff members

received training on the use of the AED by the American Red Cross. Family members have been advised of the

new lifesaving device and are encouraged to provide documentation for those that have a DNR and to provide

the proper documentations to the Center so their loved ones wish may be honored. We wish to thank Loren

Leidinger for her help in obtaining the AED device.

Many thanks to the Paso Robles City Council for approving funds for the Adult Day Center from the

Community Development Block Grant for $13,700. A big thank you to the planning department for their help

in acquiring these funds.

Success story:

“Hi everyone, my name is Alice from Alice in Wonderland!” That is how our newest member, Alice, introduced herself on her first day at the Adult Day Center. Alice and her husband split their time between their homes in

Missouri and in Avila Beach. Alice attends an Adult Day Center at her

home in Missouri and was delighted to find a similar program at the

Adult Day Center.

Page 50 of 110

ENERGY DEPARTMENT

Program Director Jim McNamara

Home Repair Programs

Energy received its 2020 contract for the CDBG Home repair Programs for SLO County and Pismo Beach. These

programs offer larger repairs than can be done under Senior Home Repair with a focus on accessibility

improvements like ramps and wheelchair lifts and accessible bathrooms and showers. CDBG also covers

repairs like drywall, plumbing and electrical. Energy submitted 26 projects to County of San Luis Obispo

Planning staff for environmental review and approval. Work will begin as soon as those approvals are received

from the county.

Energy crews have been busy on large home projects in Santa Maria, completing a wheelchair ramp and lift for

two low-income seniors.

Newly installed wheelchair lift on mobile home Wheelchair ramp in final stages of construction

New Equipment

Energy purchased new diagnostic testing equipment for performing duct testing, blower door testing and

combustion air safety testing under its LIHEAP, DOE and ESA programs. There are 5 new Sensit carbon

monoxide analyzers for testing gas appliances, furnaces and water heaters. Energy also acquired 3 new

Minneapolis Duct Blaster Systems with new DG-1000 gauges and two Blower Testing Systems. The new

equipment is helping Energy crews perform more accurate testing in the homes of our clients which provides

guidance on what repairs to perform to increase energy efficiency and improve health & safety.

Air pressure reading with DG-1000 Sensit CO Analyzer

Page 51 of 110

Minneapolis Duct Testing System

LIHEAP

CAPSLO help 375 low-income households with utility assistance in the first 10 weeks of 2020, spending a total

of $108,576 for an average payment of $289.54. A big thanks to our Utility Programs Coordinator Becky Rico

assisted by our Front Office Assistant Jamie Chavez who together helped over 1,350 households in 2019.

Staffing/Training

Crew Supervisors Ben Bolayog and Mark Moreno are scheduled to attend Solar PV design and installation

training in Richmond, CA in March. Energy will also be sending a team of installers to the Energy OutWest

Conference in Austin, Texas in August of this year.

3C-REN

We are in the final development phase of this new program, working on final approvals of forms and

documents, websites and systems for processing and documenting program activities and invoicing completed

work.

Page 52 of 110

FAMILY AND COMMUNITY SUPPORT SERVICES Program Director Melinda Sokolowski

March 2020 Board Report

Family & Community Support Services Division: reported by Melinda Sokolowski, Division Director

The Family Preservation Program (FPP): FPP has seen an increase again in referrals through the fall months.

We are averaging 54 closed referrals per month. We have closed 435 referrals as of February 2020. We are

responding to a variety of referrals within this program year and 399 referrals for parent education, and 36

referrals for direct service items such as: beds, clothing, infant supplies. We currently have a 37% acceptance

rate, which is a better rate from prior months. We have provided parent education services to 244 families

with children ages 0-5 years old.

Foster Parent Services: 43 Resource Parents and 13 Probation parents were referred to the program. Parent

education was provided to 17 parents and 42 parent received goods to improve household safety. 28 Parents

were caring for children 0-5 years old.

2-1-1 Community Resource Project

By: Monica Anderson and Cori Julien, Community Resource Specialists

Presentations

DATE Agency Presenter

2/4/2020 SLO Commission on the Status of Women Monica

2/8/2020 Paso Robles Senior Center Cori

2/12/2020 Paso Robles Chamber of Commerce Cori

2/13/2020 Regional Transit Authority Monica

2/19/2020 CA Conservation Corps Monica

2/21/2020 Seneca Cori

2/26/2020 Atascadero School District Principals Cori

Fiscal Year Referrals Closed Specialty Type of

Service Path/ Source Client Response

SP 0-5 re2 PE DS One Two CW Accpt Cnslt Decln Non Othr Pend

2015-2016 Totals 633 84 453 154 528 108 342 277 13 369 96 77 118 7 013% 72% 24% 83% 17% 54% 44% 2% 58% 15% 12% 19% 5% 0%

2016-2017 Totals 648 92 382 182 573 76 421 214 12 355 96 93 140 15 014% 59% 28% 88% 12% 65% 33% 2% 55% 15% 14% 22% 8% 0%

2017-2018 Totals 656 74 302 96 653 57 459 227 12 356 162 57 117 7 011% 46% 15% 92% 8% 70% 35% 2% 54% 25% 9% 18% 7% 0%

2018-2019 Totals 530 61 254 68 496 27 361 162 17 241 93 83 106 8 412% 48% 13% 95% 5% 68% 31% 3% 45% 18% 16% 20% 12% 0%

2019-2020 Totals 435 59 244 60 399 36 288 124 14 161 84 62 124 0 014% 56% 14% 92% 8% 66% 29% 3% 37% 19% 14% 29% 0% 0%

LEGEND:SP = Spanish speaking PE = Parent Education Accpt = Accepted Svcs0-5 = Child <6-years-old in the home DS = Direct Services (beds, bedding, child safety items) Cnslt = Consultation only / referred outre2 = Re-referred w/in 18 mos. CW = CalWORKS Decln = Declined Svcs

Non = Non-responsiveOther = Withdrawn_Ineligible

Pend = 5/10 Day Pending/Path 1 Rpts only!

Page 53 of 110

Outreach Events

Date Event Participant

2/5/2020 Journey of Hope Monica

2/6/2020 Journey of Hope (Cuesta College

North County)

Cori

2/11/2020 Paso Robles Senior Resource Fair Cori

2/25/2020 CommUNITY Fair - Morro Bay Cori and Monica

Program Updates

Welcome to our new 2-1-1 intern Clara Maddison! Clara graduated from Cal Poly

this Winter quarter with a major in English and minors in Economics and Spanish and

is currently working on her Senior Project. Clara is excited to join the 2-1-1 program

and help people in the community gain access to important resources. Clara is

passionate about environmental and social justice issues, and hopes to use her

English major to raise awareness and communicate what people can do to help.

Financial Empowerment Program (FEP) By: Gaby Solis, Financial Resource Specialist

Program Data:

Number of clients receiving services through the Financial Resource Specialist: 10

Number of clients working with other Family and Community Support Services staff on FEP: 6

23 clients are interested and/or have been identified as needing FEP services.

Program Updates:

Services have been opened up to CAPSLO employees.

The Financial Resource Specialist has started her training on Financial Social Work – a self-study

program that will take 3-4 months to complete.

FEP is looking to expand services to focus on teens. More information to come.

The second “Your Money, Your Goals” training was held February 20th and 21st

o 23 individuals attended from CAPSLO programs and outside agencies, including: Stand Strong,

Eckerd, Department of Social Services, Family Care Network, County Public Health, and Lucia

Mar Unified School District

o Surveys showed that all attendees were satisfied with the training and provided feedback

regarding areas they wanted more training on.

Page 54 of 110

The Financial Resource Specialist presented on Savings to the Head Start parent meeting on February

27th at Georgia Brown Early Head Start – 4 parents attended.

Your Money, Your GoalsFebruary Training

Martha’s Place By: Marivel Flores, Martha’s Place Family Advocate

Success Story:

Marie is the grandmother and legal guardian to Stella who is 7 years old and Joseph who is 4 years old. Both

children are receiving services at Martha’s Place. Marie is a hardworking grandmother and does her best to provide for her grandchildren’s needs. The Family Advocate (FA) checks-in with client every month, last month

when the FA contacted the client, she shared that she was sick and missed work for two weeks. Marie shared

that she was not being paid for those two weeks, so she needed assistance with some groceries. The FA

provided the client with a $50 grocery gift card and a Food Bank Distribution Site Calendar, and highlighted the

days of distribution for where she lived. Marie shared that she was very thankful for the gift card and the

information.

Fiscal Year 2019-2020 YTD Results:

168 unduplicated families have been served

83 referrals received

SAFE By Daniela Garcia

Program Data:

February Data Year-To-Date Fiscal Year Data

Case Managed Clients 14 21

Client Contacts Data

Case Managed Client Contacts 42 433

Family Resource Center Client

Contacts 169 963

Community Based Client Contacts 191 1,092

Spanish Speaking Contacts 148 1,066

TOTAL 402 2,488

Year-To-Date FY Projected % of Projected Met

All Client Contacts 2,488 3,500 71%

Spanish Speaking

Contacts 1,066 900 118%

Page 55 of 110

Events Attended:

Family Advocates attended Womenade lunch and dinner fundraising events. Womenade is an

organization that supports South County families with financial resources to cover tangible items and

household costs (i.e., utility payments, summer camp costs, etc.). The two events brought in $3,500.

SAFE’s monthly food distribution took place on the third Friday of February and over 50 families

accessed services.

The FRC Supervisor presented to the District Attorney’s Victim Witness staff regarding SAFE services throughout the County. The program was able to answer questions and establish a connection to

better serve and support Victim Witness clients.

Any Programmatic Updates/Changes:

SAFE family advocates will be using the 5 Protective Factors Survey effective March, 1, 2020.

The Family Resource Center Supervisor was appointed Vice Chair for the South County Youth Coalition

(SCYC) Board. SCYC provides funding support for the SAFE families and children served at the Family

Resource Centers in Arroyo Grande, Nipomo, and Oceano.

