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BOARD OF DIRECTORS MEETING AGENDA

Monday, April 15, 2019 at 3:00 pm 6800 N. Dale Mabry Highway, Suite 134

Tampa, Florida 33614 Call-in: 866-866-2244

Access Code: 5194796

I. CALL TO ORDER A. Patel

II. PLEDGE OF ALLEGIANCE A. Patel

III. PUBLIC COMMENT IIndividuals wishing to address the Early Learning Coalition of Hillsborough County Board of Directorsmust complete a Public Comment Request Card and submit it to the official recorder prior to thenoticed start time of the meeting. Said comments will be limited to three (3) minutes per individual ona first come, first serve basis, and only at such time as is identified on the official meeting agenda forpublic comment. All public comment in Public Comment I must pertain to an item on the approvedagenda.

IV. CONSENT AGENDAThe “consent agenda” is a single agenda item typically addressed first after convening the boardmeeting and establishing that a quorum is present. The consent agenda encompasses all the routine,pro forma and noncontroversial items that the Board needs to vote on.A. Approval of April 15, 2019 Board AgendaB. Approval of Minutes for February 11, 2019 Board Meeting (Pg. 3)

V. EXECUTIVE REPORTSA. Chair’s Report A. PatelB. CEO Report G. GilletteC. Finance Director Report Steve Costner

i) Business Plans/Key Initiativesii) Budget Assumptionsiii) Financial Reportiv) Finance/Audit Committee

L. Sutter

K. ParrisK. Parris

VI. PRESENTATIONSA. Hillsborough Early Learning Network (Lastinger Learning Center)

VII. OLD BUSINESS

VIII. ACTION ITEMSA. Approval of CEO Annual Performance Evaluation & Increase (Pg. 7)B. New Board Member Nomination (Pg. 26)C. Reappointment of Board Member (Pg. 30) A. Patel

April 15, 2019 Board of Directors Meeting 1 of 79

B. Davis

B. DavisB. DavisM. Folts

D. Approval of Allocation of Funds with School Board of HillsboroughCounty (Pg. 31)

E. Approval of Allocation of Funds with Hillsborough CountyChild Care Licensing (Pg. 32)

F. Approval of Allocation of Funds with Early Childhood Council (Pg. 33)G. School Readiness Coalition Plan Amendments (Pg. 34)

i) Contracted Slots Policies and Proceduresii) Program Assessment Policies and Procedures (OEL Revisions)

H. Execute Furniture Contract for Interstate Corporate Center move(Pg. 48)

J. Kachurick

A. Patel

K. ParrisD. Jacob

S. MurmanA. Chowning

IX. COMMITTEE REPORTSA. Executive/Finance Committee

i) Annual Audit ReportB. Governance Committee (Pg. 49)C. Communications & Outreach CommitteeD. Legislative Affairs Committee (Pg. 50)E. Service Delivery & Efficiency CommitteeF. Wage$ Sustainability Committee D. Fudge

X. DISCUSSION ITEMS

XI. INFORMATION ITEMSA. Financial Statements (Pg. 51)

B. Annual Audit Report (Pg. 53)

C. Communications & Outreach Summary (Pg. 78)

XII. PUBLIC COMMENT IIIndividuals wishing to address the Early Learning Coalition of Hillsborough County Board ofDirectors must complete a Public Comment Request Card and submit it to the official recorderprior to the noticed start time of the meeting. Said comments will be limited to three (3) minutesper individual on a first come, first serve basis, and only at such time as is identified on the officialmeeting agenda for public comment.

XIII. ADJOURNMENT

Board/Staff Tasks & Assignments Completed from February 11, 2019 Board Meeting

Task Owner Date

Completed

Board Members Bio & Headshot K. MinneyUPCOMING MEETINGS Executive/Finance Committee Regular Meeting- Monday, May 20, 2019 at 3:00 pm Board of Directors Regular Meeting- Monday, June 17, 2019 at 3:00 pm UPCOMING EVENTS Provider Recognition Brunch- Saturday May, 4, 2019 from 10 am -noon at Tampa Heights Junior Civic Association


BOARD OF DIRECTORS UNAPPROVED MINUTES

Monday, February 11, 2019 at 2:00 pm. 6800 N. Dale Mabry Highway, Suite 134

Tampa, Florida 33614

MEETING ATTENDANCE Facilitator: Aakash Patel, Chair

Board Members Present: Tracye Brown*, Luke Buzzard*, Angela Chowning, Dr. Lise Fox, Dr. Daphne Fudge, Dr. Leslene Gordon, Mary Hancock, Lynne Hildreth*, Stephie Holmquist Johnson*, Dianne Jacob*, Dr. Jacquelyn Jenkins, April May*, Joe McElroy, Sandra Murman, Candy Olson, Kelley Parris, Aakash Patel, Sandy Show, and Jody Toner*

Board Members Absent: Carlos Del Castillo and Daisy Cintron

ELCHC Staff: Salley Aliff, Brittanni Alves, Steve Costner, Rebecca Cotto Lopez, Randy Daigle, Bobbi Davis, Janet Diaz Montes, Jessica Diaz Montes, Stacey Francois, Megan Folts, Lorinda Gamson, Gordon Gillette, Hannah Goble, John Kachurick, Tracy Knight, Kelley Minney, Abigail Perez, Joseline Ramirez, Jessica Sladky Jones, Helen Sovich, and Yahyma Tamayo

Other Attendees: Lee Bell, Jennifer Biles, Marni Fuente, Amy McLane, Lisa Sutter, Shabel Santiago

CALL TO ORDER

Quorum Verification Noting that a quorum had been established, Chair Patel called the meeting to order at 2:14 pm.

PUBLIC COMMENT Mr. Lee Bell introduced himself as the new Executive Director of the Florida Association for Child Care management.

CONSENT AGENDA The following items were included under Consent Agenda:

1. Approval of February 11, 2019 Board Agenda2. Approval of Minutes for November 13, 2019 Relocation Workgroup-Board Workshop3. Approval of Minutes for November 13, 2019 Board Minutes4. Approval of Minutes for January 14, 2019 Board Minutes-Special Meeting5. Approval of Revised School Readiness Progressive Enforcement Procedures


Chair Patel called for a motion to approve the Consent Agenda. Candy Olson made a motion. Angela Chowning made a second. The motion carried unanimously.

Board Chair’s Report • Chair Patel recognized ELCHC team members Sally Aliff and Janet Stutzman on their

retirement.• Chair Patel stated that the next two Early Learning Advisory Council (ELAC) meetings were

February 26, 2019, in Gainesville, Florida and March 25, 2019, in Tallahassee.• Chair Patel announced that Hillsborough Day at the Capitol was March 13, 2019. Board

members are encouraged to participate.• Chair Patel requested that Board members submit their bio and a headshot to Kelley

Minney.• Chair Patel announced upcoming provider site visits on April 9, 2019, April 23, 2019, June 4,

2019, and June 25, 2019. Chair Patel stated that two slots were available for each date.

Executive Director’s Report Mr. Gordon Gillette reported on the following items: 1. School Readiness transition2. ELCHC Management team update3. Professional Development Practitioners meeting4. Legislative focus on VPK5. OEL system update6. ELCHC Balanced Scorecard update

Mr. Gillette reported that discussions about contracting Inclusion services were ongoing and noted that the PD Practitioner meeting held on January 30, 2019, included practitioners from the Children’s Board, Hillsborough County Public Schools, Quality Early Education System (QEES), Early Childhood Council (ECC), Early Learning Coalition of Hillsborough County (ELCHC), University South Florida Program Wide Behavior Support Project (USF PWBS).

Dr. Lise Fox requested a copy of the draft VPK Bill.

Treasurer Report Mr. Steve Costner, Director, Finance, reported on the School Readiness waitlist, OEL system functionality, Match reporting, and the financial statements for the School Readiness (SR) program and Voluntary Pre-Kindergarten (VPK) program as of September 2018.

Mr. Costner stated that at the end of January there were 1,118 children were on the School Readiness waitlist.

Mr. Costner reported that the estimated payments module in the OEL Portal began working in January and that all submitted VPK attendance, August through January, was processed as of February 11, 2019.

OLD BUSINESS There was no Old Business


ACTION ITEMS New Board Member Nomination

Chair Patel called for a motion to approve Dr. Shawn Robinson for membership for a four- year term beginning February 11, 2019 and ending February 11, 2023. Sandy Murman made a motion. Dr. Daphne Fudge made a second. The motion carried unanimously.

Nomination and Election of Vice Chair

Sandy Murman made a motion to nominate Dr. Shawn Robinson as Vice Chair. Candy Olson made a second. The motion carried unanimously.

Approval of Lease Agreement in the amount of $3,236,637. Ms. Kelley Minney reported that pursuant to Board direction from the January 14, 2019, special Board meeting that staff had entered into a lease negotiation with Interstate Corporate Center and had explored other available properties, which did not fit the space needs, location, or timing of the Coalition.

Sandy Murman made a motion to approve. Dr. Lise Fox made a second. The motion carried unanimously.

Approval of Wage Supplements Ms. Stacey Francois presented a new proposed program called wage supplements through the Children’s Forum Wages Program. Ms. Francois outlined the program goals, timeline, and proposed budget.

There was a discussion about the pros and cons of wage supplements, financial impact, and sustainability of the program beyond the 18-19 budget year. Mr. Steve Costner noted that the allocation of $700,000 included administration, study, and program support costs.

Board member, Dr. Daphne Fudge, made a recommendation to form a committee to develop a sustainable plan.

Sandy Murman made a motion to approve the plan as presented but to establish a work group to work on a sustainable continuing plan for the next budget year. Dr. Daphne Fudge made a second. The motion carried unanimously.

Chair Patel appointed Dr. Fudge as Chair and Candy Olson as Vice Chair. Dr. Jacquelyn Jenkins, Stephie Holmquist Johnson, Mary Hancock, Dr. Lise Fox, Sandy Murman, and Sandy Show volunteered to participate on the committee.

Approval of Coalition Plan Amendments

• Local Quality Improvement Strategies• Program Assessment Policies and Procedures• School Readiness Policy Guide


Dr. Lise Fox made a motion to approve. Joe McElroy made a second. The motion carried unanimously.

COMMITTEE UPDATES

Governance Committee Kelley Parris reported that the Governance Committee recommended a more comprehensive evaluation tool to capture Mr. Gillette’s achievements over the past year. Chair Patel requested that Board members complete and return the evaluation to Kelley Minney by March 1, 2019.

Communications & Outreach Committee Jonna Johnson, Manager, Communications and Outreach, announced that Day of Play was March 3, 2019, from 11:00 am – 3:00 pm at Al Lopez Park.

Legislative Affairs Committee Commissioner Sandy Murman announced that Hillsborough Day at the Capitol was March 13, 2019, and that the Committee planned to schedule a meeting prior to the event.

Service Delivery & Efficiency Committee Angela Chowning reported that the Committee met on February 5, 2019 and approved the Program Assessment Policies and Procedures.

DISCUSSION ITEMS There were no Discussion Items

INFORMATION ITEMS There were no Information Items

PRESENTATION Marni Fuente of Hillsborough Community College’s Early Childhood Department gave a presentation about the Quality Early Education System (QEES). Ms. Fuente outlined the initiative’s goals and program components.

Ms. Angela Chowning presented the Operation Business Management Coaching (OBMC) component. Ms. Chowning noted that 118 family child care homes and facilities registered for onsite coaching, 30 assessments were conducted, 9 community wide workshops were provided, and over 400 unduplicated participants since beginning the program.

Mr. Gillette announced that a donor appreciation breakfast was scheduled for March 5, 2019, at the Hillsborough Education Foundation.

ADJOURNMENT Citing no further business, Sandy Murman made a motion to adjourn the meeting at 4:08. A second was made. The motion carried unanimously.


ELCHC BOARD OF DIRECTORS MEETING – April 15, 2019

ACTION ITEM VIII.A.

