HomeMy WebLinkAboutBoard of Directors Agenda October 2020Board of Directors Meeting
Agenda
October 15, 2020
Zoom Meeting
Training 5:00pm
Meeting 6:00pm
Introductions/Presentations
Migrant and Seasonal Head Start
Head Start/Early Head Start
Friends of 40 Prado
Liaison Reports
1. Approval of Minutes of Regular Board Meeting Minutes
Action
Finance Committee Minutes 9-16-20
Page 10
a. Fin Comm 9-16-20 Agenda Health Services 9-16-20
Page 15
b. 7-31-20 Agencywide Statement of Financial Position
Page 40
2. Approval of Minutes of Finance Committee Meeting Minutes
Action
3. Approval of Planning Committee Meeting
September 17, 2020 Minutes
Page 5
c. 3 7-31-20 Agencywide Revenue_Expense by Program
Page 41
09-08-2020 Planning Committee minutes
Page 43
Consent Agenda
Call To Order
Dee Lacey
Roll Call
Marci Sperlo
Reciting of the Promise
Dee Lacey
Public Comment
Dee Lacey
Board of Directors Governance Training - Part 1
Jerry Gomez
Program Liaison Reports
Board of Directors Meeting
Page 2 of 74
4. Approve addition of 92127, 92128, 92129 and 92130 zip codes
to specified service area for CAPSLO Head Start services in
Collaboration with Poway Unified School District under Northern
San Diego Co. Grant #09CH010460
Action/Ratification Page 45
5. Approval of 2021-2022 General Fund Grant application to the
County of San Luis Obispo for funding in the amount of $125,751
to support the 40 Prado Homeless Services Center jL.docx
Action Page 46
6. Approval to submit a Continued Funding Application to CDE,
Early Education and Support Division for FY 2021-2022
Action Page 47
7. Approval to submit an Application to San Luis Obispo County
and various cities for the 2021 Community Development Block
Grant (CDBG) to support several Community Action Partnership
programs
Action Page 49
9. Approval for CAPSLO’s Child Care Resource Connection to
submit an application for funding to the First 5 Commission of
San Luis Obispo County (First 5) to address childcare impacted
by Covid
Action Page 51
10. Approval for CAPSLO’s Family and Community Support
Services (FCSS) to submit an application for funding to the First 5
Commission of San Luis Obispo County (First 5) to immediately
address Resilient Family Needs
Action Page 52
11. Approval for funding from First 5 San Luis Obispo County –
IMPACT Incentive Layer Funds to support COVID recovery
stipends for child care providers in San Luis Obispo County in an
amount not to exceed $77,000
Action Page 53
12. Approval to submit request for additional MHSA Prudent
Reserve funds to the County of San Luis Obispo Behavioral
Health Department for the 40 Prado Medical Withdrawal
Treatment Center instruction in the amount of $207,500
Action Page 54
13. Application for $305,376 for new funding for the Co. of San
Luis Obispo Permanent Local Housing Allocation (PLHA) Grant
for 40 Prado Homeless Services Center, with CAPSLO as lead
applicant and 5CHC & Echo as Subcontractors
Action Page 55
14. Application for up to $3.4 million to San Luis Obispo County’s
second round Emergency Solutions Grant – COVID 19 funding
for 40 Prado to support prepara BOARD ACTION REQUIRED
ESG Covid Homeless jL.docx
Page 56
15. Proposal to County of San Luis Obispo for the 20-21 Page 58
Chief Executive Officer's Report
Biz Steinberg
8. Approval to Submit a 2021-2022 Emergency Solutions Grant
(ESG) Application to the County of San Luis Obispo for funding in
the amount of $102,900 to support the 40 Prado Homeless
Services Center
Action Page 50
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California Emergency Solutions and Housing (CESH) Grant for
Homeless Services in the amount of $392,231.docx
16. Approval of the MSHS 2019-2020 Self-Assessment
Action Page 59
16a. MSHS 2019-2020 Self-Assessment Report
Page 60
Planning Committee
Finance Committee
Committee Reports
17. Board Action MHSA Behavioral Health-FCSS Family
Advocate Middle School program
Action Page 72
NCAP_Policing_Reform_Platform (1).pdf
Page 73
President's Report
Dee Lacey
Board Discussion
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Community Action Partnership
of
San Luis Obispo County, Inc.
Board of Directors Meeting Minutes
September 17, 2020
Members of the Board
Dee Lacey, President
Carlos Sosa, Vice President
Mical Bovee, Secy./Treas.
Debbie Arnold
Chuck Cesena
Maria Garcia
Lan George
Gary Jordan
Diane “Dee” Limon
Steve Martin
Margie Perez-Sesser
Anneka Scranton
Lisa Sperow
Absent
Rob Garcia
Sandee Menge
Erica A. Stewart
Staff
Flora Chacon
Andrea Guerrero
Suzanne Leedale
Loren Leidinger
Joan Limov
Grace McIntosh
Sally Rogow
Melinda Sokolowski
Marci Sperlo
Biz Steinberg
Ron Torres
Meeting Called to order by Dee Lacey at 5:05 pm
Roll Call by Marci Sperlo - A quorum was present
Reciting of the Promise - led by Carlos Sosa in Spanish
Public Comment - None
Introductions/Presentations
Migrant and Seasonal Head Start Data Gathered for 2019 -2020 Flora Chacon, Migrant & Seasonal Head Start
Director
Flora Chacon presented the board with current information on the Migrant & Seasonal Program.
Planning Outreach and Development Update
Loren Leidinger
Loren gave an overview of her Outreach efforts and what she is working on.
Liaison Reports
Migrant and Seasonal Head Start
● Carlos reported at the end of the month they are going to have th e Executive Board meet. The PC has not
been meeting.
● They will bring the results of the self-assessment to the next meeting.
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● Biz reported Region 12 has been left out of the National Head Start Association request to congress. So
we wrote a number of letters to our Senators.
Head Start/Early Head Start
Margie reported she and Carlos assisted the committee on interviewing for the Child Youth and Family
Services Division Director which will cover both Head Start in our other child development programs. We
had 4 applicants.
We have 6 applications for the Head Start, State Director position.
They have had a lot going on with all the protocols that need to be done for Health due to Covid.
CAPSLO’s Health and Nutrition Manager Katie Hollingsworth, has met with the Health Coordinators about
our protocols, which has been shared with other programs across the United States, including East Coast
Migrant, Telemon and OHS in Michigan.
We had one center in SLO close due to COVID. Cambria had to close due to staffing and one classroom in
San Diego is being disinfected.
The By Laws are being reviewed by the PC Executive Committee. Biz stated they did approve them at their
meeting on Tuesday.
Biz reported at the October Board meeting from 5:00-6:00 and at the November meeting from 4:00-5:00,
we will have training by Jerry Gomez. This will get us all caught up on the Head Start Regional
requirements for training. We will tape it, so any Board members that can’t attend can review on their
own.
Friends of 40 Prado
Loren reported they will not be doing the in-person fundraiser this fall that they normally do. Instead they're
going to be doing a virtual fundraiser event on Sunday September 27 th from 1 to 3 p.m. If you've ever
attended their events or have given them a donation, you'll be getting a postcard and an email about the
event. They have done fairly well with fundraising.
Program Liaison Reports
The Adult Day Center is accepting clients. They have 5 in the morning and the same in the afternoon.
Grace reported, they're very happy to be open. They move clients through the day so that there is a good
amount of social distancing. This is working very well for everyone. It was really beginning to take a toll on our
clients, their inability to come in for services and being at home. So even though not all clients are coming in
the center, we are still delivering care packages.
Dee reported Marci set up a virtual tour of SSVF and the Energy Program and she encouraged other board
members to attend future tours. They are 45 minutes during lunch. The next tour will be of 40 Prado on
October 5th at 12:15.
Consent Agenda
1. Approval of Minutes of Regular Board Meeting Minutes Action August 2020 Board Minutes
2. Approval of Minutes of Finance Committee Meeting Minutes Action
Lan George stated the end of the meeting time in the August Board minutes was incorrect. They came out of
the closed session at 8:05 pm. Marci will adjust the minutes to reflect this change.
On a motion by Debbie Arnold seconded by Gary Jordan the consent agenda is approved as amended. (MSC
Arnold/Jordan) All in favor.
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Chief Executive Officer's Report - Biz Steinberg
3. Approve addition of 92129 zip code to specified service area for CAPSLO Head Start/Early Head Start
services under Northern San Diego Co. Grant #09CH010460 - Action
Biz reported, this action is about technical information items and Melinda is here to explain it to the board
and answer any questions. The Policy Council did approve adding this ZIP code number on Tuesday night.
Melinda reported they have been reviewing the grants with the Region 9 Representative. We have had the
program in San Diego since August 2012, but at the time of applying for the grant we listed Cities where we
were going to be serving and a lot of the collaborative Partners at the time that the gra nt was established
were predetermined and set, and they were listed by City. We are calling this a change in the scope, it is not
changing our grant or how we are currently providing services, it is defining it by zip codes. More of a
clarification: a more detailed approach to listing where we are currently serving.
In the process of doing this we did a community needs assessment and looked at where services were and
were not being offered and analyzed that with our representative.
On a motion by Margie Perez-Sesser seconded by Lisa Sperow the above action is approved as presented.
(Perez-Sesser/Sperow) All in favor.
4. Approval of the HS-EHS Bylaws Action 4a. HS EHS PC BYLAWS - Action
Biz reported the parents have been working diligently on these since last April. It involved family
development staff from all counties of Regional Head Start that we serve. The PC Executive Committee
approved these on Tuesday night with the changes.
Melinda stated she was very proud of the Executive Committee. They could have approved the bylaws last
month, but they chose to ask for more time to review them. Highlighted in red are the changes. Some are
language changes, for instance Mental Health is n ow called Behavioral Health. They also considered
Covid-19 and the importance of keeping our parents involved especially during this time and making sure
that we have alternates available when Representatives can't make the meeting, we are offering virtual
meetings to keep parents as engaged as we can. Dee asked if we are providing computers for them to be
virtual. Yes, we are also working with the School districts because they are providing a lot of Chromebook
to students.
Lisa had two comments on the By Laws:
Where it states “The president may conduct a vote by phone call” can we add they could do the vote by
email as well? She feels it might be easier for the President to send an email rather than having to call
every policy council member. Biz asked if Vote/Email would be ok wording to use.
Lower in the document there is a big space where there is a word missing. “Litigation that is___progress
and the meeting must”. They felt it should say “pending”. Melinda will look into the proper wording.
On a motion by Lan George seconded by Debbie Arnold the above action is approved with amendments.
(MSC George/Arnold) All in favor.
● We have had 39 of our almost 1,000 employees who had Covid and recovered.
● Margie already reported on the CFS Division Director interviews and we are trying to generate a few
more applications for the Head Start Director position from the California Head Start Association as well
as Region 9.
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Dee stated we have a lot of job openings that have been put on the website if any Board Members know
people that are looking for work. There's a variety of areas where their skills might fit.
