children’s services council of palm beach county march 29, 2018 council meeting ... ·...

CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY March 29, 2018 Council Meeting – 4:30 p.m.

Agenda

Agenda Item: Reference #:

1. Call to Order

A. InvocationB. Pledge of AllegianceC. Presentations

1. Introduction of New Council Member Donald E. Fennoy, II, Ed.D.

2. Farewell to Former Council Member Robert M. Avossa, Ed.D.

3. Presentation of Strong Minds Evaluation ‐ Jianping Shen, Ph.D., WeEval, LLC; Kim Lu, Ph.D.,Evaluation Officer; Michelle Gross, Ph.D., Director of System Performance; Jennifer Coleman,Program Officer

4. CSC Funding Process – Tanya Palmer, Chief Program Officer

2. Minutes

A. February 22, 2018 Council Meeting 1

Recommendation: I recommend the Council approve the Minutes of the February 22,2018 Council meeting as presented.

3. Public Comment – Agenda Items

4. Council Committees:

Finance Committee

Personnel Committee

5. Consent Agenda

1. Additions, Deletions, Substitutions2. Items to be pulled from Consent Agenda3. Adoption of Consent Agenda and walk‐in Warrants List

A. Program

1. FY 2017‐18 Computer Replacement Initiative Contract between CSC and Nonprofits First 2

Recommendation: For informational purposes only; no action required.

2. Resolution #18‐004 Authorizing Allocation Increase for The Children’s Place at HomeSafe, 3Inc. ‐ Healthy Beginnings Entry Agency

Recommendation: I recommend the Council approve Resolution #18‐004 authorizing the Chief Executive Officer to execute an amendment to the agreement with HomeSafe, Inc. for additional funding in an amount not to exceed $85,000 effective April 1, 2018 through September 30, 2018.

CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY Council Meeting Agenda – March 29, 2018 Council Meeting Page: 2

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3. Resolution #18‐005 Consenting to the Assignment of the Strong Minds Outcome 4 Evaluation Agreement to WeEval LLC Recommendation: I recommend the Council approve Resolution #18‐005 consenting to the assignment of the CSC Agreement for the Strong Minds Outcome Evaluation from Dr. Jianping Shen to WeEval LLC effective April 1, 2018, and authorizing the Chief Executive Officer to execute the necessary documents for such an assignment.

4. Resolution # 18‐006 Authorizing Mentoring Mini Grant Funding 5

Recommendation: I recommend the Council approve Resolution #18‐006 authorizing the Chief Executive Officer to enter into the necessary agreement(s) for an increase to the United Way of Palm Beach County’s FY 2017‐2018 Mentoring contract in an amount not to exceed $60,000 to support non‐funded mentoring programs as they seek to improve quality and increase capacity, effective April 1, 2018 through September 30, 2018.

B. Business

1. Warrants List 6

Recommendation: I recommend the Council approve the Warrants List, in accordance with the established budgets for each of the expensed items, as presented.

2. Proclamation Recognizing April 2018 as Child Abuse Prevention Month 7

Recommendation: I recommend the Council approve this Proclamation to raise awareness and recognize April 2018 as Child Abuse Prevention Month.

6. Non Consent Agenda

A. Business – N/A

B. For Informational Purposes Only – N/A

7. Walk‐In Items 8. Chief Executive Officer’s Report

9. Legal Reports

10. Public Comment – Non Agenda Items 11. Council Comments 12. Adjournment

Strong Minds NetworkYear 3 Evaluation Findings

3/29/2018

Overview of Presentation

• Strong Minds (SM) Overview

• Year 3 Evaluation Overview

• Evaluation Results

• Key Findings

• Year 4 Evaluation Design

• Next Steps

Strong Minds Theory of Change

Supports

Child care programs

Child care practitioners

Children & families

Short Term Outcomes

Improving child care programs’

learning environment

Improving child care practitioners’

quality and practice

Improving family supports and

parent involvement

Long Term Outcomes

Improving child learning and development

Impact

Children are ready for

Kindergarten

Strong Minds Supports

• Navigation • Technical Assistance• Tiered Reimbursement Supplements

• Professional Development

• CSC Scholarships

Strong Minds Network Status

Emerging

Promising

In‐Network Tier 1

In‐Network Tier 2

• A Quality Rating and Improvement System (QRIS)

• Program status or rating based on program quality assessments

• Focused on promoting effective teacher‐child interactions

Key Evaluation Questions

1. How do key stakeholders perceive the design and implementation of Strong Minds?

2. What is Strong Minds’ impact on childcare programs?

3. What is Strong Minds’ impact on children?

Key Data Sources

• Surveys with SM Stakeholders

• Program Quality Assessment TooloClassroom Assessment Scoring System (CLASS)

• Child Assessment ToolsoGOLD

o Florida Kindergarten Readiness Screener – Work Sampling System (FLKRS‐WSS)

• Program Activity Documentation

Question 1

How do key stakeholders perceive

the design and implementation of

Strong Minds?

Childcare Programs’ Positive Feedback on SM • 97% of the childcare programs felt all the SM elements were important

• 96% of the childcare programs felt all the SM elements were implemented with quality

• 70% of the childcare programs reported that the primary reason they participate in SM is to improve the program quality

• 75% of the childcare programs reported that SM met their expectations “extremely well”

Question 2

What is Strong Minds’

impact on childcare

programs?

Improvement in Program CLASS Scores

A statistically significant improvement between the firstand second program assessments:

• ↑ 0.08 point for CLASS Emotional Support

• ↑ 0.18 point for CLASS Instructional Support

Note: Classroom Assessment Scoring System (CLASS) is an instrument to assess infant, toddler, and pre‐K classroom quality using multiple dimensions of teaching linked to student achievement and development. CLASS Pre‐K has three domains: Classroom Organization, Emotional Support and Instructional Support. It is on a 7‐point scale.

Ten hours of technical assistance in behavior management is statistically significantly associated with:

• ↑ 0.50 point in CLASS Classroom Organization score

• ↑ 0.23 point in CLASS Emo onal Support score

• ↑ 0.57 point in CLASS Instruc onal Support score


Impact of Technical Assistance on Program Improvement

Question 3

What is Strong Minds’

impact on

children?

Impact of SM onChild Development and Learning

Children in SM In‐Network programs have an increased amount of annual growth across GOLD measures between 2014‐15 and 2016‐17

GOLD – An ongoing observational system for assessing children from birth to kindergarten. The annual expected amount of growth is about 65 points, varying from each measures.

3731

4144

54 5459

5357

61 61

49

6158

63 64 62 60

0

10

20

30

40

50

60

70

80

Social Emotional Physical Language Cognitive Literacy Mathematics

Compare Annual Growth Amount Across Three Years

2014‐15 2015‐16 2016‐17

Points

Impact of SM on Kindergarten Readiness

• Children in SM programs were 3 points higher on the 2016‐17 FLKRS‐WSS total points than non‐SM children in Palm Beach County.

• 91.5% of the children in SM programs were ready for kindergarten compared to 89.0% of the non‐SM children in Palm Beach County.

• Both results were statistically significant.

Note: 2016‐17 children’s kindergarten readiness was measured by Florida Kindergarten Readiness Screener (FLKRS) Work Sampling System (WSS). The current analysis used the WSS total points which have a maximum score of 141 as well as the readiness rate.Both of the comparison analyses were controlled for children’s background . The difference in the WSS total points and readinessrate between the two groups were statistically significant, p < 0.5.

Impact of Program Rating on Kindergarten Readiness

• Children in SM In‐Network (Tier II or Tier I) programs were 4 points higher on the 2016‐17 FLKRS‐WSS total points than those from the Non‐In‐Network programs (Promising or Emerging status). The result was statistically significant.

• 91.7% of the children in SM In‐Network programs were ready for kindergarten compared to 89.6% of the children from Non‐In‐Network programs, but the result was not statistically significant.

Note: 2016‐17 children’s kindergarten readiness was measured by Florida Kindergarten Readiness Screener (FLKRS) Work Sampling System (WSS). The current analysis used the WSS total points which have a maximum score of 141 as well as the readiness rate. Both comparison analyses were controlled for the SM children’s background and program type. The difference in the WSS total pointsbetween the two groups is statistically significant, p < 0.05.

Impact of SM on Kindergarten Retention

The odds for SM program children being retained in kindergarten was ¼ of that for non‐SM children in the School District of Palm Beach County. The result was statistically significant.

Key Findings

1. SM childcare programs supported and agreed on the SM design and implementation

2. SM demonstrates an overall positive impact on:• Teacher‐child interactions • Gains in child development and learning

• Kindergarten readiness• Kindergarten retention

Putting SM in the National Context

Nationally, the two most challenging tasks for QRIS to show are:

a) The validity of the theory of change

b) The overall efficacy of the system

Evidence on the validity of the SM theory of change and the overall efficacy of the system has started to emerge based on the results of the SM Year 3 evaluation.

Evaluation Design for Year 4

Evaluation Focus• More on outcomes related to practitioners, programs and children

• More on the relationship between SM inputs and outcomes

Methodology Focus

• Compare SM outcomes across years and with others

• Associate the various levels of SM inputs over the years with the changes in outcomes related to practitioners, programs and children

Next Steps for Strong Minds

• Share evaluation findings with participating programs

• Message need for continued improvement in quality teacher‐child interactions

• Continue to encourage the use of Strong Minds Resources and Supports

• Strengthen link to school readiness in Infant and Toddler classrooms by implementing the CLASS tool for those age groups

• Increase number of programs participating in Strong Minds

CSC Funding ProcessMarch 2018

Overview

• Funding Goal

• Evolution of CSC Funding Process

• Other Community Models

• Benefits of Sustained Funding, Recurring RFPs

• Recommendation

Funding Goal• Impact on child outcomes

◦ Born healthy

◦ Free from abuse & neglect

◦ Ready to enter kindergarten

◦ Access to quality afterschool and summer programs

• Operating principle that outcomes are best achieved through a system of care approach, with interdependent components. ◦ Healthy Beginnings

◦ Quality Child Care: Strong Minds; Afterschool QIS; scholarships/match funding

◦ BRIDGES

CSC Funding History• RFPs released annually for ALL programs

◦ Program/service categories and providers would propose their individual program models

• Over the years, the span between RFPs increased as contract periods lengthened◦ 3‐ year cycle

◦ 5‐ year cycle

◦ 5‐ year cycle, with the ability to renew for an additional five years

• Current process‐ RFP is released to secure a provider for a specific program, with annual contract renewal

Timeline of Evolution

• Early Years: FY 1987‐93:◦ Annual RFP process, 1 year contracts

• FY 93‐94:◦ Multi‐year contract process, with RFPs issued once every three years

• FY 1995‐96:◦ Narrowing of focus of CSC funding over a three‐year period

• FY 1997‐98:◦ Contract/RFP cycle increased to 4 years


• FY 2000‐01◦ Long‐term, results‐based contract over a 5‐year period, with an option to renew for another 5 years

• FY 2006‐07◦ Development of a prevention and early intervention infrastructure

• FY 2007‐08◦ Pathway to Early Childhood Development

◦ Implementation of Evidence‐Based Programming (EBP)

◦ Approval of CSC/Agency Relations‐ General Principles


• FY 2008‐09◦ RFP/ITN process for Healthy Beginnings system of care

• FY 2011‐12◦ Establishment of CPPA and SRAA

• FY 2014◦ Council adoption of revised CSC Agency/Relations‐ General Principles

Funding Process Over Time

Current• CSC chooses programs to be delivered by providers

• Four child outcomes

• Continuing contract renewed annually subject to CPPA and SRAA

• CSC responsible for all reasonable costs of program‐qualified staff, data systems, model training

• CSC supports strengthening administrative & operational capacity of provider organization

Initial• Providers proposed programs

• 10 categories of funding

• One year contract, subject to additional RFP approval for continued funding

• Providers encouraged to find other sources of funding to support program

Current Funding ModelOne‐Time RFP and then Sustained Funding:

• Provider for a new program/service needed

• New provider for existing program or service◦ Following RFP selection, providers will continue to receive an annual contract, subject to CPPA and SRAA

RECURRING Request for Proposal Funding:

• Great Ideas Initiative: RFP on an annual basis

Investments in Access to Care:

• Scholarships (early care & education; afterschool; summer camp)

• Head Start Match9

Other Models with Sustained Funding

Nationally:

• First 5 Communities (California)

Florida:

• Ounce of Prevention

• Florida Association of Healthy Start Coalitions

• Children’s Trust (CSC, Miami‐Dade)◦ Exemptions from formal competitive process for certain services

Benefits of Sustained Funding

• Minimizing level of disruption with families

• Efficiencies among providers operating in an interdependent system

• Preserve benefits of investments made in staff

• Focus is on maturing program and system of care

Benefits of Recurring RFP Process

• Systematic scanning to identify new/newly interested providers

• Consistent process that is time‐triggered

• Cyclical process to sunset providers experiencing decline in performance

• Ability to reduce/increase overall budget by funding fewer/more providers and/or programs

Other Considerations • Relationships with community partners/stakeholders

◦ Programs delivered in community settings: schools, hospitals, doctor’s offices

• Relationships with community residents◦ Place‐based initiatives

• Awareness of how to access services & where to go◦ Community understanding of entry points; public awareness campaigns

• Pool of providers

Recommendation• Continue with current funding model:

◦ RFP to identify provider and then sustained funding

◦ Recurring RFP for Great Ideas Initiative

◦ Investments in access to care

• Use Program Landscape Inventory (Birth to 22) & Great Ideas Initiative as opportunities to identify new/newly interested providers◦ Can issue RFP to expand the provider pool within our early childhood system of care

• Opportunity to consider Recurring RFP model for community supports that may be identified in upcoming SRAA

#: 1

AGENDA ITEM:

TITLE:

AGENDA ITEM SUMMARY March 29, 2018 Council Meeting

2A

Minutes – February 22, 2018 Council Meeting

RECOMMENDATION:

I recommend the Council approve the Minutes of the February 22, 2018 Council Meeting as presented.

CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY February 22, 2018, 4:30 p.m.

MINUTES 1. Call to Order

Chair Weber called the meeting to order at 4:36 p.m.

Present:Thomas BeanVince GoodmanTom LynchJames MartzVern MelvinDebra Robinson, M.D.Jose Luis Rodriguez, Esq.Thomas P. Weber

Excused: Robert M. Avossa, Ed.D; Paulette Burdick.

A. Invocation – led by Vince Goodman

B. Pledge of Allegiance – led by Chair Weber

Chair Weber referred to the tragedy at Marion Stoneman Douglas High School in Parkland, FLwhich had occurred the week prior to the Council meeting. He stated that Children’s ServicesCouncil had an obligation to do certain things in the capacity of social‐emotional wellness andmental health. Lisa Williams‐Taylor, Ph.D., stated that a little over a year ago CSC had participatedin a study through the Southeast Florida Behavioral Health Network looking at mental healthneeds in the community. CSC is currently working with Palm Healthcare Foundation to figure outan action plan now that the needs have been identified. CSC was identified in the CommunityNeeds Assessment as the third or fourth largest funder of children’s mental health services inPalm Beach County. February 23, 2018 there will be a special meeting of Birth to 22 at the SchoolDistrict to determine what steps can be taken to be supportive of mental health needs of thechildren in the community.

C. Presentations

1. Reappointment of Council Member Thomas Bean – Chair Weber stated that Mr. Bean hadbeen reappointed to the Council and thanked him for his continued service.

2. Introduction of New Council Member Jose Luis Rodriguez – Chair Weber welcomed Mr.Rodriguez to the Council.

3. Employee Service Awards – Chair Weber recognized Kim Maxwell, Business Systems Analystfor her 10 year anniversary; and Tempera Graham, Budget Specialist, and Laura Fleischman,Evaluation Officer, for their 15 year anniversaries with CSC.

4. Presentation of the Strong Minds System – Michelle Gross, Ph.D., Director of SystemPerformance; Jennifer Coleman, Program Officer

Michelle Gross, Ph.D., Director of System Performance, stated that the Strong Minds System isa quality rating and improvement system (QRIS) for children that are served in early care andeducation settings in Palm Beach County.

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The Quality Childcare System has two components: o Quality Afterschool Improvement System (QIS) – serving children ages 5 to 18 o Strong Minds (QRIS) – serving children ages 0 to 5.

215 child care programs participate in Strong Minds, 2,000 practitioners and approximately 11,000 children

Strong Minds provides information, learning opportunities, technical assistance and financial supports for both the child care staff and the child care programs.

Florida does not currently have a statewide quality rating and improvement system, although the Office of Early Learning is working to put quality statewide initiatives in place.

System was refined from Quality Counts to Strong Minds in 2015 because there was a lack of consistent evidence to demonstrate the progress of the Quality Counts system towards its goal of child outcomes.

Strong Minds now focuses on a few powerful standards, which are linked to outcomes, working with intentional providers committed to improvement. Programs are in control of their continuous quality improvement so they determine which supports they need from Strong Minds.

Q: Has anyone analyzed the states that have quality child care on a state level vs. on a county level, and which one is better? How are the state programs funded? A: We have been focusing on systems like ours on a regional level. There is an organization

named BUILD which looks at statewide, local, and regional systems. Staff attend the annual conference and network with other system participants to see which ones are most effective. Some state quality systems were started because of the Race to the Top grants, therefore the federal funding for subsidy is connected with the quality rating and improvement system for those states.

Q: I would think the local systems would be more successful because they can be tailored to local needs.

A: There is no special formula yet discovered, states are constantly redesigning and assessing their formulas. Some ideas that are developed at the state level may not be successful in our local community. It is important that we are connected to developments being made at the state level in order to provide local information up to the state level.

Q: Is Florida considering looking at the state level? Can CSCs get together? A: Yes. The head of the Florida Children’s Services Council, Brittany Birken, works at the state

level. She used to work at the Office of Early Learning and works with the legislature among many different committees to ensure that whatever is put in place will not harm local systems.

Q: What is the difference between QIS for afterschool and QRIS (for early childhood)? A: The “R” is for an actual rating, there are levels and ratings within Strong Minds as opposed

to just working on improvement. Q: QIS has ratings too. A: Newly‐developed ratings. Initially there were not rating‐attached incentives for afterschool. Q: Does the technical assistance support include modeling? A: Absolutely.

An essential part of a quality rating improvement system are the child care program supports offered to assist programs in achieving higher levels of quality. Supports include


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professional development, technical assistance, opportunities and financial incentives for both the program and staff.

Strong Minds is a voluntary system; in order to be eligible to participate, programs must have a school readiness agreement with the Early Learning Coalition or a contract with Head Start or Early Head Start, to serve funded children.

A key difference between the previous Quality Counts system and Strong Minds is the reduced number of participation criteria requirements. The system was designed to build on top of other best practices included in local and state initiatives.

Program assessments determine a program’s level of participation in the system. It provides a valid and reliable way of measuring a teacher’s effectiveness which is used as a roadmap for improving the quality of teaching in the classroom.

Types of participation; majority of sites are In‐Network Tier 1: o 52% Community‐based child care centers o 25% Family child care homes o 23% School‐based sites

Supports include: navigation, technical assistance, tiered reimbursement supplements, and professional development.

Types of professional development opportunities: o Career advising o SEEK scholarship (formal and informal training) o ACHIEVE salary supplements – there has been an increase in college credit pathway

awards

A chart was shown for areas of participation with WPB being the largest: 29 centers, 10 school‐based sites and 15 family child care homes: 2,389 children enrolled in WPB

A chart was shown with ethnicity and race data (multiple data sources), for the 10,223 children receiving school readiness funding or CSC scholarships (note: only largest groups listed): 41.6% African American, 26.7% Hispanic, and 15.8% Caucasian; 52.1% Black, 33.5% White and 14.4% Other. Ethnicity and race data for the 1,623 practitioners (note: only largest groups listed): 36.8% Hispanic/Latino, 35.1% Black/African American, 21.3% White/Caucasian

Q: Regarding the focus group result “Majority stated Strong Minds Network is meeting their expectations” – is that a strong majority or a slight majority? A: It is a frequent comment among all focus groups, the next slide gives more details.

Online survey sent to all participating programs, 74% responded. One of the survey questions asked how well Strong Minds met expectations and 75% of respondents stated it met expectations extremely well.

Feedback from Town Hall meetings and focus groups led to the following refinements in FY 17/18:

o Implementing a grace period policy – programs are given another assessment opportunity if they fall below In‐Network standard

o Technical Assistance framework added new content area focusing on quality learning environments

o Programs that have exited Strong Minds have been offered another opportunity to participate

o Enrollment opens in Spring 2018 for new programs to apply.


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Q: How much does CSC invest in Strong Minds? A: Investment, including the data system and all services, is $12.5 million. Q: Thank you for including Mayan and Haitian in the demographics for children served –

how was this data obtained? A: The Early Learning Coalition collects data for children receiving school readiness funding

and CSC scholarship funding. Q: How is teacher effectiveness measured? A: Measured with the CLASS tool, designed to measure the quality of interactions between

the teacher and the child. Q: We continue to mix up outcomes and process. CLASS measures the process. There

should be a correlation on high scores on CLASS and school readiness. Is there a correlation?

A: Research shows that there is a link between the actual quality of the teacher’s instruction – what a teacher does, their style of interaction, how they probe children’s responses to questions –that are directly linked to child outcomes. At the March 2018 Council meeting there will be a presentation on the Strong Minds year 3 evaluation that will show what is happening in Palm Beach County in this area.

Q: In terms of school readiness, not in terms of process. A: We are preliminarily looking at outcomes. Teachers are taking advantage of technical

assistance so that they can change their practices so the children benefit. Q: How often would an early childhood teacher expect their technical assistance specialist

to model for them? A: There is not a universal dosage, we are trying to individualize the approach. Depending on

the size of the center and the program leader, on average a technical assistance specialist would visit the classroom once every 2 weeks. There is an expectation that the practitioner will use and practice the approaches in between times.

Q: Do we do anything similar to “data chats” with the providers? It is my experience that many early childhood providers are overwhelmed with bureaucracy. If we are waiting for them to say they need help there may be a disconnect.

A: We do not wait for them to ask for help, the technical assistance specialist regularly checks in on them.

Q: Is there room for more children in this program? A: For the first time since March, 2016 we are opening it up for approximately 15 to 20 new

programs, up to 1,000 children. Q: There are approximately 10,000 children currently served by Strong Minds. How many of

them actually need help? A: 79% of the 10,000 are receiving public funding. Q: What is the number of free and reduced lunch participants in the School District? Is it

64%? A: I think we are higher than that. Q: Is there a correlation between free and reduced lunch and scholarships? A: We can look at that. Q: Do we have the funds to handle the new programs? A: It has been built into the budget. Q: This is where we need to spend the money. How many kids are we missing?


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A: We are going to have our open enrollment period soon; it will give an indication about how many programs want to apply.

Q: Do we encourage programs to apply? A: We look at the ELC child wait list to determine whether we need to target recruitment. Q: How do you notify the centers, etc., that the enrollment is imminent? A: They have their email on file with the Early Learning Coalition because they have a school

readiness contract, so we send an email blast. Anyone who has ever shown an interest is also given a personal call.

The School District will shortly be launching phase two of its strategic plan, part of which is in regards to pre‐kindergarten. CSC will be working closely with the School District as it launches its plan.

D. Election of Officers Current Officers: Chair – Tom Weber Vice Chair – Thomas Bean Secretary – Vincent Goodman

Tom Sheehan stated that nominations were by voice nomination either for the individual positions or for a slate of officers. There was a nomination to re‐elect the same slate of Officers. There were no further nominations.

A motion by Goodman/Lynch to re‐elect the same slate of Officers was approved by unanimous vote.

2. Minutes

A. January 25, 2018 Council Meeting

A motion by Bean/Martz to approve the Minutes of the January 25, 2018 Council meeting as presented was approved by unanimous vote.

3. Public Comment – Agenda Items – N/A

4. Council Committees:

Finance Committee ‐ three items were recommended for approval by the Finance Committee: Finance Committee Minutes of January 25, 2018; December 31, 2017 Financial Statements; and January 31, 2018 Financial Statements.

A motion by Goodman/Martz to approve the Finance Committee recommendations as outlined was approved by unanimous vote.

Mr. Lynch stated that the Finance Committee was finalizing the agreement with PFM to manage CSC’s money and that they hoped to have it for approval in March.

Personnel Committee

The Personnel Committee recommended approving the performance review of the Chief Executive Officer, Lisa Williams‐Taylor, Ph.D., with a merit increase of 5% and a student loan


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repayment of $18,500. Statistics were shared with regard to benchmarking the salary of the CEO to bring it in line with average salaries for CEO’s within the local health and human services arena.

The Personnel Committee recommended extending the days between the Christmas holidays and the New Year holiday as paid leave for CSC employees for the years 2019, 2020 and 2021.

A revised motion by Melvin/Goodman to approve the entire Personnel Committee report as presented was approved by majority vote. Council Member Rodriguez abstained from voting.

The Personnel Committee discussed diversity of the workforce; when recruiting CSC should look for diversity, and CSC is also committed to promoting from within. Further discussion for improvement in these practices will be ongoing. Lisa Williams‐Taylor, Ph.D. thanked the Council for its continued support and positive working relationship. She stated that the Council continued to motivate staff to higher achievement with their Council member feedback on a regular basis. She stated that she could not do her job without all of CSC staff, an amazing team to be working with.

5. Consent Agenda

1. Additions, Deletions, Substitutions – N/A

2. Items to be Pulled for Discussion – There were no Agenda items pulled for discussion purposes.

3. Adoption of the Consent Agenda and Walk‐in Warrants List

A motion by Lynch/Robinson to approve the Consent Agenda and the Walk‐in Warrants list was approved by unanimous vote.

A. Program

1. Resolution #18‐003 Authorizing an Extension Agreement for the BRIDGES Evaluation – Approved by Consent

B. Business

1. Warrants List – Approved by Consent

2. Resolution #18–002 Authorizing Spring 2018 School Book Distribution for “Happily Ever After Begins with Reading” Campaign – Approved by Consent

6. Non Consent Agenda

A. Business – N/A

B. For Informational Purposes Only – N/A

7. Walk‐In Items – N/A

8. Chief Executive Officer’s Report


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1. Council Meeting Follow Up – CPPA – The follow up related to scoring of administrative functions, program quality, and outcomes. A list of programs and each program’s type of CPPA was included, including links to the CPPA manuals. 64% of CPPA scoring relates to program fidelity and outcomes, and 16% is specifically looking at staff turnover and things like audit findings (administrative functions). A shift has been made over time regarding program performance.

Q: The CPPA scoring for Version 1 allows 20 percentage points for outcomes. The programs for Version 2 do not have contracted outcome measures. I want people to understand the difference between fidelity of implementation and outcome. We start out with all these well‐researched programs and they are implemented with fidelity, but perhaps they are the wrong medicine and it’s not a good match.

A: When we say there aren’t outcomes, these are not traditional programs that have a direct outcome. The ones that don’t have a direct outcome, e.g., technical assistance, have an

indirect outcome, with the final goal of having children ready for Kindergarten. We rarely see someone showing fidelity and not getting outcomes.

Q: It’s a question we have to answer. Previously we were way too heavy in process measures; I’m glad to see the change. In the report it talked about 64% relating directly to services with fidelity and outcomes, but I want to start with outcomes. If we are not getting the outcomes then we need to look at fidelity. If there is fidelity in implementation but we are not getting the outcomes then we need to back up and ask whether we are doing the wrong thing.

A: We completely agree with you.

2. Hurricane Irma Relief Follow Up – There had been questions in January about the hurricane Irma Relief, the CEO Report contains more information and clarification.