ISSUE: Approval of CEO Annual Performance Evaluation & Increase

FISCAL IMPACT: $9,000.00

FUNDING SOURCE: Office of Early Learning, School Readiness/VPK/General Fund

RECOMMENDED ACTION: Approve the CEO Annual Performance Evaluation/ Increase

NARRATIVE:

On April 8, 2019, the Governance Committee voted to carry the CEO Annual Performance Evaluation to the full board with a recommendation of a 5% performance increase.

A 5% increase would take the CEO to $189,000. The new annual cap is $189,600.00

Attachments: 1. Performance Evaluation Score Sheet & comments2. CEO Achievements3. Employment Agreement


2018-2019 CEO Performance Evaluation Results - Gordon L. Gillette Date of Hire 3.12.2018 13 evaluations received Ratings are based on a scale of 1 to 3 with 1 being low and 3 being high Unsatisfactory = 1 Meets Expectations= 2 Exceeds Expectations = 3 Not Observed= N/O

Points/Average

Leadership- the ability to inspire & motivate individuals in a fair and effective manner to achieve peak performance & appropriately leverage authority to achieve business objectives 37 2.85

Strategic Management & Administration- The ability to establish direction and develop effective action plans to accomplish fiscal year goals and carry out the ELCHC's long-range vision 38 2.92

Accountability with Board, Funded Agencies & Community- The degree & willingness to accept responsibility for the day-to-day and long-term operations of the ELCHC 32 2.67

Judgment in Decision-Making- The degree to which the CEO uses critical thinking skills to analyze available facts, business responsibilities, and probable outcomes and then pursues an appropriate course of action despite pressure or ambiguity 37 2.85 Financial Resource Management-The degree to which the CEO plans, develops, organizes, and administers the adopted budget and utilizes efficiently the organization's resources to provide high-quality services to meet financial obligations and to ensure long-term financial sustainability.

29 2.64

Responsiveness- The degree to which the CEO is receptive and able to effectively adjust his/her plans and behavior to respond to inquiries and apply appropriate actions and strategies in an appropriate, professional, and timely manner 38 2.92

Communication- The degree to which the CEO communicates in an open, transparent, effective and forthright manner to maintain the vision and achieve the goals of the ELCHC while operating under the Florida Sunshine law 35 2.92

Total Points 246/19.77

Maximum Points per Category 39


Leadership- the ability to inspire & motivate individuals in a fair and effective manner to achieve peak performance & appropriately leverage authority to achieve business objectives.

1. Mr. Gillette continues to exceed expectations. He is a visionary and takes a systems approach to improving the services to providers & families

2. In my observations, Gordon has done a good job trying to recreate a vision for the agency-which I am sure has been a tall order. I have personally seen him act with character, professionalism, and integrity.

3. I have observed Gordon describing his vision and goals for the ELCHC. He is clear about his focus on effectiveness and outcomes in his communication. His passion for strengthening the organization and outcomes are clear.

4. Gordon has certainly expanded the vision of the ELCHC. His ability to hold others accountable has not gone unnoticed.

5. Gordon has done an excellent job moving the organization forward. 6. Through my observation of Gordon and dialogue with staff it is clear that he has set a new

tone for the organization. As commonly happens in these circumstances when a change in culture is established, some employees may not accept the changes and need to move to a place that they are comfortable. In the case of the ELC, I believe those that are able to adapt find the new leadership to be a breath of fresh air.

7. Gordon has brought significant and important change to the agency. I would like to see him demonstrate awareness that many cultures, especially, the existing one has some value, and provide time and space so change can take hold as people learn and adjust.

8. Gordon brings an atmosphere of professionalism to the agency that has been absent over my six years of association. The agency operates in a more transparent manner that I think will continue to evolve with the leadership of Gordon. I have always thought taking services in from the school district was a risk to the agency and the children and families of Hillsborough County, but Gordon has worked diligently to repair the relationship with the school system and the school system wants him to succeed.

9. Mr. Gillette is a true servant-leader. He has spent his first year as CEO not just learning about the ELC from the treetop, but from the roots. He has focused great effort on learning the strengths and weaknesses of each team member and worked with them to highlight their strengths and weaknesses. His insight guided the reassignment of staff to positions that better suited their skill sets, desires, and areas for development. He has moved the ELC to a position in which each team members feels responsible to each other and the overall success of the ELC.

10. Positive leadership observed through interaction with board members and interaction with staff; focus on organizational goals and key metrics. Continually provided updates to board members during meetings, through reporting and key staff updates; collaborated and created an inclusive environment that empowered and encouraged staff to become more involved in the organization exhibits the highest standards of professionalism, passion and integrity.

11. Gordon has offered inspiration and motivation for the entire year, especially during a time when his newly acquired needed it most. I have witnessed Gordon’s ability to set an impressive vision that clearly relates to the board’s overall objective. The board was kept well-informed of the next steps and was always invited to provide input of suggestions. Gordon has met and exceeded all expectations within this area.


Strategic Management & Administration- The ability to establish direction and develop effective action plans to accomplish fiscal year goals and carry out the ELCHC's long-range vision.

1. While my engagement on the Board has not been long. I have felt that Gordon is steering the

organization to work strategically and ensure strong relationships with the community and funder.

2. I feel Gordon has built much needed relationships with funding agencies and has established a strong direction for the ELCHC.

3. In the year he has been there, he seems to have a firm handle on the organizations long-term vision and is doing what it takes to go in that direction.

4. Strategy has been set, clear goals defined, and action steps are communicated from the top of the organization to the bottom. Reporting and open communication has been established from the bottom up to keep the flow of information going and increase the probability of accomplishing the duties of the ELC. Recent activity regarding the launch of the new OEL portal have caused great compression of staff's time and efforts. As a result, Gordon addressed the issue and assigned appropriate personnel to do the right thing and fix the issue while assuring the providers that they would receive their compensation. That approach was more than most coalitions were willing to do.

5. Strategic focus use of data are crucial for this agency, and a key contribution from Mr. Gillette.

6. Gordon has established teams that match the skill sets of the workforce. Many of the established short term and long- term goals pertain to moving services inhouse and building the capacity within the organization to efficiently handle the additional responsibilities. It is my opinion that his planning and anticipation of barriers to be addressed during this process is verification of his good judgment.

7. Mr. Gillette works with community partners, whether or not they are represented on the Board, to make sure that the ELC is meeting the needs of providers, community partners, funders, parents, and most importantly, the children. From hosting community meetings and workshops to making presentations to community groups, Mr. Gillette and his team have been evaluating past practices and research-based best practices to improve the organization and its services.

8. Focuses on ELCHC operations, goals and objectives since day one and has continued to do so throughout this year. Established key relationships with peers across the state during this time, benchmarked our local performance against other areas. Strives for a level of excellence in all he does. Provided a board and staff ELCHC retreat to discuss key organizational leadership and seek our input on organizational needs to chart the course moving forward. Made key strategic decisions to combine school readiness component under on umbrella and relocated the ELCHC headquarters so that all staff can be in one physical bricks and mortar setting.

9. Gordon continues to provide excellent judgment and accountability towards the progress and advancement of the ELCHC. His goals and objectives align with the strategic outcomes that we are expecting in setting new standards for our operation. His management and administrative style compliment next-generation capabilities that will propel the Early Childhood community towards new advancements, along with fiscal guidelines that ensure sustainability.


Accountability with Board, Funded Agencies & Community- The degree & willingness to accept responsibility for the day-to-day and long-term operations of the ELCHC

1. I am not sure I have enough information to fully rate this item. I have no questions about

accountability and all seems to be transparent and managed responsibly. 2. I think it is fair to say that Gordon has set expectations for the strategy, goals and objectives

of the ELC. He holds himself as well as staff accountable and provides the resources necessary to accomplish the goals.

3. Could be "exceeds" I am too new to be sure. Certainly Mr. Gillette provides information to many stakeholders.

4. Gordon has improved the transparency of the inter-operational functions of the agency and I think this will continue to improve as he is exposed to the details of how to build the watch.

5. Mr. Gillette has been fully transparent and forthright with the good, the bad, and ugly. Whether it is personnel decisions, resource reallocations, or upcoming trends in early learning; he and his team have been open and direct with the employees and the Board.

6. The CEO has exhibited full accountability with the ELCHC board of directors and its employees throughout the past year. He has established KPI’s to allow the organization to track their performance. He fully embodies both the vision and mission of the ELCHC and is committed to making this organization be the best it can be.

7. Gordon offers well-maintained accountability for his actions and operational decisions. Judgment in Decision-Making- The degree to which the CEO uses critical thinking skills to analyze available facts, business responsibilities, and probable outcomes and then pursues an appropriate course of action despite pressure or ambiguity.

1. Gordon has exhibited great decision making and has handled very strained situations with

providers who are disgruntled. One example is with Fussell Learning Academy. Gordon handled the opposing attorney with ease and decisiveness.

2. From my limited observation, he has seemed to use logical and sound judgment for the various decisions that have been made. The new site selection and school readiness services transfer are two examples where there is evidence of careful and professional decision-making.

3. Gordon is an engineer by training and by his very nature would analyze all aspects of the coalitions operations and put a plan in place to create positive results. His judgment is based on past experience and sound thinking.

4. Mr. Gillette’s crucial thinking skills are exceptional. He applies them well. I would like him to help other staff understand and develop similar skills.

5. Gordon has demonstrated good judgment in these times of tremendous change for the agency and industry. He quickly realized the value of a healthy relationship with school system in order to support the early learning system and is not shy about seeking input from peers.

6. Mr. Gillette has a way of meshing humanistic leadership characteristics with logic and reasoning of an engineer. He is very methodical and asks questions that help the team and board develop solutions as well as future paths for the organization. He is not afraid of making the tough decisions, but they are always well-reasoned.


7. Utilizes critical thinking skills, considers all the facts when making a decision. Presents logical, well thought out, clear and concise information item and action items to the board for review, consideration and discussion.

8. Gordon has been very open and transparent in technique to introduce cultural changes to the organization. He manages his team well and applies professional judgment with his decision-making.

Financial Resource Management-The degree to which the CEO plans, develops, organizes, and administers the adopted budget and utilizes efficiently the organization's resources to provide high-quality services to meet financial obligations and to ensure long-term financial sustainability.

1. Meets expectations from what I can glean from the Board meetings. 2. He is one of the best when it comes to understanding and managing budgets. 3. I've been impressed with Gordon's ability to come into a new position in a field very different

from his past and use his experience to ensure that the ELC is on good financial footing. He has made some great decisions that have helped to eliminate our waitlist and to find additional match funding of key ELC initiatives. Prior to his joining the ELC, I was not confident that we were using the full extent of funding available to support families in our community. That has changed and I'm looking forward to see what else he will accomplish.

4. With some administrative changes led by Mr. Gillette, the ELC is finally in a position where its operations are truly open and transparent. The financial structure is now using more predictive modeling based on past revenue and expenses. This has resulted in the filling of more slots and service to children as well as higher reimbursement rates to providers to give quality education. The ELC is not playing catch up or putting out fires in these key areas anymore.

5. Financial internal controls and financial resource management expectations have been exceeded. He provides sound fiscal oversight of the ELCHC.

6.

Responsiveness- The degree to which the CEO is receptive and able to effectively adjust his/her plans and behavior to respond to inquiries and apply appropriate actions and strategies in an appropriate, professional, and timely manner.

1. Our board meetings are far more informative now than they were prior to Gordon's tenure. Rather than reporting out we are strategic partners with the CEO. The board receives updates based on goals and accomplishments with information that enables us to make sound decisions in support of the coalition. When there has seemed to be problems to solve, Gordon responds quickly and decisively to motivate and activate staff toward success.

2. As mentioned before, Mr. Gillette has been fully open with the team and Board about progress toward goals and about changes from the State or others that will impact the plans and direction of the ELC. He works with the team and the Board to explain the reason for the changes and works with the appropriate groups to make the modifications and move.

3. Effectively and efficiently communicates any and all issues with the ELCHC Board. 4. Gordon always is open to communicate and willingly shares his momentum to anyone who is

interested in learning more about the Coalition. He is flexible, approachable and offers an-open door policy in discussing next steps or future goals. Gordon truly is admirable with his trait of team-building and honesty.


Communication- The degree to which the CEO communicates in an open, transparent, effective, and forthright manner to maintain the vision and achieve the goals of the ELCHC while operating under the Florida Sunshine law.