Carlos stated a resume for one of the applicants in the Division Director interviews was not available. CAPSLO
does not require one when applying online. Discussed changing the policy to state a resume is required. The
computer software is like a robot and it summarizes the information. We do not use the information the
robot compiles. Staff will look into the use of the program information.
Committee Reports
Finance Committee
Mical reported they reviewed programs as well as the lines of credit and the credit card charges.
The agency line of credit is at $0.
The Housing Trust Fund line of credit is at $600,000.
Credit card charges
Total No Monterey
SLO/SD EHS MSEHS
HS& EHS Partnership MSHS Partnerships
Visa - Corporate/Homeless 1,978 50
American Express - IT (BC) 84,677 4,564 353 39,465 3,056
American Express - Corporate 14,664 2,469 24 4,562 812
American Express - Planning
American Express - Purchasing
325
American Express - CCRC 1,959
American Express - CFS
Total Direct Credit Card Charges $ 103,603 $ 7,033 $ 377 $ 44,077 $ 3,868
Total Head Start Charges $ 55,355
Total Vendor Charges $183,291
We are in the middle of the annual audit. The Board was invited to the Audit Exit on September 30th.
Health and Prevention programs are doing well with a st rong surplus. We are down about $54,000, but
actually up in our surplus overall. This only included a few months of Covid. So the end of next fiscal year
will look different. They are still seeing clients.
We applied for $30,000 for Telehealth. Another avenue of how to serve ou r patients in a different way.
Joan stated right now we do have a small loss at the shelter and a small one in Energy Programs. Energy was
completely closed down until June.
Planning Committee
Dee reported and they received an update on community need s assessments.
Looked at Stakeholder Interview list. Planning will make appointments with the stakeholders. The reviewed
the questions and some will participate in the interviews.
The list was shared that they are going to be interviewing as stakeholders for the 2021 CAP Plan
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Discussed other ways to train the board members to meet our obligations.
Anneka stated there is a significant amount of funds under consideration that we will be applying for and it is
not finalized. Sally reported will be applying for several parts of that money that is for homeless as well as
Echo and Five Cities Homeless Coalition collectively. We will be applying for a few grants with Echo and Five
Cities.
Policing Reform
They discussed the update on the National Policy Reform Platform that National Adopted. Marci will send this
out separately for the board to review and comment on at the October meeting.
HR Committee
The HR Committee met earlier this week and had a lengthy discussion about some concerns the Board has
expressed. Dee, Gary and Lisa reviewed notes from the Board. Dee met with Biz and told her the concerns
and there is now a plan to move forward. There needs to be some team-building, management skill teaching
and some evaluation procedures.
Lisa stated she appreciated the other board members who reached out to us. There will be RFP’s coming out
and hopefully we'll see some changes. Gary agreed with Lisa.
President's Report - Dee Lacey
NCAP Conference
Board members reported they enjoyed the sessions but there were some challenges.
Board Discussion
Debbie Arnold reported we are hoping to move into the red zone next week.
Lan George reported they are anxiously awaiting to move to the red category as well, so restaurants can open
up at minimal capacity.
The Five Cities Homeless Coalition has the empty bowls fundraising happening virtually.
Chuck Cesena reported he is focusing on water. They have Growth Management Ordinance and Local Coastal
Plan update going to the Board of Supervisors and then to the Coastal Commission. Some feel they are not
ready to lift some of the restrictions on growth.
The Homeless issue is becoming an issue in Los Osos. There is a lot of concern about the need for services in
Los Osos. Most homeless are gathering around the Community Center. Struggling to meet the needs.
Meeting adjourned at 7:10 pm
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Finance Committee Meeting
September 16, 2020
11:30 a.m. – 1:00 p.m.
Meeting via Zoom
1030 Southwood Drive
San Luis Obispo, CA. 93401
Members Present Staff Present
Mical Bovee – Committee Chair Biz Steinberg, C.E.O.
Rob Garcia Joan Limov, C.F.O.
Margie Sesser Suzanne Leedale, C.O.O.
Raye Fleming, Health Serv. Director
Andy White, Accounting Director
Jason Holyfield, Accounting Mgr.
Patty Czach, Accountant II
Carol Hughes, Recording Secretary
Mical commenced meeting at 11:35 a.m. and confirmed that everyone received meeting materials
via email attachments. Handout materials can be viewed by Committee via Zoom On -Screen Share
throughout today’s meeting.
Review of Credit Card Charges
Mical recapped credit card charges and LOC’s:
$183,291 total vendor charges
$103,603 direct charges, includes $55,355 Head Start. Most charges are I.T. related
$0.00 balance due on Corporate LOC, no borrowing.
$600,000 balance on 40 Prado LOC, not due until 2023.
Annual Independent Audit
The 3/31/20 FYE Audit Exit is scheduled for September 29th and will be conducted remotely with the
audit firm and the CAPSLO Audit Committee. The draft financial statements and related notes and
schedules was given to the Auditor last week. There were no findings or recommendations with this
audit; and concerns from prior year had been resolved. On Wednesday, September 30 th, the audit
firm will conduct an “Exit” with the Full Board at a special meeting called for just this purpose. June
30th Audit of CDE Contracts starts this week.
Review of Health and Prevention Division Programs, YE June 30, 2020
Presenter Patty Czach
Health & Prevention programs include:
Clinical Services in SLO and Arroyo Grande
Page 10 of 74
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Adult Wellness
Liberty Tattoo Removal
Health Education
TOTAL REVENUES:
o $3,560,933 total revenues, $53,202 decrease over prior year
o F Pact increase of $47,000
o Increase of $92,000 in Federal grant income from Title X included additional funding for
STD awareness
o Increased reimbursement rates
o $462,000 surplus from Clinics and Fundraising
o CHC grant ended early at December 2019 resulting in lost funds of $165,000 for the year
It was noted that a correction should be made to Corporate revenue 6/30/20, total should be
$207,500 to include CHC funding for Project Teen Health. The correct amount for Foundation Income
should be $15,368.
TOTAL EXPENSES:
o $3,097.994 total expenses
o Personnel & Fringe represented 63% of overall expenses
o Most expenses comparable to prior year
o June not completed closed out, numbers may change slightly
FUNDRAISING
Fundraising/General Fund: Revenue $16,949, Expenses $4,421
Afternoon of Epicurean Delights “in-person” event cancelled. Did online requests for donations
with raffle in lieu of live auction. Results down but some sponsorships did continue. A few tickets
were refunded.
CLINICS
Doing drive-thru services and outreach to inform community that we are open including postings
on Facebook and signs on front doors.
6,843 patients served, 15% increase over prior year
15,617 patient visits, 30% increase over prior year
o 5,015 females, 1,828 males (males were 1,400 prior year)
Collaborations with Grizzly Youth Academy, Cuesta College and Alan Hancock College
$2,365,770 Total Program Funding, $1,915,360 Expenses
$244,113 Surplus SLO Clinic, $206,297 Surplus A.G Clinic
$355,000 Title X Grants
50% decrease in patient visits/revenue last quarter due to Covid, slight uptrend in July 20.
$240,786 Deferred Income
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Page 3 of 5
Raye commented we are fully staffed and hope revenue will continue to support staff needs. Visits
are more time consuming due to Covid. No indication at this time that funding will be decrease d.
ADULT WELLNESS
$40,294 in both Total Revenue and Expenses. Revenue included $17,756 from Admin Support.
Served 189 seniors, prior year 206. Program stopped services March 12th due to Covid.
LIBERTY TATTOO REMOVAL
$73,445 in both Revenue and Expenses
79 clients
399 laser treatments
1,934 community service hours completed by program participants
15 clinic volunteers
Impacted last quarter by Covid, no treatments since February
Due to Covid, will be relocating Laser & services from Sierra Vista to Arroyo Grande Clinic
Clinic Coordinator relocating to North Carolina. Raye stepping in and currently recruiting
HEALTH EDUCATION PROGRAMS
$1,064, 475 Total Funding
o Final year on $830,000 Grant
o $864,475 OAH funding
o $200,000 CHCCC funding, this funding source will no continue
1,400 student participants in Teen Sexual Health Empowerment Project. Team monologues
produced five podcasts since Covid.
1,903 Project Teen Health Innovations participants.
Project Teen Health grant funding ended 12/31/19
Infusions of funding into next year
o $131,500 Grant for Innovations
o $150,0000 from CAL OES
o $20,000 from Woman’s Legacy Foundation
CAPSLO Teen Program engaging in health coaching at Morro Bay High School and Lopez High.
Doing small contacts and working to develop more. $50,000 grant fr om USDA was secured.
Program Director retired, not replacing.
ADMINISTRATIVE FINANCE UPDATE
Joan shared with Committee
Finance Department’s A/P Supervisor tendered resignation last week as he plans to return to
school and work on his Master’s Degree.
$109,364,335 total program budgets approved in March. Underspending in grants across the
board due to limited operations during COVID-19 pandemic.
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Monterey County Head Start Program has entered into an agreement with Greenfield Union
School District to serve 20 preschool age children.
Previously CDE earnings were based on attendance, starting July 1st based on reimbursement of
actual costs.
40 Prado recently awarded $341,482 in CARES funding to provide additional services. Down to 65
clients in night services from 105 pre-COVID. Detox Center bidding process postponed until
funding is finalized.
Adult Day reopened September 8th. Elders very excited to see their friends again. Biz explained
they are doing two shifts of 4-5 elders in a.m. and p.m. so cleaning can be done in between shifts
SSVF continues to Veterans in motels. Working well even though rates have increased with
vendors due to risk of damage being done. SSVF monitored week of August 28th. HUD postponed
monitoring and have not rescheduled.
Mical inquired on where we will end up. Joan stated CFS will earn a maximum of 85% in earnings.
However, it is difficult to project as we are in the process of opening this month. Finance will be
working on a revised combined budget to see if cuts will be necessary. Need to see if centers can stay
open and what schools will look like. Just starting to implement CARES Act monies. Low income
parents do not seem to welcome remote learning.
Biz commented that we are working with licensing to see if we can go from 10 to 12 children when
we have enough space. Having to do more work. No matter ones income level, childcare and security
for children helps one to be a better employee. Across the nation, Office of Head Start knows this is
the year of Covid. Everyone is learning more that can be continued in the future. It is felt that Covid
will be with us for the next 2-3 years even if a vaccine is realized. The joy is when a child is on distance
learning and a spot opens up. We are a living laboratory since March and we will continue to be safe
and healthy for all concerned.
Margee discussed MSHS underspending with Committee in the area of untapped resources for
parents that are at home. It was agreed that parents should take advantage of six units of
infant/toddler development training at this time so some parent can become classroom teachers.
Joan commented that we have monies in CARES Act for childcare provider training and noted that
parent refusals to go to work due to Covid continues.