Teen Academic Parenting Program (TAPP) By: Socorro Ramirez, Youth Advocate

Program Data:

0 new TAPP referrals received

8 Clients served (6 seniors, 2 juniors)

o 1 Cal-Learn Participant

4 referrals sent to partnering agencies

1 client graduated high school in February and is giving birth early March

Program Updates/Changes:

For any senior youth in the TAPP program, the Youth Advocate is incorporating the following services:

o Provide a worksheet that outlines timelines for enrolling in college

o Provide fact sheets and coordinate one-on-one appointments to complete FAFSA and

CA Dream Act applications with clients

o Assist students in signing-up for the Cuesta Promise

Developed a new program process to incorporate Financial Empowerment as part of TAPP services

provided. Teens will either identify through the intake or during the 6-month program review, and

then tools from the Your Money, Your Goals toolkit will be introduced/utilized.

Client Success Story:

Lulu has transitioned her Cal-Learn participation from Monterey County to San Luis Obispo after five long

months of working with DSS to make this happen. During the five months, Lulu and the Advocate called back

and forth between the two counties for updates and discovered that Paso Robles DSS was experiencing a

delay in picking up county transfer applications due to employee turnover and the system not acknowledging

the transfer. While waiting, Lulu was actively participating in TAPP and Cal-Learn services to not only better

herself but also her 2 year-old son. Lulu is extremely happy that her case was finally picked up by San Luis

Obispo County after waiting for so long. She is a few months away from completing her high school education,

earning her diploma, and receiving her $500 Cal-Learn bonus.

Page 56 of 110

HEALTH AND PREVENTION SERVICES

Program Director Raye Fleming

Adult Wellness and Prevention Screening, Heather Murphy, R.N., Program Coordinator

Kirsten Mulgrew, Clerk Aide

This month AWAPS saw 56 clients over 9 clinics.

We have a 95 year old client who we see every other month at her senior home. We have seen her through

several health challenges but she always bounces back. This month the building manager came to us and

asked if we would see her in her apartment as she had a bloody nose. When we went to her apartment she

was in her easy chair looking exhausted and wan. There was caked blood in her nose and blood down her chin

and neck. It turns out she had been having daily bloody noses all week but this was the first one that had really

scared her. Her vital signs were OK but we insisted she needed to go to the ER. She was waiting for her

daughter to return home from work in the evening to get a ride. Instead we called and spoke with her

daughter and the client went to the ER and her daughter met her there where she received medical care.

We are only at this location every other month for a few hours and feel so grateful that we were there when

she needed us.

Youth Programs

Joanne Benham, Youth Programs Director

Jenna Miller, Youth Programs Supervisor

Emma Fay and Charley Newel, Youth Programs Coordinators

Teen Wellness hosted two Registered Dietetic Interns this month. The interns assisted with health

coaching, nutrition demos, presented to parents, and hosted a Lunch and Learn event for CAPSLO staff

to learn about mindful eating. CAPSLO staff were very interested in the topic and look forward to

attending future Lunch and Learn presentations.

30 parents attended a health and wellness presentation on 2/6/2020 at Santa Maria High School for

the Migrant program. Health Educator, Kimberly, facilitated a “Myplate” and “How to Read a Food Label” workshop.

Eight Santa Maria High School Wellness Club members shared fun facts and a recipe card with 125

peers. Talley Farms donated Napa Cabbage for this month's Harvest of the month. Students were

excited to learn those fun facts and take the produce home.

Eleven parents learned about different wellness topics at the Nipomo High School Parent Support

Groups. Kimberly and the Promotoras worked together to lead these presentations.

Three teen staff (Peer Health Educators) are going through training to present sex ed to peers in the

classroom and lead teen-health events.

Peer Health Educators held Valentine’s Day events at Arroyo Grande and Central Coast New Tech High Schools during lunch on Friday, February 14. Students staff a booth focused around healthy

relationships with a wheel of sexual health questions, consensual and inclusive Valentine’s cards, and cookie decorating.

Charley, Teen Wellness Coordinator, facilitated a two-day sexual health curriculum training for 11

participants. The participants were from Lucia Mar School District, Santa Maria Joint Unified School

District, Templeton Middle School, RISE SLO, and Stand Strong.

Page 57 of 110

Health educators implemented sexual health curriculum at Court School (Juvenile Services Center),

Loma Vista Community School, and Grizzly Youth Academy, reaching approximately 150 students.

Emma is coaching a team in the Human Centered Design process through the Center for Care

Innovations and presented at the in-person meeting in Berkeley, California.

On Monday, February 3, the Teen Wellness Team attended an All Staff Wellness Retreat, where they

hiked mindfully at Oso Flaco Lake, learned Improv techniques from the Teen Monologues staff, and

bonded through lunch and water coloring activities. Individual staff members conducted various

wellness activities to share their skills and interests with the rest of the team.

Save the date for the 3rd Annual Sex Ed Mixer and Teen Monologues! The 3rd Annual Sex Ed Mixer is

scheduled for Wednesday, April 1st from 5:00-7:00 at the Santa Maria Public Library.

Teen Monologues Community shows are scheduled for May 1st and 2nd at 7pm at the Santa Maria

Civic Theatre. These performances engage teens in sharing their experiences with the audience, giving

adults valuable insights into what it’s like to be a teen in today’s society. You won’t want to miss this!

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40 PRADO

Program Director Grace McIntosh

40 Prado Day Center

The Day program served lower-than-typical numbers of unique participants, with 336 unique participants and

304 households. The total persons served was higher-than-typical, with a total of 3,446 person days (nearly

119 people/day; the 14-month median is 112/day). The Shelter hosted slightly fewer children than usual, with

an average of 4.6 children/day, with 14 unique children for a total of 132 person days.

People’s Kitchen served hot lunch to an average of over 79 persons/day and a total of 2,301 meals served. The

breakfast program had fewer unique participants than typical for the past 14 months, though the total meals

2,055 meals (71/day) was above the 14 month norm (67/day).

40 Prado Night Shelter

The Night program had fewer number of bed nights, with 2,817 bed nights (an average of 97 persons per

night). The number of unique participants was also below the 14 month norm, with 184 unique participants

from 150 households.

The number of unique children was 20, the same as the 14 month median. Those children used 398 bed

nights, for an average of 13.7 children per night, which is well above the 14 month median.

Due to continued efforts by staff to give turned-away participants more time to make other arrangements,

unique Diner and Dashers continued at much lower levels than 14 month norms, with 33 individuals from 32

households. Those participants received 34 meals. Dinners served, including Diners and Dashers, was 2,853,

well below the 14 month median of 3 132.

Warming Center

There were 8 Warming Center nights, with a total of 42 unique individuals utilizing 74 bed nights. These

numbers are below those months with Warming Center (14 month norms were 9 days with 70 unique

participants & 139 bed nights).

Safe Parking Program

The Safe Parking program had 200 parking nights with a total of 7 participants. There are currently 7

participants in the Safe Parking Program.

Facilities Update

Due to continued issues with both the alarm and the HVAC, we are reviewing those service providers.

S.L.O. Case Management

San Luis Obispo Case Management served a total of 36 clients, well above the 14 month median of 26. Of the

3 Case Managed families, 4 were adults, 8 were children. Of the Case Managed 24 single adults, 5 were

seniors, 12 were disabled adults and 9 were chronically homeless. 1 individual was housed.

S.L.O. Coordinated Entry Process

The C.E.P. representatives met with 76 individuals (higher than the 8 month median of 70) and 1 household

with children (2 people total). 13 households were housed, which is on par with the 7 month median.

S.L.O. Hub

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Staff conducted outreach to 18 new individuals, which is well above the 14 month median of 11/month. 24

unique participants received 404 case management services (well above the 14 month median of 320/month),

23 unique participants received 70 therapy services (right on the 14 month median of 70/month).

Recuperative Care Program

The R.C.P. served 11 unique medically fragile participants (above the 14 month median of 9) for a total of 129

bed nights.

Success Story

At our recent SLO-Hub graduation celebration, 4 participants (pictured with case manager, Crystal and

therapist, Sarah) celebrated their successful completion of the program! All overcame their unique

challenges, which included co-occurring mental health and substance abuse, to achieve and maintain sobriety

and stabilize their mental health wellness. Three of the four came from the riverbed in Atascadero into 40

Prado desperately wanting to change their circumstances and through their dedicated efforts over the last

year, and the support of the amazing SLO-Hub staff, they all were able to obtain and maintain housing in the

community. Linda (pictured with her sweet support dog, Bess) said “40 Prado and SLO-Hub literally saved my

life. I know for a fact that I would not be alive today if it wasn’t for this place”. We celebrate their recovery and success!!

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Supportive Services for Veteran Families

Program Manager: Brandy Graham

SSVF Activity for FY20 Grant Cycle which started 10/1/2019

Target number of Households to be served in FY20: 106

Number of potential Veterans engaged: 35

Number of Veterans deemed eligible or pending eligibility: 30

Number of Veteran Households served: 55

Number of participants/Homeless Prevention (HP): 12

Number of participants/Rapid Re-Housing (RRH): 43

Total number supported by SSVF including family members: 72

Number of households referred by HUD-VASH: 5

Number of Rapid Re-Housing/HP households housed: 24

Number of Participants that have exited the program: 28

Temporary Financial Assistance (TFA) expenditures to date (HMIS data):

Category 1 - $39,930.42

Category 2&3 - $75,078.54

Total - $115,008.96

SSVF Program Update

Four members of the SSVF just attended the SSVF Regional Meeting in San Diego, Ca. The meeting focused on

front line implementation of SSVF services. Our intent to renew program operation for fiscal year 2021 has

been submitted. SSVF received notice of our

Success Story

The SSVF Team learned of the passing of one of our active participants at the end of January. The Veterans

Family had been in touch with SSVF seeking assistance in notifying the landlord and coordinating relinquishing

of the rental unit. Our team was deeply saddened to hear of his passing but feel some peace knowing that he

had a safe dignified home for his remaining days. The family, which wish to remain anonymous, send a

heartfelt thank you email to the Programs Manager and have given us permission to share with you.

Dear CAPSLO Team,

I wanted to thank you all for the wonderful work that you all do each and everyday helping those in

need of housing on the central coast. My father came to you all as a veteran in need of assistance with

affordable housing about 6 months ago. After a few bad breaks over the years, he had decided to live out of his

car for the past 15 years in San Luis Obispo county as he was unable to find any affordable housing situations.