1. Meets expectations. 2. Feedback from providers have been positive. Gordon's presence at provider events and

retirement parties was obvious as he interacted with all. 3. I mentioned above that Gordon keeps the board informed. He also will schedule calls and

meetings to check the pulse of the board or to gather information before making decisions that will affect the future of the organization. I've enjoyed working with him and feel like a partner of his team.

4. It appears he excels at this but I am too new to be sure. 5. Gordon has been very responsive to the Board and partner agencies during his tenure. 6. Mr. Gillette has demonstrated a superior mastery of various communication styles which has

allowed him to reach various constituencies, differing levels of education, and through many types of communication mechanisms/methods. He knows how to reach large audiences, small groups, and individuals appropriately.

7. The CEO has exceptional communication skills and is able to related to audience of all levels. He has a natural ability to take complex issues and break them down into easy to understand discussion topics. Discussions and presentations at the board meeting are fact based, thorough and comprehensive in nature. He communicates openly, transparent and enforces the requirements of the Florida Sunshine law.

8. As previously offered, Gordon always displays openness and gratitude when conversing with his constituents. He provides solutions and diverse approaches to many situations; these solutions typically embody the heart of the agency’s effectiveness and impact.


FY 2018-2019

Board Members- Performance Evaluation Received by 4/5/19 Tracye Brown Jody Toner Sandy Murman Dr. Jacquelyn Jenkins Mary Hancock Dr. Lise Fox Kelley Parris Angela Chowning Lynne Thompson Hildreth Dianne Jacob Stephie Holmquist Johnson Candy Olson Dr. Shawn Robinson

Performance Evaluation received after 4/5/19 Dr. Daphne Fudge


FY 2018-2019

Board Roster Aakash Patel Luke Buzard April May Tracye Brown Jody Toner Dr. Leslene Gordon Sandy Murman Dr. Jacquelyn Jenkins Mary Hancock Daisy Cintron Dr. Lise Fox Kelley Parris Angela Chowning Sandy Show Lynne Thompson Hildreth Joseph McElroy Dianne Jacob Dr. Daphne Fudge Stephie Holmquist Johnson Candy Olson Dr. Shawn Robinson


CEO Goal Achievement Update 1/29/19:

1. OEL System – Install and operate new system maintaining provider payments. Achievement:

• Work continues to make the new statewide system for childcare provider SR and VPK payments functional. The work is essentially on two parallel tracks – 1. Make the system itself fully functional, which is OEL’s responsibility, and 2. Complete the clean-up of the family and childcare provider data from the initial data migration that was not executed well by OEL. Hillsborough is targeting to be the first large ELC in the state to have cleaned its data completely.

2. 1091/Rule Implementation – Execute all elements of law/rule implementation

successfully, including, but not limited to CLASS and associated coaching, community needs assessment and establishment and execution of differential payments.

Achievement:

• The ELCHC was the first of the ELCs in the state to file its Community Needs Assessment and several other amendments of the Coalition Plan, as mandated by HB 1091 and OEL Rule. OEL requested to use our Community Needs Assessment as a model for other ELCs. OEL has approved the ELCHC’s Local Quality Strategies that will be used for PD with Child Care Centers and Family Child Care Homes that are on a Quality Improvement Plan, as mandated by HB 1091.

3. Director/Teacher Quality – Collaborate with early learning community to ensure best solutions with available resources. Consistently administer provider compliance and progressive enforcement in collaboration with CCL.

Achievement:

• Vinik/Lastinger and Conn Foundation Initiatives – Work continues with these organizations and the HCPS in support of their respective initiatives. Both Lastinger and Conn have kicked off their Professional Development (PD) and related initiatives with, in the case of Lastinger, 28 Child Care Centers and Family Child Care Homes, and, in the case of the Conn Foundation initiative, two public elementary schools that provide VPK and two private child care providers.

• Board Presentation – At the February Board meeting, we intend to have a panel discussion, at which each of the Professional Development Practitioners (the “PD Practitioners”) will present on their various programs.


• CLASS Observations and Quality Improvement Process (QIP) – As of the end of 2018, the ELCHC has completed 917 CLASS observations at 358 SR child care programs of the expected 1504 CLASS observations that must be completed before contracting for the next July-June fiscal year From this work, seven child care providers received CLASS scores of <2.51, meaning that they will not be able to have an SR contract going forward, subject to appeal for another Program Assessment at the provider’s expense and exemptions. 14 child care providers received composite scores of between 2.51 and 3.00, meaning that they will be placed on a Quality Improvement Plans, also subject to exemptions and appeal. We expect the number of child care providers on Quality Improvement Plans to rise over the next couple months. Part of the discussion with the PD Practitioners in late January will be how the group best helps childcare providers with CLASS scores in excess of 3.00 achieve even higher score, thereby earning higher payment differentials.

4. School Readiness Mode of Operation – Successfully complete project to

enhance ELCHC/HCPS SR and VPK effectiveness and enhance collaboration in the early learning community.

Achievement:

• Service Models – pursuant to our plan, by the end of 2018, service models were in place for each of the three areas that were identified – Family Services, Provider Relations, and Finance and Other Corporate Services. The models were developed and shared with the school district on schedule. The Family Services virtual organization was implemented on October 1. Provider Relations started working in their new organization structure on December 3, and Finance will began working on its new organization effective now.

• Facilities – The effort to find and execute a new lease for enlarged space for collocation of HCPS and ELCHC teams continues. In November, we had narrowed our list to Interstate Commerce Center (ICC, at M L King and I-4) and North Park (our current location). In coordination with the Relocation Committee of the Board, we decided to spend an additional month looking into two other locations - West River (Tampa Housing Authority site downtown) and Uptown (University Mall on Fowler Avenue, near USF). Neither of those options proved to be able to meet our present requirements, so we’re back to a decision between North Park and ICC. A management recommendation was made to the Relocation Committee and the full Board on January 7th and January 14th, respectively. Lease negotiations are underway with ICC.

• Team members - HCPS accelerated their process of offering HCPS School Readiness (SR) employees that were entitled to positions elsewhere (outside SR) within the school district. This accelerated the work at the ELCHC towards staffing necessary positions with either temporary or full-time employees, to backfill. In September, there were 60 HCPS SR and 56 ELCHC team members, for a total of 116. Of these, 51 were entitled to be


offered other positions within the HCPS organization. It is our intent to continue to contract with the HCPS for required parts of Screening & Inclusion Services, which currently constitutes seven HCPS employees. As of the end of 2018, 10 HCPS employees had been offered and excepted new positions elsewhere within the district and three HCPS employees had accepted positions at the ELCHC. While the process is ongoing, we anticipate that, ultimately, half of the current HCPS employees will migrate to the ELCHC. We are using this transition as an opportunity to be thoughtful on the structure and team member needs of our new organizations within the ELCHC that have been formed based on the Service Models. For instance, as we move to a more paperless work flow, we anticipate less clerical and more MIS-type positions. It is anticipated that our total FTE requirement will be about 100-105 when the process is complete, requiring us to hire up to 15-20 net new replacement FTE’s, given the expected level of attrition within HCPS SR.

5. Scorecard/Goals – Meet Scorecard targets. Meet state targets, to the extent they are established.

Achievement:

• A copy of the 2nd quarter update to the ELCHC Scorecard is attached. Thus far, for the 2018/2019 fiscal year this is the projected scorecard goal achievement: Compliance - 5/6 (5 out of 6 detailed goal projected to be met), Employees - 3/3, Customer - 6/7, Finance - 5/5, Initiatives - 2/3. OEL compliance is embedded in the internal scorecard.

6. Non-Profit Direction – Collaborate with early learning community to develop

creative and effective new programs to enhance service to early learners and meet new initiative scorecard targets. Meet 6% and CCEP funding requirements.

Achievement:

• Collaboration – Our efforts to collaborate with other nonprofits in the early childhood arena are continuing. We are working with our partners at the Children’s Board, HCC, HCPS, Hillsborough County Childcare Licensing, USF, ECC and the Lastinger Center, the PD Practitioners – the group of organizations that provide system-wide professional development (PD) for public and private childcare teachers – to have a first of its kind meeting in late January to discuss opportunities and gaps. In addition, we are working with Dianne Jacob to support a program that she is hosting next week to introduce Leadership Florida members to early childhood education.

• Funding development – This fiscal year, we have raised $2.94 M in our community to support SR and related programs in our County. We are thankful for the continuing $1.7 M and $90 K in annual support from the Children’s Board and United Way, as well as numerous additional


gifts/contracts from community partners and corporations and other transactions. A tally of the additional gifts and transactions is attached.

7. VPK- Assessment, Allocation – Effectively deal with provider issues. Growenrollment to exceed 2017/18.

Achievement:

• ELCHC team members have met with nearly every legislator in theHillsborough County Legislative Delegation individually and delivered remarksto the entire Delegation at a recent meeting in support of the Association ofELC’s (AELC) legislative agenda. The essence of the AELC’s legislativeagenda is to increase VPK per student rates and assess the currentKindergarten readiness measures.

• We are projected to exceed our goal of 11,800 enrolled on a fiscal basis bythe end of this fiscal year.

8. Budget – Quality/Raise/Waitlist/Other – Effectively balance waitlist/qualityspending/and provider raises to meet OEL guidelines and provide enhancedquality across the range of Centers and Homes touched by the ELC.

Achievement:

• We are experiencing record enrollment in both SR and VPK due to bothdemand and availability. With the supplemental $7.4 M of Federal SR fundingallocated to ELCHC by OEL, we have been able to clear our SR waitlist (toclarify, with a turnover in SR enrollment of 600/month, we consider a “waitlist”of <600 to, effectively, be a “clear waitlist”). We currently anticipate a slightSR funding surplus at the end of the year ($1 M), even with maintaining aclear waitlist. In light of this, we may be in a position to fund a program toprovide funding for some or all the following: a program to offer increasedwages to teachers, supplement the TEACH scholarship program, and/or offerproviders other improvement opportunities.

9. Governance Review – Build private portion of Board with new, quality, membersto 8, review and enhance governance practices, build Board collegiality.

Achievement:

• New Board Members – Once again, we welcome Daisy Cintron, April May,Dr. Lise Fox, Dr. Leslene Gordon, Dr. Stephanie Holmquist Johnson andCandy Olsen as recent new members to our Board. With the expected


assignment of Shawn Robinson as a new private Board member, we will be at 10 private Board members. The search for new private Board members continues with an emphasis on C-level business candidates.



ACTION ITEM VIII.B.

ISSUE: New Board Member Nomination

RECOMMENDED ACTION: Review and approve the Board Application of Ginger Clark for membership on the ELCHC Board of Directors.

Narrative:

On April 8, 2019, the Governance Committee voted to recommend the approval of Ginger Clark , President of Hillsborough Community College, Ybor Campus, for membership on the Board of Directors, filling the required member position F.S. 1002.83 (g) A President of a Florida College System institution or his or her permanent designee.

Review and approve the Board Application of Ginger Clark for membership on the ELCHC Board of Directors.



ACTION AGENDA ITEM VIII.C.

ISSUE: Reappointment of Board Member

RECOMMENDED ACTION: Approve reappointment of Board member to serve a second 4-year term, beginning April 15, 2019 and ending April 15, 2023.

Narrative:

Florida Statute requires Board member terms to be uniform and not to exceed four years per term. Elected members may serve a maximum of two consecutive terms. The following Board member’s term expires on April 15, 2019 and has agreed to serve an additional term at the Board’s discretion:

• Dianne Jacob

Staff recommends reappointment.



ACTION ITEM VIII.D.

ISSUE:

FISCAL IMPACT:

FUNDING SOURCE:

RECOMMENDED ACTION:

Approve allocation of funds with School Board of Hillsborough County

$682,039

Office of Early Learning, School Readiness

Approve the allocation of funds to the School Board of Hillsborough County in the amount of $682,039 for FY 2019-2020.

NARRATIVE:

Allocation for the FY 19-20 agreement with the School Board of Hillsborough County for School Readiness Services including inclusion services for children and technical assistance for childcare providers.