AGENCYWIDE FINANCIALS
Mical commented on negative cash and positive ratio. Joan noted that State had owed $8 million in
advances which we finally received right after month end. Everyone slow to pay right now. Usually
building an indirect reserve at this time of year, unable to do so due to Covid. Joan continued with
review:
$33,604,764 Total Program Revenues, down $1.1M from prior year
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Page 5 of 5
$2,283,000 Indirect earned
Health Services still providing a net positive contribution to Fund Balance of $40,994.
General Fund showing a net positive contribution as well to fund balance of $42,174.
AMEX checks up to $4,000/month.
CCRC showed positive growth. First few months still paid, falling off due to closures and now must
have children.
Net decrease in Children’s services (HS/State/Migrant) are directly related to impact of COVID,
HS/EHS appears to have increased but realistically, increases were due to the addition of the
Monterey Head Start award.
Energy was closed April through June and staff had jobs in other programs. Currently at a $10,698
shortfall. Last month it was $7,000. 3C-Ren may hit this fiscal year to minimize a loss or break
even.
September close is recognizing a net surplus of $59,192 due to General Funds and Clinics.
Will know more about HS funding on 9/30. If Head Start changes the rules, that may impact ability
to pay staff, incur costs and generate indirect revenue.
Relative to Office of Head Start, Biz commented this is a year to explore and do the best we can. At a
minimum we will be reimbursed for our costs. Hopefully we will know more before September 30th
and hoping there will be a continuation of budgets. If we get resignations in Admin, we cannot
automatically replace at this time.
Mical adjourned meeting at 12:50 p.m. Next Finance Committee meeting scheduled for Oct 21st at
11:30 am, review of CDE funded Childcare programs.
Respectfully submitted,
Carol Hughes
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7/31/2020 3/31/2020 3/31/2019
ASSETS
CURRENT ASSETS
Cash (1,021,352)$ 3,320,923$ 1,353,217$
Grants and accounts receivable 11,685,524 9,349,568 7,806,575
Inventory 104,139 63,755 67,450
Prepaid Expenses 250,378 155,211 211,275
TOTAL CURRENT ASSETS 11,018,690 12,889,456 9,438,518
PROPERTY AND EQUIPMENT 16,083,992 16,372,995 16,536,967
DEPOSITS 71,922 71,922 64,959
TOTAL ASSETS 27,174,604 29,334,372 26,040,444
LIABILITIES & NET ASSETS
CURRENT LIABILITIES
Accounts Payable and Accrued Expenses 4,837,341 5,322,928 4,326,747
Line of Credit - operating 609,277 650,068 739,847
Line Of Credit - HSC (2)- - 643,773
Deferred Income 3,855,291 5,257,554 2,570,303
TOTAL CURRENT LIABILITIES 9,301,909 11,230,550 8,280,669
NOTES PAYABLE 777,972 795,628 865,924
NET ASSETS 17,094,722 17,308,195 16,893,850
TOTAL LIABILITIES AND NET ASSETS 27,174,604 29,334,372 26,040,444
BEGINNING BALANCE 17,035,530 16,690,449 16,855,559
NET SURPLUS/(DEFICIT)59,192 617,745 38,292
ENDING FUND BALANCE 17,094,722$ 17,308,195$ 16,893,850$
Current Ratio = 1.185
.
Community Action Partnership of San Luis Obispo County
Agency Wide Combined Balance Sheet
As of July 31, 2020
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Community Action Partnership of San Luis Obispo County
REVENUE AND EXPENSE BY PROGRAM
FOR THE FOUR MONTHS ENDED JULY 31, 2020
REVENUE General
Fund
CSBG &
Admin
Head Start &
Early Head
Start
Migrant and
Seasonal Head
Start
State Child
Development
CCRC AP
and R &R
Child Care
Food
Programs
Health &
Prevention
Services
Sheltering &
Veterans
Energy
Conserv.
Services
Family
Support
Services
TOTAL (1)
Federal Revenue -$ 237,449$ 5,853,680$ 13,748,421$ -$ -$ 529,691$ 497,016$ 168,368$ 310,218$ 17,696$ 21,362,540$
Federal Revenue Veterans Ad - - - - - - - - 500,147 - - 500,147
F PACT/MCal Revenue - - - - - - - 477,347 - - - 477,347
City Income - - - - - - - - 34,855 31,354 - 66,209
County Income - - 8,272 70,358 - 813,024 - 52,647 136,989 25,347 450,746 1,557,383
State Income - - - - 3,714,060 4,737,591 - - - - 74,233 8,525,884
Interest Income 106 - - - 10 23 - 305 115 - 4 562
Participant Support - - - - 819 13,704 - 5,324 - - 8,396 28,243
Foundation Income 75,031 - - 15,248 - - - 5,993 80,000 - 11,900 188,172
Private Corporate Revenue 316 - - - - - - - 85,369 81,082 - 166,767
Other Income 16,917 - - - - 2,505 - - 320 - - 19,742
Intercompany Income - - - - - - - 532 - - - 532
Donations 42,784 - 396 - - 25 - 9,095 59,667 1,485 5,772 119,224
Fundraising 1,750 - - - - - - 10,265 4,632 - - 16,647
Fundraising Other - - - - - - - 2,700 - - - 2,700
Indirect Revenue - 2,283,010 - - - - - - - - - 2,283,010
Eliminate Indirect earned (3)(2,283,010) (2,283,010)
Community Fundraising - - - - - - - - 195,756 - - 195,756
Revenue In-Kind - - 54,440 259,919 - - - - 50,070 - 12,482 376,911
TOTAL REVENUE 136,904$ 237,449$ 5,916,788$ 14,093,946$ 3,714,888$ 5,566,872$ 529,691$ 1,061,223$ 1,316,287$ 449,487$ 581,228$ $33,604,764
(4) (4) (5) (2)
(1) Spending for the 4 months ended July is down 3.5% or $1.2 million from prior year. This is a direct result of the Covid-19 virus and it's impact on operations.
As of September 11, 2020
(2) Homeless Services includes expenditures for development of Detoxification Facility adjacent to the 40 Prado Shelter. Housing Trust Fund Line of credit interest is paid through July 31st.
(3) Indirect Revenue at 8% is eliminated as it is in each program's revenue. At July 31st. $368,063 of indirect is deferred to cover Administrative costs through the fiscal year end.
(4) Childcare programs in our State Child Development division and in our CCRC division had been expanding rapidly prior to Covid-19. With intermittent services due to covid exposures, parent's
fear or lack of interest in enrolling, we are now experiencing a sharp drop in State enrollment and therefore earnings.
(5) Health Services Clinics for the four months ended July 31st is showing a small surplus contributed to by the AED fundraiser, a non-event fundraiser this year.
(6) Capital Purchases of $203,302 are primarily for improvements at child care centers. 40 Prado Detox is awaiting plan approval from the County.
(7) Energy and Weatherization program is currently showing a small loss. Due to Covid-19 and the complete shutdown of services that occurred in March through May, we estimate the loss to
remain and possibly grow. It will be reported on monthly to the Finance Committee. At July 31st, the YTD loss grew by $3,000 since June 30th.
Page 41 of 74
FOR THE FOUR MONTHS ENDED JULY 31, 2020
EXPENSE General
Fund
CSBG &
Admin
Head Start &
Early Head
Start
Migrant and
Seasonal Head
Start
State Child
Development
CCRC AP
and R &R
Child Care
Food
Programs
Health &
Prevention
Services
Sheltering &
Veterans
Energy
Conserv.
Services
Family
Support
Services
TOTAL (1)
Personnel Costs - 1,228,870 2,938,031 5,541,702 2,049,338 622,184 57,283 489,136 510,107 212,357 336,624 13,985,633
Employee Benefits - 379,805 1,149,543 2,001,166 774,467 182,770 20,099 149,937 188,491 89,423 105,460 5,041,160
Volunteer Services In-Kind - - 31,734 90,704 - - - - 19,217 - - 141,655
Service Provider Payments 69,604 - 375,753 1,887,724 157,711 3,776,100 228,518 17 266,937 4,145 14,301 6,780,810
Consultants, Legal and Audit - 116,975 197,117 23,783 11,936 1,436 2,420 31,626 35,150 - 25,684 446,126
Contractors In-Kind - - - 1,055 - - - - 21,593 - - 22,648
Medical Expenses - - 11,081 21,564 1,070 - - 111,378 - - - 145,094
Materials and Supplies - 55,275 256,257 766,971 168,179 466,370 179,307 71,717 62,720 59,865 16,820 2,103,481
Travel and Transportation - 1,822 28,680 66,004 6,113 744 2,255 2,510 9,590 10,997 2,618 131,332
Repairs and Maintenance 3,998 24,333 78,124 182,320 78,001 33,404 5,571 23,782 25,957 8,127 3,824 467,440
Training and Seminars - 6,306 9,718 35,823 5,059 4,228 625 179 - 773 135 62,846
Rent - 50,254 199,414 244,542 75,705 40,233 3,634 11,574 23,033 23,194 12,821 684,403
Space In-Kind - - 22,301 165,647 - - - - - - 12,482 200,430
Utilities and Telephone - 35,373 77,866 157,293 53,307 8,080 4,343 16,495 13,319 5,651 6,260 377,988
Insurance - 200,000 - - - - - 990 7,260 - - 208,250
Postage and Printing 5,619 9,821 13,059 28,579 9,189 7,774 2,682 768 828 2,369 474 81,162
Capital Purchases (6)- - 57,877 89,738 27,380 - - 10,939 17,129 - - 203,062
Human Resource Support Cos 1,336 25,678 36,949 66,752 24,137 11,187 646 3,348 19,610 2,472 1,595 193,711
Parent Involvement - - 2,753 5,213 (27) - - - - - - 7,938
Other Expenses 6,265 5,293 165 457 175 - - 10,492 1,632 6,724 - 31,203
Other In-Kind - - 404 2,513 - - - - 9,261 - - 12,178
Depreciation Expense 779 - - - - - - 10,151 158 - - 11,087
Interest Expense 183 - - - - - - 1,276 4,405 - - 5,864
Delegate Agency Services - - - 1,832,007 - - - - - - - 1,832,007
Indirect Expense 6,946 (1,902,358) 429,961 882,391 273,149 412,361 22,309 73,916 93,171 34,088 42,129 368,063
TOTAL EXPENSES 94,729$ 237,449$ 5,916,788$ 14,093,946$ 3,714,888$ 5,566,872$ 529,691$ 1,020,229$ 1,329,566$ 460,185$ 581,228$ $33,545,572
CHANGE IN NET ASSETS 42,174$ -$ -$ -$ -$ -$ -$ 40,994$ (13,279)$ (10,698)$ -$ 59,192$
% Spent on Budget of $109,418,853 106.4% 72.5% 23.2% 35.8% 24.3% 38.8% 21.9% 46.7% 24.6% 18.5% 30.2%
(5) (7)
July 2019 Expense Comparison 17,528 163,809 4,978,318 15,780,902 4,423,445 4,793,257 931,525 1,128,980 1,220,903 801,313 504,602 34,744,582$
Net Increase(decrease)77,201 73,640 938,470 (1,686,956) (708,557) 773,615 (401,834) (108,751) 108,663 (341,128) 76,626 (1,199,010)$
% increase (decrease) 440%45%19%-11%-16%16%-43%-10%9%-43%15%-3.5%
As of September 11, 2020
Community Action Partnership of San Luis Obispo County, Inc.