His family had offered to help many times, but he was too proud to accept help and was determined to

continue living in his car until he received a cancer diagnosis about 6 months ago. Understanding that he

would not be unable to endure the side effects of chemotherapy and radiation treatment while living in his car,

he agreed to look into housing assistance with your CAPSLO program. The stress of finding affordable housing

quickly began to take a toll on my father as he began his cancer treatment. He was desperate for help and was

beginning to panic, believing that he would be unable to find a housing situation quickly enough for his

situation. Fortunately, thanks to a lot of hard work, extra caring, and dedication from John, Selina, Jason, and

Tom, my father was able to find and afford a small cottage in Grover Beach.

Immediately after moving in, my father was able to properly rest and focus on completing therapy. He

regained a sense of pride from having his own place and our family was able to spend the first Christmas with

him in a home in over 15 years. This created many smiles and memories for both him as well as the rest of his

family. Unfortunately, after the holidays, my father’s cancer returned aggressively and became terminal, so we

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began hospice care at home for him. Having his own place not only allowed a safe and functional place for him

to receive hospice care at home, but also gave him a sense of dignity, and provided a place for family and

friends to come visit and say their final goodbyes. For this, my family will always be grateful to you all for

providing a home for us to create these last loving memories together. My father recently passed away and our

family just wanted to convey our deepest thanks to your staff for the amazing service that you provide. After

looking back, we wish we would have known about the CAP SLO program earlier as it could have helped us

create even more memories with my father. I would highly encourage anybody that thinks they may qualify to

reach out to CAP SLO and try to secure the help you provide not only to the qualifying individuals, but their

families as well that care about them so much.

Veteran Services Program

SLO Vets2Work

Program Manager: Brandy Graham

SLO-Vets2Work Activity for FY19 Grant Cycle which started 7/1/2019

Target number of Veterans to be served in FY20: 60

Number of potential Veterans engaged: 44

Number of Veterans enrolled: 28

Number of Job Placements: 6

Number of Veterans receiving training and supportive services: 27

SLO-Vets2Work Update

The SLO-VETS to Work has had 4 Veterans acquire jobs since the last report and several others have been

attending interviews. Several Veterans also attended CPR and First Aid Training, which will build their resume

and assist with employment acquisition. Each week Vets2Work holds a Job Club that has an employment

related topic and supply attendees with information on currently open jobs in our county. Once a month we

have a featured guest at our 3rd job club of the month. In January, Mind Body staff came in to give feedback on

mock interviews and discuss helpful information regarding the application an interview process. In March, Ron

Torres, CAPSLO HR Director will be providing a presentation to our Veteran participants.

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Volunteer Program

Program Coordinator Hollie Wogan

Total volunteer applications received in February 2020 - 104

Total volunteer applications received in February 2019 - 143

February volunteer hours by program:

Adult Day Center - 27 volunteers, 199.65 total service hours, In-Kind value= $3,905.15

Central Administration-3 volunteers, 232.873 total service hours, In-Kind Value= $4,554.93

CYFS- 7 volunteers 100.45 total service hours, In-Kind value= $1,964.80

Family & Community Support Services - none

Health Services - none

SSVF - none

40 Prado Homeless Services Center - 123 volunteers, total service hours - 817.08, In-Kind value= $15,982.08

Grand total - 159 volunteers, 1,305.05 service hours, In-Kind value = $25, 526.78

What the Volunteer Coordinator is working on:

We are planning the 2020 Volunteer Appreciation Event to be held at Ventana Grill on Friday, April 24th.

Volunteer Highlight:

Teena Colebrook, AKA, the flower lady started volunteering with CAPSLO by providing soup for Warming

Center a few years ago. Teena currently helps shop at the Food Bank on behalf of 40 Prado Homeless Services

Center as well as picking up food and flowers donated by Trader Joe’s, and SLO Natural Foods Co-Op. Many

people in Senior Centers, Half Way Houses and non-profits are the grateful recipients of her genuine care and

compassion for others in her community. Teena regularly helps cook for 40 Prado and has coordinated a group

of fellow members of Altrusa International of San Luis Obispo County to provide a meal as well.

Thank you Teena for you do for the community and CAPSLO!

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ACF Administration for Children

and Families

U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES

1. Log No. ACF-PI-HS-20-02 2. Issuance Date: 03/11/2020

3. Originating Office: Office of Head Start

4. Key Words: Consolidated Appropriations Act; Appropriations; Fiscal Year (FY) 2020; Funding Increase; Cost of Living Adjustment (COLA); Quality Improvement

PROGRAM INSTRUCTION

SUBJECT: FY 2020 Head Start Funding Increase

INSTRUCTION:

President Trump signed Public Law 116-94, the Further Consolidated Appropriations Act, 2020, on December 20, 2019. Included is $10,613,095,000 for programs under the Head Start Act, an increase of $550 million over the fiscal year (FY) 2019 funding level.

This increase includes $193 million to provide all Head Start, Early Head Start (EHS), and Early Head Start-Child Care (EHS-CC) Partnership grantees a 2% cost-of-living adjustment (COLA); $100 million for expansion of EHS and EHS-CC Partnerships; $250 million for quality improvement; and $4 million to re-establish the Tribal Colleges and Universities Head Start Partnership Program.

This Program Instruction (PI) primarily provides information about the COLA and quality improvement funds available to grantees in FY 2020 and describes the requirements for applying for these funds. All Head Start, Early Head Start, and EHS-CC Partnership grantees are eligible to receive COLA and quality improvement funds. Grantees subject to competition for continued funding through the Designation Renewal System (DRS) are entitled to COLA funds through the end of their current award. However, the Administration for Children and Families reserves the right to delay decisions on quality improvement funding until the outcome of the DRS competitions has been finalized.

Preliminary information is also included on availability of competitive funding for EHS and EHS-CC Partnerships expansion and the Tribal Colleges and University Partnership grants, with more details coming in the near future. State Collaboration grants are not eligible for the COLA due to the statutory cap on their funding in the Head Start Act.

FY 2020 COLA

Each grantee may apply for a COLA increase of 2% of the FY 2019 base funding level. Base funding excludes training and technical assistance funds and any one-time funding received during FY 2019.

Grantees must use COLA funds to permanently increase the Head Start pay scale by no less than 2%. This includes salaries of current staff and the pay range of unfilled vacancies. An equivalent increase must be provided to delegate agencies and other partners to adjust their salaries and scales. Any grantee concerned that they cannot increase salary due to wage comparability issues should ensure public school salaries for kindergarten are included in their considerations.

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Sections 653 and 640(j) of the Head Start Act provide further guidance on the uses and limitations of COLA funds. Sec. 653 restricts compensation to a Head Start employee that is higher than the average rate of compensation paid for substantially comparable services in the area where the program is operating. It also prohibits any Head Start employee from being compensated at a rate higher than that of an Executive Schedule Level II position, including employees being paid through indirect costs. Sec. 640(j) of the Act requires that the compensation of Head Start employees must be improved regardless of whether the agency has the ability to improve the compensation of staff employed by the agency that do not provide Head Start services.

Any grantee proposing a COLA percentage less than 2% across its pay scale, or differential increases between delegates or partners, must justify its rationale in its budget narrative.

As specified in Personnel policies, 45 CFR §1302.90, each grantee is required to establish written personnel policies and procedures that are approved by the governing body and Policy Council or policy committee. They must be available to all staff. Review your personnel policies and procedures since they may contain information relevant to this COLA.

Any remaining funds may be applied to fringe benefits costs, or to offset increased operating costs in other areas of the budget. This includes increased costs in rent, utilities, facilities maintenance and insurance, contractual arrangements, vehicle fuel and maintenance, supplies, and equipment.

FY 2020 Quality Improvement

Each grantee will be allocated a proportionate amount of quality improvement funding based on the number of slots they are funded to serve (approximately $250 per Head Start slot and $350 per EHS slot). However, there will be a minimum floor established to ensure all grantees are able to make a meaningful investment in quality, consistent with Sec. 640(a)(4)(C) of the Head Start Act. Grantees are strongly encouraged to invest this funding into ongoing program efforts and activities that help better incorporate a trauma-informed approach that will support children, families, and staff impacted by adverse experiences. Activities must align with Sec. 640(a)(5) of the Act, as outlined in Attachment A. However, programs are not bound by the requirements that at least 50% of the funds be used for staff compensation or that no more than 10% of funds be used on transportation. Further, programs have flexibility to use any amount of their quality improvement funding on Early Head Start and/or Head Start, based on community needs, and not to exceed the total amount available in a given grant. If a program chooses to use this flexibility, they must justify how this approach supports the greatest needs of their community.

Importantly, grantees should consider ongoing, sustained investments in quality improvements, as opposed to one-time investments, while also acknowledging one-time investments in FY 2020 may be necessary to sustain ongoing quality improvement. Grantees encountering other one-time program improvement needs are invited to apply for supplemental funding as needs emerge. These separate requests are addressed by priority and subject to availability of funds. Below is further information on the definitions of trauma and trauma-informed approach, developed by the Substance Abuse and Mental Health Services Administration (SAMHSA) at the U.S. Department of Health and Human Services (HHS).

Trauma occurs when frightening events or situations overwhelm a child or adult's ability to cope or deal with what has happened. These kinds of experiences cause an extended stress response and lasting effects on the physical and mental health of the individual. Trauma can occur in the form of a single event (e.g., a natural disaster or death of a close family member) or as a series of events or chronic condition (e.g., substance misuse, domestic and community violence, child abuse and neglect, extended homelessness, or food insecurity). Exposure to traumatic experiences is more common than most people believe, and the experience of trauma is highly individualized. What is traumatic to one person does not necessarily have the same traumatic effect on another person who experienced the same event or situation. In addition to enrolled

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children and families, Head Start staff may themselves experience trauma, as well as stress associated with their role in supporting children and families impacted by trauma.

A trauma-informed approach is one that realizes the widespread impact of trauma and understands potential paths for recovery; looks out for potential signs and symptoms of trauma among children, families, and staff; fully integrates knowledge about trauma into program policies, procedures, and practices; and seeks to actively resist re-traumatization. Related activities vary widely. They can include additional qualified staff to lower teacher-child ratios or family service staff caseloads; enhanced mental health partnerships and services for children and families; and transportation services. See Attachment B for additional information, including several concrete examples.