School District of Hillsborough County FY 18-20 FY 19-20

School Readiness total contract amount $41,435,448 $682,039



ACTION ITEM VIII.E.

ISSUE: Approve allocation of funds with Hillsborough County Child Care Licensing

FISCAL IMPACT: $1,128,904

FUNDING SOURCE: Office of Early Learning, School Readiness

RECOMMENDED ACTION: Approve the allocation of funds to Hillsborough County Child Care Licensing of $1,128,904 for FY 2019-2020.

NARRATIVE:

Allocation for the FY 19-20 agreement with Hillsborough County Child Care Licensing for licensing and inspection services for childcare providers.

Child Care Licensing FY 2018-19 FY 2019-20

School Readiness total contract amount $1,058,904 $1,128,904



ACTION ITEM VIII.F.

ISSUE: Approve allocation of funds with Early Childhood Council

FISCAL IMPACT: $71,500

FUNDING SOURCE: Office of Early Learning, School Readiness ($49,500) and VPK ($22,000)

RECOMMENDED ACTION: Approve the allocation of funds to the Early Childhood Council in the amount of $71,500 for FY 2019-2020.

NARRATIVE:

Allocation for the FY 19-20 agreement with the Early Childhood Council for Inclusion Services.

Early Childhood Council FY 2019-20 FY 2019-20

School Readiness 49,500 49,500

VPK 22,000 22,000


ELCHC BOARD OF DIRECTORS MEETING – APRIL 15, 2019

ACTION ITEM VIII.G.

ISSUE: School Readiness Coalition Plan Amendments FISCAL IMPACT: Not applicable

FUNDING SOURCE: Not applicable RECOMMENDED ACTION: Approval

NARRATIVE:

Last Fall, Rule 6M-9.115, F.A.C. was revised to include HB 1091 elements in the School Readiness Coalition Plan. Each new element/amendment must be submitted to the Office of Early Learning (OEL) and approved by the Board. The following amendments to the School Readiness Coalition Plan are recommended for approval:

i. Contracted Slots Policies and Procedures: HB 1091 required the ELCHC to determine theneed for Contracted Slots based on the Community Needs Assessment. Based on theassessment the ELCHC will offer a Contracted Slots Pilot Program to select providers locatedin high-need zip-codes for infant care (exceptions may occur to include toddler care). We willpair Contracted Slots with quality infant/toddler initiatives.

ii. Program Assessment Policies and Procedures (OEL Revisions): The Board approved thisdocument on February 11, 2019, slight modifications were made per the Office of EarlyLearning.

(attachments)


CONTRACTED SLOTS APPLICATION FEBRUARY 2019

CONTRACTED SLOTS APPLICATION EARLY LEARNING COALITION OF HILLSBOROUGH COUNTY (ELCHC)

INTRODUCTION Contracted Slots are a certain number of designated School Readiness slots at a child care provider that authorizes the provider to receive additional reimbursement regardless of the child’s attendance. The ELCHC offers a Contracted Slots Program to select providers for infant care (exceptions may occur to include toddler care). Providers must complete this application and submit it to [email protected] to apply for the ELCHC Contracted Slots. Providers may be reimbursed up to 10% above the 75th percentile of the prevailing market rate. Currently, child care centers would receive up to an additional $4.14 per day and Family child care homes would receive up to an additional $3.00 per day for children in the Contracted Slots program. MINIMUM CRITERIA Select All That Apply: ☐ My program provides the School Readiness Program.☐ My program is located in one of the following zip codes: 33605, 33602, 33604, 33607,

33610 or 33612☐ My program has not had any Class I licensing violations within the previous two-years☐ My program has not had more than three of the same Class II licensing violations within

the previous two-yearsIf your program meets all the criteria above, you may continue with the application. If not, your program is not eligible for Contracted Slots. GENERAL INFORMATION Provider Name: Date:

Provider Site Street Address:

Suite/Building: City: Zip:

Applicant Name: Applicant Title:

Email: Phone Number:

QUESTIONNAIRE 1. Is your program currently licensed for infant care? ☐ YES ☐ NO2. Does your program participate in ELCHC infant and/or toddler quality initiative(s)?

☐ YES ☐ NO3. If no, would you be interested in participating in an ELCHC infant and/or toddler

quality initiative? ☐ YES ☐ NO


mailto:[email protected]

4. Do you have the ability to increase capacity (physical space) for infant care if youparticipate in the Contracted Slots Program? ☐ YES ☐ NO

5. Would you consider increasing infant care enrollment if you participated in theContracted Slots Program? ☐ YES ☐ NO

SIGNATURE By signing below, I certify that the information submitted in this application is true and that if my program is chosen to participate in the Contracted Slots Program my program will have to meet the requirements outlined in Exhibit 4 of the Statewide School Readiness Provider Contract (OEL-SR 20)

XAuthorized Provider Signature

FOR COALITION USE ONLY Composite Score: Class I or II violations in two-year period? ☐ YES ☐ NOAddress Verified? ☐ YES ☐ NO CAP Issued in two-year period? ☐ YES ☐ NOLicense Capacity: Site Visit Date: Notes:


FEBRUARY 2019

Contracted Slots Policies and Procedures

School Readiness Coalition Plan (OEL-SR 115 II. J)

I. INTRODUCTION

The Early Learning Coalition of Hillsborough County’s (ELCHC) Contracted Slots Pilot

Program offers Contracted Slots to select providers for infant care (exceptions may occur

to include toddler care). Contracted Slots are a certain number of designated School

Readiness slots at a child care provider that authorizes the provider to receive additional

reimbursement regardless of the child’s attendance.

II. BACKGROUND

In order to better understand how Contracted Slots may positively impact child care

shortages in high needs area, the ELCHC to looked specifically at ZIP codes with high

percentages of children living at or below the poverty level. We started collecting

information from centers in these ZIP codes to help us determine if the use of Contracted

Slots may be able to help alleviate some child care needs for infant care. Further, a survey

of child care providers was conducted in October 2018.

Sixty-three providers responded to the survey via phone call. Of those 63 providers, the

majority are licensed for infant care, with an average capacity of eight children and average

current enrollment of eight children. Providers that do not serve infant children identified

space for infant care as the top reason that they do not currently serve infants. Operational

cost of infant care surfaced across all providers as the most common barrier in providing

infant care. When asked about the current parent inquiries for infant care availability, most

of the providers receive an average of three inquiries per week from families seeking infant

care. This depicts a high demand for infant care in these zip codes.

Based on the demographic information collected for this report as well as the

aforementioned survey results, the ELCHC conduct decided to conduct a pilot program that

offers infant care Contracted Slots for up to 25 School Readiness Providers in high-poverty

ZIP codes 33605, 33602, 33607, 33610, and 33612. The results of the survey indicated that

there is a great need for infant care in these communities, but providers generally do not

have space or are deterred by the high-costs. If this pilot program shows that the

Contracted Slots offsets the expenses of providing infant care, providers may be

more able to create additional space to meet the demand of families.


FEBRUARY 2019

III. DATA COLLECTION

• A pre- and post- CLASS assessment will be conducted annually for each

classroom that participates (SRPA observations may be used, if possible).

• A pre- and post- ITERS-3 assessment will be conducted annually for each classroom

that participates.

• Providers will be asked to take a survey annually regarding the impact of the

program.

IV. ELIGIBILITY & PROVIDER SELECTION

MINIMUM ELIGIBILITY CRITERIA

To participate in the ELCHC’s Contracted Slots Program, a provider must:

• Be located in a high need zip code which includes 33605, 33602, 33604, 33607,

33610 and 33612, as identified by the Community Needs Assessment.

• Have no Class I licensing violations within the previous two-years.

• Have no more than three of the same Class II licensing violations within the

previous two-years.

PROVIDER SELECTION

Once a provider meets the minimum eligibility criteria above, the ELCHC will consider the

following factors to select providers to participate:

• Providers that participate in infant and/or toddler quality initiative(s).

• Providers that will increase capacity (physical space) for infant care.

• Providers that will increase infant enrollment.

• Providers that have a 3.50 or higher Composite Program Assessment Score.

• Providers that have not been issued a Corrective Action Plan in accordance with the

Statewide School Readiness and/or VPK Provider Contract.

V. CONTRACTED SLOTS PARTICIPATION

Providers participating in the Contracted Slots Program must:

• Submit a completed application to [email protected], to be considered

for participation in the Contracted Slots Program.

• Attend Contracted Slots orientation.

• Meet the minimum criteria and requirements for duration of the contract year.

• Agree to fulfill recruitment procedures for selecting programs to receive Contracted

Slots.

• Sign a Letter of Participation agreeing to fulfill all contracted slot requirements as

outlined by the ELC.

• Agree to attend any/all meetings held by the ELC to review and discuss

requirements for Contracted Slots.


mailto:[email protected]

FEBRUARY 2019

• Meet and maintain Health & Safety and child care licensing standards.

• Increase/maintain enrollment by filling Contracted Slots with age group targeted in

the Letter of Participation.

• Inform the ELC if requirements for Contracted Slots cannot be maintained.

• Report any vacancies within 5 business days of the first undocumented absence.

• Complete/maintain required paperwork/documentation related to Contracted Slots.

• Agree to pre-post assessments and/or observations using (but not limited to) the

Infant CLASS tool and/or the Infant Toddler Environment Rating Scale-3 (ITERS-3).

• Inform program staff in the participating classrooms about the required classroom

assessments and/or observations that will be completed.

TERMINATION

• If provider fails to meet the requirements of the ELCHC Contracted Slots Program,

including Exhibit 4 of the SR Provider Contract, the ELCHC will terminate the

provider from the program.

• The Provider will be notified five (5) business days prior to termination, unless the

Coalition determines immediate termination is required in accordance with Rule.

• Providers that receive Class I licensing violations more than three of the same Class II

licensing violations while participating in the Contracted Slots Program will be

terminated from the program immediately.

VI. REIMBURSEMENT

• The Coalition may reimburse the provider up to 10% above the 75th percentile of the

prevailing market rate.

• Provider reimbursement for children participating in Contracted Slots is in

accordance with the School Readiness Provider Contract.

• Participating providers agree to accept the Contracted Slots reimbursement rates

for the participating number of children established by the Coalition.

• The Contracted Slots reimbursement rates will be paid for all scheduled days during

the contract period for each contracted slot, regardless of whether the child is in

attendance or not.

• The Contracted Slots reimbursement rates supersede the reimbursement rates

established within the School Readiness Provider Contract for the children identified

as participating in Contracted Slots.

• The number of slots will be determined by the Coalition.

• Reimbursement is paid based on budget availability, at the approved Contracted

Slots reimbursement rate less any assessed parent co-payments as reflected on the

child care certificate.

• The Provider will be paid up to a maximum of 60 consecutive calendar days for

unexcused absences/vacancy days for children in the Contracted Slot Program.

Slots vacancies that exceed 60 calendar days will result in the slots being transferred


FEBRUARY 2019

to a different provider or discounted use of the slot. For some providers, this may

result in termination from the Contracted Slots Program.

• The unexcused absence and vacancy days will be paid at the reimbursement rate

for the care level of the child enrolled in the Contracted Slot prior to the

vacancy/absence.

• The Provider is prohibited from charging the differential between the Provider’s

private pay rate and the Contracted Slots reimbursement rates

• The Provider is prohibited from charging any fees to parents/families other than the

parent co-payment or late fees.

• The Provider must submit attendance documentation for reimbursement monthly

in accordance with rules 6M-4.500 and 6M-8.305, F.A.C.


JANUARY 2019

Program Assessment Policies and Procedures School Readiness Coalition Plan (OEL-SR 115, II.G.)

I. INTRODUCTION

In accordance with Florida Statute 1002.82 and Rule 6M-9.115, of the Florida Administrative Code (F.A.C.), the Early Learning Coalition of Hillsborough County (ELCHC) has established the following Policies and Procedures for implementing the School Readiness Program Assessment (SRPA). The ELCHC will implement all policies and procedures for SRPA in accordance with rules 6M-4.740 & 6M-4.741, F.A.C.