Agency Wide Expenditures by Program
Page 42 of 74
c:\programdata\activepdf\temp\docconverter\folders\default\input\4070677_5001197.docx
Board Planning Committee
Meeting Minutes - ZOOM
September 8, 2020, 11:30 pm – 12:30 pm
Board
Dee Lacey
Sandee Menge
Anneka Scranton
Guests
N/A
Staff
Elizabeth “Biz” Steinberg
Loren Leidinger
Deb Burgo
Marci Sperlo
Call to Order
A meeting of the Board Planning Committee was held via ZOOM on September 8, 2020, at 11:30 a.m.
Update on National CAP Virtual Convention – Biz/Marci/Loren
a. NCAP Policing Reform Platform
Regarding police brutality – the convention reviewed the use of force. In September or October we will give a
report to the Board. Should we read the summary to the Board? It has been adopted by National CAP already.
Loren stated we should see what policy our local law enforcement has in place. Dee and Anneka said it is a
highly controversial issue; Sandee stated we should take it to the Board. Biz said it is affecting our low -income
clients by profiling them; we need to bring it to the board, but prepare for controversy; bring it to the board
for discussion and perhaps a vote.
Update on Community Needs Assessment - Loren
Loren led the discussion on the 2021 Community Needs Assessment. Regarding the stakeholder interviews,
Planning Department members will make the appointments; the list of stakeholders was reviewed. The survey
questions were reviewed by the Board members; several suggestions were made. Dee made a few
suggestions, saying it might be best to reword the questions as follows:
“My community is most affected by…” and “How do you react to these challenges?”
Reword it so it says, it represents the community they serve.
Loren then asked who wanted to participate. Discussion followed regarding the different groups. Added child
care and undocumented group.
Update on Board Engagement – Marci/Biz
Marci reported that YouTube channel tours of programs are being created for public viewing. ADC has one
now online. Biz mentioned Mayor Heidi Harmon assisted in creating a childcare YouTube video along with
CAPSLO which has garnered good feedback.
Biz and Marci are working on required Board training. Biz said they are working on the Head Start Board
training, as well.
Page 43 of 74
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Anneka and Loren will schedule time for CARES; Grace and Melinda are meeting this Thursday to discuss Prado
needs.
There is an RFP for grant to keep people in homes. Rental assistance is key. 5Cities Homeless Coalition. There
will be no evictions till the end of January; the State is stepping up. HASLO is out of funds; no more vouchers.
Dee stated the Housing Authority purchased Motel 6 in North County.
The meeting was then adjourned.
Respectfully submitted, Deb Burgo
Next Meeting, October 13, 2020 @ 11:30 a.m.
Page 44 of 74
BOARD ACTION REQUIRED
October 15, 2020
ITEM: Approve addition of 92127, 92128, 92129 and 92130 zip codes to specified service area for CAPSLO
Head Start services in Collaboration with Poway Unified School District under Northern San Diego Co.
Grant #09CH010460.
ACTION REQUIRED: Board approval to submit service area amendment / update to Northern San Diego Co.
Grant #09CH010460.
SUMMARY NARRATIVE:
In August 2012, CAPSLO received the initial grant award approved by the Administration for Children and
Families, Office of Head Start, Region IX for what is now recognized as Grant No. 09CH010460 Head Start/Early
Head Start Programs for Northern San Diego County. At that time, the designated Head Start area was listed
as: “San Diego County, CA – Cities of Poway, Borrego Springs, and Ramona”.
Further definition to the grantee’s service area is now required to include zip codes for better clarification.
Two centers currently operated in collaboration with the Poway Unified School District, Los Peñasquitos and
Sundance, have been found to fall under the city zip code designated as “San Diego” not “Poway.” As well,
PUSD serves children throughout four zip codes labeled as “San Diego.” Therefore, it is necessary to request a
“Change of Scope” for the addition of the 92127, 92128, 92129 and 92130 San Diego zip codes to CAPSLO’s
service area under the Northern San Diego County HS/EHS Grant. CAPSLO proposes to provide HS/EHS
services to the following communities/area zip codes under the San Diego Co. Grant #09CH010460:
Borrego Springs – 92004, Poway – 92064, Ramona – 92065 and San Diego – 92127, 92128, 92129 and 92130.
BUDGET/FINANCIAL IMPACT:
No fiscal impact to the annual approved budget.
STAFF RECOMMENDATION:
Recommend approval. CAPSLO has been providing Head Start services to families in the San Diego 92127,
92128, 92129 and 92130 zip codes since the initial grant award in 2012. The formal addition of these zip
codes to the Grant #09CH010460 official service area will help to delineate the permissible p arameters of
CAPSLO’s service provision with the PUSD while remaining respectful of the service areas of possible
additional Head Start Grantees in the San Diego County area.
POLICY COUNCIL RECOMMENDATION:
This action will be reviewed for approval by the HS/EHS Policy Council at their next Executive Committee
Policy Council meeting.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval.
Signature is delayed due to COVID-19 public health emergency
Board President Dee Lacey authorized paperwork remotely by email 9/25/2020
Dee Lacey, Board President Date
Page 45 of 74
BOARD ACTION REQUIRED
October 15, 2020
ITEM: Approval of 2021-2022 General Fund Grant application to the County of San Luis Obispo for funding in
the amount of $125,751 to support the 40 Prado Homeless Services Center
ACTION REQUIRED: Board approval to submit application
SUMMARY NARRATIVE:
SLO County General Fund has allocated funding for the provision of staff for sheltering services to homeless
persons in San Luis Obispo County, as well as funding for the Warming Center, which operates November
through March, and Safe Parking expenses. This funding provides required match for ESG funds and needed
monetary support for 40 Prado.
BUDGET/ FINANCIAL IMPACT:
We are requesting funds for 40 Prado in the amount of $125,751 based on last year’s funding requests, which
will support ongoing staffing needs associated with the shelter, Safe Parking and Warming Center, as well as
indirect.
STAFF RECOMMENDATIONS:
Recommend approval. 40 Prado Homeless Services Center depends on General Fund support for its annual
operations.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. The 40 Prado Homeless Services Center is the only shelter offering both day and night
services for the county’s homeless individuals and families, and this funding is essential to keeping our
programs fully staffed and operational.
Page 46 of 74
BOARD ACTION REQUIRED
October 15, 2020
ITEM: Approval to submit a Continued Funding Application to the California Department of Education (CDE),
Early Education and Support Division for FY 2021-2022 for the Resource and Referral, Subsidized
Alternative Payment Child Care, State Migrant, State Preschool, and State General Child Care programs
in the amount of $27,353,683
ACTION REQUIRED: Board approval to submit application to CDE for continued funding
SUMMARY NARRATIVE:
The CDE’s Early Education and Support Division (EESD) has funded CAPSLO’s Resource and Referral and
Subsidized Child Care programs continuously since 1978. The State Migrant, State Preschool, and State Child
Development programs have been funded continuously by CDE since the 1980s-1990s.
Resource and Referral Program (R&R)
The Child Care Resource Connection’s (CCRC) R&R program addresses parent and provider education and
training opportunities. Advocacy, child care capacity building, and child care planning and referral services
are central to the work of ensuring quality child care options. Training topics cover child development,
provider professionalism, and health and safety as well as other workshop and networking opportunities to
strengthen the community’s child care system. The program also provides research and statistical data
compilation. Community members, including child care providers, can also access CCRC’s toy and resource
lending library. CCRC is open to the entire community regardless of income level.
Subsidized Child Care Programs (Alternative Payment Program)
CCRC’s subsidized programs provide direct payments to child care providers who care for the children of
eligible low-income families while the parent/caretaker is working or participating in a school or training
program that leads toward self-sufficiency. There are four distinct subsidy programs available to low-income
families, each with specific eligibility requirements. Combined, they provide care for 1 ,302 children per
month.
State Migrant Programs (CMIG)
CMIG provides services to children whose parents earn a minimum of 50% of their wages from agricultural
work. Service days and hours vary in accordance with families’ needs and the fluctuation of agricultural
seasons. A total of 568 migrant children will be provided child care services at 10 centers and various family
child care homes in Fresno, Kern, San Joaquin, and San Luis Obispo counties.
California State Preschool (CSPP)
CSPP serves children ages 3-5 in center-based programs. Children are enrolled based on parents’ child care
needs so that they can work or attend vocational training, or due to parental incapacity. Children may attend
less than four hours per day for educational services with no work or need requirements , while others may
attend full day with a need and possibly pay a parent fee based on a sliding scale potentially year -round. An
estimated 1,132 children will be provided child care services at 37 centers in Kern, Monterey, San Diego,
Ventura, Santa Barbara, San Luis Obispo and San Joaquin counties.
State General Child Development Programs (CCTR)
CCTR provides services for infants and toddlers in center -based programs and family child care for children
ages 0-4. Children are enrolled based on parents’ child care needs so that they can work or attend vocational
Page 47 of 74
training, or due to parental incapacity. An estimated 292 children will be provided child care services at 11
centers and various family child care homes in Kern , Monterey, San Diego and San Luis Obispo counties.
BUDGET AND FINANCIAL IMPACT:
These grants provide child care for low-income families, employment for child care providers, and employ
approximately 454 CAPSLO staff in 8 California counties. When fully earned, these grants generate a
maximum indirect revenue of $2,026,199 to fund administrative operations. Projected contract amounts,
based on current contracts in place are as follows:
Resource and Referral $ 254,837
Subsidized Child Care 11,147,489
State Migrant-SLO/Kern 2,157,958
State Migrant-SLO/Kern Supplemental 265,639
State Migrant San Joaquin/Fresno 3,148,027
State Migrant San Joaquin/Fresno Supplemental 450,157
State Preschool-CSPP (3 to 5year old’s) 7,370,174
State Child Development-CCTR (0 to 3year old’s) 2,559,402
TOTAL TO BE REQUESTED $ 27,353,683
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. These grants help CAPSLO meet the child care needs of thousands of low-income
families across our service areas each year and this funding is essential to our programs.
October 15, 2020
Dee Lacey, Board President Date
Page 48 of 74
BOARD ACTION REQUIRED
October 15, 2020
ITEM: Approval to submit an Application to San Luis Obispo County and various cities for the 2021 Community
Development Block Grant (CDBG) to support several Community Action Partnership programs
ACTION REQUIRED: Board approval to submit applications
SUMMARY NARRATIVE:
CDBG funding is available to serve the needs of low- and very low-income persons throughout San Luis Obispo
County. San Luis Obispo County and the following cities participate in CDBG funding: Arroyo Grande,
Atascadero, Morro Bay, Paso Robles, Pismo Beach, and San Luis Obispo. The following criteria are used to
determine which proposals will be funded:
1. Urgency of community development need proposed to be addressed by project
2. Degree to which project benefits low-income and very low-income families or persons
3. Prevents or eliminates slum or blight
CAPSLO wishes to apply for funding in these categories for the following programs: Public Services: 40 Prado
Homeless Services Center and Adult Day Center; and Housing: Energy Services’ Minor Home Repair Program.