3. Information Building up to Planning Session – Client Counts – The Planning Session is in June this year therefore certain information is being provided in advance as a lead‐up to the Planning Session. By regularly providing information in this way, discussion at the Planning Session can be focused on the Strategy Review and Allocation Analysis (SRAA) outcomes, specifically looking at equity and diversity.

Client counts are typically shown at the Planning Session – in particular there were 15,507 unduplicated families in the Healthy Beginnings System; 6,600 were served in BRIDGES; and more than 23,000 benefited from scholarships or match funding for child care, after school, and summer camp.

Q: Regarding the BRIDGES numbers, is 6,622 the total number of children at all BRIDGES sites?

A: Yes. Q: And there are 10 BRIDGES programs? So only an average of 600 kids per program? A: It’s different in each community. It’s very concentrated so it’s therefore not an entire zip

code, it’s based on neighborhoods. At some BRIDGES we’ve expanded based on census tract areas, and some BRIDGES are branching out and broadening their reach.

Q: Do kids walk to the sites? A: Many do. The number of children per site has increased over the past year.

4. Head Start Match Funding – CSC has received its last year of County funding for Head Start


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Match. Over a five‐year period CSC has gradually assumed funding for the Head Start match and will now take over the full funding for the program. With CSC assuming the Head Start match funding it has allowed the County to start up the Youth Services division and allocate to programs for older children. Included in the report is how the County is using the funding, with expansion of mentoring, teen employability, expansion of middle school after school programs, summer programs, youth empowerment centers, and trauma‐informed care. There is some carry‐over funding, and the Birth to 22 Master Plan activities are earmarked for receipt of those dollars.

5. Great Ideas Initiative (GII) Success Story – Student ACES was one of 26 programs that received GII funding in 2017. The funding allowed expansion of Student ACES to Glades Central, Glades Day, and Pahokee high schools. Over the course of 6 months student athletes discussed ethics, morality, the power of attitude, commanding respect, earning trust, and self‐image.

6. CSC Recognized by Robert Wood Johnson Foundation – CSC was recognized by the Robert Wood Johnson Foundation (RWJ) in the report “What is Health Equity? And What Difference Does a Definition Make?” RWJ note CSC as an example of advancing health equity though its focus on early childhood.

7. CSC Contributes to Article in South Florida Business and Wealth Magazine ‐ CSC contributed to an article in the South Florida Business and Wealth magazine entitled “Mitigating the Damage”, about trauma and toxic stress in childhood and its long‐term effects on health and employment.

8. Birth to 22 Acknowledged in National Report – Birth to 22 was acknowledged in the national report “Building Beloved Communities for Black Men and Boys – Promise of Place”, highlighting Palm Beach County’s efforts to make a difference.

9. CSC Receives Regional Award from Head Start – The award was displayed.

10. CSC Delivers 15,000 Books to Schools – CSC received 18,000 free bonus books from Scholastic as a bonus from a previous order. Before the December break, 15,000 of those books were distributed to 27 elementary schools that have extended reading days. Of those 27 schools, 13 are BRIDGES linkage schools. Each student received a free book with a letter encouraging parents to read to their children during the break. Thank you letters were received from Starlight Cove Elementary which were passed around.

11. Palm Beach County School District Graduation Rates – Council members had at their places a copy of a School District flyer denoting the graduation rates of Palm Beach County’s children.

9. Legal Reports

At the January Council meeting there had been discussion regarding two issues on the Warrants list for the same item but with different amounts. The contract involved several parts: a set of specifications (76 pages) was sent out to a variety of printers that had been used previously and quotations were received. The vendor selected was for the lowest amount. Part of the requirement was to submit a proof. The issue was with the tabs – the first proof had the tabs folded in which was deemed not acceptable and the contract was rescinded. The contract was then given to the next vendor, who did submit an acceptable proof.


180222 Minutes.doc

The first vendor, however, initially had a contract, and there was a short turnaround time, so the vendor had ordered the paper for the job without the proof having yet been approved, hence a restocking fee was charged. The invoice for this was received today and it was for $900. We have also made the following procedural changes:

In the future if a contract is voided the equivalent PO will also be voided and it will not show on the Warrants list. The reason it was not voided in this instance was because there were expected costs (proof cost and restocking fee) and it would have been paid under that PO. The approval of a PO on the Warrants list is simply approval “up to” that amount. There will be a new PO on an upcoming Warrants list for the proof and restocking fee.

In situations where there is a proof required the contract will be subject to approval of the proof. In this case, there may have been a cost for the proof, but CSC would not have been liable for the restocking fee.

10. Public Comment – Non‐Agenda Items – N/A 11. Council Comments Vince Goodman thanked CSC staff for their work. Jose Luis Rodriguez, Esq. thanked the Council for the warm welcome. 12. Adjournment

The meeting was adjourned at 5:38 p.m. ________________________________ _________________________________________ Vincent Goodman, Secretary Lisa Williams‐Taylor, Ph.D., Chief Executive Officer

#: 2 AGENDA ITEM SUMMARY

March 29, 2018 Council Meeting

AGENDA ITEM: 5A(1)

TITLE: Consent Agenda – Program FY 2017‐18 Computer Replacement Initiative Contract between CSC and Nonprofits First

CSC STAFF: Kasha Owers, Director of Program Performance

SUMMARY:

For the last several years CSC has contracted with Nonprofits First (“NPF”) to manage the Computer Replacement Initiative. Under this contract, NPF manages the inventory for computers purchased for staff positions that CSC funds at 50% or more and provides replacements every five years.

In November, NPF informed CSC that it is not able to fulfill the terms of its contract for the remainder of FY 2017‐18 due to IT staffing changes. NPF has elected to outsource its own IT services.

CSC has assumed the responsibilities of managing the inventory and replacing computers. CSC has been working with NPF to ensure a smooth transition and there has been no interruption to the schedule of replacements. Providers impacted by this change were notified and CSC is working to ensure that inventory records provided by NPF are accurate. Once the inventory is reconciled and complete, CSC will catalog this data for current and future use. CSC will develop a Memorandum of Agreement between each provider organization and CSC for the purchase of the replacement computers.

FISCAL IMPACT:

The funds to support computer replacements via a Memorandum of Agreement between CSC and each provider organization will come from the funding allocated in the FY 2017‐18 strategy budget for Nonprofits First (Computer Replacement Initiative).

RECOMMENDATION:

For informational purposes only; no action required.



AGENDA ITEM: 5A(2)

TITLE: Consent Agenda – Program Resolution #18‐004 Authorizing Allocation Increase for The Children’s Place at HomeSafe, Inc. ‐ Healthy Beginnings Entry Agency

CSC STAFF: Elizabeth Clark, Program Officer

SUMMARY:

The Children’s Place at HomeSafe, Inc. dba Homesafe, Inc. (“HomeSafe”) is one of two CSC‐contracted Healthy Beginnings Entry Agencies. HomeSafe is the designated Entry Agency for families with children ages 0‐5, operating as a centralized intake and referral agency. As such, it is responsible for conducting assessments, evaluating the needs of families and connecting them to appropriate prevention and early intervention services. In order to fulfill its mission, HomeSafe conducts outreach activities to engage families, uses a variety of assessment tools to determine the strengths and needs of families, and matches them with appropriate services.

Over the past several months, CSC and HomeSafe have worked together to enhance partnership opportunities with stakeholders such as Head Start and the Early Learning Coalition, along with the childcare centers they support. The goal of these efforts is to ensure that children in these settings are identified and referred to early childhood education and prevention services in a timely fashion.

Because of these efforts, the number of families identified as needing services in these settings has significantly increased thereby requiring HomeSafe to serve a higher volume of families. Demand for HomeSafe’s services has also increased due to added responsibilities created by the addition of new programs to our Healthy Beginnings System. These responsibilities include conducting a variety of screenings to a larger number of families, as well as appropriate placement in the newly created programs.

In order to ensure that families can receive a screening and referral services without undue delay, staff recommends adding three positions to the HomeSafe assessment team effective April 1, 2018. The proposed positions include one supervisor and two developmental consultants. An allocation increase in the amount of $85,000 is requested to fulfill these staffing needs.

FISCAL IMPACT:

The total cost of funding this item for this fiscal year 2017‐2018 is $145,000. The allocation for this fiscal year for HomeSafe is $2,831,522. HomeSafe currently has confirmed under‐expenditures in the amount of $60,000. As such, staff is seeking an increase to the FY 2017‐2018 allocation in the amount of $85,000. The funds for this increase were budgeted in the Program Strategy Budget, line item Home Safe Developmental Consultant in anticipation of these additional staffing needs, and approved by the Council on September 28, 2017. The annualized cost of this increase for FY 2018‐2019 will not exceed $275,000, and will be subject to the Council’s annual TRIM and budget approval process.

RECOMMENDATION:

I recommend the Council approve Resolution #18‐004 authorizing the Chief Executive Officer to execute an amendment to the agreement with HomeSafe, Inc. for additional funding in an amount not to exceed $85,000 effective April 1, 2018 through September 30, 2018.

18‐004 HomeSafe, Inc. Allocation Increase

RESOLUTION #18-004

RESOLUTION OF THE CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY AUTHORIZING AN INCREASE TO ALLOCATION TO THE

CHILDREN’S PLACE AT HOMESAFE, INC.

WHEREAS, due to enhanced partnership opportunities with stakeholders such as

Head Start and the Early Learning Coalition, the Children’s Services Council of Palm

Beach County (the Council) has recognized that Children’s Place at HomeSafe, Inc. (The)

dba Homesafe, Inc. (“HomeSafe”) has a significantly higher number of families identified

as needing services; and

WHEREAS, to ensure that families can receive a screening and referral services

without undue delay, staff recommends adding three positions to the HomeSafe

assessment team effective April 1, 2018; and

WHEREAS, HomeSafe, Inc. agrees to such a staffing increase.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF THE CHILDREN’S

SERVICES COUNCIL OF PALM BEACH COUNTY, that the Chief Executive Officer is

authorized to enter into the necessary agreement(s) with HomeSafe, Inc. for addition of

three assessment team positions in an amount not to exceed $85,000 for the period April

1, 2018 through September 30, 2018, on behalf of the Council.

The foregoing Resolution was offered by Council Member ___________________

who moved its adoption. The motion was seconded by Council Member

_______________________ and upon being put to a vote, the vote was as follows:

Thomas eanBPaulette Burdick Donald E. Fennoy, II, Ed.D. Vincent Goodman Thomas E. Lynch James Martz Vern Melvin Debra Robinson, M.D. Jose Luis Rodriguez, Esq. Thomas P. Weber

The Chairman thereupon declared this Resolution duly passed and adopted this 29th day of March, 2018.

APPROVED AS TO FORM AND LEGAL CHILDREN’S SERVICES COUNCIL SUFFICIENCY OF PALM BEACH COUNTY

BY: ___________________________ BY: ___________________________ Thomas A. Sheehan, III Thomas P. Weber, Chair Attorney for Children’s Services Council of Palm Beach County

BY: ____________________________ Lisa Williams-Taylor, Ph.D. Chief Executive Officer



AGENDA ITEM: 5A(3)

TITLE: Consent Agenda – Program Resolution # 18‐005 Consenting to the Assignment of the Strong Minds Outcome Evaluation Agreement to WeEval LLC

CSC STAFF: Xuejin Lu, Evaluation Officer

SUMMARY:

On December 1, 2016, Children’s Services Council entered into an agreement with Dr. Jianping Shen to conduct a multi‐year independent outcome evaluation of the Strong Minds (“SM”) Network beginning December 1, 2016 through March 31, 2020. This evaluation will provide evidence on the effectiveness of the implementation and outcome achievement of the SM Network. The evaluation results will be used to demonstrate the accountability of the SM Network and support continuous improvement.

The current Agreement has Dr. Jianping Shen listed as the contractor who will provide the evaluation services. Dr. Shen has registered WeEval LLC with the state of Michigan as an individual/sole proprietor or single‐member LLC and has an Employer Identification Number issued by the IRS as the entity he wishes to use for evaluation contracts. Dr. Shen has chosen to assign all aspects of the Strong Minds Outcome Evaluation Agreement to WeEval LLC, subject to approval of the Children’s Services Council. Staff recommends approval of this assignment of contract provided that the evaluation services to be provided by WeEval LLC are provided solely through Dr. Shen.

Assuming the Council approves, effective April 1, 2018, WeEval LLC will assume the Strong Minds Outcome Evaluation’s obligations for the existing agreement with the Children’s Services Council.

FISCAL IMPACT:

None, the cost of the contract is unchanged.

RECOMMENDATION:

I recommend the Council approve Resolution #18‐005 consenting to the assignment of the CSC Agreement for the Strong Minds Outcome Evaluation from Dr. Jianping Shen to WeEval LLC effective April 1, 2018, and authorizing the Chief Executive Officer to execute the necessary documents for such an assignment.

RESOLUTION #18-005

RESOLUTION OF THE CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY CONSENTING TO THE ASSIGNMENT OF THE CONTRACT

FOR DR. JIANPING SHEN TO WEEVAL LLC

WHEREAS, the Children’s Services Council of Palm Beach County (the Council)

had entered into an agreement with Dr. Jianping Shen to conduct a multi-year

independent outcome evaluation of the Strong Minds (SM) Network which began

December 1, 2016 and is scheduled to continue through March 31, 2020; and

WHEREAS, Dr. Shen has registered WeEval LLC with the state of Michigan as an

individual/sole proprietor or single-member LLC and wishes to use this company name for

all evaluation contracts; and

WHEREAS, Dr. Shen, subject to the Council’s approval, wishes to assign his multi-

year agreement to WeEval LLC; and

WHEREAS, the Council approves such an assignment of contract provided that

the evaluation services to be provided by WeEval LLC are provided solely through Dr.