II. GENERAL PROVISIONS

A. Provider Training: School Readiness (SR) Providers will be offered the opportunityto participate in SRPA orientation/training offered by the ELCHC. The ELCHC willproduce other communication and resources for provider, as needed.

B. CLASS Observer Standards: All ELCHC Specialist, or subrecipient staff, must abideby the requirements and expectations for conducting observations established inRule 6M-4.740, F.A.C., Form OEL-SR 740.

C. Certified Coach Standards: Individuals that coach SR programs for the purposes ofimplementation of a quality improvement plan must:

i. Meet the definition of Certified Coach, as certified by a State college oruniversity, or from a nationally recognized early learning coaching program.

ii. Must have 5 years of experience in an early learning environment.iii. Meet CLASS Observer Standards as established in Rule 6M-4.740, F.A.C.,

Form OEL-SR 740.iv. Not be an immediate family member of the instructor/director being

coached.v. Not be an immediate family member of an individual who supervises or

provides training or technical assistance to the instructor/director beingcoached.

vi. Not have direct financial interest in the site where the coaching occurs.vii. Not have children enrolled at that site.viii. Be approved by the ELCHC and execute a third-party agreement with the

ELCHC prior to coaching if they are not employed by the ELCHC.D. Quality Assurance: Provider Relation Specialists review all CLASS score sheets for

accuracy according to Form OEL-SR 740. This includes a cross reference ofinformation in WELS compared to the score sheet.


JANUARY 2019

E. Timeframe: CLASS observation windows (of two-weeks) are assigned to Providersby the Observer after the Manager approves the Provider’s registration in theSRPA system. At that time, Providers are notified and may select up to three dayswithin the two-week period that are not available for observation.

F. Frequency: Program Assessments will be conducted annually unless the Provider’sComposite Program Assessment Score qualifies the Provider for a biannualassessment per Rule 6M-4.741, F.A.C.

G. Ownership Changes: In the event of a transfer of ownership, the ELCHC andProviders must abide by the requirements of Rule 6M-4.740, F.A.C.

III. DATABASE AND PROGRESS MONITORING

A. ELCHC will track progress of SRPA using both the local Apricot database and OEL’sdefined system.

B. Managers are responsible for tracking progress of the implementation of the SRPAto ensure successful implementation.

C. Managers are responsible for reporting issues with the OEL defined system.D. Progress of Quality Improvement Plans will be tracked using SRPA system and

supported by local Apricot database, as needed. Quality Improvement Coordinatorwill be responsible for monitoring QIP status for providers.

IV. PROVIDER COMMUNICATION

A. Provider communication is documented in the Office of Early Learning (OEL) Portal.B. Spanish translation will be provided for providers that primarily speak Spanish, as

much as possible.

PRIOR TO PROGRAM ASSESSMENT: C. ELCHC Provider Relations Specialist will initially reach out to provider by phone and

email (as listed on Provider Portal) before SRPA is administered; the followinginformation will be provided:

i. Training Opportunities and Resources about CLASSii. How to register in the SRPA online system

D. Second contact is made between 2-3 weeks after initial communication. At this timeSpecialist will:

i. Answer questions about the SRPA.ii. Provide deadline to register in the SRPA system.

E. If needed, third communication attempt is made. If ELCHC is unable to reach theprovider after three attempts or the provider does not register by given deadline,the ELCHC will visit the provider site.


JANUARY 2019

FOLLOWING THE PROGRAM ASSESSMENT: F. ELCHC will notify Providers of their Composite Program Assessment Scores within

14 calendar days of the Program Assessment via email (as listed on the ProviderPortal); this notification will include a detailed report of their CLASS observation(s)that were conducted. Within 14 calendar days of the Composite ProgramAssessment Score being generated it will display in the SRPA system.

G. ELCHC will ask providers to submit any specific questions about their ProgramAssessment, Composite Scores, Exemptions, or Reassessment in writing via email.General questions may be discussed by phone with designated Provider RelationsSpecialists or Managers.

V. PROVIDER SRPA REGISTRATION

A. Providers are notified by phone and email when it is time to register in the SRPAsystem (see above).

B. Managers check the SRPA system daily and approve or rejects provider registration.C. If registration is rejected, it is noted in the system and the provider is informed of

reason for rejection. The provider has 5 business days to correct the registrationand resubmit.

D. If registration is approved, the Manager verifies that registration information hastransferred to the OEL defined system and notifies the observer.

E. Any changes that need to be made in the SRPA registration must be completed bythe provider in the OEL defined system.

VI. EXEMPTIONS & WAIVERS

A. Low SR Enrollment:i. Providers that have not received a Class 1 violation or more than three of the

same Class II violations in a two-year period are exempt from the annual program assessment requirement due to low SR enrollment as described in Rule 6M-4.740(3)(a)1., F.A.C.

ii. ELCHC will monitor exemptions due to low SR enrollment monthly in OEL’sdefined system, when available.

iii. Providers will be notified of their exemption status upon calculation. ELCHCwill notify providers within 21 calendar days if provider is no longer exemptdue to higher SR enrollment or a licensing violation; program assessmentswill be conducted within 30 calendar days of this notification.

iv. Exempt providers may opt to participate by submitting a request in writing tothe coalition at least 60 days prior to contracting.

School-Age Only or Overnight Only Exemptions: Providers that do not serve children birth to kindergarten entry or Providers that only serve children between the hours of 6:00pm and 7:00am are exempt from SRPA.

A.B.


JANUARY 2019

B.C. Non-Exempt Status: Once a program has been determined non-exempt or has opted to participate in SRPA despite low enrollment, they remain non-exempt for the remainder of the contract term.

C.D. Capacity ExemptionWaiver: Providers may be determined essential to meeting the provider capacity needs based on the Community Assessment. In the event this occurs, the provider may be determined exempt from termination due to Program Assessment but must execute a QIP.

D. Biannual Exemption: Providers that receive a Composite Program AssessmentScore of 5.0 or higher will be exempt from the annual Program Assessment and willinstead have a Program Assessment conducted biannually.

E.A. School-Age Only or Overnight Only Exemptions: Providers that do not serve children birth to kindergarten entry or Providers that only serve children between the hours of 6:00pm and 7:00am are exempt from SRPA.

VII. REASSESSMENT

A. Providers may request one additional assessment if they are below the ContractMinimum or Quality Improvement thresholds.

B. The provider must request an additional assessment in writing to the ELCHC.C. The provider is responsible to pay for each observation of the additional Program

Assessment. This payment is due prior to the Program Reassessment beingconducted. ELCHC will schedule assessment window once payment is received.

D. The cost of the reassessment will be calculated per observation, as established inthe Provider’s executed SR Provider Contract (Form OEL-SR 20). Observations forreassessments conducted by the ELCHC are $300.00 each.

E. The number of observations in a reassessment is determined by Rule 6M-4.740,F.A.C.

F. Provider may indicate preference on Observer (same, different ELC employee orapproved OEL-vendor, if available)

G. The provider’s most recent composite score will be used, even if it’s lower than theinitial score.

H. If the reassessment is conducted by an ELCHC employee, it will be conducted within45 calendar days of the initial request.

VIII. QUALITY IMPROVEMENT

QIP NOTICE: A. Providers will be informed if they are being placed on a QIP during the contracting

process.B. The ELCHC will notify the provider in writing of the specific requirement(s) and

deadline(s) of the QIP.


JANUARY 2019

C. The QIP notice will include an attachment listing the Provider’s personnel that mustparticipate, as applicable. This attachment will be updated as personnel changesoccur.

D. Providers on a QIP must notify the ELCHC within 5 business days if there are anychanges to personnel listed, any change resulting in classroom status (opening orclosing), or any changes to classroom assignment.

E. If selected personnel fail to complete the required timeframes of a strategy, theprovider must notify the ELC in writing within two (2) days of the benchmark duedate passing.

QUALITY STRATEGY SELECTION PROCESS: F. The ELCHC will designate a team of 2 to 3 employees to review the individual needs

of the provider and select the appropriate QIP strategy or strategies.G. The selection team will include, at minimum, the CLASS observer and a Quality

Specialists.H. The Provider will be a participant in the selection process; however, the ELCHC will

make all final selections.I. The team will also select which of the Provider’s personnel must participate, as

applicable.

QUALITY IMPROVEMENT COORDINATOR: J. The ELCHC’s Quality Improvement Coordinator will track the progress of all QIPs

and support provider efforts in meeting specific requirements and deadlines.K. This individual will serve as the primary contact for all questions related to QIPs –

this includes personnel changes, training & coaching scheduling, access toresources, etc.

QUALITY STRATEGY IMPLEMENTATION L. ELCHC Quality Specialists and/or Provider Specialists Staff will provide technical

assistance, training and coaching for the various quality strategies, as applicable.M. The CLASS observer that conducted the program assessment for a provider will not

be the individual assisting the provider with coaching or technical assistance for thequality strategy at that provider site.

N. CLASS observers, Provider Specialists, and Quality Specialists will be assigned toprovider sites regionally, based on zip-codes.

O. If the provider requests a different coach that is not an ELCHC employee, they mustmeet the Certified Coach Standards listed in Section II of this document.

IX. TERMINATION AND REVOCATION OF ELIGIBLITY


JANUARY 2019

STATUTORY AND RULE PROVISIONS A. Providers that fail to comply with the Program Assessment requirements

established in section 1002.82, F.S. and rules 6M-4.740 & 6M-4.741, F.A.C. aresubject to termination of their SR Provider Contract (OEL-SR 20) and removal fromeligibility to deliver the School Readiness Program for up to 5 years. Specifically,providers are subject to termination and removal if the provider:

i. Does not meet Contract Minimum Threshold as established by Rule 6M-4.741, F.A.C.

ii. Does not meet Quality Improvement Threshold as established by Rule 6M-4.741, F.A.C. after being on a QIP for 12 months.

iii. Fails or refuses to implement the quality strategies and/or meet performancegoals identified for their QIP.

iv. Has been determined essential to capacity but has been on a QIP for threeconsecutive years.

v. Has been on a QIP for two years within a five-year period (eitherconsecutively or non-consecutively).

CONSIDERATIONS B. When determining the duration that a provider’s eligibility will be revoked, the

ELCHC will consider the following factors:i. Severity of the provider’s action or inaction that led to the non-compliance

with Program Assessment.ii. The provider’s turnover of directors/instructors during QIP implementation

and the impact this had on meeting the QIP benchmarks.iii. The impact that the revocation would have upon the local community.iv. Whether the provider had previously violated the terms of the Statewide

Provider Contract.v. The provider’s overall record of licensing violations.vi. If the provider is a VPK provider, the provider’s VPK Readiness Rate.

C. In regard to considerations (A) and (B), the ELCHC may request the provider tosubmit evidence of director or instructor turnover or other third-partydocumentation that confirms events took place that harmed the provider’s ability tomeet the Program Assessment requirements, if applicable. If requested, theprovider will have 7 calendar days to submit documentation. The provider maydecline this request.

NOTIFICATION & DUE PROCESS D. Providers subject to termination due to Program Assessment requirements will be

notified in accordance with Rule 6M-4.720, F.A.C. and OEL guidance.E. The ELCHC will reach out to families enrolled in any SR program subject to

termination and offer CCR&R services and assistance with a Provider Transfer.


JANUARY 2019

F. Providers may request a review hearing appeal of the ELCHC’s determination onrevocation duration in accordance with the Due Process Procedures of theStatewide SR Provider Contract, Form OEL-SR 20. Composite Program AssessmentScores may not be appealed; however, a Provider may request a reassessment (seesection VII. of this document).



ACTION ITEM VIII.H.

ISSUE:

FISCAL IMPACT:

FUNDING SOURCE:

Execute Furniture Contract for Interstate Corporate Center move

Up to $347,000

School Readiness & VPK

RECOMMENDED ACTION: Authorize staff to select and execute a contract with the winning bidder to provide cubicle and office furniture for the Interstate Commerce Center move.

NARRATIVE: The Coalition is currently in the process of planning the new office location at the Interstate Corporate Center at 6302 E. Martin Luther King Blvd, Suite 100. This project will not only consolidate and move existing Coalition staff from the North Dale Mabry office location, but also allow space for future employees and future resources to support services provided through the Coalition.