BUDGET/FINANCIAL IMPACT:
Program 2020 2021
Request Awarded Request
40 Prado
$219,807
County of SLO
$56,136
County of SLO
$78,199
City of SLO
$84,000
County of SLO
86,000
City of SLO
Minor
Home
Repair
$0
County of SLO
$0
City of Pismo
$0
County of SLO
$26,557
City of Pismo
$50,000
County of SLO
$20,000
City of Pismo
Adult
Day
$13,700
City of PR
$14,389
City of PR
$14,400
City of PR
STAFF RECOMMENDATIONS:
Recommend approval. 40 Prado could not operate without these funds. The Minor Home Repair program
helps families retain safe housing in this tight housing market. The Adult Day Center is the only program of
its kind in San Luis Obispo County.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. CDBG funds are critical to the continued operation of each of these programs.
Page 49 of 74
BOARD ACTION REQUIRED
October 15, 2020
ITEM: Approval to Submit a 2021-2022 Emergency Solutions Grant (ESG) Application to the County of San
Luis Obispo for funding in the amount of $102,900 to support the 40 Prado Homeless Services Center
ACTION REQUIRED: Board approval to submit application
SUMMARY NARRATIVE:
ESG funding is available to improve the number and quality of emergency shelters for homeless individuals
and families in San Luis Obispo County, support the operations of such shelters and provide essential services
to shelter residents. The County’s annual ESG allocation has funded CAPSLO shelter operations in previous
years, in addition to other homeless services providers throughout the county.
BUDGET/ FINANCIAL IMPACT:
CAPSLO is requesting funds for the 40 Prado Homeless Services Center in the amount of $102,900, based on
last year’s funding request and County allocations to CAPSLO and other providers . Funding will cover 1 FTE
shelter worker and operating expenses as well as indirect.
STAFF RECOMMENDATION:
Recommend approval. The 40 Prado Homeless Services Center, the only comprehensive emergency homeless
shelter in the County, is highly aligned with ESG funding priorities and these funds help secure additional
match funding requirements for the County of San Luis Obispo General Fund Grant.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. The 40 Prado Homeless Services Center is the key service site for the county’s homeless
individuals and families, and ESG funding is essential to support CAPSLO’s program mission of empowering low
income people to achieve self-sufficiency.
Dee Lacey, Board President Date
Page 50 of 74
Board Action Required
October 15, 2020
ITEM: Approval for CAPSLO’s Child Care Resource Connection to submit an application for funding to the First
5 Commission of San Luis Obispo County (First 5) to provide immediate support to address the child
care and early learning challenges for families with children ages birth to five years that have been
impacted by the COVID-19 pandemic in the amount of $200,000
ACTION REQUIRED: Board approval to submit application for funding
SUMMARY NARRATIVE:
First 5 has released a Request for Proposals seeking applications that will expeditiously address, relieve,
reduce and/or eliminate challenges brought about as a result of the COVID-19 pandemic.
BUDGET/FINANCIAL IMPACT:
If awarded, funds would be used to provide health and safety stipends to child care programs county-wide as
a means of providing immediate, short-term relief that could ensure continued access to child care for families
in San Luis Obispo County. We anticipate distributing stipends to 240 active, private, licensed child care
businesses as follows:
$600 stipends to 100 Small Family Child Care Home businesses
$800 stipends to 85 Large Family Child Care Home businesses
$1,000 stipends to 55 Child Care Centers (non-publicly funded)
Budget
Personnel $ 2,014
Supplies 96
Telephone 75
Provider Stipends 183,000
Indirect 14,815
Total Grant $ 200,000
STAFF RECOMMENDATION:
Recommend approval. COVID-19 has further threatened the viability of local child care and early learning
programs which has implications for children, families, and our local economy. Funding would allow CCRC to
provided critical and timely supports to 240 child care businesses impacting over 4,194 slots/children in San
Luis Obispo County.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. It is critical that we do everything we can to bolster the child care sector as a means of
supporting our community’s children and its families.
October 15, 2020
Dee Lacey, Board President Date
Page 51 of 74
Board Action Required
October 15, 2020
ITEM: Approval for CAPSLO’s Family and Community Support Services (FCSS) to submit an application for
funding to the First 5 Commission of San Luis Obispo County (First 5) to immediately address Resilient
Family needs that have been impacted by the COVID-19 pandemic in an amount not to exceed $250,000
over 18 months
ACTION REQUIRED: Board approval to submit application for funding
SUMMARY NARRATIVE:
First 5 has released a Request for Proposal seeking applications that will increase resiliency supports for
families experiencing challenges brought about or intensified as a result of the COVID-19 pandemic. Funding
must cover families with children ages 0-5.
FCSS’s Help Me Grow Program is proposing to meet several of the expected services to be delivered by hiring a
100% FTE Family Advocate who will facilitate the acquisition and distribution of basic needs to local families
county-wide (rental assistance, utility assistance, food, diapers, wipes, formula, etc.); connect families to other
resources and assist them in navigating health and related services that are needed; refer for developmental
and other screenings; and conduct mini playgroups that support socialization. Additionally, a 25% FTE Father
Engagement Advocate will host parent cafés and offer parental support for fathers throughout the county.
BUDGET/FINANCIAL IMPACT:
Budget items will include personnel and benefits; operating expenses; direct services; and indirect.
STAFF RECOMMENDATION:
Recommend approval. Help Me Grow staff frequently hear from families that they are experiencing high stress
due to the pandemic and are feeling lost in securing help to ensure they can meet their basic needs. This
proposal builds family resiliency by providing basic needs and parenting education and supports that enhance
confidence and competence, promotes optimal child development, and protects children from risk factors
such as neglect, abuse and partner violence.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. It is critical that we continue doing everything we can to support our most vulnerable
families with young children during this challenging time.
October 15, 2020
Dee Lacey, Board President Date
Page 52 of 74
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval for funding from First 5 San Luis Obispo County – IMPACT Incentive Layer Funds to support
COVID recovery stipends for child care providers in San Luis Obispo County in an amount not to exceed
$77,000
ACTION REQUIRED: Board approval for CAPSLO’s Child Care Planning Council (CCPC) to partner with First 5 to
implement IMPACT (Improve and Maximize Programs so All Children Thrive) as part of the local Quality Rating
and Improvement System (QRIS)
SUMMARY NARRATIVE:
First 5 California has awarded incentive layer funding to First 5 SLO County in the amount of $77,000 for the
purposes of addressing COVID-19. This funding is part of the First 5 CA’s overall First 5 IMPACT/Quality Counts
effort specifically focused on COVID safety and recovery. The local Quality Counts Consortium has determined
that the most appropriate use of these funds is to provide stipends to local child care providers receiving
professional education and COVID safety training. The Consortium further determined that the CAPSLO/Local
Child Care Planning Council is the most appropriate entity to facilitate distribution of these funds.
IMPACT Incentive Layer Funds will be used for the specific purpose of addressing COVID -19. The contractor
will provide professional development and education stipends for staff of participating IMPACT sites. Stipend
requirements will include a minimum of one-hour health and safety training and coaching support for program
adaptations during COVID recovery. The contractor may access up to $77,000 to be used for the specific
purpose of addressing COVID-19 in IMPACT sites within San Luis Obispo County. The contractor will provide
professional development and COVID health and safety training and coaching support to ap proximately 111
participants. Non-IMPACT sites may be provided stipends as a form of outreach for potential quality counts
program participation. The contractor will submit quarterly invoices and accompanying documentation for
expenditures incurred. Contract duration is July 1, 2020 to June 30, 2021.
BUDGET/FINANCIAL IMPACT:
Local Child Care Planning Council COVID recovery stipends for child care professionals (center-based and
family child care staff). A maximum not to exceed amount of $77,000 in annual funding with Indirect not to
exceed $5,704.
STAFF RECOMMENDATION:
Recommend approval. This funding opportunity will further support the development of a local Quality Rating
and Improvement System as currently funded by the California State Preschool Program (CSPP) QRIS Block
Grant and Quality Counts California QRIS Block Grant. Approval also supports the Local Child Care Planning
Council and Resource and Referral as community partners of the local QRIS Consortium.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. The increased local and state support of quality early learning programs has been
commendable. CAPSLO is currently working with the County Office of Education through CSPP QRIS Block
Grant to create a cohesive and comprehensive system of support for quality early learning. With additional the
IMPACT grant, we will be able to leverage funding to create a QRIS for San Luis Obispo County.
Page 53 of 74
BOARD ACTION REQUIRED
October 15, 2020
ITEM: Approval to submit request for additional MHSA Prudent Reserve funds to the County of San Luis
Obispo Behavioral Health Department for the 40 Prado Medical Withdrawal Treatment Center
instruction in the amount of $207,500.
ACTION REQUIRED: Board approval to submit application
SUMMARY NARRATIVE:
In late 2018 a total of $1,057,500 in both private and government funding (the total amount needed
according to the initial design) was raised to build the facility, and Garcia Architect & Design began the
planning and engineering process with the City of SLO in the fall of 2019. Efforts were well underway, and
then COVID-19 hit, essentially bringing the planning review by the City to a standstill. Although the process
has slowly begun again with the City entering the final steps in the review process, the initial cost estimates
have increased, in large part due to the delay and economic and supply chain issues associated with the
pandemic. Hard costs for materials (for example, lumber) have increased by more than 25%. A pro cess that,
pre-COVID, would have had the project completed by the Spring of 2021 has now pushed into the Summer
of 2021.
MHSA Prudent Reserve funds became available to help bridge the gap between what funds have already been
raised and what will be needed to cover this increase.
BUDGET/FINANCIAL IMPACT:
Current budget: $1,057,500
Requested budget: 1,265,000
Total increase: 207,500
STAFF RECOMMENDATION:
Recommend approval. There is currently no medication assisted residential withdrawal management center in
the entire county for low-income residents. The 40 Prado Medication Assisted Residential Treatment Facility
(MAT) was designed to meet an articulated need that has been expressed by the community, local law
enforcement agencies, County Drug and Alcohol Services, county and local government, and other social
service agencies for over thirty years. These funds will go far in helping this project to be constructed. As a
reminder, this structure will be a 2,660 square-foot unit located adjacent to the homeless services center and
will be owned by CAPSLO. San Luis Obispo County Behavioral Health Department’s Division of Drug and
Alcohol Services will be responsible for licensure and oversight. A third-party entity with experience in
medically managed withdrawal treatment services will provide medical oversight, 24-hour supervision, and
case management to the next step of treatment. CAPSLO will lease the facility to the operator and may
provide services, such as meals and access to laundry facilities. Approximately 200 county residents each year
would be served.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. This is an important opportunity to help us move forward to construct this needed
facility in our community.