Shen; and

WHEREAS, WeEval LLC desires to assume such services for CSC.



authorized to execute the necessary documents consenting to the assignment of the CSC

contract for evaluation of the Strong Minds (SM) Network from Dr. Jianping Shen to

WeEval LLC, effective April 1, 2018.

The foregoing Resolution was offered by Council Member _________________






BY: ___________________________ BY: ___________________________ Thomas A. Sheehan, III Thomas P. Weber, Chair Attorney for Children’s Services Council of Palm Beach County BY: ____________________________

Lisa Williams-Taylor, Ph.D. Chief Executive Officer



AGENDA ITEM: 5A(4)

TITLE: Consent Agenda ‐ Program Resolution # 18‐006 Authorizing Mentoring Mini Grant Funding

CSC STAFF: Amy Blechman, Program Officer

SUMMARY:

United Way of Palm Beach County’s (“UWPBC”) Mentor Center serves as the anchor of the Palm Beach County Mentor Network, a professional affiliation of 31 formal mentor programs working together to elevate mentoring in the community. The Mentor Center provides ongoing mentoring program oversight, support and technical assistance to in‐county mentoring programs, and direct funding to 15 of these 31 programs.

In January of 2018, UWPBC issued a Request for Proposals (RFP) inviting non‐funded mentor programs to apply for mini grants to help improve quality and increase capacity to serve more children. UWPBC received 24 requests totaling $110,662. Proposals included requests for money to support mentor recruitment, screening, training, and technology to support the program in meeting the six Elements of Effective Practice in Mentoring.

The funding requests exceeded the amount of funding available. The purpose of this agenda item is to request that UWPBC’s FY 2017‐18 contract for mentoring be increased by up to $60,000 to allow for 17 additional programs to receive this mini grant funding. It is anticipated that awards will range from $1,000 to $5,000. Funds must be spent by August 31, 2018.

FISCAL IMPACT:

The total cost of funding this item for FY 2017‐18 is $60,000; the contract amount will increase from $1,431,288 to $1,491,288. Funds to support this agenda item are budgeted in the strategy budget in the Other Program Services line item.

RECOMMENDATION:

I recommend the Council approve Resolution #18‐006 authorizing the Chief Executive Officer to enter into the necessary agreement(s) for an increase to the United Way of Palm Beach County’s FY 2017‐2018 Mentoring contract in an amount not to exceed $60,000 to support non‐funded mentoring programs as they seek to improve quality and increase capacity, effective April 1, 2018 through September 30, 2018.

RESOLUTION #18-006

RESOLUTION OF THE CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY AUTHORIZING AN INCREASE TO ALLOCATION TO THE UNITED WAY OF PALM BEACH COUNTY, INC. FOR MENTORING MINI GRANTS

WHEREAS, the United Way of Palm Beach County (“UWPBC”) serves as the

anchor of the Palm Beach County Mentor Network providing ongoing mentoring program

oversight, support, and technical assistance to in-county mentoring programs; and

WHEREAS, UWPBC issued a Request for Proposals inviting non-funded mentor

programs to apply for mini grants to help improve quality; and

WHEREAS, the funding requests received by UWPBC exceeded the amount of

UWPBC funding available, and the Children’s Services Council of Palm Beach County

(the “Council”) would like to make a one-time allocation increase in order to fund all mini-

grant requests received; and

WHEREAS, UWPBC desires to find all mini-grant requests received.



authorized to enter into the necessary agreement(s) with United Way of Palm Beach

County for mini grant funding in an amount not to exceed $60,000 for the period April 1,

2018 through September 30, 2018, on behalf of the Council.

The foregoing Resolution was offered by Council Member ___________________






BY: ___________________________ BY: ___________________________ Thomas A. Sheehan, III Thomas P. Weber, Chair Attorney for Children’s Services Council of Palm Beach County BY: ____________________________

Lisa Williams-Taylor, Ph.D. Chief Executive Officer



AGENDA ITEM:

TITLE:

CSC STAFF:

5B(1)

Consent Agenda – Business

Debbie Heim, Chief Financial Officer

RECOMMENDATION:

I recommend the Council approve the Warrants List, in accordance with the established budgets for each of the expensed items, as presented.

Children's Services Council

Warrant - Walk In (revised)

March 29, 2018

PO Number Vendor Total

PO-18-919 American Express AECPC $74.04

PO-18-920 Philliber Research Associates $2,785.00

PO-18-921 Office Depot $208.18


PO-18-923 American Express AECPC $1,030.00


PO-18-925 Publix Super Markets $7.96


PO-18-927 Amazon.com $21.58



PO-18-930 Manhattan Trophy $36.48


PO-18-932 Luciana Dias $9.76


PO-18-934 Delores G Haynes $18.53


PO-18-936 LaNita Sanders $78.15

PO-18-937 LaNita Sanders $135.58


PO-18-939 Kaeser and Blair $10,285.68

PO-18-940 Palm Beach Newspaper $24.08

PO-18-941 CDW Government $3,702.05

PO-18-942 Lisette Usborne $59.53

PO-18-943 Danielle Kosek $120.21

PO-18-944 Katherine Camet $139.31

PO-18-945 Esperanza Gomez $142.32




PO-18-949 Racial Equity Institute $5,000.00

PO-18-950 International Business Machine Corp. $10,578.20

PO-18-951 American Express BTA $419.59

PO-18-953 Robert Kurimski $219.23


PO-18-955 Debbie Manigat $144.00

PO-18-956 The Beacon Group $3,900.00

PO-18-959 Allison Ronayne $122.95

PO-18-960 Ricky Aiken

Description

Meeting Supplies Program Interviews

Payment Evaluation Consulting Services

Office Supplies staff

Name tags new council members

Institute of Real Estate Management (IREM) annual dues 2018

Meeting Supplies Employee Appreciation from BJs March 2018

Meeting Supplies Employee Appreciation from Publix

Sponsorship - Friend's Level 1/2 page Ad Leadership PBC event

Floating Frames Council Member recognitions

Meeting supplies Employee Recognition

2018 Sunshine Law, Public Records & Ethics CLEs Tom Sheehan

Manhattan Trophy - Plates Council member Dr. Avossa plaque

Registration Ready 21 Conf. April 18-20 2018 - Six staff members attending

Mileage Reimbursement March

Name Plate Council Member Donald Fennoy


Meeting Supplies Program Interviews

Mileage Reimbursement February


Flexispot standing desk L. Sanders

12000 EveryParentPBC yellow sports sacks

Palm Beach Post legal ad Early Childhood Cabinet 3/23/18

Sennheiser TeamConnect wireless speaker phone conference rooms

Travel reconciliation Business Writing Davie FL 3/22

Consultant D. Kosek travel reconciliation Triple P Training Raleigh NC 3/18

Consultant K. Calmet travel reconciliation Triple P Training Raleigh NC 3/18

Consultant E. Gomez travel reconciliation Triple P Training Raleigh NC 3/18

Sponsorship Palm Healthcare Foundation

Annual Subscription Sun Sentinel

2 stock images Shutterstock Amy Lora

Payment Training April 2-3, 2018

IBM SPSS Renewal Research Evaluation

Consultant B. Richards airfare Promoting Maternal Mental Health during Pregnancy from 5/9

Travel Reimbursement Agenda 18 Miami FL 3/19

R. Kurimski parking Agenda 18 Miami FL 3/20, 3/21

Travel reconciliation Conference Child, Adolescent Young Adult Behavioral Tampa FL 3/4

Property Appraisal for Insurance Renewal


Honorariaum Business Leaders Breakfast PBC Most Promising Startups $500.00

Strong Minds Allocations

New Agencies


March 29, 2018

Warrant Payable To Description Amount

TR271ABC ABC Playschool Child Care Reimb Exp Feb 18 - Mar 18 $4,384.80

TR278EH Education & Health Providers dba Kid's Reimb Exp Mar 18 $4,698.00

TR268WJA FL Conference Assoc of Seventh-Day Reimb Exp Feb 18 - Mar 18 $904.80

TR274GL God Loving Hand Christian Academy Reimb Exp Feb 18 - Mar 18 $417.60

TR267JM Janice Morgan Reimb Exp Feb 18 - Mar 18 $278.40

TR269KE Kidz Exploration Center Reimb Exp Feb 18 - Mar 18 $6,333.60

TR260KR Kids R Kreative Learning Center Reimb Exp Feb 18 - Mar 18 $8,700.00

TR275LS La Shawn Anderson dba Shay Love Reimb Exp Feb 18 - Mar 18 $416.00

TR277MO Mount Olive Baptist Church Reimb Exp Feb 18 - Mar 18 $1,392.00

TR276RM RMR Enterprises dba A Kid's World Reimb Exp Feb 18 - Mar 18 $2,992.80


Warrants List

March 29, 2018

PO Number Description Total

PO-18-763 Book, Modular Plug & Event Supplies $94.67

PO-18-764 3000 Creole Triple P & Teen Triple P Rack Cards $292.00

PO-18-765 Nameplate new Council Member Rodriguez $24.11

PO-18-766 Meeting Supplies Coordination Team Meeting $105.30

PO-18-767 5000 BRIDGES door hangers $1,192.00

PO-18-768 Consultants E. Gomez, K. Calmet, D.Kosek airfare Triple P Training Raleigh NC 3/18 $1,404.67

PO-18-769 EveryParent banner $87.00

PO-18-770 M. Abarca A. Lora airfare CSSP Dulce Mtg. Los Angeles CA 3/25 $1,153.20

PO-18-771 Lunch & Learn @ MHA of PB County on March 6th $30.00

PO-18-772 Meeting supplies NIGP training $78.02

PO-18-773 Proof & restocking fee cancelled New Mom Guide order $900.00

PO-18-774 Accessories e-Learning video equipment $148.60

PO-18-775 Conflict Resolution Training $1,000.00

PO-18-776 Council meeting supplies $6.00

PO-18-777 M. Abarca hotel baggage taxi parking DULCE mtg. Los Angeles CA 3/25 $897.72

PO-18-778 Mileage Reimbursement February 2018 $78.37

PO-18-779 D. Manigat reg. rental car gas hotel Research & Policy conference Child Behavioral Health Tampa FL 3/4 $1,527.19

PO-18-780 B. Halleck registration Increasing Web Survey Response rates webinar 2/20 $175.00

PO-18-781 Mileage Reimbursement February $10.03

PO-18-782 Consultants E. Gomez, K. Calmet, D. Kosek hotel Triple P training Raleigh NC 3/18 $1,131.39

PO-18-783 Digital Media Plan, Placement & Monitoring $5,097.84

PO-18-784 Mileage Reimbursement January 2018 $16.13

PO-18-785 Meeting Supplies Program Learning Day 2/27/18 $53.96

PO-18-786 T. Palmer travel reimbursement Center Study of Social Policy EC-LINC Washington DC 2/7 $67.00

PO-18-787 Computer Replacement Initiative $3,340.00


PO-18-789 45,000 EveryParent App Cards Reprint $1,378.00

PO-18-790 1095C Health Ins Reports/Aatrix $196.63

PO-18-791 Consultant M. Miranda airfare reimbursement DULCE meeting Los Angeles CA 3/25 $548.71


PO-18-793 Lift Station / annual license / DOH / PBC $204.86

PO-18-794 Annual Doodle Premium license Administrative Services 2/28/18 - 2/28/19 $299.00

PO-18-795 Translation of phrases to Creole program videos $125.00

PO-18-796 Translation layout of New Baby Guide to Creole $3,889.45

PO-18-797 United Way Sponsorship Business Pre-Event Sponsorship Birth to 22 $5,000.00


PO-18-799 Memo Card Holders Employee Recognition $53.19

PO-18-800 Wireless Mice & Tablecloths $250.52

PO-18-801 Consultant Neil Boris rental car hotel Orlando Infant Mental Health presenter 3/14 $241.43

PO-18-802 Laptop case $36.99

PO-18-803 3000 Jute Bags HMHB $12,010.81

PO-18-804 20,000 Get your Green On Labels Mental Health Awareness Month May 2018 $564.88

PO-18-805 500 Save Date postcards $149.72

PO-18-806 Blue Cardstock $39.95

PO-18-807 Monthly Mileage February 2018 $77.66

PO-18-808 Mileage Michelle LeWay $11.45

PO-18-809 2nd Floor Patio Supplies $13.48

PO-18-810 M. Guthrie registration Ready by 21 West Palm Beach FL 4/18 $523.19

PO-18-811 S. Emerson registration hotel luggage taxi Community Schools Forum Baltimore MD 5/1 $1,872.98

PO-18-812 Consultant C. Allen Airfare Equity Summit Chicago Il 4/10 $496.00

PO-18-813 Association of Certified Fraud Examiners ACFE- Annual Membership Dues $205.00

PO-18-814 Investment Advisory Agreement $40,000.00

PO-18-815 Upgrade electrical new water heater add disconnect switch $938.01

PO-18-816 Meeting Supplies BRIDGES Event on 3/6/18 $11.96

PO-18-817 EchoSpan Inc. Software License $1,724.00

PO-18-818 Postage Added to Machine $2,000.00

PO-18-819 S. Emerson airfare Community Schools Baltimore MD 5/1 $320.50



PO-18-822 Meeting Supplies BRIDGES Event 3/6/18 $235.46


PO-18-824 Office Supplies Employee Appreciation Event $67.38

PO-18-825 E. Clark registration hotel airport parking Florida Perinatal Collaborative Tampa FL 4/19 $462.00