To accommodate staffing in the new facility, staff is working with a floor plan designer to design and then purchase new cubicles and office furniture through a state approved “Office Furniture and Files” vendor through state contract #425-001-12-1.

Staff has solicited bids from one of three floor plan designers as of this meeting and are in process of receiving bids from two additional floor plan designers for comparison.

The lead time for delivery of new cubicles and office furniture is estimated at six to eight weeks from contract date and with an estimated move-in date at Interstate Corporate Center of early July 2019. With this being the case, staff will continue to work to reduce this expenditure between the three floor plan designers and secure a contract to meet the project timeline.

Authorize staff to select and execute a contract with the winning bidder to provide cubicle and office furniture for the Interstate Corporate Center move.



COMMITTEE REPORT ITEM IX.B.

ISSUE: Governance Committee Report

Narrative:

On April 8, 2019, the Governance Committee voted to carry the CEO Annual Performance Evaluation to the full board with a recommendation of a 5% performance increase.

A sub-committee was formed to determine the structure for bonuses or pay increase for the CEO and to revise contract language regarding the evaluation process. The members recommended to serve on the sub-committee are: Aakash Patel, Dr. Shawn Robinson, Dr. Jacquelyn Jenkins, and Tracye Brown.

The Committee voted to recommend the approval of Ginger Clark, President of Hillsborough Community College Ybor Campus, for membership to the Board of Directors, filling required member position F.S. (g) A President of a Florida College System institution or his or her permanent designee.



COMMITTEE REPORT ITEM IX.D.

ISSUE: Legislative Affairs Committee Report

Narrative:

The Legislative Affairs Committee held a meeting March 5, 2019 at 8:30 a.m. at the Hillsborough Education Foundation immediately following ELCHC’s Donor Recognition Breakfast. Committee Chair, Commissioner Sandra Murman and CEO Gordon Gillette discussed the legislative work under way related to Coalitions and early learning. The Committee reviewed the Association of Early Leaning Coalition (AELC) priorities that the ELCHC will support and plans for Hillsborough Day in Tallahassee on March 13, 2019.

On March 13, 2019, Legislative Affairs Committee members Aakash Patel and Stephie Holmquist-Johnson and ELCHC staff members Gordon Gillette and Bobbi Davis attended Hillsborough Day at the Capitol in Tallahassee. Saralyn Grass, the ALEC Executive Director joined our Hillsborough team providing excellent background information and coaching. The ELCHC team was able to reach out to every member of the Hillsborough Delegation as well as with Representative Erin Grall, Representative Vance Aloupis, Representative Jack Latvala, and Theresa “TK” Klebacha, Senior Policy Advisor for Education, from Senate President Galvano’s office.

A follow-up Legislative Affairs Committee meeting will be scheduled soon to review the on-going actions of the Legislature and the potential impact on the Coalition.



INFORMATION ITEM ITEM X.A.

ISSUE: Financial Statements

Narrative:

(attachment)


Actual Budget Difference

YTD YTDYTD favorable /(unfavorable) %

RevenueSchool Readiness 31,251,577 32,938,157 (1,686,580) -5.1%Voluntary Pre-Kindergarten 20,277,123 19,357,999 919,124 4.7%CBHC School Readiness Match 2,460,235 1,668,020 792,215 47.5%Community Projects 751,058 247,158 503,900 203.9%

Total Revenue 54,739,992 54,211,334 528,658 1.0%

Program ExpensesSchool Readiness

SDHC Direct Services 25,562,699 26,998,068 1,435,369 5.3%CBHC School Readiness Match 2,460,235 1,668,020 (792,215) -47.5%BOCC School Readiness Match 62,285 210,500 148,216 70.4%Total Direct Services 28,085,219 28,876,588 791,369 2.7%SDHC Operating 2,485,835 2,894,574 408,739 14.1%CCL/ECC 639,192 738,936 99,744 13.5%

Total School Readiness 31,210,246 32,510,098 1,299,852 4.0%

Voluntary Pre-KindergartenDirect Services 19,672,847 18,566,405 (1,106,442) -6.0%Early Childhood Council 9,800 8,175 (1,625) -19.9%

Total Voluntary Pre-Kindergarten 19,682,647 18,574,580 (1,108,067) -6.0%

Other ProgramsProvider Quality Support 31,184 139,624 108,440 77.7%

Total Other Programs 31,184 139,624 108,440 77.7%

Total Program Expenses 50,924,076 51,224,302 300,226 0.6%

ELCHC Operating ExpensesPersonnel 2,601,085 2,360,499 (240,586) -10.2%Staff Development 10,985 18,212 7,227 39.7%Professional Services 152,289 39,428 (112,861) -286.2%Occupancy 240,888 267,716 26,828 10.0%Postage, Freight and Delivery 1,690 1,336 (354) -26.5%Rentals 6,083 4,449 (1,634) -36.7%Supplies 47,662 38,999 (8,663) -22.2%Communications 17,423 14,498 (2,925) -20.2%Insurance 48,685 35,025 (13,660) -39.0%Tangible Personal Property 131,609 - (131,609) Quality 31,044 62,202 31,158 50.1%Travel 17,430 16,944 (486) -2.9%Other Operating 92,485 103,812 11,327 10.9%Depreciation - - -

Total ELCHC Operating Expenses 3,399,358 2,963,120 (436,238) -14.7%

Grand Total Expenditures 54,323,434 54,187,422 (136,012) -0.3%

Budget to ActualFebruary 28, 2019



INFORMATION ITEM ITEM X.B.

ISSUE: FY 2017-2018 Annual Audit Report

Narrative:

The FY 2017-2018 Annual Audit report from Moore, Stephens, Lovelace, P.A. is attached.


HILLSBOROUGH COUNTY SCHOOL READINESS COALITION, INC.

(d/b/a Early Learning Coalition of Hillsborough County, Inc.)

FINANCIAL STATEMENTS

Years Ended June 30, 2018 and 2017


C O N T E N T S ________

Page Number

INDEPENDENT AUDITOR’S REPORT 1

FINANCIAL STATEMENTS

Statements of Financial Position 3

Statements of Activities 4

Statements of Functional Expenses 5

Statements of Cash Flows 7

Notes to Financial Statements 9

Schedule of Expenditures of Federal Awards, State Financial Assistance, State Matching of Federal Awards and Local Awards 13

Notes to Schedule of Expenditures of Federal, State, and Local Awards 14

INDEPENDENT AUDITOR’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS 15

INDEPENDENT AUDITOR’S MANAGEMENT LETTER 17

INDEPENDENT AUDITOR’S REPORT ON COMPLIANCE FOR EACH MAJOR FEDERAL PROGRAM AND STATE PROJECT AND REPORT ON INTERNAL CONTROL OVER COMPLIANCE IN ACCORDANCE WITH THE UNIFORM GUIDANCE AND CHAPTER 10.650, RULES OF THE AUDITOR GENERAL 19

Schedule of Findings and Questioned Costs 21


INDEPENDENT AUDITOR’S REPORT

To the Board of Directors of The Hillsborough County School Readiness Coalition, Inc.

d/b/a Early Learning Coalition of Hillsborough County, Inc. Tampa, Florida

We have audited the accompanying statements of financial position of The Hillsborough County School Readiness Coalition, Inc. d/b/a Early Learning Coalition of Hillsborough County (the “Coalition”) as of June 30, 2018 and 2017, and the related statements of activities, functional expenses, and cash flows for the years then ended, and the related notes to the financial statements.

Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial state-ments in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial state-ments, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.



d/b/a Early Learning Coalition of Hillsborough County, Inc.

Opinion In our opinion, the financial statements referred to in the first paragraph of this report present fairly, in all material respects, the financial position of the Coalition as of June 30, 2018 and 2017, and the results of its activities and its cash flows for the years then ended in conformity with accounting principles generally accepted in the United States of America.

Other Matters Our audits were conducted for the purpose of forming an opinion on the financial statements as a whole. The accompanying Schedule of Expenditures of Federal Awards, State Financial Assistance, and Local Awards is presented for purposes of additional analysis, as required by Title 2 U.S. Code of Federal Regulations, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Uniform Guidance”), and Chapter 10.650, Rules of the Auditor General, and is not a required part of the financial statements. Such information is the responsibility of management and was derived from, and relates directly to, the underlying accounting and other records used to prepare the financial statements. The infor-mation has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such infor-mation directly to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the information is fairly stated, in all material respects, in relation to the financial statements taken as a whole.

Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated March 27, 2019, on our consideration of the Coalition’s internal control over financial reporting and our tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance, and the results of that testing, and not to provide an opinion on the internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Coalition’s internal control over financial reporting and compliance.

MOORE STEPHENS LOVELACE, P.A. Certified Public Accountants

Tampa, Florida March 27, 2019


The accompanying notes are an integral part of the financial statements.

2018 2017

CURRENT ASSETSCash 4,024,647$ 4,490,867$ Grants receivable 7,428,491 7,018,844 Other assets 300 -

TOTAL ASSETS 11,453,438$ 11,509,711$

CURRENT LIABILITIESAccounts payable and accrued expenses 1,566,296$ 1,836,859$ Due to School District of Hillsborough County 7,943,461 7,898,935

TOTAL CURRENT LIABILITIES 9,509,757 9,735,794

NET ASSETS 1,943,681 1,773,917

TOTAL LIABILITIES AND NET ASSETS 11,453,438$ 11,509,711$


STATEMENTS OF FINANCIAL POSITION

June 30, 2018 and 2017

ASSETS

LIABILITIES AND NET ASSETS




2018 2017REVENUES AND SUPPORT

Program support:Grant revenue 76,751,100$ 78,055,668$ Other 128,654 51,956

TOTAL REVENUES AND SUPPORT 76,879,754 78,107,624

EXPENSESProgram services:

School Readiness 46,154,630 46,196,858 Quality Counts for Kids 128,295 1,123,885 Voluntary Pre-K 28,323,457 28,031,762 Other programs 299,819 478,765

TOTAL PROGRAM SERVICES 74,906,201 75,831,270

Supporting services:Management and general 1,803,789 1,912,764

TOTAL EXPENSES 76,709,990 77,744,034

CHANGE IN NET ASSETS 169,764 363,590

UNRESTRICTED NET ASSETS, BEGINNING OF YEAR 1,773,917 1,410,327

UNRESTRICTED NET ASSETS, END OF YEAR 1,943,681$ 1,773,917$


STATEMENTS OF ACTIVITIES





SupportServices

School Readiness

Quality Counts

for KidsVoluntary

Pre-KOther

Programs TotalManagement and General 2018

Salaries 1,841,408$ 71,795$ 369,774$ (7,560)$ 2,275,417$ 599,776$ 2,875,193$ Fringe benefits 537,847 30,339 156,293 8,836 733,315 186,467 919,782

TOTAL SALARIES AND RELATED EXPENSES 2,379,255 102,134 526,067 1,276 3,008,732 786,243 3,794,975

Payments to subrecipients 43,420,556 15,511 19,425 117,729 43,573,221 - 43,573,221 Payments to providers - - 27,772,071 - 27,772,071 - 27,772,071 Office supplies and equipment 285,171 730 643 74,994 361,538 69,645 431,183 Contractual services - - 399 53,915 54,314 299,565 353,879 Rent and utilities 23,335 7,898 - 4,547 35,780 314,880 350,660 Maintenance contracts 6,393 754 117 - 7,264 127,696 134,960 Accounting and auditing - - - - - 62,667 62,667 Promotional activities 3,990 - 3,831 30,251 38,072 5,710 43,782 Dues and memberships 6,656 - - 3,246 9,902 33,095 42,997 Printing and copying 4,601 161 - 4,905 9,667 28,765 38,432 Staff training and development 6,119 - - 7,700 13,819 15,966 29,785 Telephone and communication 2,908 - - 12 2,920 23,444 26,364 Insurance 865 - 58 8 931 22,119 23,050 Travel 14,466 1,107 828 645 17,046 5,651 22,697 Other - - - 591 591 4,037 4,628 Postage and shipping - - - - - 2,683 2,683 Bank charges - - - - - 1,623 1,623 Client/Participant Supplies 315 - 18 - 333 - 333

TOTAL EXPENSES 46,154,630$ 128,295$ 28,323,457$ 299,819$ 74,906,201$ 1,803,789$ 76,709,990$

Program Services

HILLSBOROUGH COUNTY SCHOOL READINESS COALITION, INC.d/b/a Early Learning Coalition of Hillsborough County, Inc.