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BOARD ACTION REQUIRED
October 15, 2020
ITEM: Application for $305,376 for new funding for the County of San Luis Obispo Permanent Local Housing
Allocation (PLHA) Grant for 40 Prado Homeless Services Center, with CAPSLO as lead applicant and
5Cities Homeless Coalition (5CHC) and El Camino Homeless Organization (ECHO) as subcontractors.
ACTION REQUIRED: Board approval for submitted application
SUMMARY NARRATIVE:
The County of San Luis Obispo is requesting proposals for the Permanent Local Housing Allocation (PLHA)
Grant for Homeless Services. The PLHA Program is the first permanent state source of affordable housing
funding in California, as of 2020. PLHA will be allocated annually to address cities’ and counties’ affordable
housing needs and will likely continue for another five years. Allowable activities include: home ownership
opportunities, accessibility modifications, acquisition/rehabilitation of foreclosed or vacant property,
assistance for those recently homeless or at risk of homelessness, subsidies for low-income households or
capitalized service reserves for permanent supportive housing.
CAPSLO Homeless Services is partnering with 5Cities Homeless Coalition and ECHO to apply for funding.
CAPSLO’s portion will fund current shelter staff positions that perform “facilitator” functions at 40 Prado,
preparing individuals recently homeless or at-risk of homelessness to enter case management by assisting
them in obtaining the necessary documentation (ID, birth certificates, SS Card , enrollment in entitlement
benefits, etc.).
BUDGET/FINANCIAL IMPACT:
The term of PLHA funding is July 1, 2021 to June 30, 2022. CAPSLO will retain $22,620 in indirect costs, and the
remaining $282,756 will be divided between the three agencies . CAPSLO funding will support 1 FTE of
facilitator duties, a new laptop, and a portion of supervision.
STAFF RECOMMENDATION:
Recommend approval. PLHA funding is an essential resource to provide ongoing support to current services.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. This is vital, non-COVID-19 funding that will continue for the next five years. Forming a
partnership with 5CHC and ECHO to provide reliable countywide services for to address homelessness ensures
that CAPSLO is meeting a vital need in addressing poverty.
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BOARD ACTION REQUIRED
October 15, 2020
ITEM: Application for up to $3.4 million to San Luis Obispo County’s second round Emergency Solutions
Grant – COVID 19 funding for 40 Prado to support preparation, prevention and response to the
pandemic for the homeless community.
ACTION REQUIRED: Board approval to submit application.
SUMMARY NARRATIVE:
The County of San Luis Obispo Department of Planning and Building will receive a net entitlement total
allocation of $6.3 million from HUD in an Emergency Solutions Grant (ESG-CV). The federal Coronavirus
Aid, Relief, and Economic Security (CARES) Act authorized these allocations. Funding may not be used to
defray decreases in fundraising, nor can it duplicate or replace any other state or federal funding. Funding
must be used in direct response to COVID-19 with increased or new services.
CAPSLO, 5Cities Homeless Coalition (5CHC) and El Camino Homeless Organization (ECHO) have once again
partnered to strengthen the competitiveness of our application, and reflect the joint response necessary to
meet the anticipated outcomes of both a healthcare and economic crisis in San Luis Obispo County. CAP SLO
will be the lead applicant in the ESG-CV funding, with 5CHC and ECHO as subcontractors.
For an estimated grant term of January 1, 2021 – September 30, 2022, these three agencies will provide
emergency shelter, street outreach, rapid re-housing, homelessness prevention, all through connection and
monitoring of the HMIS, extending the services currently covered in the first round of federal COVID -19
funding, with several new services based on the county’s newly emerging needs.
BUDGET/FINANCIAL IMPACT:
CAPSLO is requesting a total up to $3.4 million. The three agencies will extend the services of currently funded
COVID-19 response grants for another 20 months from the time the previous grant ends, and will add: 1 full-
time attorney for eviction prevention that will serve all three agencies, an isolat ed shelter room for the
medically fragile released from the hospital, a contract with Tenet Health and Dignity Health for increased
“bridge” support from hospital to the shelter, additional safe parking spaces at 40 Prado with added security,
family advocates at Family Resource Centers throughout the county to provide assistance to refer families to
other eligible social services through CAPSLO’s FCSS division, increased hours of facilitators, a data analyst,
handwashing stations and portable toilets/service for the Warming Center, an electrostatic sprayer and
chemicals, hospital grade pillows, HVAC filtration system upgrade, and a new van. CAPSLO’s portion of the
grant will be approximately $900,000. In addition, CAPSLO will receive indirect on the total grant amount
(approximately $251,000).
STAFF RECOMMENDATION:
Recommend approval. This funding will be used for expenses in response to COVID-19. An increase of
individuals seeking shelter and services at 40 Prado is projected because of both the health and economic
crisis. Simultaneously, our staffing needs have increased as some staff are unable to work due to high -risk
factors from the virus or because of family obligations as schools closed.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. The economic crisis in addition to the decrease in tourism and hospitality, as well as
possible effects of fewer students at Cal Poly will cause an increase in the number of individuals and families
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needing emergency shelter and services from 40 Prado. This funding will help CAPSLO recoup some of its
expenses incurred as a result of the COVID-19 crisis and better prepare for an increase in need, helping not
only community stability, but agency stability as well.
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BOARD ACTION REQUIRED
October 15, 2020
ITEM: Proposal to County of San Luis Obispo for the 20-21 California Emergency Solutions and Housing
(CESH) Grant for Homeless Services in the amount of $392,231.
ACTION REQUIRED: Board approval to submit application
SUMMARY NARRATIVE:
The County of San Luis Obispo is requesting proposals for the California Emergency Solutions and Housing
Program Competition (CESH) administered by the California Department of Housing and Community
Development (HCD). The County Planning Department is the applicant agency, applying directly to HCD. The
CESH Program provides funding for activities to assist persons experiencing, or at risk of, homelessness and
primarily focusing on: 1) Coordinated Entry System activities that improve the countywide system; 2) Outreach
and Engagement; 3) Intake; 4) Assessment and Referrals; and 5) other activities that support or strengthen the
County’s Coordinated Entry System.
CAPSLO’s Homeless Services is partnering with 5Cities Homeless Coalition and ECHO to apply for funding for
case management to support coordinated entry services for three separate activities ─ coordinated entry
(adding 5CHC and ECHO to ClientTrack and the corresponding data management), and outreach and
engagement of homeless individuals. CAPSLO will serve as the lead agency.
BUDGET/FINANCIAL IMPACT:
A total of $392,231 is being requested for one year. ECHO and 5CHC will be receiving a total of $121,065 each
as sub-contracted services. CAPSLO’s request of $150,101 will fund one FTE outreach case manager who will
service the Los Osos, Morro Bay and SLO cities as well as clients within 40 Prado; a portion of the data analyst
who will be overseeing ClientTrack training and data collection; program s upplies/vehicle maintenance; and
indirect.
STAFF RECOMMENDATION:
Recommend approval. CESH funding will enable CAPSLO to increase the number of homeless individuals
receiving case management services as well as further strengthen the data collection and capacity of the three
organizations.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. Since 2009, funding to support case management has been decreasing. This grant
provides CAPSLO with an opportunity to increase case management by one additional person, enabling us to
provide much needed services to our homeless clients.
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BOARD ACTION REQUIRED
October 15, 2020
ITEM: Migrant and Seasonal Head Start (MSHS) 2019-2020 Self-Assessment
ACTION REQUIRED: Board approval of Self-Assessment
SUMMARY NARRATIVE:
The 2007 Head Start Reauthorization Act states that the Governing Board (CAPSLO Board of Directors) must
“adopt practices that assure active, independent, and informed governance of the Head Start agency,
including practices consistent with subsection (d)(1), and fully participate in the development, planning, and
evaluation of the Head Start programs involved.” According to the Head Start Performance Standard 1302.102
(b)(2), (i) “Conduct a self-assessment that uses program data including aggregate and child assessment data,
professional development and parent and family engagement as appropriate to evaluate the program’s
progress towards meeting goals…; (ii) Communicate and collaborate with the governing body and policy
Council, program staff, and parents enrolled children…; and (iii) “submit findings of the self -assessment … to
the responsible HHS official.”
The MSHS Program conducted their annual self-assessment from September 2019-August 2020 with a report
date of August 31, 2020. Program Improvement Plans will be developed to address the results and any
recommendations.
BUDGET/FINANCIAL IMPACT:
None
STAFF RECOMMENDATION:
Recommend approval. This annual evaluation allows staff to reflect on the programs’ strengths and
opportunities for improvement. It is an important measurement tool for ensuring that the Migrant and
Seasonal Head Start/Early Head Start Programs remain in compliance with all applicable standards and
requirements.
POLICY COUNCIL RECOMMENDATION:
The MSHS 2019-2020 Self-Assessment Report will be presented for approval at the Policy Council meeting on October
13, 2020.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. Conducting an annual Self-Assessment is more than just a required element of the Head Start
Reauthorization Act; it is truly a way for our programs to stay up to date with best practices and maintain high quality for
our children and their families.
October 15, 2020
Dee Lacey, Board President Date
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Community Action Partnership of San Luis Obispo County, Inc.
2020 MSHS Self-Assessment Report
Review Dates: June – August 2020
METHODOLOGY
Migrant and Seasonal Head Start (MSHS) used a strength-based model to assess progress towards goals,
objectives, and expected outcomes for the 2019-2020 program self-assessment. The MSHS Administration,
Coordinators, Specialists, and Area Managers were encouraged to gather internal as well as external data from
different sources. This methodology was utilized to help the staff understand the impact that COVID-19 had
on the delivery of services to families and children during the program year. The most relevant data resources
analyzed and reviewed by the MSHS team are noted below:
• 2018-2019 Program Information Report
• Parent Family Community Engagement COVID-19 Weekly Call Spreadsheets
• Internal Referral Data
• 2020-2025 Community Needs Assessment
• QRIS Star Ratings all Counties
• CLASS Scores from 2018 Federal Review
• 2018-2019 School Readiness In-Kind Reports
• 2019-2020 School Readiness In-Kind Reports
• COVID-19 Parent as Educators Activity Plan Distribution
• Center Supervisor Surveys
• Disabilities Tracking Sheets
• Behavioral Health Tracking Sheets
• Child Plus Reports
• Enrollment Reports
• Mental Health Consultant Reports
• Desktop Monitoring Reports
• Integrated Service Team Meetings
This report is divided into three sections: Strengths, Successes, and Areas of Need. The areas identified are
aligned to the Head Start Program Performance Standards to ensure transparency for the Parent Policy
Council, Board of Directors, and other stakeholders. The program will develop individual plans of action for
any areas needing attention on a separate document.
Part 1303 (Subpart J-E) – Financial and Administrative Requirements
All of the Head Start Performance Standards under this subpart will be reviewed and monitored by the
Finance Department at a later date. Information compiled from this report will be shared with the program.