PO-18-826

Vendor

Amazon.com

MDH Graphic Services

American Express CPC



American Express BTA

Minuteman Press



Publix Super Markets

Clear Copy


The Pontis Group



Deidra Gibson



Patricia Hahn


Palm Beach Newspaper

Elizabeth Clark


Tanya Palmer

The ARC of PBC




Marisol Miranda




Junction International

Junction International

United Way PBC

Shana Cooper


Amazon.com


Amazon.com

Promowearhouse

Minuteman Press

Banyan Printing

Amazon.com

Yasmin Mendoza

Michelle LeWay





Kathy Lembovski

PFM Asset Management

MSP Electric



Mailroom Finance/ Neopost


Jon Burstein

Maria Peralta


Randy Palo



United Fire Protection Required clean agent semi-annual inspection $350.00


Warrants List

March 29, 2018


PO-18-828 Life Safety Management $365.42


PO-18-830 The Ounce of Prevention Fund $540.00

PO-18-831 American Express CPC $450.00


PO-18-834 Alisha Winn $203.00

PO-18-835 Center for Child Counseling $2,500.00

PO-18-836 Christian Allen $203.00

PO-18-837 Ron Bazil $46.82


PO-18-839 Compass Evaluation and Research $8,200.00



PO-18-842 Deborah Newell $213.30

PO-18-843 Christine Potter $94.07

PO-18-844 John Soria $118.00

PO-18-845 Neil W Boris $4,000.00


PO-18-847 Tanya Palmer $20.98

PO-18-848 American Express $3,197.36

PO-18-849 Buckeye Plumbing $1,004.71


PO-18-851 Shaundelyn Emerson $200.23


PO-18-853 Triple P America $7,185.00

PO-18-854 Amazon.com $174.83



PO-18-857 American Express $680.75


PO-18-859 W.B. Mason $285.78

PO-18-860 Compass Evaluation and Research $68,100.00

PO-18-861 Americaneagle.com $6,000.00


PO-18-863 Eco-Products $1,822.95

PO-18-864 Minuteman Press $614.79







PO-18-871 Centrify Corporation $3,062.40


PO-18-873 CDW Government $400.75

PO-18-874 Clear Copy $572.00

PO-18-875 Sharon Tozzi $170.34


PO-18-877 Amazon.com $239.33


PO-18-880 Katherine Lembovski $16.62

PO-18-881 Housing Partnership $1,200.00

PO-18-882 Lina Galiano $25.07




PO-18-886 Elizabeth Cayson $153.13




PO-18-890 Cheryl L. Jacobs $219.90




PO-18-894 MSP Electric

Elizabeth Clark airfare Florida Perinatal Collaborative Tampa FL 4/19

Work order per FM repair leak at FS pendant fs 2nd fl closet

Office Depot Anti-Fatigue Mat Standing Desk

Pinwheels - 4 boxes ordered KidSafe @ CSC discounted rate

Consultant L. Brown registration fee Equity Summit Chicago IL 4/11

Office Supplies Employee Appreciation Foam Tape & Glue

Consultant A. Winn travel advance Equity Summit Chicago Il 4/11 check ready April 4th please

HSSF Center Child Counseling, Inc. Lead Fight Breakfast

Consultant C. Allen travel advance Equity Summit Chicago IL 4/11 check ready April 4th please

February Travel Reimbursement

M. Roedel Apple Store charges Texas

Amendment to agreement Bridges evaluation

Folding Hand Truck Bungee Cord Photography Equipment

M. Guthrie baggage taxis Aligning Networks to Enable Every Student to Thrive Conf. Houston TX 1/31

Consultant D. Newell travel reimbursement Triple P Conference Santa Rosa CA 2/27

Mileage reimbursement Feb. 2018

Consultant J. Soria travel reimbursement Triple P Conference Santa Rosa CA 2/27

Training Infant Mental Health

HMHB/Home Safe Outreach Marketing Sponsorship Black Gold Jubilee

Mileage Reimbursement Tanya Palmer

Replacement display 250 conference room

Install 50 gal water heater replumb add 3/4 valves recirc piping

PMI Membership Renewal

February Mileage Reimbursement

LaNita Sanders Uber Race Equity Parent Leadership Convening Oakland CA 1/24

Triple P Open Enrollment Training Registration March 2018 - E. Gomez, K. Calmet, D. Kosek

Extra Thick Index Cards, HDMI Cable, TV Wall Mount

Annual Renewal - Apple Developer Program

R. Kurimski hotel 2018 CXO Media Inc. Miami FL 3/19

D. Haynes hotel rental car gas FAHSC Meeting Sarasota FL 4/16

Office coffee supplies staff

Coffee supplies staff

Evaluation of Bridges

Hawk Search Fees

R. Kurimski parking 2018 CXO Media Inc. Miami FL 3/19

Plates, Cups & Utensils staff

80 Child Abuse Prevention Pinwheel signs

Consultant B. Richards hotel rental car Promoting Maternal Mental Health during Pregnancy

Consultant B. Richards airfare Promoting Maternal Mental Health during Pregnancy from 5/9

R. Garcia airfare ESRI Conference Los Angeles CA 4/3

R. Garcia baggage hotel rental car gas airport parking ESRI conf. Redlands CA 4/3

Consultant P. Prata registration hotel Florida Perinatal Collaborative conference Tampa FL 4/19

J. Bartosek Registration Chamber of Commerce March Breakfast

Centrify SSO Yearly Maintenance Support

Reprint 5000 SafeMap App cards

HP LaserJet Printer, toner, USB cable new CFO

2000 Eng & 1000 Span Domestic Violence brochures

S. Tozzi travel reimbursement Human Capital Instiute Miami FL 2/27

S. Tozzi parking Human Capital Institute Miami FL 2/27

Outdoor event supplies Comm & kitchen supplies staff

Meeting Supplies Program Screens

Travel Reimbursement February

Rebilling Stipends paid to Stonybrook Resident Leaders


Meeting Supplies Program Screening

Office Supplies

Laptop sleeves & lithium batteries

Travel Reimbursement February

7710 Safe Kids Day flyer w/custom packing

Office Supplies Communications

Consultant P. Prata from HomeSafe airfare Florida Perinatal Quality Collaborative Tampa FL 4/19

Consultant C. Jacobs travel reimbursement FSU Train Trainer Orlando FL 3/15

Consultant C. Jacobs hotel FSU Train Trainer Orlando FL 3/25

J. Bartosek registration hotel rental car gas Fl Chamber Bus. Leaders Summit Prosperity Orlando FL 5/1

Lisa Williams-Taylor hotel Fl Chamber Bus. Leaders Summit Prosperity Orlando FL 5/1

Conduit, wire, fixtures building storage, separate 3-way, add single circ to west side, code compliant $2,417.00


Warrants List

March 29, 2018

PO-18-895 John Bartosek Mileage Reimbursement Febuary 2018 $67.29

PO-18-896 American Express CPC 1000 Everyparentpbc.org Smartphone holders $874.92

PO-18-897 Amazon.com Replace Batteries video equipment $118.08

PO-18-898 Tempera Graham Mileage Reimbursement February 2018 $25.41

PO-18-899 American Express CP&P, FAIMH, & ECC Event featuring Dr. Neil Boris $48.82

PO-18-900 CDW Government SonicWall SOHO FW/VPN $266.96

PO-18-901 Alpha Media WEAT-FM Digital Photo Booth @ Storybook Village, CityPlace 3/11/18 $500.00

PO-18-902 Publix Super Markets Meeting Supplies Strengthening Trauma-Informed Systems Children Event 3/15/2018 $99.07

PO-18-903 Lisa Williams-Taylor Lisa Williams-Taylor Reimbursement Parking attending UW Board of Directors Meeting 3/15 $5.00

PO-18-904 Christina Hallyburton Mileage Reimbursement February 2018 $62.59

PO-18-905 American Express CPC Birth to 22 Step & Repeat banner Ready x 21 Business Breakfast $942.26

PO-18-906 American Express CPC L. Fleischman membership renewal American Evaluation Association $109.00

PO-18-907 Christina Hallyburton T. Hallyburton travel reconciliation Triple P Conference Santa Rosa CA 2/27 $243.05

PO-18-908 MDH Graphic Services Reprint 4000 Drowning Prevention Brochures $642.00

PO-18-909 Banyan Printing Reprint 250 Save Date Postcards Ready x 21 $110.58

PO-18-910 Irene Apolinar Mileage Reimbursement February 2018 $21.87

PO-18-911 American Express CPC Sponsorship I Love Pahokee Day $200.00

PO-18-912 American Express CPC HOTJAR Analytics tools EveryParentPBC.org $203.00

PO-18-913 American Express CPC PBCMS Heroes In Medicine Full Page Ad in Program $750.00

PO-18-914 Proforma Communications Group 20000 Literacy Coalition Stickers $1,027.00

PO-18-915 American Express CPC Repair & replace wiring harness at 2nd floor fridge breakroom $79.00

PO-18-917 Shana Cooper Mileage Reimbursement March 2018 $51.76

PO-18-918 Sean am Marine Services Annual oil, filter, fuel change at emergency generator $1,421.08



AGENDA ITEM: 5B(2)

TITLE: Consent Agenda ‐ Business Proclamation Recognizing April 2018 as Child Abuse Prevention Month

CSC STAFF: Marsha Guthrie, Community Planning and Partnership Officer; Laura Fleischman, Evaluation Officer

SUMMARY:

In FY 2016‐2017, nearly 1,450 children were verified victims of child abuse and neglect in Palm Beach County. Nearly half of the verified victims were children under the age of 5, and nearly 83 percent were under the age of 13. Children are vital to our county’s future success, prosperity and quality of life, as well as being our most vulnerable assets. Although there has been a 10.5 percent decrease in the number of children removed from their homes and placed in the foster care system, there is still an insufficient number of foster families to care for them; only 275 active families at the close of 2017. In recognition of April as Child Abuse Prevention Month, Children’s Services Council and its community partners are taking steps to raise awareness and share relevant data, information and prevention tips.

For the past eight years, Children’s Services Council has collaborated with the Florida Department of Children and Families and the local community‐based care organization, ChildNet Inc., to lead child abuse prevention planning efforts under the county’s Child Abuse Prevention & Permanency Plan (CAPP). CSC co‐chairs the CAPP and in this role works with local, state and regional stakeholders to examine, identify and implement strategies to reduce child maltreatment in the county. Improvements noted in the past three years include:

Improved partnerships with community stakeholders such as Birth to 22: United for BrighterFutures, the CSC Healthy Beginnings System and the county’s Child Abuse Death Review team.

A significant decrease in the county’s verified child abuse rate from 11.5 per 1,000 in the 2015CAPP, to 5.3 per 1,000 now. The targeted rate at the end of the current CAPP 2020 is 9 per1,000, so we are already far out‐performing the target with two years remaining in the currentplan.

A nearly 50 percent decrease in child deaths because of the collaborations of Birth to 22 and itspartners. The top two causes of child deaths are unsafe sleep and drowning, both of which arepreventable deaths.

Improved service delivery to children who are involved with both the child welfare and juvenilejustice systems. We recognize that children who are in both systems have increased likelihoodof experiencing abandonment, neglect and trauma, which can have lasting impacts.

To build awareness about Child Abuse Prevention, proclamations have been accepted throughout the community, proclaiming April as Child Abuse Prevention Month beginning with the Palm Beach County Board of County Commissioners on March 13, and the Circuit 15 Community Alliance on March 19. Other steps include the following:

On Wednesday, April 4, 2018, from 3 to 5 p.m., Palm Beach County Unites for Children will kickoff Child Abuse Prevention Month with the fourth annual forum to address the crisis faced byabused, abandoned and neglected children. This year’s forum will focus on prevention and a callto action for the community to become ambassadors for Child Abuse Prevention.



On Tuesday, April 10, ChildNet will host its 2018 Care for Kids Luncheon. Registration is at:https://www.childnet.us/portal/upcoming‐events?EV=185

CSC purchased more than 6,000 blue pinwheels to highlight prevention of child abuse andneglect. These will be planted in “gardens” around the county, including the front lawn spacehere at Children’s Services Council, with appropriate signage to inform the public on the issue.

Throughout April, each BRIDGES and their communities have activities planned, such as bluepinwheel gardens; wear blue on Wednesdays (April 4, 11, 18 and 25); capacity building forparents to share information on how child abuse and neglect affects children and familiesmentally, emotionally and physically; and other creative family activities to spread awarenessabout child abuse prevention.

Children’s Services Council Communications team and BRIDGES will promote child abuseprevention tips and information on social media.

Effective child abuse prevention strategies succeed because of partnerships created among citizens, governments, schools, faith communities, health care providers, civic organizations, law enforcement agencies and the business community. Children’s Services Council is proud to stand with our community partners to bring awareness to this issue.

FISCAL IMPACT:

None

RECOMMENDATION:

I recommend the Council approve this Proclamation to raise awareness and recognize April 2018 as Child Abuse Prevention Month.

PROCLAMATION

DECLARING APRIL 2018 AS CHILD ABUSE PREVENTION MONTH

WHEREAS, nearly 1,450 children in Palm Beach County were victims of verified child

abuse and neglect in 2016-2017, creating an overall child abuse rate for the county of 5.3 per

1,000, down from 5.6 per 1,000 last year; and,

WHEREAS, nearly half of those abused and neglected children are under the age of 5,

and nearly 83 percent of them are under the age of 13; and

WHEREAS, African-American children represent 28.4 percent of children under age 5 in

Palm Beach County, they represent nearly 40 percent of the victims of verified child abuse;

and

WHEREAS, this year in Palm Beach County, 644 children were removed from their

homes because of abuse, and there are only 275 active foster families to care for them – fewer

than last year; and

WHEREAS, Palm Beach County has seen fewer children removed from their homes – a

10.5 percent decrease in children placed in the foster care system than last year, and a strong

15.9 percent decrease since 2015-2016; and

WHEREAS, slightly fewer children were placed with relatives and family members, the

most preferred placement in removals – 53.4 percent compared to 54 percent last year, a

significantly smaller percentage were placed in residential homes, the least preferred option –

13.6 percent this year compared to 21.1 percent last year; and

WHEREAS, the still-growing use of opioids contributes to incidents of child abuse and

neglect when children are present in the home of drug users; and

WHEREAS, children who suffer abuse and neglect are nine times more likely to become

involved in criminal activities; and

WHEREAS, studies have shown that parents maltreated as children are at higher risk

of abusing their own children, continuing this tragic cycle of abuse; and

WHEREAS, toxic stress that stems from abuse can damage young children’s

developing brains, create learning and behavioral problems and hinder their future

achievements, which has huge implications for our whole community.