There is also flexibility in the use of these quality improvement funds to meet grantees' most pressing local needs. Therefore, a program may apply to use quality improvement funds for activities consistent with Sec. 640(a)(5) of the Act, except that any amount of these funds may be used on any of the activities specified in such section. See Attachment A for the list of activities. If a program applies to invest quality improvement funds in an activity or activities specified under Sec. 640(a)(5) that are not directly related to promoting trauma-informed care and supporting children, families, and staff impacted by trauma, the program must justify why this is the best use of these funds.

The Office of Head Start recently held a webinar on the quality improvement funding, and the webinar recording will be available on the Early Childhood Learning and Knowledge Center (ECLKC) soon.

Application Requirements

Grantees are required to request COLA and quality improvement funds through a grant application. Shortly, grantees will be issued a funding guidance letter specifying each funding level and additional instructions on how to apply for these funds. Grantees will be required to submit their applications in the Head Start Enterprise System (HSES).

EHS Expansion and EHS-CC Partnerships

One hundred million dollars is available to support new grants for traditional EHS and EHS-CC Partnerships to increase access to high-quality infant and toddler early learning. Funding will be awarded by March 2021. A funding opportunity announcement (FOA) is expected in summer 2020. This announcement will equally prioritize EHS expansion and EHS-CC Partnerships, as determined by the needs of local communities. More information on this opportunity will be available later this year.

Tribal Colleges and University Partnership Grants

Four million dollars is available to fund grants to Tribal Colleges or Universities who partner with at least one American Indian and Alaska Native (AIAN) Head Start agency. The grants will be designed to:

Increase the number of degrees in the early childhood education fields Provide assistance to Head Start staff and parents enrolled in such programs Develop curricula to promote high-quality services and instruction Provide activities to upgrade the skills and qualifications of education personnel Offer technology literacy programs for AIAN Head Start agency staff Develop and implement virtual learning opportunities

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Eligible entities will be Tribal Colleges and Universities meeting the definition in Sec. 316(b) of the Higher Education Act of 1965. Funding will be awarded by the end of September 2020. A FOA is expected in Spring 2020.

Please direct any questions regarding this PI to your Regional Office.

Thank you for your work on behalf of children and families.

/ Dr. Deborah Bergeron /

Dr. Deborah Bergeron Director Office of Head Start Office of Early Childhood Development

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ACF Administration for Children

and Families

U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES

1. Log No. ACF-IM-HS-20-02 2. Issuance Date: 03/05/2020 3. Originating Office: Office of Head Start, Office of Grants Management 4. Key Words: Modular Unit; Portable Prefabricated Structure; Mobile Units; Manufactured; Real Property; Disposition

INFORMATION MEMORANDUM

TO: All Head Start and Early Head Start Agencies and Delegate Agencies

SUBJECT: Head Start Modular Units

INFORMATION:

A modular unit is defined as "a portable prefabricated structure made at another location and moved to a site for use by a Head Start grantee to carry out a Head Start program, regardless of the manner or extent to which the modular unit is attached to underlying real property." The definition includes modular units used for any program purpose, including classrooms, kitchens, administrative offices, and storage buildings. See Terms, 45 CFR §1305.2. The purchase of any modular units with Head Start funds is subject to the provisions of 45 CFR Part 1303 Subpart E.

Many different types of prefabricated structures fall within the general term "modular unit." Some are structurally similar to traditional construction, subject to local building codes and firmly attached to an underlying foundation. These units can provide high-quality learning environments with a useful life similar to traditional construction.

At the other end of the spectrum are units that arrive on wheels and are installed by placement on supports without a full foundation. Local building codes are not usually applicable to these types of units. They are often referred to as manufactured or mobile units. Their useful life is significantly less than traditionally constructed buildings. Especially in harsh climates, these units tend to deteriorate quickly and require significant ongoing maintenance. They also lose structural stability, develop mold issues, and lose quality as a learning environment much sooner than high-quality modular units or traditional construction. See Teaching and the learning environment, 45 CFR §1302.31.

The Office of Head Start (OHS) recognizes there are circumstances when modular units are a quality, cost effective option for program services. However, purchase of a modular unit should not be a grantee's first choice when the option of construction or purchase of a traditionally built facility exists in the community. Similarly, when replacing older modular units, grantees should consider whether better quality modular units, construction, or purchase options are available in the community. While reasonableness of cost should always be a consideration for grantees, low-cost modular units are not a preferred option when other better-quality facility options are available.

To assure modular units used as Head Start facilities result in quality, cost effective learning environments, OHS is implementing the following requirements.

Application for Purchase of a Modular Unit

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When a grantee applies for purchase of a modular unit under 45 CFR Part 1303 Subpart E, the following additional information is required per 45 CFR §1303.44(a)(14).

1. A statement indicating whether the modular unit will be classified as real property or equipment in the grantee's financial records. This classification must be maintained until the modular unit is disposed of in accordance with Real Property, 45 CFR §75.318(c) or Equipment, 45 CFR §75.320(e), as applicable.

2. A description of the procurement procedures that will be used to purchase the modular unit in compliance with 45 CFR §75.329.

3. If the modular unit proposed for purchase will be classified as real property, the grantee must submit standard form (SF)-429 with Attachment B. If the modular unit proposed for purchase will be classified as equipment, follow 45 CFR §75.407(a)(7) for prior approval. The modular unit must be included in the grantee's equipment inventory maintained in accordance with 45 CFR §75.320(d)(1)–(5).

4. The cost comparison required by 45 CFR §1303.45 must address the full cost of initial purchase of the modular unit. This includes site acquisition and preparation, delivery, set-up, and additional site work needed (e.g., ramps, fencing, parking, play area, landscaping). Estimated operating costs, including ongoing maintenance and repairs, must be also be provided, with an assumed estimated useful life of 15 years. For purposes of comparison with available alternatives within the community (see below), the cost of replacement of the modular unit at the end of 15 years must also be included.

5. Modular unit costs must be compared to available alternatives within the community, including construction of a new facility and purchase or lease of an existing facility (with any associated renovation costs). Initial and ongoing costs for comparable facilities must be estimated, including depreciation, with an assumed useful life of 30 years.

6. The application must describe the placement of the modular unit proposed for purchase. It also must indicate if the modular unit will be placed on leased or grantee-owned property and the method of installation (e.g., placed on a poured foundation, on blocks, or other supports). The extent to which the modular unit can be removed and relocated must also be addressed, including whether it is possible to relocate the unit without significant damage to its structure once installed.

7. The statement of a real estate professional described in 45 CFR §1303.42(b) must clearly show the realtor making the certification considered the options of construction, purchase, or leasing of facilities as an alternative to purchase of a modular unit.

Request for Disposition of a Modular Unit

The disposition process for a modular unit depends on how the unit was classified in the grantee's financial records (real property or equipment) at the time of purchase and during its period of ownership by the grantee. A grantee may not change the historic classification of a modular unit for purposes of disposition. If classified as real property, the unit is subject to the disposition requirements described in 45 CFR §75.318(c) and 45 CFR §75.308(c)(1)(xi). A unit classified as equipment is subject to the disposition requirements described in 45 CFR §75.320(e) and 45 CFR §75.308(c)(1)(xi). For more information, please see the ACF Property: Disposition website.

Real Property

When the modular unit has been classified as real property, the grantee is required to submit SF-429 with Attachment C in the GrantSolutions Online Data Collection (OLDC) to request approval for disposition of the unit. Note that line 14e requires the grantee to enter the third-party appraised value of the real property (current market value). Current market value must be established by an independent certified real property appraiser (no more than three years old). The appraisal must be uploaded to the SF-429 Attachment C in GrantSolutions OLDC to verify the current market value amount.

The modular unit should be appraised separately from the land upon which it is located. The appraisal must clearly indicate the appraised value of:

1. The land, if owned by the grantee 2. The modular unit value in its existing location

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Modular units classified as real property are usually firmly attached to the land upon which they are located. If the grantee does not own the land, all costs related to the proposed disposition (e.g., demolition, site restoration, takedown, moving, and new site preparation) must be identified in the disposition request. If the overall cost of all disposition options result in a net value that is $0 or less, there is no value for OHS to recover in the modular unit. The Office of Grants Management (OGM) will review all disposition requests in which there is no recoverable value. If there are no issues or concerns, the respective Grants Management Officer (GMO) will approve release of the federal interest.

Equipment

When the modular unit has been classified as equipment and has a current market value of $5,000 or more, grantees are required to submit the Tangible Personal Property Report—Disposition Request using SF-428 with Attachment C through the Head Start Enterprise System (HSES). Send correspondence to the GMO no later than 30 days before the proposed disposition. The modular unit may be retained, sold, or transferred as directed by the Administration for Children and Families (ACF) in accordance with 45 CFR §75.320.

When the modular unit has been classified as equipment and has a current market value of $5,000 or less, the modular unit may be retained, sold, or otherwise disposed of without payment of proceeds to the awarding agency (45 CFR §75.320(e)(1)). However, proceeds must be recognized as additive program income and used only for allowable Head Start program expenses. All requests for disposition instructions must be made in writing through HSES Correspondence to the GMO no later than 30 days before the proposed change. If there are no issues or concerns, the respective GMO will proceed with approval to release the federal interest.

Thank you for your work on behalf of children and families.



Page 70 of 110

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https://hsicc.cmail19.com/t/j-l-qllliyk-djitukjiu-yd/

https://hsicc.cmail19.com/t/j-l-qllliyk-djitukjiu-yh/

Coronavirus Prevention and Response

The Office of Head Start (OHS) recognizes that grantees are concerned about the impact the coronavirus may have on their programs. Head Start and Early Head Start programs should take steps to prevent the introduction and spread of coronavirus among their staff, children, and families. Through collaboration and coordination with local health departments, programs can take steps to disseminate information about the disease and its potential transmission.

