CEO Report to the Board of Directors · 06.07 Monterey Early Head Start Startup - Page 28 06.08...
Transcript of CEO Report to the Board of Directors · 06.07 Monterey Early Head Start Startup - Page 28 06.08...
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
06.09 Monterey Early Head Start Startup (3) - Page 30
06.10 Monterey Early Head Start Startup (4) - Page 31
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.
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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
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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
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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
1. Installed 2nd Internet
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
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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
1. Installed scanner
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
1. Installed 2nd internet
xxviii. Ramona
1. Moved conference system
2. Moved workstations
xxix. Salinas
1. Installed temporary computer
2. Installed temporary internet connection
xxx. Santa Lucia
1. Installed 2nd Internet
xxxi. Seaside
1. Installed internet and SD-WAN network equipment
xxxii. So. Monterey Admin
1. Installed 2nd internet
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
3. Installed scanner
4. Installed computer for teacher
xxxv. Stern
1. Installed computer for teacher
2. Installed scanner
xxxvi. Valle Verde
1. Installed 2nd Internet
xxxvii. Ventura County Admin
1. Moves 3x computers on new office furniture
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2. Installed 2x laptops
3. Installed scanner
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
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CAPSLO IT Survey Results
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Google Apps Usage
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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!
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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
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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
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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.
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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.
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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
Sunnyside Los Osos 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
Actual: 82% Expected: 83%
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
Actual: 82% Expected: 83%
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
Sunnyside Los Osos 16 5.71% 51,341
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%
B. FRINGE5110 Payroll Taxes 133,729 14,059 119,670 11%
5120 Health Insurance 326,390 15,203 311,187 5%
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%
TOTAL EXPENDITURES 2,890,080$ 236,476$ 2,654,633$ 8.15%
Budget Amount
Remaining % YTD Spent
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%
5120 Health Insurance 21,344 9,208 12,136 43%
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%
TOTAL EXPENDITURES 2,272,650$ 528,085$ 1,744,565$ 23.24%
Budget Amount
Remaining % YTD Spent
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%
B. FRINGE5110 Payroll Taxes 93,604 21,008 72,596 22%
5120 Health Insurance 277,087 13,834 263,253 5%
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%
5520 Program Supplies 16,422 4,680 11,742 28%
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%
5240 Provider Payments 368,619 19,832 348,788 5%
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%
5640 Equip Repair & Maint 3,994 1,115 2,879 28%
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%
5970 Parent Activity Fund 1,915 78 1,837 4%
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%
TOTAL EXPENDITURES 2,203,446$ 289,701$ 1,913,745$ 13.1%
Budget Amount
Remaining % YTD Spent
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
C. OUT OF COUNTY TRAVEL
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
C. OUT OF COUNTY TRAVEL
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
Community Action Partnership of San Luis Obispo County, Inc.
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
$ 12,634 Budgeted 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
Current Enrollment: 74
Note: MSHS enrollment is a cumulative number from 9/1
EHS-CC Partnership Expansion Grant
Cumulative Enrollment: 93; Total Funded Enrollment: 116
Current Enrollment: 45
EHS-CC Partnership III Grant
Cumulative Enrollment: 74; Total Funded Enrollment: 70
Current Enrollment: 51
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
Community Action Partnership of San Luis Obispo County, Inc.
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%
C. OUT OF COUNTY TRAVEL
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%
5240 Provider Payments 591,577 143,691 447,886 24%
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%
5640 Equip Repair & Maint 6,960 2,543 4,417 37%
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%
5970 Parent Activity Fund 4,570 519 4,051 11%
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
$ 12,428 Budgeted Cost per Child
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
Community Action Partnership of San Luis Obispo County, Inc.
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%
5120 Health Insurance 425,138 152,964 272,174 36%
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%
C. OUT OF COUNTY TRAVEL
5320 Out of County Travel 4,977 682 4,295 14%
E. SUPPLIES
5510 Office Supplies 3,500 369 3,131 11%
5520 Program Supplies 48,898 14,527 34,371 30%
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%
5720 Liability Insurance 15,758 15,758 0%
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
COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
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
ACTUAL ACTUAL ACTUALBUDGETED DAILY DAILY DAILY
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
Community Action Partnership of San Luis Obispo County, Inc.