NOW, THEREFORE, BE IT PROCLAIMED BY THE COUNCIL OF THE CHILDREN’S

SERVICES COUNCIL OF PALM BEACH COUNTY that the following will be observed:

April 2018 – Child Abuse Prevention Month

Proclamation – Child Abuse Prevention Month April 2018 Page 2 of 2

The foregoing Proclamation was offered by Council Member __________________



Thomas BeanPaulette Burdick Donald E. Fennoy, II, Ed.D. Vincent Goodman Thomas E. Lynch James Martz Vern Melvin Debra Robinson, M.D. Jose Luis Rodriguez, Esq. Thomas P. Weber

The Chairman thereupon declared this Proclamation duly passed and adopted this 29th day of March, 2018.


BY: ___________________________ BY: ___________________________ Thomas A. Sheehan, III Thomas P. Weber, Chair Attorney for Children’s Services Council of Palm Beach County

BY: ____________________________ Lisa Williams-Taylor, Ph.D. Chief Executive Officer

CEO Report March 29, 2018

CHILDREN’S SERVICES COUNCIL OF PALM BEACH COUNTY March 29, 2018 CEO Report

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Chief Executive Officer Report

Response to Question posed at 1/25/18 Council Meeting: “Is there a disproportionate number of families among certain racial/ethnic groups who drop off and do not enroll in the Healthy Beginnings System?”

Healthy Beginnings System Demographics

The Healthy Beginnings System (HB) is a voluntary coordinated set of services for prenatal and postnatal women and families with children birth through age 5. It is designed to promote healthy births, reduce child maltreatment, and promote children’s kindergarten readiness. Families enter the Healthy Beginnings System via a screening process to identify risks for a potential poor birth outcome or concerns around infant/child development. Families are universally screened by the Healthy Start Prenatal Risk Screen, the Healthy Start Infant Risk Screen and the Ages & Stages Questionnaire to determine level of risk.

If the results of the screening process indicate a possible risk, direct contact is attempted with all prenatal women and families of infants and children that score at‐risk. The HB entry agencies offer them an opportunity to be assessed for Healthy Beginnings services. The assessment process examines potential risks, as well as the families’ strengths and resources (i.e., protective factors). Often through the assessment process, it is determined that the potential risks identified through the screening process are mitigated and therefore further services are not warranted. Families who may benefit from HB services are provided information and referred to an array of evidence‐based programs and locally‐designed services within the Healthy Beginnings System.

The data reflected below provides the racial/ethnic distribution of individuals who were screened, referred and enrolled in services for the period of October 1, 2016 through September 30, 2017.

Prenatal

The Healthy Start Prenatal Risk Screen (PRS) identifies women who may be at risk for having a poor birth outcome. Women who score a 6 or greater or have additional risk factors known as BOOFs (i.e., based on other factors) are deemed at‐risk. Due to research findings demonstrating that women of color are at a higher risk of having poor birth outcomes, race is factored into the overall risk score on the PRS. The Prenatal Risk Screen does not capture the ethnicity of participants; only limited race information is collected (i.e., White, Black, and Other). Ethnicity is collected at the point of enrollment in the Healthy Beginnings System.

Of those women referred to the Healthy Beginnings System based on a risk score on the PRS or based on other factors, the majority of participants were White (50%), followed by Black (40%). This remains consistent through the point of enrollment in the HB system.

There is a shift when it comes to completing the initial assessment (the process critical for identifying the participant’s strengths and needs). A greater proportion of Black women completed the initial assessment (45%) than White (41%) and this pattern continues through referral and enrollment in a HB program.

Although ethnicity data is limited, examination of the available data does suggest that the majority of participants enrolling in the HB System are Hispanic (38%), followed by Haitian (19%) and then African American (18%).

Council Meeting Follow Up


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The proportion of prenatal clients who are African American remains fairly consistent throughout the HB System and there is no indication of a dramatic drop‐off point for African American women.

Infants

The Healthy Start Infant Risk Screen (IRS) identifies children who may be at risk of experiencing problems related to child growth and development. Infants who score a 4 or greater on the IRS or have additional risk factors are deemed at risk. The IRS does not capture the race/ethnicity of participants. This information is collected at the point of enrollment in the Healthy Beginnings System.

Of those infants referred to Healthy Beginnings based on other risk factors a greater proportion were Black (44%), followed by White (41%).

There is an equal proportion of Black and White clients enrolling in the Entry Agency.

Similarly to prenatal clients, a greater proportion of Black clients complete the initial assessment (50%) than White (45%), and this pattern continues through referral and enrollment in a HB program.

Although ethnicity data is limited, examination of the available data identifies that a slightly greater proportion of those enrolled in the entry agency are African American (31%), followed by Hispanic (28%).

The proportion of African American infants declines slightly at the point of completing an initial assessment with the Entry Agency. A greater proportion of those completing an initial assessment are Hispanic (34%) compared to African American (28%). This pattern continues through referral and enrollment in a HB program.

The proportion of infant clients who are African American remains fairly consistent throughout the HB System and there is no indication of a dramatic drop‐off point for African American clients.

Children

The Ages & Stages Questionnaire 3rd edition (ASQ3) is a screen used to identify developmental delays in children within the domains of communication, motor skills, problem solving, and social‐emotional functioning. Race/ethnicity of children completing the ASQ3 is captured at the point of enrollment in the entry agency.

Of those children referred to Healthy Beginnings based on a concern on the ASQ3, a greater proportion were Black (50%), followed by White (35%). This pattern continues for those children enrolled and assessed by the Entry Agency.

The proportion of Black children declines at the point of referral to (40%) and enrollment in (40%) a HB program. A higher percentage of White children are referred to (51%) and enroll in (50%) a HB program than any other race.

Although ethnicity data is limited, examination of the available data reveals that Hispanic children make up a larger portion of participants from the point of enrollment in the Entry Agency (35%) through enrollment in a HB Program (39%).

There is a decline in the proportion of African‐American children that enroll in the Entry Agency as compared to the enrollment of other ethnic groups. Data for referral to HB compared to enrollment in the Entry Agency is as follows: African American 27% to 23%; Caucasian 9% to 11%; Haitian 17% to 21%; and Hispanic 27% to 35%.

In examining the available data on race and ethnicity, we can surmise that there is not a dramatic drop‐off point for African American prenatal and infant clients within the HB System. There does appear to


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be a decline in enrollment in the entry agency of African American children screened at risk with the ASQ3, indicating the need to focus engagement efforts with this population. Because the data on race/ethnicity was limited, we need to be cautious in interpreting the trends and further examination of system‐flow data is warranted. Examining the same cohorts of participants from the point of referral through the point of enrollment in a HB program can provide more insight into the engagement and attrition of specific populations within the HB system.

Two Generation Programming: Families’ Ascent to Economic Security (FATES)

The Florida Children’s Council, in partnership with the Children’s Services Councils, CareerSource, and Early Learning Coalitions of Broward, Palm Beach, Martin and St. Lucie counties will implement a comprehensive platform designed to reduce poverty and strengthen families by integrating child care and workforce services more coherently. In Palm Beach County, planning has been underway with CSC staff, Career Source and Early Learning Coalition, to implement the two generation model called FATES.

Through FATES, Children’s Services Councils, CareerSource, and Early Learning Coalitions will partner in four counties to integrate workforce and early learning services that support low‐income families. The Florida Children’s Council has secured $1.2 million from the W.K. Kellogg Foundation as base funding to implement FATES. This award has been established as a challenge grant with the need and opportunity to engage other partners to support implementation. Funding through the Pathways to Prosperity initiative of CareerSource, Florida, Inc., has also been awarded to support this effort. Locally, Career Source PBC will utilize funds from the Kellogg Grant and Career Source Florida to provide the career counseling, training and job placement services while ELC will provide funds for child care at Strong Minds sites using CSC funds.

Approximately 45% of children in Florida are from low‐income households with parents who work, but remain low‐income despite their efforts to progress toward economic prosperity. While accessing social services can provide needed financial supports for households, in many instances income eligibility requirements force parents to choose between wage increases and critical needs of children, such as child care. Often the programs then paradoxically create disincentives for progression along a wage or career path necessary to lift a household permanently out of poverty. Recent research calls attention to “cliff effects” as a particularly problematic disincentive associated with many work support policies. In essence, cliff effects penalize households financially for progressing beyond income thresholds of work support eligibility.

Access to affordable child care stands out as perhaps the singularly most important social service in recognition of its impact on the entire family while providing clear economic benefit to employers and communities. In short, child care is an instrumental support to parents, both in the reduction of stress and in the opportunity to work, achieve higher credentials through education and training, and increase critical skills and capabilities through education and training that lead to economic and family stability.

Families eligible for child care subsidy will commit to participating in workforce development services. Individual workforce plans include assessment aligning needed workforce supports, but also help identifying what child care resources are needed to ensure success for the family. As part of this effort, a decelerated payment plan would be established for phase‐out payments to help ease the cliff effect as family income triggers loss of child care subsidies.

Program Updates


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EC‐LINC Parent Leadership and Racial Equity Convening Stonybrook Residents Attend EC‐LINC Racial Equity and Parent Leadership Convening

As one of ten communities with early childhood systems of care, CSC is a member of the Early Childhood Learning and Innovation Network for Communities (EC‐LINC). Dedicated to supporting families and improving results for young children, EC‐LINC partners aspire to bring various communities together to accelerate the development and impact of community‐based, integrated early childhood systems.

Over the past year, partners focused on family involvement in early childhood systems and sought strategies for organizations to develop pathways for families to expand their

leadership that lead to improved early childhood policies and systems. This led to the development of the tool, Ripples of Transformation: Families Leading Change in Early Childhood Systems. This guide provides strategies and best practices for parents, service providers and funders who are committed to increasing family empowerment, advocacy and equity within the early childhood systems of care.

On January 25‐26, 2018, two resident leaders from Stonybrook Apartments in Rivera Beach, accompanied by two Community Partners staff members and LaNita Sanders from CSC attended the EC‐LINC Parent Leadership and Racial Equity Convening in Oakland, California. The purpose of the meeting was to explore, from the perspective of the parent, how addressing issues of race, power and oppression are central to removing the barriers that impede successful, authentic family engagement and leadership. The meeting provided an opportunity for EC‐LINC members to build relationships and deepen learning and reflection, set priorities for learning, action and funding and begin developing a Race Equity and Family Engagement Manifesto to advance the work nationwide.

The Manifesto will serve as the parent leaders’ vision for changes that will improve access to opportunities, resources and supports for disenfranchised families. Parent leaders are striving to ensure parents and caregivers of all cultures are valued as experts, know their rights and are able to advocate for opportunities on behalf of their children. Parent leaders submit that systems must acknowledge they have created barriers to equity and family engagement. Systems must be willing to make meaningful changes by increasing diversity in their practices and promote collaboration with communities. Parent leaders agreed they must work together with agencies, systems and policy makers to provide families with leadership training, as well as coaching and mentoring. This will allow parents to build their individual and collective skills, advocate for their children and organize for change.


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2017 Great Ideas Initiative Success Stories

In 2016, CSC launched the Great Ideas Initiative to acknowledge and support nonprofits in the community doing great work to help youth grow up healthy, safe and strong. In 2017, CSC issued its second year of funding for GII to non‐CSC funded organizations with annual operating budgets of $1 million or less. Twenty‐six organizations were awarded up to $25,000 each, for a total of $615,771 in funding. The National Alliance on Mental Illness (NAMI) was one of the 26 organizations.

NAMI Ending the Silence (ETS) is a 50‐minute presentation for middle and high school age youth, offered in the school or community setting. The presentation includes a twenty‐five minute educational presentation on topics including: mental health conditions, how to help a friend, how to talk to a trusted adult, local resources, and how to end stigma. This portion of the presentation is followed by a ten minute talk by a young adult living well in recovery with a mental health condition. Students have 10 minutes to ask questions and five minutes to complete a presentation evaluation. ETS instills a message of hope and recovery and encourages teens toward reducing the stigma often associated with mental illness.

Between November and December alone, over 950 middle and high school students have participated in ETS. Some of the responses and student feedback following the presentations include:

"I liked Pete's first‐hand account, he gave a great speech, I'd like to hear more real life personal experience." "I liked best when the speaker talked about his life because anxiety is something that I suffer with too." "I learned how not to judge people with mental illness and how to help them." "They encouraged us to help people who need help and to not be afraid to speak out."

November‐December 2017 Presentation Evaluation Results

Strongly Agree

Agree Unsure Disagree Strongly Disagree

SA & A

This presentation was helpful to me. 54.74% 42.11% 3.16% 96.84%

I learned information that was new to me. 49.45% 46.15% 4.40% 95.60%

I felt encouraged to participate in the discussion. 41.76% 46.15% 9.89% 2.20% 87.91%

The presenters communicated effectively. 71.43% 28.57% 100.00%

I know the early warning signs of mental health conditions. 47.25% 52.75% 100.00%

As a result of this presentation, I know how to help myself or a friend if I notice any of these warning signs.

65.22% 32.61% 1.09% 97.83%

I feel more comfortable talking about mental health because of this presentation.

44.94% 44.94% 7.87% 89.89%

I would recommend this program to others. 73.12% 25.81% 1.08% 98.92%


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Ready by 21 National Meeting – April 18 to 20, 2018

Palm Beach County is proud to be the host site for the Forum for Youth Investment’s (FYI) 7th Annual Ready by 21 National Meeting. Palm Beach County was chosen as the host location garnering the attention of not only the Forum for Youth Investment, but national partners through our design and implementation of our Birth to 22 United for Brighter Futures (B‐22) collective impact initiative. FYI was the lead national collaboration partner in the development of the county’s Youth Master Plan. The Ready by 21 National Meeting in Palm Beach County, Florida, on April 18‐20, 2018, at the Palm Beach County Convention Center, brings together more than 500 local, state and national leaders committed to improving partnerships, policies and practices for children and youth. These leaders have dedicated themselves to improving the odds for children and youth through collective impact initiatives, policy alignment and program quality improvement.