Coronavirus-2019 (COVID-19) is an emerging global disease. There is more to learn about its transmission, severity, and other features, as well as what may happen in the United States. The U.S. Centers for Disease Control and Prevention (CDC) provides up-to-date information about prevention, symptoms, testing, and the current situation. They also offer interim guidance to help administrators of public and private child care programs and K–12 schools prevent the spread of COVID-19 among students and staff. How Coronavirus-2019 Spreads

The virus is thought to spread mainly from person to person:

When they are in close contact with one another (within about 6 feet) Via respiratory droplets produced when an infected person coughs or sneezes

o These droplets may be inhaled or can land in the mouths or noses of people who are nearby

By touching a surface or object that has the virus on it and then touching their own mouth, nose, or eyes

o This is not thought to be the main way the virus spreads

People are thought to be most contagious when they are sickest. Some spread may be possible before people show symptoms, but this is not thought to be the main way the virus spreads. Prevention Strategies

Currently, there is no vaccine to prevent coronavirus disease. The best way to prevent illness is to avoid exposure. The following everyday actions can help prevent the spread of respiratory diseases:

Avoid close contact with people who are sick Frequently wash your hands with soap and water for at least 20 seconds Avoid touching your eyes, nose, and mouth Stay home when you are sick Cover your cough or sneeze with a tissue or the inside of your elbow, then throw the tissue

in the trash and wash your hands Clean and disinfect objects and surfaces using cleaning, sanitizing, and disinfecting

solutions o Follow manufacturer label directions to determine strength, purpose, and stay time

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https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-u/

https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-h/

For more information, see:

Caring for Our Children (CFOC) 3.3.0.1. Routine Cleaning, Sanitizing, and Disinfecting How to Clean and Disinfect Schools to Help Slow the Spread of Flu

Wash your hands often with soap and water for at least 20 seconds. This is especially important after going to the bathroom, before eating, and after cleaning, blowing your nose, coughing, or sneezing. If soap and water are not readily available, use an alcohol-based hand sanitizer with at least 60% alcohol. Always wash hands with soap and water if they are visibly dirty.

Handwashing: Clean Hands Save Lives CFOC 3.2.2. Hand Hygiene

CDC does not recommend that people who are well wear a facemask to protect themselves from respiratory diseases, including coronavirus.

These are everyday habits that can help prevent the spread of several viruses. CDC also has specific guidance for travelers. Preparedness Planning

Programs can work with local health departments and other emergency responders to prepare for a pandemic outbreak. Consider using resources such as:

Child Care and Preschool Pandemic Influenza Planning Checklist Preparing Child Care Programs for Pandemic Influenza

Treatment

There is no specific antiviral treatment recommended for the coronavirus at this time. People who think they may have been exposed to coronavirus should contact their healthcare provider immediately. What Programs in Communities with Identified Coronavirus Should Know

Head Start and Early Head Start programs should work in close collaboration and coordination with local health officials. If an ill student or staff member attended the program prior to being confirmed as a coronavirus case:

Local health officials may recommend temporary dismissals Seek guidance from local health officials and your Health Services Advisory Committee to

determine when children and staff should return to the program and what additional steps are needed

If program operations are impacted by the coronavirus, please reach out to your Regional Office to inform them of any programmatic changes. Save the Date

Register now for an upcoming Healthy Futures webinar with more information on how to manage infectious diseases in early care and education settings:

Page 72 of 110

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https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-b/

https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-c/

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https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-a/

https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-f/

https://hsicc.cmail19.com/t/j-l-qlrhdjl-djitukjiu-z/

Wednesday, March 11, 2020 at 2–3 p.m. ET: Managing Infectious Diseases in Early Education and Child Care Programs

Learn about two new free tools available for child care health consultants, early learning program directors, health managers, healthcare professionals, and others. An online module and a customizable curriculum can be used to help meet national early education and child care training requirements for managing infectious diseases. Stay Informed

Please share this message with colleagues who may be interested in this topic.

Did someone forward you this message? Stay up to date by subscribing: https://eclkc.ohs.acf.hhs.gov/subscribe

Page 73 of 110

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Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov

February 27, 2020

Grant No. 90CM9821

Dear Head Start Grantee:

A grant application must be completed for the upcoming budget period. The application for the Head Start grant is

due June 1, 2020.

The following table reflects the annual funding and enrollment levels for your grant.

Funding Type Migrant HeadStart

Migrant EarlyHead Start

Program Operations $25,554,510 $1,968,110

Training and Technical Assistance $318,039 $45,242

Total Funding $27,885,901

Program Migrant HeadStart

Migrant EarlyHead Start

Federal Funded Enrollment 1,984 162

Period of Funding: 09/01/2020 - 08/31/2021

Application Submission Requirements

The application must be prepared and submitted in accordance with the Head Start Grant Application Instructions

with Guidance, Version 3 (Application Instructions) for a baseline application. It must be submitted on behalf of the

Authorizing Official registered in the HSES.

Incomplete applications will not be processed.

The Application Instructions are available on the home page of HSES. Please review the instructions carefully prior

to preparing the application. Submission guidance can be found in the "Instructions" section of the HSES.

Please contact Debbie Youhouse, Head Start Program Specialist, at 202-205-9612 or

[email protected] or Roy Payne, Grants Management Specialist, at 202-401-4807 or

[email protected] with questions regarding the Application Instructions.

For assistance submitting the application in HSES, contact [email protected] or 1-866-771-4737.

Funding is contingent upon the availability of federal funds and satisfactory performance under the terms and

conditions of the Head Start grant in the current budget period.

Thank you for your cooperation and timely submission of the grant application.

Page 74 of 110

https://eclkc.ohs.acf.hhs.gov

mailto:[email protected]

Sincerely,

/Sandra Carton/

Sandra Carton

Regional Program Manager

Office of Head Start

Page 75 of 110


February 27, 2020

Grant No. 90HM000010



due June 1, 2020.


Funding Type Migrant EarlyHead Start

Program Operations $1,566,240

Training and Technical Assistance $37,500


Program Migrant EarlyHead Start

Federal Funded Enrollment 116




with Guidance, Version 3 (Application Instructions) for a continuation application. It must be submitted on behalf of

the Authorizing Official registered in the HSES.











Page 76 of 110



Sincerely,

/Sandra Carton/

Sandra Carton



Page 77 of 110


February 19, 2020

Grant No. 90HM000019



due June 1, 2020.


Funding Type Migrant EarlyHead Start

Program Operations $5,206,776



Program Migrant EarlyHead Start

Federal Funded Enrollment 348
















Page 78 of 110



Sincerely,

/Sandra Carton/

Sandra Carton



Page 79 of 110

DEPARTMENT OF HEALTH AND HUMAN SERVICES SAI NUMBER:

PMS DOCUMENT NUMBER:

1. AWARDING OFFICE: 2. ASSISTANCE TYPE: 3. AWARD NO.: 3a. AMEND. NO.:

5. TYPE OF AWARD: 6. TYPE OF ACTION: 7. AWARD AUTHORITY:

8. BUDGET PERIOD:

THRU

9. PROJECT PERIOD:

THRU

10. CFDA NO.:

11. RECIPIENT ORGANIZATION: 12. PROJECT / PROGRAM TITLE:

13. COUNTY: 14. CONGR. DIST: 15. PRINCIPAL INVESTIGATOR OR PROGRAM DIRECTOR:

27. SIGNATURE - ACF GRANTS OFFICER ISSUE DATE: 28. SIGNATURE(S) CERTIFYING FUND AVAILABILITY

29. SIGNATURE AND TITLE - PROGRAM OFFICIAL(S) DATE:

DGCM-3-785 (Rev. 86)

NOTICE OF AWARD

4. FAIN:

17. AWARD COMPUTATION:A. NON-FEDERAL SHARE........... $ B. FEDERAL SHARE.................... $

18. FEDERAL SHARE COMPUTATION:A. TOTAL FEDERAL SHARE......................................... $

B. UNOBLIGATED BALANCE FEDERAL SHARE......... $

C. FED. SHARE AWARDED THIS BUDGET PERIOD…$

19. AMOUNT AWARDED THIS ACTION: $

20. FEDERAL $ AWARDED THIS PROJECT PERIOD: $

21. AUTHORIZED TREATMENT OF PROGRAM INCOME:

16. APPROVED BUDGET:

Personnel............................ $

Fringe Benefits.................... $

Travel.................................. $

Equipment........................... $

Supplies.............................. $

Contractual.......................... $

Facilities/Construction......... $

Other................................... $

Direct Costs........................ $

Indirect Costs......................

$In Kind Contributions........... Total Approved Budget.......

22. APPLICANT EIN: 23. PAYEE EIN: 24. OBJECT CLASS:

25. FINANCIAL INFORMATION:DOCUMENT NO. APPROPRIATION CAN NO. NEW AMT.

26. REMARKS: (Continued on separate sheets)

$

$

ORGN DUNS

UNOBLIG. NONFED %

ADMINISTRATION FOR CHILDREN AND FAMILIES

David Kadan330 C St SWWashington, DC 20201-0001Phone: 2028689764

Office of Head Start Discretionary Grant 90HM000011-02-00 0

Service Non-Competing Continuation 42 USC 9801 et seq.

03/01/2020 02/28/2021 03/01/2019 02/28/202193.600 - Head Start

90HM000011

COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.1030 Southwood DrSan Luis Obispo, CA 93401-5813Grantee Authorizing Official: Dee Lacey , Board Chair

Migrant Early Head Start Expansion

San Luis Obispo 24 Flora Chacon

Mr. Omar Barrett03/05/2020 03/05/2020

Mr. Stanley Thompson - Senior Program Specialist 03/05/2020

77,151.00 7%

77,068.001,025,000.00 93%

1,025,000.000.00

0.0040,166.00

13,114.00

0.000.00

217,271.00

1,025,000.000.00

601,455.00 2,272,000.00

949,074.00

Additional Costs

0.00

1,025,000.00 952410253 1952410253A1 41.51

058901950

90HM00001102 75-20-1536 0-G984122 $1,000,000.00

90HM00001102 75-20-1536 0-G984121 $25,000.00

75,926.00

Page 80 of 110

STANDARD TERMS

1. Paid by DHHS Payment Management System (PMS), see attached for payment information. This

award is subject to the requirements of the HHS Grants Policy Statement (HHS GPS) that are

applicable to you based on your recipient type and the purpose of this award.