STATEMENTS OF FUNCTIONAL EXPENSES

Year Ended June 30, 2018



SupportServices

School Readiness

Quality Counts

for KidsVoluntary

Pre-KOther

Programs TotalManagement and General 2017

Salaries 1,231,751$ 297,354$ 318,253$ 119,761$ 1,967,119$ 460,824$ 2,427,943$ Fringe benefits 479,141 112,096 131,111 37,003 759,351 162,752 922,103

TOTAL SALARIES AND RELATED EXPENSES 1,710,892 409,450 449,364 156,764 2,726,470 623,576 3,350,046

Payments to subrecipients 44,359,885 392,947 15,959 - 44,768,791 651,691 45,420,482 Payments to providers - - 27,531,795 3,275 27,535,070 - 27,535,070 Contractual services 680 162,677 29,759 191,711 384,827 27,256 412,083 Rent and utilities 54,861 54,208 - 23,230 132,299 163,271 295,570 Maintenance contracts 12,040 2,106 50 10,761 24,957 171,834 196,791 Office supplies and equipment 13,271 51,032 1,646 8,946 74,895 97,238 172,133 Accounting and auditing - - - - - 60,681 60,681 Promotional activities 5,998 125 600 44,956 51,679 1,164 52,843 Travel 16,918 10,342 1,801 5,396 34,457 13,905 48,362 Staff training and development 6,107 4,013 - 21,922 32,042 10,071 42,113 Printing and copying 7,329 3,750 - 5,563 16,642 17,251 33,893 Books for providers 294 28,606 - - 28,900 - 28,900 Telephone and communication 2,535 3,995 100 - 6,630 21,754 28,384 Dues and memberships 5,505 - 679 3,324 9,508 14,854 24,362 Insurance - - - - - 22,780 22,780 Other 543 - 9 2,232 2,784 5,689 8,473 Bank charges - - - - - 7,995 7,995 Postage and shipping - 634 - 685 1,319 1,754 3,073

TOTAL EXPENSES 46,196,858$ 1,123,885$ 28,031,762$ 478,765$ 75,831,270$ 1,912,764$ 77,744,034$

Program Services


STATEMENTS OF FUNCTIONAL EXPENSES (Continued)




2018 2017

OPERATING ACTIVITIES Cash received from: Grant income 76,341,453$ 84,568,171$ Other income 128,354 54,680

TOTAL CASH RECEIVED 76,469,807 84,622,851

Cash paid for: Program services 75,132,238 78,930,697 Administrative expenses 1,803,789 1,912,764

TOTAL CASH PAID 76,936,027 80,843,461

NET CASH (USED IN) PROVIDED BY OPERATING ACTIVITIES (466,220) 3,779,390

NET (DECREASE) INCREASE IN CASH (466,220) 3,779,390

CASH - BEGINNING OF YEAR 4,490,867 711,477

CASH - END OF YEAR 4,024,647$ 4,490,867$


STATEMENT OF CASH FLOWS




2018 2017RECONCILIATION OF CHANGE IN NET ASSETS TO CASH

(USED IN) PROVIDED BY OPERATING ACTIVITIESChange in net assets 169,764$ 363,590$ Adjustments to reconcile change in net assets to net cash

(used in) provided by operating activities:(Increase) Decrease in grants receivable (409,647) 6,642,247 (Increase) Decrease in other assets (300) 2,724 (Increase) Decrease in accounts payable and accrued expenses (270,563) (1,183,016) Increase (Decrease) in deferred revenue - (129,744) Increase (Decrease) in due to School District of Hillsborough County 44,526 (1,916,411)

NET CASH (USED IN) PROVIDED BY OPERATING ACTIVITIES (466,220)$ 3,779,390$


STATEMENTS OF CASH FLOWS (Continued)




HILLSBOROUGH COUNTY SCHOOL READINESS COALITION, INC. d/b/a Early Learning Coalition of Hillsborough County, Inc.

NOTES TO FINANCIAL STATEMENTS


NOTE 1 - NATURE OF ORGANIZATION

Hillsborough County School Readiness Coalition, Inc. d/b/a Early Learning Coalition of Hillsborough County, Inc. (the “Coalition”) is a non-profit corporation organized under the laws of the State of Florida. The Coalition’s role is to develop and administer a comprehensive school readiness program and Voluntary Pre-Kindergarten (“VPK”) delivery system that prepares children to succeed in school and in life. This is an ongoing process that involves building on existing services, working in cooperation with other programs for young children, and coordinating and integrating program funding to achieve efficiency and effectiveness.

NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES AND PRACTICES

Basis of Accounting

These financial statements, which are presented on the accrual basis of accounting, have been prepared to focus on the Coalition as a whole and to present revenue, expenses, and net assets based on the existence or absence of donor-imposed restrictions. Accordingly, net assets and changes therein are classified as follows:

Unrestricted Net Assets – Net assets not subject to donor-imposed stipulations.

Temporarily Restricted Net Assets – Net assets which are subject to donor-imposed stipulations that may or will be met by actions of the Coalition and/or the passage of time. At June 30, 2018 and 2017, there were no temporarily restricted net assets.

Revenue is reported as increases in net assets without donor restrictions, unless use of the related assets is limited by donor-imposed restrictions. Expenses are reported as decreases in net assets without donor restrictions. Federal, state, and local grants are considered exchange transactions and are recorded as unrestricted revenue when earned.

Contributions received with donor-imposed restrictions that are met in the same year as received are reported as revenue of the net assets without don’t restrictions net asset class. Contributions are recognized when the donor makes a promise to give to the Coalition, that is, in substance, unconditional.


NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES AND PRACTICES (Continued)

Functional Allocation of Expenses

Expenses are allocated between program services and management and general. Salaries are allocated based on actual time spent in these activities or administration of programs. Other expenses are allocated based on direct usage or management’s estimates of the benefit derived by each activity.

Use of Estimates

Management of the Coalition has made a number of estimates and assumptions relating to the reporting of assets and liabilities and the disclosure of contingent assets and liabilities, as well as pro rata allocations in the recording of expenditures, to prepare these financial statements in conformity with accounting principles generally accepted in the United States of America. Actual results could differ from those estimates.

Income Taxes

The Coalition is exempt from federal income taxes under Section 501(c)(3) of the Internal Revenue Code and from state income taxes under similar provisions of the Florida Income Tax Code. Accordingly, no provision for income taxes has been included in the accompanying financial statements. The Coalition is subject to the accounting standards on accounting for uncertainty in income taxes. Management does not believe it has taken any tax positions that are subject to a significant degree of uncertainty. The Coalition’s income tax filings for periods after the fiscal year ended June 30, 2015, remain subject to examination.

Reclassifications

Certain amounts in 2017 have been reclassified in the accompanying financial statements to conform to the 2018 presentation. Such items had no impact on previously reported change in net assets.

NOTE 3 - RELATED PARTIES

The Coalition receives funding from the Children’s Board of Hillsborough County (“CBHC”) for operation of the Quality Counts for Kids program. The Coalition also receives funding from the CBHC for the local match in the School Readiness program.

The Coalition provides funding to the School District of Hillsborough County (“SDHC”) to assist eligible children and families with access to scholarships and school readiness services.

The Coalition also provides funding to the Hillsborough County Board of County Commissioners (“BOCC”) Child Care Licensing program. This program ensures compliance with Hillsborough County’s local child care licensing ordinance.


NOTE 3 - RELATED PARTIES (Continued)

Certain members of the Board of Directors are mandated in the State of Florida School Readiness Act. The related-party members include three personnel from the School District of Hillsborough County, the Executive Director of the CBHC, the BOCC county commissioner, and the general manager of the BOCC Child Care Licensing program.

Approximately $34,925,000 and $40,304,000 was paid by the Coalition during the year for services provided by the SDHC and the BOCC, respectively.

NOTE 4 - DEFERRED COMPENSATION PLAN

The Coalition sponsors a 401(k) Deferred Compensation Plan (the “Plan”) and makes both Employer Safe Harbor and Employer Profit Sharing Contributions to the Plan.

The Employer Safe Harbor portion of the Plan provides that the employer matches 100% on the first 4% contributed by the employee. Vesting is simultaneous with the contribution. Employees are allowed to contribute on a pre-tax basis, not to exceed amounts dictated by U.S. Treasury Regulations.

The Employer Profit Sharing portion of the Plan provides that the Coalition contribute 6% of an employee’s salary for the fiscal year ended June 30, 2018. Vesting is 100% after 6 years of employment with the Coalition, with a 20% increase in vesting for each year of employment.

NOTE 5 - CONCENTRATIONS

Approximately 98% and 95% of the Coalition’s revenue for the years ended June 30, 2018 and 2017, respectively, is provided by the State of Florida Office of Early Learning (“FOEL”).

NOTE 6 - OPERATING LEASE

The Coalition leases its office space under an operating lease that expires in fiscal year 2021. Additionally, the Coalition had a lease for a training facility that expired in January 2017 and was not renewed. Total rent expense was approximately $309,100 and $280,000 for the years ended June 30, 2018 and 2017, respectively.

Future minimum lease payments under operating leases that have remaining terms in excess of one year as of June 30, 2018, are as follows:

Year Ending June 30, Amount

2019 $ 322,338 2020 325,284 2021 330,709

$ 978,331


NOTE 6 - OPERATING LEASE (Continued)

The Coalition has the option to cancel its office space lease if more than 25% of the Coalition’s primary funding is eliminated from the FOEL with no less than six months prior written notice. The Coalition also has the option to cancel the training facility lease upon written notification if government funding is not appropriated or allocated to the Coalition. The funding has been approved by FOEL through June 30, 2019.

NOTE 7 - COMMITMENTS AND CONTINGENCIES

The Coalition may be subject to audit examination by funding sources to determine compliance with grant conditions. In the event that expenditures would be dis-allowed, repayment could be required. Management believes the Coalition is in compliance with the terms of its grant agreements.

NOTE 8 - SUBSEQUENT EVENTS

The Coalition has evaluated events and transactions for potential recognition or disclosure in the financial statements through March 27, 2019, which is the date the financial statements were available to be issued.


Federal Agency/State Agency/Pass-Through Grantor/ Federal Federal TransferredProgram Title Grant Period CFDA # Contract # Expenditures to Subrecipient

FEDERAL AWARDSU.S. Department of Health and Human Services:

Child Care Development Fund (CCDF) Cluster:Passed through State of Florida Office of Early Learning

Child Care Development Block Grant 7/1/17-6/30/18 93.575 SR 258 16,844,499$ 10,558,153$ Child Care Development Block Grant 7/1/17-6/30/18 93.575 PP258 253,056 221,032 Child Care Mandatory and Matching Funds of

the Child Care and Development Fund 7/1/17-6/30/18 93.596 SR258 3,043,424 3,043,424 Total Child Care Development Fund (CCDF) Cluster 20,140,979 13,822,609

Passed through State of Florida Office of Early LearningSocial Services Block Grant 7/1/17-6/30/18 93.667 SR258 16,085 16,085 Temporary Assistance for Needy Families 7/1/17-6/30/18 93.558 SR258 5,879,859 5,879,859

Total Expenditures of Federal Awards 26,036,923 19,718,553

State State TransferredGrant Period CSFA # Contract # Expenditures to Subrecipient

STATE FINANCIAL ASSISTANCEState of Florida Office of Early Learning

Voluntary Pre-K 7/1/17-6/30/18 48.108 SV 258 28,891,688 19,425 Unrestricted General 7/1/17-6/30/18 2017-18 SGU SR258 688,020 688,020

Total Expenditures of State Financial Assistance 29,579,708 707,445

Local TransferredGrantor/Pass-Through Grantor Program Title Grant Period Expenditures to Subrecipient

STATE MATCHING AND LOCAL FUNDSFlorida Office of Early Learning

Child Care Mandatory and Matching Funds of the Child Care and Development Fund 7/1/17-6/30/18 93.596 SR 258 13,891,196 13,891,196

Temporary Assistance for Needy Families 7/1/17-6/30/18 93.558 SR 258 5,173,074 5,173,074

Hillsborough County Board of County CommissionersMatch for School Readiness Funding and Quality 7/1/17-6/30/18 201,420 142,158

City of TampaCommunity Development Block Grant Match for School Readiness Funding 10/1/17-9/30/18 14.218 100,000 100,000

Children's Board of Hillsborough County, Inc.Quality Counts for Kids Program and Operating 10/1/16-9/30/17 135,000 15,511 Match for School Readiness Funding 10/1/16-9/30/17 1,469,957 1,469,957

Total State Matching and Local Funds 20,970,647 20,791,896

Total Federal Awards, State Financial Assistance, and Local Funds 76,587,278$ 41,217,894$


SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS,STATE FINANCIAL ASSISTANCE, STATE MATCHING OF FEDERAL AWARDS


AND LOCAL AWARDS



NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL, STATE, AND LOCAL AWARDS


(1) General:

The accompanying Schedule of Expenditures of Federal Awards, State Financial Assistance, and Local Awards include the grant activity of the Coalition and is presented on the accrual basis of accounting. The information in this schedule is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulations, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Uniform Guidance”), and the Rules of the Executive Office of the Governor of the State of Florida. Therefore, some amounts presented in this schedule may differ from amounts presented in, or used in, the preparation of the basic financial statements.