Workshops at the Ready by 21 National Meeting

There will be dozens of stimulating workshops and sessions from top leaders in education, policymaking, advocacy and out‐of‐school time. With the goal of ensuring all children and youth are ready for college, work and life, essential topics such as defining and ensuring readiness, promoting equity, increasing shared commitments and impact, improving program quality and supporting social and emotional learning (SEL) skills will be highlighted. The National Meeting offers keynotes, plenary sessions, workshops, peer learning circles and abundant networking opportunities, all built around big and common challenges, such as how do we:

Ensure readiness for college, work and life, by building competencies, abilities and mindsets.

Promote equity for all young people, and especially closing gaps for populations often facing great challenges (e.g. boys & young men of color, opportunity youth, youth in foster care, pregnant & parenting youth, etc.).

Increase shared commitment to changing the odds for young people through common goals, strategies and measures within and across systems & sectors.

Improve program quality and effectiveness in ways that spark management & staff engagement and support better outcomes for young people.

Birth to 22 Business Breakfast

As a pre‐event to the Ready by 21 National Conference, we are hosting a breakfast for our business community to highlight our local Birth to 22 initiative. This event – Palm Beach County Children: Our Most Promising Startups – will provide us an opportunity to formally launch our Youth Master Plan to the business community, highlight accomplishments to date and share future plans.

The event will be moderated by Tony Carvajal, the Executive Vice President of the Florida Chamber Foundation. Kim Fremont Fortunato, President of the Campbell Soup Foundation will be the keynote speaker. She will be followed by a panel of business leaders discussing initiatives that support Birth to 22. Panelists include:

Thomas Bean, Director of Public and Community Engagement, Florida Power & Light Kimberly Reckley, SVP, Client and Community Relations Director, PNC Bank Kelly Smallridge, President and CEO, Business Development Board of Palm Beach County Jason DelGrosso, Director of Sales, Hilton Garden Inn, Palm Beach Gardens Ricky Aiken, Founder and Executive Director, Inner City Innovators

Events


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Proceeds from this event will support the following two local organizations that support educational and entrepreneurial opportunities for Palm Beach County youth:

• Achieve Palm Beach County: A growing collective impact project initiated in 2015 that incorporates 47 different partners from various sectors with one common goal: align resources to ensure all Palm Beach County students have access to and success through post‐secondary training and college degrees. Learn more at http://www.achievepbc.org

• Inner City Innovators, Inc.: Their mission is to inspire and empower inner city youth to embody the change they want to see in their community. The organization’s goal is to give youth the example and platform needed to take the safety of their community into their own hands. Learn moreat https://www.innercityinnovators.org

To register for the event go to www.UnitedWayPBC.org/events.

Community Foundation for Palm Beach and Martin Counties Sponsors Donor Connect Luncheon March 27, 2018

Community Foundation grantees, experts in the field, and donors shared their efforts in helping children succeed in school at an event titled “Education – From Start to Finish”.

Lisa Williams‐Taylor joined as a panelist on Tuesday, March 27, 2018 at 10:00 am at the West Chart Room, Royal Palm Yacht & Country Club, Boca Raton.

Swim Lesson Vouchers Reaching Those Most in Need

Within the past three years, the Council has repeatedly demonstrated its commitment to drowning prevention by increasing the dollars available for free swim lessons through the Drowning Prevention Coalition of Palm Beach County. The DPC distributes vouchers for children ages 3‐12 to take up to eight swim lessons at 16 pools throughout the county. Those vouchers become available again next week, on April 1. In addition, DPC funds swim lessons for summer camps that otherwise might not be able to afford them.

Before the 2017 swim season, Drowning Prevention Coalition Manager Anna Stewart and CSC Communications Specialist Jon Burstein, who oversees the contract, implemented changes to the voucher program to make it more effective. They sought to increase the number of camps receiving swim lessons as well as ensure the vouchers are going to the areas in our county most in need. Their efforts were successful.

The number of children receiving free swim lessons from DPC jumped nearly four‐fold in threeyears. In 2014, 527 children received free swim lessons. In 2017, about 2,050 children receivedfree swim lessons.

The top locations where vouchers were redeemed shifted. In 2015 and 2016, the three top pools

Communications Update


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for voucher redemption were the YMCA of West Palm Beach, Gaines Park and the YMCA of Boynton Beach. Last year’s top three spots were Barracuda Bay in Riviera Beach, Pompey Park in Delray Beach and Gaines Park in West Palm Beach.

For the first time, Drowning Prevention Coalition developed a breakdown by ethnicity of voucher recipients. Of the 3,082 vouchers issued (but not necessarily redeemed), 1,768 vouchers went to African American families (57 percent) and 883 vouchers went to Hispanic families (29 percent).

To better ensure use of the vouchers by considering transportation hurdles for families, DPC focused more distribution on summer camps that provide transportation to take the campers to the pools. A total of 909 campers received swim lessons through DPC in 2017 compared to just 539 in 2016, a nearly 70‐percent increase. A total of 21 camps received swim lessons; among the new additions was the Farmworker Children’s Center.

The ZIP code with the most voucher redemptions was 33404 (Riviera Beach/West Palm Beach). The areas where vouchers were issued and redeemed largely reflect the ZIP codes most in need.

DPC’s Stewart visited all the BRIDGES sites and issued 546 vouchers to families who attended

her water safety presentation. Of those, 39 percent of the vouchers were redeemed (lower than

the average). We hope to improve that percentage this summer.

Reviews of the voucher program last year were extremely positive. One mother wrote: “It is awesome! I love this program. My son has autism and he has the opportunity to socialize with other kids. Thank you so much!” Another mother wrote: “My son looked forward to each class and asked me every day to take him swimming to show what he learned from class. Loved everything about the program. A special thank you for the voucher.”

Drowning Prevention Coalition is continuing its outreach efforts to both community groups and summer camps and is ready to serve even more children this summer. Community Impact

Working with Business System Analyst Jeff Earles, Business Analytics Director Lourdes Diaz, and our design team contractors, Communications Director Christy Potter created one‐page flyers highlighting our work and family engagement at the city level. We produced 14 flyers for the most engaged and largest municipalities. Communications staff have presented the data to many of the city managers already and have other meetings scheduled. Team members have been invited back to speak directly to City Councils or Commissions in some of the towns. Included with your Notebook are three samples of the flyers (for Belle Glade, West Palm Beach and Riviera Beach). We also have snapshots done by Legislative and Commission District and we will be sharing with legislators and county commissioners over the next few months. We are using the opportunity to share information about CSC’s work, services and programs, and the value in brings to each community, as well as promoting the EveryParent campaign.

Spring Events

The Communications Division and the Outreach Marketing Group stayed busy in February and March with family events throughout Palm Beach County. Communications Specialists Allie Ronayne and Liz Cayson, among others, share information about services and promote the EveryParent apps and website. A few highlights include:

The West Palm Beach Green Markets – The Communications Division and CSC staff help green market family visitors plant sunflower seeds, and hosted a digital photo booth through Alpha Media, where children and families took animated selfies to share on social media channels.


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Sea Fest for Kids at Jupiter Lighthouse – CSC and HomeSafe staff shared services, promoted the EveryParent apps and website, and provided children’s crafts like mask making and bracelet beading.

BAM! Books and Music Festival – Held at Mandel Public Library, families and children enjoyed learning about the EveryParent website and apps features by spinning our EveryParent Wheel for a prize – an EveryParent phone holder.

Storybook Village – Families enjoyed a day of under‐the‐sea themed books and activities at

CityPlace. CSC staff and HomeSafe provided children’s coloring books and stamp activities based on the Leo Lionni children’s book Swimmy. Families also took selfies at the digital photo booth, provided by Alpha Media.

Employee Service Awards

TLJMS Healthcare Professional of the Year Nominee – CSC’s Debbie Manigat Debbie Manigat, Program Specialist, was nominated as a finalist in the category of TLJMS Healthcare Professional of the Year for the T. Leroy Jefferson Medical Society Inaugural Awards Luncheon. This award recognizes a local outstanding member whose work aligns with the mission, vision, and values of TLJ Medical Society. We congratulate Debbie on her nomination.

Staff Accomplishments

Elsa Sànchez‐Vahamonde, Senior Executive Assistant, and Michael Roedel, Digital Communications Administrator, each celebrated their 10‐year anniversary with CSC in March. The Council congratulates Elsa and Mike and thanks them for their combined 20 years of service!

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Strong Minds Network of Palm Beach County 2016-17 Evaluation Report

Executive Summary

Author: Jianping Shen, Ph.D.

February 2018

Appreciations and acknowledgements go to the following individuals: Jennifer Coleman, Michelle Gross, Alissa Scuderi, and Xuejin Lu, as well as the following organizations: Children’s Services Council of Palm Beach County, Early Learning Coalition, Inc. of Palm Beach County, Palm Beach State College, Children’s Forum, and the School District of Palm Beach County.

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Glossary of Key Terms

Following is a glossary of key terms used in this Year Three report.

CLASS – Classroom Assessment Scoring System is an instrument to assess infant, toddler, and pre-K classroom quality using multiple dimensions of teaching linked to student achievement and development. It is on a 7-point scale.

CSC – Children’s Services Council of Palm Beach County

ELC – Early Learning Coalition of Palm Beach County.

FCCERS-R – Family Childcare Environment Rating Scale Revised Edition is an

instrument designed to assess family childcare programs conducted in a provider's home for children from infancy through school-age. It is on a 7-point scale.

FLKRS WSS – Refers to the Florida Kindergarten Readiness Screener Work Sampling

System. It is an instrument designed to gather information about a child’s overall development and address each student’s readiness for kindergarten based on the Florida Early Learning and Developmental Standards for Four-Year-Old’s. The instrument has a maximum of 141 total points.

GOLD – An ongoing observational system for assessing children from birth to

kindergarten. The areas being assessed include the development and learning for the following: (a) social emotional, (b) physical, (c) language, (d) cognitive, (e) literacy, and (f) mathematics. Each measure is from a minimum of 200 to a maximum of 800 points, covering the continuum from birth to kindergarten. The annual expected amount of growth is about 65 points, varying for each measure.

In-Network Tier 2, In-Network Tier 1, Promising and Emerging – Four distinctive

ratings for Strong Minds (SM) programs, in descending order from the highest program quality to lower ones. Programs with In-Network Tier 2 or In-Network Tier 1 ratings are called In-Network programs.

ITERS-R – Infant Toddler Environment Rating Scale Revised Edition is an instrument

designed to assess center-based childcare programs for infants and toddlers up to 30 months of age. It is on a 7-point scale.

SEEK Scholarships – Seeking Excellence in Education Through Knowledge Scholarship

is part of the SM’s design to support early childhood practitioners. It is administered by Palm Beach State College to encourage early childhood practitioners to receive training.

SM – Strong Minds Network.

WSS Total Points – See FLKRS WSS above.

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1. Introduction This evaluation report provides an in-depth review and analysis of the overall work and outcomes from the Strong Minds (SM) Network programming implemented in the 2016-17 fiscal year. The SM Network is Palm Beach County’s Quality Rating and Improvement System (QRIS). The purpose of a QRIS is to support the Early Care and Education (ECE) programs to improve program quality with the ultimate goal of preparing children for school. The SM Network was launched in January of 2015. It is a redesign from the previous version of the QRIS named the Quality Counts (QC) System in Palm Beach County. The mission of the SM Network is to use research and data to increase the quality of early care and education programs through integrated supports and resources offered to the early learning community, children and their families. The vision is that children will have quality early educational experiences that will increase their chances of achieving school success and becoming productive members of society. The SM Network seeks to improve the lives and learning of young children by improving outcomes in the following areas:

Childcare programs’ learning environment for children Childcare practitioners’ quality and practice Family engagement Child development and kindergarten readiness

The SM Network focuses on resources that support the childcare provider’s ability to improve the quality of the learning environment and, in particular, the effectiveness of the teacher-child interactions. The leadership of the SM Network believes that intentional program leaders, who take advantage of the array of resources offered, will achieve higher quality standards and provide quality early care and education experiences for the children and families in Palm Beach County. The SM Network theory of change in the following figure depicts the logical relationships between the resources, activities, outputs and outcomes of the SM Network. A number of supports and resources are made available to childcare programs, leaders, practitioners and families to ensure children receive high-quality care and effective teaching that will ultimately prepare them for kindergarten.

Figure 1: Theory of Change of the SM Network

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2. Evaluation Focus and Approaches 2.1. SM Network Evaluation Focus The following evaluation questions guide the SM evaluation. With the progression of each year, the evaluation strives to answer the questions related to the outcome achievement of the SM Network and its impact on children. For this third-year, the SM evaluation addresses question four concerning the impact on children for the first time.

1. To what extent is the SM Network implemented as planned/designed? What are the characteristics of the childcare providers, practitioners and children

participating in SM? What supports/services did SM provide to the participants and how much? What is the quality of the services provided?

2. To what extent have the outcomes been achieved by the childcare providers, practitioners, and children participating in SM (e.g., improvement in program quality and child development)?

3. What Network elements (e.g., program quality, teacher-child interactions, and technical assistance) are related to better outcomes for practitioners, childcare providers and children participating in SM?

4. What is the SM Network impact on SM child outcomes (e.g., school readiness outcomes and GOLD outcomes)?

2.2. Evaluation Approaches and Rationale Process Evaluation. Process evaluation was conducted in Years One and Two of the broader program evaluation to identify the extent to which program activities have been implemented. The process evaluation results regarding the SM implementation (mainly for evaluation question number one) will help stakeholders make decisions and programmatic adjustments that can improve the work through the SM going forward. As in the past two years, process evaluation was a significant part of the Year Three evaluation. Building on knowledge gleaned in Years One and Two, the Year Three process evaluation was more focused on information gathering from the following:

Survey with Childcare Program Directors, Operators and Owners Survey with CSC and Partner Organization Leadership and Staff Archival data including reports from partner organizations.