This includes requirements in Parts I and II (available at http://www.hhs.gov/grants/grants/policies-

regulations/index.html of the HHS GPS. Although consistent with the HHS GPS, any applicable

statutory or regulatory requirements, including 45 CFR Part 75, directly apply to this award apart

from any coverage in the HHS GPS. This award is subject to requirements or limitations in any

applicable Appropriations Act. This award is subject to the requirements of Section 106 (g) of the

trafficking Victims Protection Act of 2000, as amended (22 U.S.C. 7104). For the full text of the

award term, go to http://www.acf.hhs.gov/discretionary-post-award-requirements

This award is subject to the Federal Financial Accountability and Transparency Act (FFATA or

Transparency) of 2006 subaward and executive compensation reporting requirements. For the full text

of the award term, go to http://www.acf.hhs.gov/discretionary-post-award-requirements.This award is

subject to requirements as set forth in 2 CFR 25.110 Central Contractor Registration (CCR) and

DATA Universal Number System (DUNS). For full text go to http://www.acf.hhs.gov/discretionary-

post-award-requirements

Consistent with 45 CFR 75.113, applicants and recipients must disclose in a timely manner, in writing

to the HHS awarding agency, with a copy to the HHS Office of Inspector General (OIG), all

information related to violations of federal criminal law involving fraud, bribery, or gratuity

violations potentially affecting the federal award. Subrecipients must disclose, in a timely manner, in

writing to the prime recipient (pass through entity) and the HHS OIG, all information related to

violations of federal criminal law involving fraud, bribery, or gratuity violations potentially affecting

the federal award. Disclosures must be sent in writing to the awarding agency and to the HHS OIG at

the following addresses:

The Administration for Children for Children and Families U.S. Department of Health and Human

Services Office of Grants Management ATTN: Grants Management Specialist 330 C Street, SW.,

Switzer Building Corridor 3200 Washington, DC 20201 AND

U.S. Department of Health and Human Services Office of Inspector General ATTN: Mandatory Grant

Disclosures, Intake Coordinator 330 Independence Avenue, SW, Cohen Building Room 5527

Washington, DC 20201 Fax: (202) 205-0604 (Include “Mandatory Grant Disclosures” in subject line)

or Email: [email protected]

Failure to make required disclosures can result in any of the remedies described in 45 CFR75.371

Remedies for noncompliance, including suspension or debarment (See 2 CFR parts 180 & 376 and 31

U.S.C. 3321).

This award is subject to the requirements as set forth in 45 CFR Part 87. This award is subject to HHS

regulations codified at 45 CFR Chapter XIII, Parts 1301, 1302, 1303, 1304 and 1305. Attached are

terms and conditions, reporting requirements, and payment instructions. Initial expenditure of funds

by the grantee constitutes acceptance of this award.

2 of DGCM-3-785 (Rev. 86) Page

ERVICES N FOR CHILDREN AND FA UMEN

DEPARTMENT OF HEALTH AND HUMAN S ADMINISTRATIO MILIES

SAI NUMBER:

PMS DOC T NUMBER:

1. AWARDING OFFICE: ASSISTANCE TYPE: 3a. AMEND. NO.:2. 3. AWARD NO.:

5. TYPE OF AWARD: 6. TYPE OF ACTION: 7. AWARD AUTHORITY:

8. BUDGET PERIOD:

THRU

9. PROJECT PERIOD:

THRU

10. CFDA NO.:

11. RECIPIENT ORGANIZATION:

NOTICE OF AWARD

4. FAIN:

Office of Head Start Discretionary Grant 90HM000011-02-00 0

90HM000011

Service Non-Competing Continuation 42 USC 9801 et seq.

02/28/202103/01/2020 03/01/2019 02/28/202193.600 - Head Start


2

Page 81 of 110

AWARD ATTACHMENTS

Community Action Partnership of San Luis Obispo County, Inc. 90HM000011-02-00

90HM0000111.

Page 82 of 110

This action awards funding in the amount of $1,000,000 for Migrant Early Head Start base services and

$25,000 for Migrant Early Head Start Training and Technical Assistance for the budget period of

03/01/2020 - 02/28/2021.

Migrant Early Head Start population: 70 infants and toddlers.

Designated Migrant Early Head Start service area(s): San Luis Obispo, Kern, and Ventura.

Approved program option(s) for the Migrant Early Head Start program: Family Child Care.

35 children will be served in Ventura (Oxnard) FCC from February – December for 11.26 months from 5

am – 5:30 pm Monday – Friday beginning in May, 2019.

35 children will be served in Kern (Delano) FCC from April - November for 8 months in the grantee’s Child Care Partnership FCC provider’s homes from 5 am to 5:30 pm Monday – Friday.

This action also approves grantee’s request dated November 27, 2019, to reduce their Non-Federal Share

contribution from 20% to 7%.

Indirect Costs of $74,074 is based on a rate of approximately 7.2% of Total Direct Costs excluding capital

expenditures of $1,025,000.

The Employee Compensation CAP -ACYF-PI-HS-05-01- Issuance Date: 3/2/2005: Head Start funds shall

not be used to pay the compensation of an individual, either as a direct cost or any proration as an indirect

cost, at a rate in excess of Executive Level II compensation which is $197,300 effective January, 2020.

Every Head Start grantee and delegate is responsible for assuring its compliance with this provision.

ACF requires the use of the SF-428 (Tangible Personal Property Form) and the SF-429 (Real Property

Status Report). The reporting frequency will be on an annual basis at the end of each fiscal year. Fillable

forms are available at http://www.acf.hhs.gov/grants-forms.

This grant is subject to the requirements for contribution of the non-federal match and approval of key

staff, the limitations on development and administrative costs and employee compensation, and prior

written approval for the purchase of equipment and other capital expenditures and the purchase,

construction and major renovation of facilities as specified in Attachment 1.

Page 83 of 110

Attachment 1

This grant is subject to Section 640(b) of the Head Start Act and 45 C.F.R. § 1301.20 requiring a

nonfederal match of 20 percent of the total cost of the program. This grant is also subject to the

requirements in Section 644(b) of the Head Start Act and 45 C.F.R. § 1301.32 limiting development and

administrative costs to a maximum of 15 percent of the total costs of the program, including the non-

federal match contribution of such costs. The requirements for a non-federal match of 20 percent and the

limitation of 15 percent for development and administrative costs apply to the 03/01/2020 - 02/28/2021

budget period unless a waiver is approved. Any request for a waiver of the non-federal match, or a portion

thereof, that meets the conditions under Section 640(b) (1)-(5) of the Head Start Act or 45 C.F.R. §

1301.21 or a waiver of the limitation on development and administrative costs that meets the conditions

under 45 C.F.R. § 1301.32(g) must be submitted in advance of the end of the budget period. Any waiver

request submitted after the expiration of the project period will not be considered.

The HHS Uniform Administrative Requirements (see 45 C.F.R. § 75.308(c) (2)) provide the authority to

ACF to approve key staff of Head Start grantees. For the purposes of this grant, key staff is defined as the

Head Start Director or person carrying out the duties of the Head Start Director if not under that title and

the Chief Executive Officer, Executive Director and/or Chief Fiscal Officer if any of those positions is

funded, either directly or through indirect cost recovery, more than 50 percent with Head Start funds.

Section 653 of the Head Start Act prohibits the use of any federal funds, including Head Start grant funds,

to pay any portion of the compensation of an individual employed by a Head Start agency if that

individual's compensation exceeds the rate payable for Level II of the Executive Schedule.

Prior written approval must be obtained for the purchase of equipment and other capital expenditures as

described in 45 C.F.R. § 75.439(a). Prior written approval must also be obtained under 45 C.F.R. §

75.439(b)(3) and 45 C.F.R. Part 1309 to use Head Start grant funds for the initial or ongoing purchase,

construction and major renovation of facilities. No Head Start grant funds may be used toward the

payment of one-time expenses, principal and interest for the acquisition, construction or major renovation

of a facility without prior written approval of the Administration for Children and Families.

Page 84 of 110

Community Services Block Grant Dear Colleague Letter

DCL#: CSBG-DCL-2020-15

DATE: March 12, 2020

TO: CSBG Network

SUBJECT: Partnership to Address the Spread of COVID-19

ATTACHMENT(S): N/A

Dear Colleagues,

Thank you for your continued engagement and partnership with us to address and mitigate the

spread of COVID-19. We highly value our strong ongoing partnership, and hope to continue to

be a resource to you as you implement community mitigation techniques. As you might

imagine, a number of HHS divisions are releasing COVID-19-related information on funding and

guidance. We thought it would be helpful to batch up information on key issues to keep you up-

to-date.

Funding for States to Address COVID-19

Today, the Department of Health and Human Services (HHS) announced upcoming action by

the Centers for Disease Control and Prevention (CDC) to provide resources to state and local

jurisdictions in support of our nation's response to the coronavirus disease 2019 (COVID-19).

The $8.3 billion dollar Supplemental passed by Congress included statutory language which

prescribed the exact formula for disbursing the money: states will receive 90% of their 2019

CDC PHEP grants. This marks the first tranche of funding to states from the $8.3 billion

supplemental. Today, CDC is contacting State Health Officers to move forward with awarding

over $560 million to states, localities, territories, and tribes. CDC will use existing networks to

reach out to state and local jurisdictions to access this initial funding. To view the list of CDC

funding actions to jurisdictions, click here.

Helping Communities Know Mitigation Strategies

Yesterday, CDC released their “Implementation of Mitigation Strategies for Communities with

Local COVID-19 Transmission.” Essentially, this is a guide describing possible mitigation

strategies for communities dealing with transmission at three different levels: (1)

Page 85 of 110

https://www.acf.hhs.gov/ocs/programs/csbg

https://www.hhs.gov/about/news/2020/03/11/cdc-to-award-over-560-million-to-state-local-jurisdictions-in-support-of-covid-19-response.html

https://www.congress.gov/116/bills/hr6074/BILLS-116hr6074enr.pdf

https://www.cdc.gov/cpr/epf/index.htm?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcpr%2Fpartnerships%2Fmap.htm

https://www.cdc.gov/cpr/epf/index.htm?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcpr%2Fpartnerships%2Fmap.htm

https://www.hhs.gov/about/news/2020/03/11/cdc-funding-information.html

https://www.cdc.gov/coronavirus/2019-ncov/downloads/community-mitigation-strategy.pdf


2/3

None/Minimal, (2) Moderate, or (3) Substantial. Community mitigation strategies, which are

non-pharmaceutical interventions, are often the most available interventions to help slow the

transmission of COVID-19 in communities. The Mitigation Plan includes a set of actions that

persons and communities can take to slow the spread of respiratory virus infections. The

Community Mitigation Plan can be found here.