STRENGTHS
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1302- Program Operations
Subpart (A )– Eligibility, Recruitment, Selection, Enrollment, and Attendance
1302.15 Enrollment (a) Funded enrollment. A program must maintain its funded enrollment
1302.102 (b)(2)(i)/1302.51PFCE services and active engagement in promoting and achieving school
readiness.
The MSHS program continues to exceed funded enrollment in all Grants. While the Office of Head Start
communicated leniency on programs not being held to meeting it’s funded enrollment due to the pandemic,
CAPSLO MSHS accomplished and exceeded with all centers and family child care homes operating as normally
scheduled. The three years funded enrollment comparison chart depicts the continuity of services provided to
migrant and seasonal families in the nine counties served.
1302.12(f) Migrant or Seasonal eligibility requirements. A child is eligible for Migrant or Seasonal Head Start
if the family meets an eligibility criterion
Also, the 2020 Community Needs Assessment for the MSHS program indicated all nine counties being diverse
in the crops produced. This in turn continues to provide farmworkers, laborers, and crops as forming part of
the top five occupations. The average number of agricultural jobs in the nine counties served is 14,695.
The graph below indicates the total of seasonal slots utilized during the 2019-2020 program. Administration
along with the ERSEA staff continue to monitor to ensure that children accessing and enrolled in the program
are of the most vulnerable population.
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Migrant Slots vs. Seasonal Slots
Seasonal Slots by Grant
Base 360
Partnership I 226
Partnership II 45
Partnership III 40
Combined Total 671
Subpart (B) Program Structure
1302.23 (a) The family care program option delivers the full range of services
100% of Family Child Care Coordinators (FCCC) continued to work through the global pandemic. FCCC’s
quickly adapted to the new work environment and followed health and guidance protocols to stay safe. The
FCCC’s can continue to support their families, providers, and communities utilizing computers, and cell
phones.
Through the global pandemic, families enrolled in the Family Child Care(FCC) program option continued to
receive services through contracted Family Child Care Providers. Childcare allows essential workers (as
identified by the state of California), our agricultural based families, to continue to work while leaving their
children in a safe environment. CAPSLO’s continued support and partnership with our FCC providers financially
enhanced our communities and provided a sense of normalcy and stability.
The chart below indicates the comparison of enrollment by program option, Center Base and Family Child Care
Homes, to enrolled MSHS children.
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Enrollment by Program Option
Subpart (E) Family and Community Engagement Progam Services
1302.53 (b)(2) Quality Rating and
Improvement System: All CAPSLO MSHS
counties participate in the QRIS system. Each
county and center may be at different points
in the multi-year process. QRIS systems in
each county may provide coaching, training,
and/or stipends for participating sites.
When applicable, stipends are determined
by the rating achieved at each site. Ratings
are from 1 to 5 with 5 being the highest
rating available. Three of our centers have
achieved a rating of 5 Stars. The remainder
of the sites have achieved a rating of 4 Stars.
Subpart (J) Program Management and Quality Improvement
1302.102 (b) (c) Monitoring program performance, using data for continuous improvement
The program continues to utilize data from external community partners to monitor the progress of the
program. During 2019-2020 the program received 13 Community Care Licensing (CCL) center visits without
any violations noted. The Family Child Care Option received 63 CCL home visits and four violations were
issued. These violations were in the following areas:
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• 1 missing Child Roster form
• 1 parents Rights posting requirement was not met
• 2 expired mandated reporter certificates
• 2 children files had missing emergency cards
All of the documents were quickly corrected or updated and information was submitted to CCL.
Classroom Assessment Scoring System (CLASS) data collected between 9/1/19-8/1/20 was entered into
the ChildPlus system. Graphs of this information demonstrate the average level attained for each
domain. A graph was created comparing our current CLASS Domain averages and our 2018 Federal
Review CLASS Domain averages.
SUCCESSES
Subpart (D) Health Program Services
1302.47 (b)(4)(A) Safety Practice, The prevention, and control of infectious diseases;
Between March 17, 2020 and July 31, 2020, the health and nutrition team has dedicated 333 hours to
research, planning, and execution of COVID-19 protocols. In addition, the team has trained front line staff on
COVID-19 protocols for a total of 171.5 hours.
Collaboration with Early Education and Child Care Partners
CAPSLO’s Protocol for Child Care Centers/Provider Homes Serving Children 0-5 during the COVID-19 Pandemic,
was shared on a national level with multiple Migrant and Seasonal and Regional Head Start grantees. In
California, the protocol paved the way for private early childhood education in San Luis Obispo, Santa Barbara,
Ventura, Kern, Fresno, San Benito, and Monterey Counties. First Five, California Child Care Licensing, and
numerous police and public health departments requested to showcase CAPSLO protocols.
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Subpart (F) Additional Services for Children with Disabilities
1302.42 (d)(1) Child health status and care.
1302.45 (a)(4) Child mental health social and emotional
well-being.
The mental health content area, in conjunction with the
mental health consultants, was able to successfully facilitate
23 individual mental health assessments and 62 external
referrals to community agencies outside of Head Start to
provide behavioral health evaluations and support to ensure
the overall wellness and health of children and families
served. External referrals for behavioral health support
increased by 113.793% for this program year. Reasons may
include a better ability to identify families and children in need, greater community agency options, and family
willingness.
1302.33 (a)(4) Child Screenings and Assessments
1302.45 (a)(1) Child mental health social and emotional well-being.
1302.45 (b)(1) Child mental health and social and emotional well-being.
Since September 1, 2019, there have been a total of 138
internal referrals for behavioral health and 158 internal
referrals for disabilities related concerns. These are
children whose developmental growth, identified disability,
behavior, and/or mental health have been supported by
the Behavioral Health and Disabilities team and
consultants. These requests were met with supportive
efforts to create effective classroom management, positive
learning environments, and strategy planning related to
challenging behaviors and disabilities. The decrease in
referrals for this program year could be attributed to the
smaller classroom sizes due to COVID-19 restrictions and the late start-up due to statewide mandates.
To continue personal growth opportunities, a monthly bilingual newsletter titled “Really Good Resources”
offering Behavioral Health and Disabilities information has been instituted. This has been sent out to all staff
continuously since the beginning of the pandemic. This quick response supports staff wellness and assists in
the guidance of families who have children with disabilities during the COVID crisis through recommendations
in self-care strategies, informational articles, children’s literature recommendations, notifications of free
upcoming webinars, training, or discussions, and activity resources.
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1302.45 (b) Child mental health and social and emotional well-being.
Families continue to advocate for family and personal
well-being by requesting access to mental health
support provided by Community Action of San Luis
Obispo’s Migrant and Seasonal Head Start program
through our contracted mental health consultants.
Current numbers show that there have been 57
requests to meet with a mental health consultant for
one-on-one therapy sessions by families in our program.
In comparison, there were 63 requests this time last
year. This is a decrease in requests by 9.5%, however,
this may have been due to a late start to the new
program season, COVID-19 restrictions, and a temporary lack of consultants in certain counties. The general
statistical trend is still positive.
Improvement towards Long-Range Goals and Objectives
1302.61(b)(1)(i)Additional Services for Children
1302.62 Additional Services for Parents
Long-Range Goal 1. The Disabilities long-range goal from
2020 and the current long-range goal for 2025 were
focused on increasing enrollment of children with
disabilities to 10%, which would improve the quality of
services.
Objective 1 The 2015 goals focused on increasing disabilities
enrollment to 7%. According to our 2019 Childplus reports,
approximately 7% of children were diagnosed. In 2020, the
number of children identified with disabilities has increased to 7.6% of funded enrollment. Despite the
pandemic, Community Action Partnership has worked hard to identify and serve children with disabilities.
Objective 2 from 2015: this goal aimed to
provide 100% of centers and FCC providers
with IFSP/IEP binders for families who have
children with disabilities.
There have been 220 Binders given to Area
Managers in 8 counties: “Family IFSP/IEP
Education Binders”* distributed for each
child with a disability. 100% of families with
children identified with disabilities received
these binders in 2020. These binders are
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intended for families to organize and keep their special education records in one place as they migrate to
different locations. Sections include assessments, releases, IFSPs, IEPs, diagnoses, and resources. 90% of staff
reported the binders were helpful.
Long-Range Goal 2 for 2025: 100% of all counties will have local Behavior Health/Disabilities Specialists in
place by 2025. The goal is to add two Specialists in various counties annually. In response to the proposal for
additional Behavioral Health/Disabilities Specialists, Community Action Partnership, Child, Family Services
division has hired and trained two bilingual, bicultural Specialists for North and South Monterey County.
Subpart (I) Human Resources Management
1302.92(b) Training and Professional Development
MSHS Management team designed a staff development plan based on data from monitoring, CLASS, Child
Outcomes, and staff surveys to identify staff training needs. Information was used to develop a cross-
component staff development plan.
The data indicates that the MSHS program revised the Staff Development plan based on the changing training
needs of staff due to COVID-19:
• The focus of the training was shifted to provide quality service while managing the risks of
exposure to COVID-19. Each content manager reviewed the requirements for their service area
and adapted the training topics accordingly.
• The program adapted the delivery model from on-site to virtual to ensure the safety of the staff.
The graph below indicates how the program adapted the delivery of the training due to COVID-19.
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Subpart (F)Transportation
1303.73 (a) A program must consider the safety of the children
CAPSLO was among the first in the nation to offer transportation services. Through a coordinated effort with
the Transportation team and the ERSEA team, the Area Manager and Program Director, the Health team was
able to analyze family needs and attendance in Monterey County. It was determined that families showed a
great need for transportation services. The health team collaborated with the California Highway Patrol to
create COVID-19 Transportation Protocols. As a result of transportation services attendance at Primavera
Migrant and Seasonal Head Start had an enrollment increase of 233%, San Jerardo Migrant and Seasonal Head
Start had an enrollment increase of 50%.
AREAS NEEDING IMMEDIATE ATTENTION
SHORT TERM
1302- Program Operations
Subpart (B) Program Structure
1302.20 (b) (1) The program has a legally binding agreement with one or more family child care providers
As of July 1st, 2020 Family Child Care (FCC) program option’s current enrollment is 590 children. The FCC
program option serves children within 126 contracted Family Child Care partners. Last year, as of July 1st,
2019, current enrollment was 698 children placed within 144 contracted family child care providers.
Through the global pandemic, the data shows that contracted family childcare partners continued to support
our program by serving children of Migrant Seasonal families. The graph below shows the number of children
enrolled in 2019 vs. 2020 has decreased by 108 children and contracted with 26 fewer providers.
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The program surveyed FCC coordinators to determine why we are losing both providers and children slots
within contracted providers’ homes. Below are the four identified reasons:
● The provider downsized her daycare from a large license to a small license, limiting the number of
children she can care for.
● Provider reduced slots due to delayed enrollment. This year enrollment took significantly longer than
previous years. FCC partners accepted children in from other programs and placed them in care.