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%
5120 Health Insurance 88,985 32,734 56,251 37%
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%
C. OUT OF COUNTY TRAVEL
5320 Out of County Travel 2,510 211 2,299 8%
E. SUPPLIES
5510 Office Supplies 300 199 101 66%
5520 Program Supplies 12,487 2,723 9,764 22%
5521 Program Supplies Other 24,325 7,933 16,392 33%
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%
5240 Provider Payments 556,685 201,435 355,250 36%
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%
5640 Equip Repair & Maint 2,832 1,530 1,302 54%
5720 Liability Insurance 2,681 2,681 0%
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%
5970 Parent Activity Fund 2,310 533 1,777 23%
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
COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
MIGRANT AND SEASONAL EARLY HEAD START 2ND EXPANSION PARTNERSHIP2019-2020 ENROLLMENT
ACTUAL ACTUAL ACTUALBUDGETED DAILY DAILY DAILY
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
Community Action Partnership of San Luis Obispo County, Inc.
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
C. OUT OF COUNTY TRAVEL
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
COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
MIGRANT AND SEASONAL EARLY HEAD START 3RD EXPANSION PARTNERSHIP
2019-2020 ENROLLMENT
ACTUAL ACTUAL ACTUALBUDGETED DAILY DAILY DAILY
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%
5520 Program Supplies 412,997 89,128 323,869 22%
5521 Program Supplies Other 106,722 19,090 87,632 18%
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.
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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.
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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.
/ Dr. Deborah Bergeron /
Dr. Deborah Bergeron Director Office of Head Start Office of Early Childhood Development
Page 70 of 110
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
Page 71 of 110
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
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
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
Sincerely,
/Sandra Carton/
Sandra Carton
Regional Program Manager
Office of Head Start
Page 75 of 110
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
February 27, 2020
Grant No. 90HM000010
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 EarlyHead Start
Program Operations $1,566,240
Training and Technical Assistance $37,500
Total Funding $1,603,740
Program Migrant EarlyHead Start
Federal Funded Enrollment 116
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 continuation 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 76 of 110
Sincerely,
/Sandra Carton/
Sandra Carton
Regional Program Manager
Office of Head Start
Page 77 of 110
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
February 19, 2020
Grant No. 90HM000019
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 EarlyHead Start
Program Operations $5,206,776
Training and Technical Assistance $121,247
Total Funding $5,328,023
Program Migrant EarlyHead Start
Federal Funded Enrollment 348
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 continuation 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 78 of 110
Sincerely,
/Sandra Carton/
Sandra Carton
Regional Program Manager
Office of Head Start
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
COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
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)
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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
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
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
February 07, 2020
Grant No. 09HP000252
Dear Head Start Grantee:
A grant application must be completed for the upcoming budget period. The application for the Head Start grant is
due May 1, 2020.
The following table reflects the annual funding and enrollment levels for your grant.
Funding Type Early Head StartProgram Operations $2,536,500
Training and Technical Assistance $59,066
Total Funding $2,595,566
Program Early Head StartFederal Funded Enrollment 164
Period of Funding: 08/01/2020 - 07/31/2021
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 continuation 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 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.
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 88 of 110
Sincerely,
/Cynthia Yao/
Cynthia Yao
Regional Program Manager
Office of Head Start
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
View the web version
Go to ECLKC
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
Page 91 of 110
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,
/ Dr. Deborah Bergeron /
Dr. Deborah Bergeron Director Office of Head Start Office of Early Childhood Development
Page 92 of 110
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
March 13, 2020
Grant No. 09CH011137
Dear Head Start Grantee:
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
Page 93 of 110
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
Grantees must demonstrate:
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.
Page 94 of 110
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-
Page 95 of 110
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
Page 96 of 110
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
•
Page 97 of 110
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
•
Page 98 of 110
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
March 13, 2020
Grant No. 09CH010460
Dear Head Start Grantee:
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) $77,404 $23,196
Quality Improvement (QI) $83,524 $34,404
Total Funding $218,528
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
Page 99 of 110
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
Grantees must demonstrate:
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.
Page 100 of 110
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-
Page 101 of 110
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
Page 102 of 110
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
•
Page 103 of 110
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
•
Page 104 of 110
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
March 13, 2020
Grant No. 09CH9190
Dear Head Start Grantee:
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) $68,032 $66,710
Quality Improvement (QI) $74,480 $92,964
Total Funding $302,186
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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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
Grantees must demonstrate:
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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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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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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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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