Guidance on Infection Control For Healthcare Workers

Yesterday, CDC released updated guidance on infection prevention and control

recommendations. Healthcare workers are fighting this outbreak on the front lines, and this

guidance is intended to provide assistance to healthcare settings that are handling suspected or

confirmed cases of COVID-19. This guidance is applicable to all U.S. healthcare settings, but not

for non-healthcare settings. There is separate guidance for that. The new guidance on infection

control can be found here.

Guidance for Preparing Workplaces

This week, the Department of Labor released practical guidance for how to prepare workplaces

for COVID-19. This guidance will help to educate workers and employers about the COVID-19

outbreak. The guidance can be found here.

Guidance for Laboratories

The CDC has been actively working to address the need for testing across the country. In

addition to public health laboratories, private labs are doing testing. In addition to reviewing

the Updated Guidance on Evaluating and Testing Persons for Coronavirus Disease 2019, the

CDC recently updated the FAQ website for laboratories, and we encourage you to read through

the site to answer preliminary questions, though we stand ready to answer other questions

that you may have.

Guidance to Prepare Homeless Shelters

We recognize persons experiencing homelessness are an especially vulnerable population. CDC

released guidance on March 9, to help homeless shelters plan, prepare and respond to COVID-

19. The guidance can be found here.

OMB Flexibilities

On March 9, 2020, OMB issued a memo that provides administrative relief for recipients and

applicants of Federal financial assistance who are directly impacted by COVID-19. The grant

flexibilities include 10 actions that HHS can take to provide short-term administrative and

financial management relief, allowing funds to be awarded quicker and giving grantees the

ability to focus on their critical response, research, or services. More information can be found

here.

General Preparation Information

On March 9, 2020, the White House Coronavirus Task Force released practical steps that we

recommend posting and sharing to keep workplaces, school, home and commercial

establishments safe. This information can be found here.

Page 86 of 110


https://www.cdc.gov/coronavirus/2019-ncov/infection-control/control-recommendations.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019-ncov%2Fhcp%2Finfection-control.html

https://www.dol.gov/newsroom/releases/osha/osha20200309

https://emergency.cdc.gov/han/2020/han00429.asp

https://www.cdc.gov/coronavirus/2019-ncov/lab/testing-laboratories.html

https://www.cdc.gov/coronavirus/2019-ncov/community/homeless-shelters/plan-prepare-respond.html

https://www.whitehouse.gov/wp-content/uploads/2020/03/M-20-11.pdf

https://www.cdc.gov/coronavirus/2019-ncov/downloads/workplace-school-and-home-guidance.pdf

3/3

The COVID-19 response is a whole-of-government effort and each department has a number of

specific resources. We encourage you to explore those resources as necessary to respond to

the situation in your communities.

If you have any questions on these items or other issues, please feel free to reach out.

Thank you for your attention and OCS looks forward to continuing to provide high quality

services to OCS grantees.

/s/

J. Janelle George

Acting Deputy Director

Office of Community Services

Page 87 of 110


February 07, 2020

Grant No. 09HP000252



due May 1, 2020.


Funding Type Early Head StartProgram Operations $2,536,500



Program Early Head StartFederal Funded Enrollment 164









Please contact Raymond Low, Head Start Program Specialist, at 415-437-8633 or [email protected] or

Joanna Chan, Grants Management Specialist, at 415-437-8421 or [email protected] with questions

regarding the Application Instructions.





Page 88 of 110



Sincerely,

/Cynthia Yao/

Cynthia Yao



Page 89 of 110

COVID-19 Wages and Benefits

In addition to the general flexibilities in ACF-IM-HS-19-01, the Office of Head Start (OHS) is providing the following additional flexibility regarding wage and benefits for employees impacted by Coronavirus Disease 2019 (COVID-19) closures.

In response to COVID-19, OHS is advising grantees to coordinate with local health authorities and implement their existing policies and procedures related to closure of Head Start centers during infectious disease outbreaks. Closure of centers in areas heavily impacted by COVID-19 is an important element of containing and limiting its spread.

In recognition of the unique circumstances associated with COVID-19, OHS is directing programs to continue to pay wages and provide benefits for staff unable to report to work during center closures necessary to address COVID-19. During center closures, employees should continue to engage families and to deliver services to the extent possible, remotely.

This additional emergency response flexibility is important to ensure critical grants management activities can continue during closures. It will help ensure staff are ready and able to return to work as soon as it is possible to resume operations. This flexibility remains in effect through April 30, 2020 unless further extended by OHS.

Page 90 of 110

https://hsicc.cmail19.com/t/j-l-qlhkhz-tkvlubjr-i/

View the web version

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Child and Adult Care Food Program (CACFP) Flexibilities

Many Head Start and Early Head Start programs are following the lead of school systems and local health authorities and closing their centers. Caring and creative programs understand their communities best and are looking for ways to support them.

Head Start and Early Head Start programs may provide meals and snacks to children during center closures. The U.S. Department of Agriculture (USDA) has waived its group setting meal requirement for closed schools and authorized special flexibilities for many states. These waivers include the Child and Adult Care Food Program (CACFP). Grantees may work with their state CACFP agency to determine whether similar flexibilities that can support the ongoing availability of meals and snacks for enrolled children are available during Head Start and Early Head Start program closures. In the event of an extended center closure, perishable food should be safely disposed of in a way that minimizes waste, such as donation to a local food bank or distribution to enrolled families.

CACFP, funded through USDA, covers most of the cost of meals and snacks for enrolled Head Start and Early Head Start children. A program must use funds from the USDA Food, Nutrition, and Consumer Services child nutrition programs as the primary source of payment for meal services. Head Start and Early Head Start funds may be used to cover those allowable costs not covered by the USDA.

The Office of Head Start (OHS) reminds programs in affected areas to follow local guidance from health departments and other authorities, including not working when sick, social distancing, and group size limitations. Possible strategies for providing food to children during center closures include the following:

Programs could assemble bags of food, including formula for enrolled infants, and deliver them to homes in agency school buses or other agency vehicles. Families could come out to collect the bags or they could be delivered to the door.

Food could be assembled and families could pick it up at a center or other location. Care should be taken to avoid large groups and prevent anyone who is sick from coming to collect food. This could include a "drive-through" station in areas where families have cars.

Programs could check with local schools, churches, or other community organizations to see if there are partnership opportunities to increase the efficiency of food distribution.

While we often think of disasters as natural events such as hurricanes and earthquakes, health emergencies can also form the basis of a disaster declaration. The guidance from ACF-HS-IM-19-01 General Disaster Recovery Flexibilities can be applied to Head Start and Early Head Start programs impacted by Coronavirus Disease 2019 (COVID-19).

As OHS becomes aware of other flexibilities, we will share it with programs. We encourage Head Start and Early Head Start agencies to meet the needs of affected children and families while keeping staff and families safe. If

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you have any questions about how to best use grant funds, please contact your Regional Office. In addition, please let OHS know what you are doing to support your children and families during this challenging time on Twitter, using #HeadStartHelps and tagging @OHS_Director.

Thank you for your work on behalf of children and families,



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March 13, 2020

Grant No. 09CH011137


The Further Consolidated Appropriations Act, 2020, contains an increase of approximately $550 million for

programs under the Head Start Act for Fiscal Year (FY) 2020. The increase provides $193 million for a cost-of-living

adjustment (COLA) and $250 million for Quality Improvement investments for Head Start. The COLA supports an

increase of two percent for each grantee to increase staff salaries and fringe benefits, and offset higher operating

costs. COLA funds are effective at the start of the FY 2020 budget period and are retroactive if this period has

already begun. Quality Improvement funds are allocated proportionately based on federal funded enrollment, with

additional consideration given to small grantees to allow for a meaningful investment, as permitted by the Act.

The following table reflects the COLA and Quality Improvement increases available for FY 2020.

Funding Type Head Start Early Head StartCost-of-Living Adjustment (COLA) $57,242 $43,232

Quality Improvement (QI) $48,412 $43,188

Total Funding $192,074

The table provides projected amounts for each program, Head Start and/or Early Head Start. The Quality

Improvement allocation above was calculated on Head Start and/or Early Head Start funded slots; however,

grantees operating both programs have flexibility to use any amount of funding on either program, based on

community needs, and not to exceed the total amount available. This flexibility does not extend to COLA

allocations. Please note, allocations in the table are based on annual funding and enrollment levels by program as

of February 2020, and may be subject to change if there are adjustments to these levels.

Submission Requirements

The supplemental application is due May 15, 2020 and must be submitted in the Head Start Enterprise System

(HSES). To apply, please select the Financials tab, Grant Application tab, Fiscal Year 2020, and add the

‘Supplement – COLA and Quality Improvement’ amendment type. No other application type for these funds will

be accepted.

Content of ‘Supplement – COLA and Quality Improvement’ Application

Applications must include separate narratives and detailed budget justifications for each funding type, COLA and

Quality Improvement, and by program, Head Start and/or Early Head Start. Each narrative must begin with a Table

of Contents, use 12 point font, and not exceed 10 pages. All narratives, budget justifications, and other supporting

documentation must be uploaded into respective folders within the Documents tab of the application.

COLA Narrative and Budget Justification

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https://hses.ohs.acf.hhs.gov/hsprograms


Grantees must demonstrate:

An increase of no less than two percent of the current pay scale for Head Start/Early Head Start employees,

including unfilled vacancies, subject to the provisions of Sections 653 and 640(j) of the Head Start Act;

•

The rationale and documentation detailing agency policies and procedures if employees are receiving less

than the two percent COLA or differential COLA increases;

•

The provision of a no less than two percent increase to all delegate agencies and partners or justification if

less than two percent or differential increases are provided to delegate agencies and partners;

•

The planned uses for the balance of the COLA funds to offset higher operating costs.•

Sections 653 and 640(j) of the Head Start Act provide further guidance on the uses and limitations of COLA funds.

Sec. 653 restricts compensation to a Head Start employee that is higher than the average rate of compensation

paid for substantially comparable services in the area where the program is operating. Sec. 640(j) of the Act

requires compensation of Head Start employees must be improved regardless of whether the agency has the ability

to improve the compensation of staff employed by the agency that do not provide Head Start services. Grantees

with concerns that staff salaries cannot be increased due to wage comparability issues should ensure public school

salaries for kindergarten teachers are included in their considerations.