● Provider accepted children from essential l workers (non-CAPSLO children) due to COVID
● Providers contracted with other subsidized programs or private pay.
Subpart (E) Family and Community Engagement Progam Services
The PFCE Team identified some areas of discovery requiring program improvement plans as a result of the
COVID-19 pandemic directly impacting restrictions of parent engagement.
1301.4 Parent Meeting attendance: In-person parent meetings were suspended between March and August
due to the pandemic. The program wrapped around families individually through routine weekly
communications to best ease the stress and anxiety around the pandemic. Parent meetings will resume
virtually for the remainder of the program year now that updated technology has been purchased for all staff
to be able to do so.
Engaging Families: 1302.34 Parent and family engagement in education and child development services.
As we as an agency were forced into a more digital world it was revealed there is a lack of access to and
comfortability in the use of technology by teachers and families. This has moved the Education Team into
purchasing further access to technology for primary teachers. It has also caused us to begin thinking of ways to
support parents in the use of technology.
Possible Solutions:
● Coordinate with ERSEA and add to the application or application process if parents have
access to technology.
● Use our current Parent Engagement platforms to support parents' role as their child’s lifelong
educator and encourage parents to engage in their child’s education. For Example, Learning
Genie, Curriculum Parent Engagement, Child Plus DRDP.
Part 1303 (Subpart J-E) – Financial and Administrative Requirements
In-kind: 1303.4 Federal financial assistance, non-federal match, and waiver requirements. In-kind
has been impacted due to centers opening and closing during the program year or there was a delay
in opening. There has also been a delay and lack of direct contact and communication with families
during the closure.
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Possible Solutions:
● This has moved the Education Team into developing strategies of communication
outside of the traditional home or center visits.
● ERSEA began enrolling children in distance learning.
● The Education team has developed additional Distance Learning Activities.
LONG TERM
10% Performance Standard Mandate for Identifying Disabilities:
1302.14 (b)(1) Selection Process
The identification of children in the MSHS program has not reached 10% of funded enrollment as mandated.
The long term goal is to increase this number by 2% annually. Due to the pandemic, School Districts and
Regional Centers were delayed or even opting out of providing assessments and services to children with
disabilities. Moving forward, as COVID- 19 subsides, Community Action Partnership plans to be back on track
for increasing the identification of children with disabilities.
45 Day Mandate for Developmental and Behavioral Assessments and Screenings
1302.33 (a)(b)(c) Child screening and assessments.
1302.14 (b)(1) Selection Process
1302.45 (b)(1) Child mental health social and emotional well-being.
1302.46 (a)(b)(iv) Family support services for health, nutrition, and mental health.
1302.102 (c) Using data for continuous improvement.
Based on current newly enrolled ChildPlus numbers totaling 582 children 4 between Base grant, Expansion
grant, Partnership grant and 3rd Partnership grant, 544 newly enrolled children successfully received
developmental screenings and assessments using the ASQ-3 and ASQ: SE-2 within 45 days of their First Day of
Attendance. This is a 93.47% success rate, a decrease of 4.66% when compared to last year's 98.13%.
Additionally, throughout the program year,
many of the desktop reviewed sites were
found to have errors relating to the Ages and
Stages Questionnaire, particularly with
documentation and ChildPlus entries. This year
we had consistent issues in documentation and
scoring in all counties served. This was
reflected through desktop monitoring, calls for
assistance, and emails for support.
The fidelity of the ASQs can be called into
question based on the consistent support
needed for proper data entry, documentation, and scoring. Steps to rectify this issue have taken place with
the purchase of new ASQ-3 and ASQ: SE-2 kits in Spanish and English for all sites served so that we may be to
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implement the ASQ Online system, which will decrease the staff burden of manually scoring assessments and
increase the ability to monitor and address errors and concerns
1302.23 (e) Child Development Specialist
A program that offers the family child care option must provide a child development specialist to support
family child care providers and ensure the provision of quality services at each family care home.
• Establish a systematic caseload across the counties that reflect Family Child Care Coordinator (FCCC)
with a caseload of 20 children, or a caseload of 40 children with a combination of an FCCC and Family
Service Advocate.
1302.81 (b) Father engagement for pregnant families enrolled to ensure emotional well-being, nurturing,
and responsive caregiving during pregnancy.
The PFCE Team identified an area of discovery within the program that will require long term program actions
to fully integrate practices that support this Head Start Program Performance Standard. To further develop
our father engagement the program will have to hire a father engagement specialist to increase prenatal
participation.
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BOARD ACTION REQUIRED
October 15, 2020
ITEM: Application for San Luis Obispo County Behavioral Health Department’s MHSA Middle School
Comprehensive Program – Family Advocacy and Navigation in the amount of $267,314
ACTION REQUIRED: Board approval to submit application
SUMMARY NARRATIVE:
Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) funding is available to provide
family advocates and services to 12 middle schools in San Luis Obispo County with the purpose of identifying
early signs of risk for mental health problems among students . Family advocates will be part of a Student
Assistance Team along with a counselor (behavioral health specialist?) and youth development specialist at
each site. This funding expands services to an additional six schools, but the request for proposal covers all 12
schools. Community family advocates will provide and extend assistance to families of youth participants,
including basic needs such as food, housing, transportation, health/mental/dental health care system
navigation, academic and socialization support, and more. This program, if funded, would be housed under
Family and Community Support Services’ (FCSS) SAFE Program and the San Luis Obispo Family Resour ce
Center.
BUDGET/ FINANCIAL IMPACT:
Funding is from 11/1/20-6/30/24.
Personnel and benefits: $218,013
Operating expenses= $29,500
Indirect @ 8% = $19,801
Total amount requested = $267,314
STAFF RECOMMENDATION:
Recommend approval. SAFE and Martha’s Place Family Advocate programs currently employ family advocates
who are funded by Behavioral Health, are part of their various teams, and perform many of the functions
required in this proposal. The family advocate is solely dedicated to providing services for youth participants
and their families.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. This PEI proposal represents an excellent opportunity to expand our family advocacy
services and meet the many needs of many low-income, at risk youth and their families.
Dee Lacey, Board President Date
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Community Action was built around the mission of eradicating poverty in America and the
foundational belief that equal treatment for all community members is paramount.1 Effectively
addressing the causes and conditions of poverty depends on strong, resilient communities
where all members feel safe and are equally protected. The Community Action Partnership
supports the #BlackLivesMatter movement and recognizes that systemic and disproportionate
violence against Black community members and vulnerable populations by law enforcement
remains a barrier to achieving these goals.2 The future role of police in our communities
deserves thoughtful discussion and debate, but the policies supported in this platform
represent changes that can be implemented immediately and would lead to dramatically fewer
instances of police violence.
Use of Force Standards: Police departments have rules and regulations in place that dictate
when and how an officer may use force during interactions and altercations with civilians.
However, there is wide variation among police departments in how restrictive those rules are.
Studies have shown that the more restrictive a jurisdiction’s use of force rules, the fewer police -
involved killings happen in that community.3 We support the following use of force restrictions
that have been shown to decrease instances of police brutality:
Prohibit the use of choke holds and strangleholds;
Require officers to give a verbal warning before shooting a firearm;
Require officers to engage in de-escalation and exhaust all other measures before
shooting;
Require bystander officers to act if another officer uses excessive force; and
Establish a use of force continuum outlining permissible force per resistance level.
1 Mission & Promise, Community Action Partnership, https://communityactionpartnership.com/mission-and-
promise/ (last visited Aug. 6, 2020).
2 Black Lives Matter, Community Action Partnership, https://communityactionpartnership.com/black-lives-matter/
(last visited Aug. 7, 2020).
3 Samuel Sinyangwe, Examining the Role of Use of Force Policies in Ending Police Violence (Sept. 20, 2016),
available at
https://static1.squarespace.com/static/56996151cbced68b170389f4/t/57e17531725e25ec2e648650/1474393399
581/Use+of+Force+Study.pdf.
Policing Reform
Policy Platform Addendum
Approved by the Board of Directors
August 24, 2020
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Police Militarization: The 1033 Program (section 1033 of the National Defense Authorization
Act of 1997) allows the Department of Defense to sell or transfer surplus military equipment to
state and local police departments at no cost.4 Studies have demonstrated that militarized
police departments are significantly more likely to kill civilians.5 We support prohibiting
Program 1033 sales or transfers of military equipment to departments with a pattern or
practice of discrimination as well as restrictions on police use of military equipment against
civilians.
Ban No-Knock Warrants: A no-knock warrant, like the one that led to Breonna Taylor’s murder
in March, allows police to enter a location without knocking or announcing themselves.
Normally, the 4th Amendment protects against unreasonable searches and seizures, but police
insist these warrants are necessary for instances where the alleged perpetrator is known to be
dangerous or may try to destroy evidence. Once used sparingly, there are now over 20,000 no-
knock raids in American each year and they increase the risk of both civilian and officer injury
and death.6
Update Deprivation of Rights: Federal law prohibits law enforcement (and others) from
willfully depriving a person of any rights or privileges under color of law.7 For an officer to be
held accountable, the statute requires intent, or willful deprivation. Updating the language
from willfully to recklessly would allow prosecutors to hold officers accountable if they knew or
should have known their actions would lead to a deprivation of rights.
Qualified Immunity: The doctrine of qualified immunity protects law enforcement and other
public servants from civil liability when performing their jobs if their actions do not violate
“clearly established statutory or constitutional rights.”8 The doctrine also incorporates a “good
faith” defense. We believe the doctrine should be restructured (by statute, judicial precedent,
or both) to remove the “clearly established” and “good faith” provisions, allowing the public to
hold officers accountable for violating civilian rights.
Reporting & Data Collection: We believe in establishing a national database that would cover
all federal, state, local, tribal, and territorial police agencies in the United States to document
officers who receive complaints or have a record of misconduct. The database should also
collect police-community encounter data and track demographic data to expose patterns and
practices of racial profiling.
4 The Marshall Project has created a database of the military equipment (and the monetary value of that
equipment) each police department in the United States has received from the Department of Defense since 1997.
5 Casey Delehanty, Jack Mewhirter, Ryan Welch, and Jason Wilks, Militarization and police violence: The case of the
1033 program, RES. AND POL., Apr.-June. 2017, at 3, available at
https://journals.sagepub.com/doi/pdf/10.1177/2053168017712885.
6 Dara Lind, Cops do 20,000 no-knock raids a year. Civilians often pay the price when they go wrong, VOX, May 15,
2015, https://www.vox.com/2014/10/29/7083371/swat-no-knock-raids-police-killed-civilians-dangerous-work-
drugs
7 18. U.S.C. § 242.
8 Whitney K. Novak, CONG. RESEARCH SERV., LSB10492, POLICING THE POLICE: QUALIFIED IMMUNITY AND CONSIDERATIONS FOR
CONGRESS (2020), citing Harlow v. Fitzgerald, 457 U.S. 800, 815-819 (1982).
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