Indirect cost rate is dictated by federal and state contract terms. The 10-percent de minimis indirect cost rate, as allowed under the Uniform Guidance, is not in effect nor is it available under these contracts.

(2) Other State Financial Assistance Received:

The Coalition received funding from the FOEL that was not subject to Section 215.97, Florida Statutes, as follows:

Current Contract Year

Florida’s Office of Early Learning Number Expenditure A. Matching Funds for Federal Programs:

State Matching Funds - 93.596 School Readiness CCDF Mandatory and Matching SR 258 $ 13,891,196 State Matching Funds - 93.558 Temporary Assistance

for Needy Families SR 258 5,173,074 Total State Funds awarding for Matching $ 19,064,270

(3) Reconciliation to Statewide School Readiness Data and Reporting System:

The Coalition performs reconciliations of its financial reports to the Statewide School Readiness Data and Reporting System in a timely and satisfactory manner.


INDEPENDENT AUDITOR’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS

BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS



We have audited the accompanying financial statements of The Hillsborough County School Readiness Coalition, Inc. d/b/a Early Learning Coalition of Hillsborough County (the “Coalition”), as of and for the year ended June 30, 2018, and have issued our report thereon dated March 27, 2019. We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States.

Internal Control over Financial Reporting In planning and performing our audit of the financial statements, we considered the Coalition’s internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Coalition’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Coalition’s internal control.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected, on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.




Compliance and Other Matters As part of obtaining reasonable assurance about whether the Coalition’s financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit and, accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

Purpose of this Report The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing and not to provide an opinion on the effectiveness of the entity’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the entity’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.




INDEPENDENT AUDITOR’S MANAGEMENT LETTER



Report on the Financial Statements We have audited the financial statements of The Hillsborough County School Readiness Coalition, Inc. d/b/a Early Learning Coalition of Hillsborough County (the “Coalition”) as of and for the fiscal year ended June 30, 2018, and have issued our report thereon dated March 27, 2019.

Auditor’s Responsibility We conducted our audit in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States; Title 2 U.S. Code of Federal Regulations, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Uniform Guidance”); and Chapter 10.650, Rules of the Auditor General.

Other Reporting Requirements We have issued our Independent Auditor’s Report on Internal Control over Financial Reporting and Compliance and Other Matters Based on an Audit of the Financial Statements Performed in Accordance with Government Auditing Standards, Independent Auditor’s Report on Compliance for Each Major Federal Program and State Project and Report on Internal Control over Compliance in Accordance with the Uniform Guidance and Chapter 10.650, Rules of the Auditor General, and Schedule of Findings and Questioned Costs. Disclosures in those reports and schedule, which are dated March 27, 2019, should be considered in conjunction with this management letter.

Additional Matters Section 10.654(1)(e), Rules of the Auditor General, requires that we address noncompliance with provisions of contracts or grant agreements, or abuse, that have occurred, or are likely to have occurred, that have an effect on the financial statements or state project amounts that is less than material but which warrants the attention of those charged with governance. In connection with our audit, we did not have any such findings.




Purpose of the Letter Our management letter is intended solely for the information and use of the Legislative Auditing Committee, members of the Florida Senate and the Florida House of Representatives, the Florida Auditor General, federal and other granting agencies, the Board of Directors, and applicable management and is not intended to be, and should not be, used by anyone other than these specified parties.




INDEPENDENT AUDITOR’S REPORT ON COMPLIANCE FOR EACH MAJOR FEDERAL PROGRAM AND STATE PROJECT AND REPORT ON INTERNAL CONTROL OVER

COMPLIANCE IN ACCORDANCE WITH THE UNIFORM GUIDANCE AND CHAPTER 10.650, RULES OF THE AUDITOR GENERAL



Report on Compliance for Each Major Federal Program and State Project We have audited the compliance of The Hillsborough County School Readiness Coalition, Inc. d/b/a Early Learning Coalition of Hillsborough County (the “Coalition”) with the types of compliance requirements described in the U.S. Office of Management and Budget (“OMB”) Compliance Supplement, and the requirements described in the Department of Financial Services’ State Projects Compliance Supplement, that could have a direct and material effect on each of its major federal programs and state project for the year ended June 30, 2018. The Coalition’s major federal programs and state project are identified in the summary of auditor’s results section of the accompanying Schedule of Findings and Questioned Costs.

Management’s Responsibility Management is responsible for compliance with the requirements of laws, regulations, contracts, and grants applicable to its federal programs and state project.

Auditor’s Responsibility Our responsibility is to express an opinion on compliance for each of the Coalition’s major federal programs and state project based on our audit of the types of compliance requirements referred to above. We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States; the audit requirements of Title 2 U.S. Code of Federal Regulations, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Uniform Guidance”); and Chapter 10.650, Rules of the Auditor General. Those standards, the Uniform Guidance, and Chapter 10.650, Rules of the Auditor General, require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program or state project occurred. An audit includes examining, on a test basis, evidence about the Coalition’s compliance with those requirements and performing such other procedures as we considered necessary in the circumstances.

We believe that our audit provides a reasonable basis for our opinion. However, our audit does not provide a legal determination on the Coalition’s compliance with those requirements.




Opinion on Each Major Federal Program and State Project In our opinion, the Coalition complied, in all material respects, with the requirements referred to above that could have a direct and material effect on each of its major federal programs and state project for the year ended June 30, 2018. Report on Internal Control over Compliance The management of the Coalition is responsible for establishing and maintaining effective internal control over compliance with the requirements of laws, regulations, contracts, and grants applicable to federal programs and the state project. In planning and performing our audit, we considered the Coalition’s internal control over compliance with the requirements that could have a direct and material effect on a major federal program or state project to determine our auditing procedures for the purpose of expressing our opinion on compliance and to test and report on internal control over compliance in accordance with Uniform Guidance and Chapter 10.650, Rules of the Auditor General, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Coalition’s internal control over compliance. A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program or state project on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program or state project will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with the type of compliance requirement of a federal program or state project that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies. We did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.

The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and results of that testing based on the require-ments of the Uniform Guidance and Chapter 10.650, Rules of the Auditor General. Accordingly, this report is not suitable for any other purpose.





SCHEDULE OF FINDINGS AND QUESTIONED COSTS


Section I - Summary of Independent Auditor’s Results

Financial Statements Type of Auditor’s Report Issued: Unmodified Opinion

Internal control over financial reporting: • Material weakness(es) identified? Yes X No • Significant deficiency(ies) identified? Yes X None reported Noncompliance material to financial statements noted? Yes X No

Federal Awards Internal control over major programs: • Material weakness(es) identified? Yes X No • Significant deficiency(ies) identified? Yes X None reported

Type of report issued on compliance for major federal program: Unmodified Opinion

Any audit findings disclosed that are required to be reported in accordance with Section 200.516 of the Uniform Guidance? Yes X No

Identification of Major Federal Programs:

CFDA Numbers Name of Federal Program or Cluster

93.575, 93.596 Child Care Development Fund Cluster

Dollar threshold used to distinguish between Type A and Type B programs: $781,108

Auditee qualified as low-risk auditee? Yes X No



SCHEDULE OF FINDINGS AND QUESTIONED COSTS (Continued)


Section I - Summary of Independent Auditor’s Results (Continued)

State Financial Assistance Internal control over major project: • Material weakness(es) identified? Yes X No • Significant deficiency(ies) identified? Yes X None reported

Type of report issued on compliance for major state project: Unmodified Opinion

Any audit findings disclosed that are required to be reported in accordance with Rules of the Auditor General, Chapter 10.656? Yes X No

Identification of Major State Project:

CSFA Number Name of State Project 48.108 Voluntary Pre-Kindergarten Education Program

Dollar threshold used to distinguish between Type A and Type B projects: $887,391

FOEL’s grant terms require auditors to test and report on whether the Coalition’s monthly reconciliation of its financial records to the statewide School Readiness Data and Reporting System was completed in an accurate and timely manner. Based on our testing, we confirm that the Coalition completed the required monthly reconciliations in a timely and satisfactory manner.

Section II - Findings Related to the Financial Statement Audit, as Required to be Reported in accordance with Government Auditing Standards

None reported.

Section III - Findings and Questioned Costs for Federal Awards and State Financial Assistance Reported in accordance with the Uniform Guidance and Rules of the Auditor General, Chapter 10.650

None reported.

Section IV - Prior Year Audit Findings

None reported.



INFORMATION ITEM ITEM X.C.

ISSUE: Communications & Outreach Summary

Narrative:

(attachment)


Feb. 1, 2019 — March 31, 2019

Early Learning Coalition of Hillsborough County

• Most Visited Pages: SR, VPK, Families• 19,170 Total Users• 67,245 Page Views• 52% Desktop; 44% Mobile; 3% Tablet• 2 Page Visits Per User

COMMUNICATIONS AND OUTREACH SUMMARY

Highlights: Where we’ve been and what we’ve done.

Social Media

1,716 Likes 1,046 Followers 119 Followers

Provider Notes EblastsWebsite Analytics

• 14 EmailsSent

• 45% OpenRate

• 72% DesktopOpens

• 23% MobileOpens

Events & Outreach: • Day of Play, March 3- Pre-event interview with Beasley Media’s Roxanne Wilder- In-kind advertisement in Tampa Bay Parenting Magazine- Event was well attended and had good feedback• Funder’s Breakfast, March 5- Shot and edited a video highlighting impact of local donations• Provider’s Meeting, March 30- Article in TBT covered Jeff Eakins’ speech• Produced WAGE$ video and promotional content

Tabling Events• Migrant Fair, March 26 (Family Services)• HCPS Adult Learning Resource Fairs (Chamberlain, Leto and Plant City HS)(Jonna & Family Services)• Children’s Services Annual Community Fair, March 23 (Jonna)• United Way Hillsborough County Campaign Kickoff, March 26 (Jonna & Jessica)• Glazer Museum Child Abuse Prevention Month Kick Off, April 2 (Jonna & Jessica)• University Area Community Job Fair, April 4 (Jonna & Jessica)

Partners Meetings• myOn parters meetings, March 13• Tampa Bay Safe Kids Council meeting, March 14

Upcoming Events & Outreach• Provider Appreciation Brunch, May 4• Early Childhood Conference, June 27 & 28• Kid’s Day TBD

What’s Next? • Infant & Toddler Initiative outreach• Update and development of organizational collateral — videos, print materials,etc. Some progress will be contingent on new address.

Hillsborough Day:850 people reached

78 Engagments26 Reactions

WAGE$ Announcement: 8.9K people reached

592 Engagements 327 Reactions

Top Posts

Funder’s Breakfast:450 people reached

107 Engagments26 Reactions


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