Quality Improvement Narrative and Budget Justification


Investments are consistent with Sec. 640(a)(5) of the Act (except programs are not bound by the

requirements that at least 50 percent of the funds be used for staff compensation or that no more than 10

percent of funds be used on transportation. For more information on allowable activities as outlined in the

Act, please see Attachment A);

•

Investments made in Quality Improvement will be ongoing;•

How investments support children, families, and staff impacted by trauma; or justify the reasoning for

investing in an activity not directly related to addressing trauma (For specific examples, please see

Attachment B or the following resource on Implementing a Trauma-Informed Approach.)

•

For programs using flexibility in the proportional share of the funding for Head Start and Early Head Start,

justify how that approach fully supports the greatest needs of communities.

•

Grantees are strongly encouraged to invest this funding into program efforts and activities that help better

incorporate a trauma-informed approach that will support children, families, and staff impacted by adverse

experiences. For more information on trauma and implementation of trauma-informed approaches in Head

Start and Early Head Start programs, including specific examples, please see Attachment B or the following

resource on Implementing a Trauma-Informed Approach. However, grantees do have the flexibility to use these

Quality Improvement funds to meet grantees' most pressing local needs, consistent with Section 640(a)(5) of the

Act. With this funding, grantees should plan for ongoing, sustained investments in quality improvements, while also

acknowledging one-time investments in FY 2020 year may be necessary to sustain ongoing quality improvement.

Budget Requirements

The data entered on the budget tab within the application populates the SF-424A. Grantees are required to include

funds for both COLA and Quality Improvement, and within the appropriate program, Head Start or Early Head Start.

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https://eclkc.ohs.acf.hhs.gov/policy/head-start-act/sec-653-comparability-wages

https://eclkc.ohs.acf.hhs.gov/policy/sec-640-allotment-funds-limitations-assistance

https://eclkc.ohs.acf.hhs.gov/publication/implementing-trauma-informed-approach-introduction-examples


Non-Federal Share

The budget and detailed budget justification must include each source of non-federal match, including estimated

amount per source and the valuation methodology. A detailed justification that conforms with the criteria under

Section 640(b)(1)-(5) of the Head Start Act must be submitted if the application proposes a waiver of any portion of

the non-federal match requirement.

Supporting Documents

Signed statements of the Governing Body and Policy Council Chairs along with Governing Body and Policy Council

minutes documenting each group’s participation in the development and approval of the supplemental application

for COLA and Quality Improvement must be provided.

The application must be submitted on behalf of the Authorizing Official registered in the HSES. Incomplete

applications will not be processed.

Please ensure the application contains all of the required information. If you have any questions or need assistance,

please contact Raymond Low, Head Start Program Specialist, at 415-437-8633 or [email protected] or

Joanna Chan, Grants Management Specialist, at 415-437-8421 or [email protected].

For technical assistance in preparing the application, please contact the HSES Help Desk at [email protected] or

1-866-771-4737.

Sincerely,

The Office of Head Start

Attachment A

Allowable Uses of Quality Improvement Funds

The language in this document comes directly from Sec. 640(a)(5) of the Head Start Act, except that language has

been removed from no. 1 specifying that at least 50 percent of the funds must be used for staff compensation and

language has been removed from no. 8 specifying that no more than 10 percent of the funds can be used on

transportation to align with the FY 2020 enacted appropriation language.

To improve the compensation (including benefits) of educational personnel, family service workers, and child

counselors, as described in Sections 644(a) and 653 of the Head Start Act, in the manner determined by the

Head Start agencies (including Early Head Start agencies) involved, to—

1.

ensure that compensation is adequate to attract and retain qualified staff for the programs involved in

order to enhance program quality;

•

improve staff qualifications and assist with the implementation of career development programs for staff

that support ongoing improvement of their skills and expertise; and

•

provide education and professional development to enable teachers to be fully competent to meet the

professional standards established under Sec. 648A(a)(1) of the Act, including—

•

providing assistance to complete postsecondary course work;-

improving the qualifications and skills of educational personnel to become certified and licensed as

bilingual education teachers, or as teachers of English as a second language; and

-

improving the qualifications and skills of educational personnel to teach and provide services to-

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https://eclkc.ohs.acf.hhs.gov/policy/head-start-act/sec-644-administrative-requirements-standards


https://eclkc.ohs.acf.hhs.gov/policy/head-start-act/sec-648a-staff-qualifications-development

children with disabilities

To support staff training, child counseling, and other services necessary to address the challenges of children

from immigrant, refugee, and asylee families; homeless children ; children in foster care; limited English

proficient children; children of migrant or seasonal farmworker families; children from families in crisis; children

referred to Head Start programs (including Early Head Start programs) by child welfare agencies; and children

who are exposed to chronic violence or substance abuse.

2.

To ensure that the physical environments of Head Start programs are conducive to providing effective program

services to children and families, and are accessible to children with disabilities and other individuals with

disabilities.

3.

To employ additional qualified classroom staff to reduce the child-to-teacher ratio in the classroom and

additional qualified family service workers to reduce the family-to-staff ratio for those workers.

4.

To ensure that Head Start programs have qualified staff that promote the language skills and literacy growth of

children and that provide children with a variety of skills that have been identified, through scientifically based

reading research, as predictive of later reading achievement.

5.

To increase hours of program operation, including—6.

conversion of part-day programs to full-working day programs; and•

increasing the number of weeks of operation in a calendar year.•

To improve communitywide strategic planning and needs assessments for Head Start programs and

collaboration efforts for such programs, including outreach to children described in no. 2 above.

7.

To transport children in Head Start programs safely.8.

To improve the compensation and benefits of staff of Head Start agencies, in order to improve the quality of

Head Start programs.

9.

Attachment B

Office of Head Start Guidance on Implementing a Trauma-Informed Approach

Trauma occurs when frightening events or situations overwhelm a child or adult's ability to cope or deal with what

has happened. These kinds of experiences cause an extended stress response and lasting effects on the physical

and mental health of the individual. Trauma can occur in the form of a single event (e.g., a natural disaster or death

of a close family member) or as a series of events or chronic condition (e.g., substance misuse, domestic and

community violence, child abuse and neglect, extended homelessness, or food insecurity). Exposure to trauma is

more common than most people believe. It is also multi-layered, with individual, community, and historical

experiences. In addition to enrolled children and families, Head Start staff may experience trauma as well, along

with stress associated with their role in supporting children and families impacted by trauma. That said, not

everyone exposed to adverse experiences is traumatized.

Head Start and Early Head Start programs play a critical role in buffering the impact of trauma by promoting

resilience for children, families, and staff. The effects of trauma are lessened by protective factors such as strong

parent-child relationships; relationships between staff, children, and families in Head Start and Early Head Start

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programs; and through relationships and supports within the community. Supporting staff wellness is a critical part

of any trauma-informed approach in Head Start programs.

The Substance Abuse and Mental Health Services Administration (SAMHSA) defines a trauma-informed approach

as one that: 1) realizes the widespread impact of trauma and understands potential paths for recovery; 2)

recognizes potential signs and symptoms of trauma; 3) responds by fully integrating knowledge about trauma into

program policies, procedures, and practices; and 4) resists re-traumatization of impacted individuals. For more

information, please see SAMHSA’s Concept of Trauma and Guidance for a Trauma-Informed Approach.

Head Start Considerations for Funding Trauma-Informed Approaches

There are many ways Head Start and Early Head Start programs can use Quality Improvement funds to implement

a comprehensive, ongoing trauma-informed approach. The following includes a limited, non-exhaustive list of

examples:

Expand Mental Health Services

Improve preventive mental health screening, assessment, and interventions•

Enhance mental health consultation for staff support and organizational improvement to help identify signs

and symptoms of trauma and integrate supports and services to assist in healing

•

Ensure mental health consultation and other related intervention services include a trauma-informed

approach and are integrated at intake and orientation

•

Build and/or enhance collaborative services with local substance abuse and mental health treatment

programs, domestic violence service providers, disaster response programs, child welfare agencies, and

others

•

Increase Classroom Quality

Hire additional qualified education staff to lower classroom ratios, enhance caregiver-child relationships•

Provide ongoing coaching and support to education staff to address secondary stress and related turnover•

Hire behavioral specialists to support children, classroom staff, and parents•

Improve physical environments and learning spaces throughout the facility to help address the multiple

domains of development and learning that are impacted by trauma

•

Invest in professional development and staffing patterns that foster continuity of care, and consistent,

predictable, and nurturing environments

•

Strengthen Family Services

Enhance services that strengthen families, promote relationships, decrease parental stress, and improve

family safety and financial security

•

Strengthen service provision related to housing access and stability•

Provide enhanced job training, employment, education, and career services•

Help families better access healthcare and nutrition services•

Enhance transportation services to promote more regular participation by children and families in services

designed to support development and learning and address trauma

•

Improve collaboration efforts and alignment with family-serving agencies to lessen family confusion and

stress in dealing with multiple agencies

•

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https://store.samhsa.gov/system/files/sma14-4884.pdf

Support a Trauma-Informed Workforce

Provide training on trauma-informed approaches to all staff, governing boards, and Policy Councils, and

ensure training is accompanied with coaching and opportunities for reflective practice and supervision

•

Support staff capacity with salary increases and additional benefits, such as employee assistance services

and break times

•

Decrease family service staff and/or home visitor caseloads through hiring of additional qualified staff or

other strategies

•

Create a Program-Wide Trauma-Informed Environment

Ensure any trauma-informed training implemented at the management-, governing-, or policy-level includes

oversight to examine how the approach is being implemented

•

Conduct ongoing self-assessment to track program improvements related to integrating a trauma-informed

approach over time

•

Expand Health Services Advisory Committee efforts to better support health and mental health services for

children and families by implementing trauma-informed approaches

•

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March 13, 2020

Grant No. 09CH010460























be accepted.







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•



•



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•





•



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Budget Requirements



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Non-Federal Share















1-866-771-4737.

Sincerely,


Attachment A









1.



•



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2.



disabilities.

3.



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examples:





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others

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•


and break times

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other strategies

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approach over time

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March 13, 2020

Grant No. 09CH9190























be accepted.







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•



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Budget Requirements



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Non-Federal Share















1-866-771-4737.

Sincerely,


Attachment A









1.



•



•



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-


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2.



disabilities.

3.



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7.




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Attachment B














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examples:





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others

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•


and break times

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other strategies

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approach over time

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•

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