Outcome Evaluation. Outcome evaluation emphasizes SM’s achievement of outcomes including those related to practitioners, programs, and children. In the Year Three full evaluation report, results on SM practitioners’ educational level were reported. Programs’ first and second quality assessments were reported on as well as children’s performance on GOLD as a measure of growth while in SM, WSS total score as a measure of kindergarten readiness, and kindergarten retention as an indicator of SM’s medium-term effect. The outcome evaluation provides evidence on the effectiveness of the network as well as points out what network elements are more related to child outcomes. Outcome evaluation helps the stakeholders address accountability requirements.

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3. Evaluation Finings (2016-17) 3.1. Quality Design of SM Network SM childcare program directors, operators and administrators agree with the design of SM, an indication of the validity of the SM theory of change from the childcare programs’ perspective. Survey data were received from 135 to 137 respondents depending on items, with one person representing a SM program. Nearly all childcare program directors and owners (more than 97%) surveyed felt all SM elements were “somewhat”, “moderately” or “extremely” important. Eighty-nine percent (89%) of respondents chose “extremely important” for the “Overall (Design of) SM”. The percentage of respondents who selected “extremely important” are as follows:

Tiered Reimbursement supplements (92%) Seeking Excellence and Education through Knowledge (SEEK) scholarship (90%) Technical assistance (85%) ACHIEVE salary supplements (83%) Professional development (80%) Child assessment (77%) Program assessment (76%) Navigation support (69%) Career advising (64%)

3.2. Quality Implementation of SM Network A tremendous amount of services and supports have been provided. A total of 8,006 hours of technical assistance for various activities (ranging from accreditation to interactions) were provided in 2016-17; $402,810 SEEK scholarships were provided to 798 SM practitioners; and $659,875 in ACHIEVE Salary Supplements were provided to 307 practitioners. SM childcare program directors, operators and administrators feel that SM has been implemented with high quality. Survey data were received from 123 to 126 respondents depending on items, with one person representing a SM program. Essentially all childcare program directors and owners surveyed (more than 96%) felt all SM elements were implemented with “somewhat”, “moderately” or “extremely” high quality. Seventy-seven percent (77%) of the respondents chose “extremely high quality” for the “Overall (Implementation of) SM”. The percent of respondents who selected implementation with “extremely high quality” are as follows:

Technical assistance (77%) Tiered Reimbursement supplements (77%) SEEK scholarship (74%) ACHIEVE salary supplements (70%) Navigation support (68%) Child assessment (68%) Professional development (68%) Program assessment (64%) Career advising (60%)

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SM childcare program directors, operators and administrators feel that SM meets their expectations. The majority of survey respondents (75%) reported that SM met their expectations “extremely well”, which is consistent with the previous two points that (a) childcare providers felt SM elements were important and (b) SM elements was implemented with high quality. SM programs’ motive for participating in SM is consistent with SM’s intent. Seventy percent (70%) of SM childcare program directors, operators and administrators reported that the main reason they participated in SM was to improve their program’s quality. SM survey with CSC’s and partner organizations’ leadership and staff indicate that various groups have positive perceptions relating to all aspects of implementation of SM. Survey data were received from 51 respondents with 80% return rate. Responses were on a five-point Liker scale from 1 (strongly agree), to 2 (agree), 3 (neutral), 4 (disagree) and 5 (strongly disagree). The average rating scores for the major dimensions of implementing SM are as follows:

Resources (1.37) Communication (1.57) Coordination (1.85) Collective decision (1.99) Effective use of SM supports (2.41)

Given the nature of the scale and the size of the means, the respondents “strongly agree” or “agree” with the quality of essentially all dimensions of the implementation of SM. Further multivariate analyses indicate that various groups are essentially consistent in rating the quality of the dimensions of implementing SM, an indication of consensus about the quality of implementation. The following strengths are highlighted by the respondents of the survey with CSC’s and partner organizations’ leadership and staff. In response to the question, In your role in Strong Minds, what are three things that worked well when reflecting on the work in the past year, among the 51 survey respondents, 35 of them provided qualitative data that identified a number of things that worked well in the work carried out through the SM over the past year:

Communication including feedback and collaboration Career and professional development including coaching and empowerment Quality/continuous improvement

3.3. Evidence of the Validity of SM Network Theory of Change There has been an improvement between the first and second assessment of program quality. The data clearly indicates that there was a statistically significant improvement in CLASS Emotional Support and CLASS Instructional Support scores between the first and second assessments in the same programs. The amount of improvement was 0.08 points for CLASS Emotional Support, and 0.18 points for CLASS Instructional Support. The eta-squared (a measure of effect size) was 0.03 and 0.06, respectively, indicating small, but statistically significant effect sizes.

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Certain supports have positive effects on CLASS Pre-K scores. With CLASS Pre-K being an observational instrument used to assess classroom quality in preschool classrooms, service hours received by the program for “behavior management” was statistically significantly positively related to the program improvement in CLASS Classroom Organization, CLASS Emotional Support, and CLASS Instructional Support scores. Ten hours of service in behavior management was associated with an increase of 0.50 points in CLASS Classroom Organization score, an increase of 0.23 points in CLASS Emotional Support score, and an increase of 0.57 points in CLASS Instructional Support score. 3.4. SM Network’s Positive Effect on Children

Evidence on SM’s positive effect on children started to emerge: Increasing annual growth amount as measured by GOLD1. Children in the SM In-Network programs have been growing more along all key GOLD measures between 2014-15 and 2016-17. Comparisons between the estimated annual growth amount of the six GOLD measures in the following table indicate that the SM In-Network children had increasing annual growth amount each year from 2014-15 to 2016-17 on all six measures (except for math for 2015-16). For example, the SM In-Network children grew 37.40 points in the social emotional subscale between Fall and Spring in 2014-15, and 58.70 points in 2015-16, and 61.38 points in 2016-17. The annual growth amounts are estimated with four-level HLM Growth Model with control for student background, site characteristics, and cohorts.

Table 1. Comparisons between Estimated Annual Growth Amounts across Three Years

GOLD Measures 2014-15 2015-16 2016-17

Social Emotional 37.40 58.70 61.38

Physical 31.02 52.54 57.66

Language 41.06 56.96 63.10

Cognitive 43.96 61.46 63.56

Literacy 53.86 60.90 61.74

Mathematics 54.30 48.86 59.66

Note. The number in the above table are estimated annual growth amounts based on the GOLD scale score.

1 GOLD is an ongoing observational system for assessing children from birth to kindergarten. The areas being assessed include social emotional, language, literacy, cognitive, mathematics, etc. Each measure is from a minimum of 200 to a maximum of 800 points, covering the continuum from birth to kindergarten (the five cohorts/age groups in the preschool phase: birth to 1 year, 1 to 2 years, 2 to 3 years, preschool 3 class, and pre-k 4 class). The annual expected growth amount is about 65 points, varying for each measure.

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Evidence on SM’s positive effect on children started to emerge: Significantly more children reached readiness level as measured by GOLD from Fall 2016 to Spring 2017. The analysis of the pre-K SM children showed that these children made progress from the Fall of 2016 to Spring of 2017 with a higher percentage of children who demonstrated readiness in the Spring of 2017 (82%) than in the Fall of 2016 (47%), weight-averaged in all the developmental areas. SM children performed better in WSS total points, readiness rate and kindergarten retention than non-SM children. Analyses of the 2016-17 kindergarteners in the School District of Palm Beach County indicated that, after controlling for children’s background, (a) the SM children were 2.75 points higher than the non-SM children on WSS total points, a small (out of a total score of 141 points), but statistically significant effect with p <.001, (b) 91% of the SM children were ready for kindergarten compared to 89% of the non-SM children in the Palm Beach County, a statistically significant result at p <.001, and (c) the odds for SM children being retained in kindergarten was only ¼ of that for non-SM children. This result was also statistically significant at p <.001. Children in SM In-Network programs performed better in WSS total points than children in SM non-In-Network programs. In-Network programs are those assessed at a higher level of quality than non-In-Network programs. Analyses of the 2016-17 kindergarteners in the School District of Palm Beach County indicated that after controlling for the SM children’s background and program type (for this analysis, program type is defined as school-based programs vs community-based centers and family childcare homes), children in SM In-Network programs were 4.00 points higher than children in the SM non-In-Network programs, a statistically significant positive result. The findings of various positive effects on children in this section are correlational rather than causal. Although children’s and programs’ characteristics are controlled in various analyses, theoretically there could be other factors attributable to the findings.

4. Conclusion 4.1. A Comparison between SM’s Year 3 Evaluation Findings and the Report Summarizing QRIS in 10 States Tout et al. (2017) summarized validation studies of QRIS in 10 states. They found that in a total of 10 state QRIS, 9 (90%) have classroom quality data such as CLASS and Environment Rating Scales (ERS), and 60% of the tests found positive QRIS effect on classroom quality. Furthermore, they found that seven (70%) states have child-level data; yet only 37% of the tests found positive QRIS effect on child outcome. As indicated in the following table, for the CSC’s SM, there is more data to support the theory of change and the impact on children (red entries in Table 2 are from the 10-state synthesis report and black entries are from CSC’s SM).

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Table 2. CSC’s Findings Compared with the Summary in the 10-State Synthesis Report

Dimension Service associated with observed classroom

quality

QRIS rating associated with observed classroom quality

(“QRIS Ratings and Observed Quality”)

QRIS rating and child’s outcome measure are correlated (“Associations between QRIS

Ratings and Child Development”)

Within groups (in QRIS)

SM: Certain supports have positive effects on CLASS Pre-K scores SM: There has been an improvement between the first and second assessment of classroom quality for the same programs

National: Among 9 states that have data, 60% of the tests indicated a significant positive correlation between QRIS rating and observed classroom quality SM: Significant correlation between SM ratings and ECERS-R/ITERS-R/CLASS Pre-K scores

SM: Children in In-Network sites had higher school readiness performance than those in non-In-Network sites SM: Children in SM In-Network sites had increasing annual growth amount as measured by GOLD between 2014-15 and 2016-17. In other words, there is a year effect and SM is getting better.

Across groups (between QRIS and non-QRIS)

National: Among 7 states that have data, 37% of the tests indicated a significant positive correlation between in QRIS and child outcome SM: SM children had higher level of school readiness and lower odds of being retained in Kindergarten than non-SM counterparts.

4.2. In Pursuit of SM’s Validity of Theory of Change and Efficacy The two most challenging tasks in developing a quality rating and improvement system is to show (a) the validity of the theory of change and (b) the overall efficacy of the system. The validity of the theory of change means that (a) the intervention leads to improvement in rating and (b) higher rating is associated with better child outcomes. The efficacy of the system means that the system leads to better child outcomes. Essentially all evaluation reports on quality rating and improvement systems fail to show evidence on both (a) the validity of theory of change and (b) the efficacy the system. Grunewald and Jahr’s (2017) recent report, titled “How Wisconsin’s childcare rating and improvement system measures up”, does not find any evidence to support Wisconsin Young-Star Rating System’s theory of change and efficacy. However, this evaluation report on CSC’s SM found that evidence in support of the theory of change is growing: Some SM interventions are associated with the improvement of the programs, and higher SM program ratings are associated with better child outcomes. First, certain supports have positive effects on CLASS Pre-K scores. Second, there has been an improvement between the first and second program assessments. Third, students in the SM In-Network programs achieved better in WSS total score than students in the SM non-In-Network programs.

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This evaluation report on CSC’s SM also found evidence of the SM’s overall efficacy beginning to emerge. First, the SM has positive effects on kindergarten readiness and performance. Second, there have been increasing annual growth amounts as measured by GOLD for children in the SM In-Network programs from 2014-15 to 2016-17. CSC’s SM is emerging as a promising model in developing a QRIS.

5. Recommendation

The third-year evaluation data indicate successful implementation of the SM in 2016-17. In the spirit of continuous improvement, the following recommendations are formulated. First, there should be continuing emphases on CLASS. CLASS scores are documented to have a positive association with child outcome measures (Blazar, 2015; Burson, 2010; Kane & Staiger, 2012; Reyes, Brackett, Rivers, White & Salovey, 2012, Teachstone, 2017). CLASS scores for the SM programs, particularly in the subscale of Instructional Support, are relatively low and there is large room for improvement. Second, SM should continue to address the alignment and integration issues of (a) using child assessment results and (b) a system’s perspective on the early childhood initiatives in the county. The survey of the SM childcare program directors, operators and administrators indicates that the most challenging aspects were the use of the child assessment tool (GOLD) (35%) and managing the demands from multiple initiatives implemented in the county, including SM, Head Start and others (30%). Third, the analyses of the relationship between service hours programs receive and the change in their program assessment scores as measured by CLASS, ITERS-R and FCCERS-R seem to suggest both areas of promise and areas for improvement. On the one hand, service hours in some specific technical assistance areas and the total service hours are related to the improvement in CLASS scores. Among the areas of services, “behavior management” and “interactions” appear to be the most effective in raising CLASS scores. On the other hand, there appears to be no association between service hours in certain areas (e.g., accreditation and assessment documentation) and the improvement in program assessment scores, a finding that provides an opportunity for reflection and improvement. Finally, SM should continue to encourage childcare programs to utilize the resources and supports offered to them and their staff, such as professional development and onsite technical assistance. SM survey with CSC’s and partner organizations’ leadership and staff indicates that the average rating score for the “effective use of SM supports” dimension was relatively low compared to other dimensions of implementing SM.

6. Directions for SM Evaluation in Years 4 and 5 In consultation with CSC SM team and SM partner organizations, SM evaluation in Years Four and Five will focus on some targeted process evaluation on implementation and a broad range of outcome evaluation. One of the strengths of SM is the data system that has been in place. Based

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on the multi-year data available, there will be two directions for SM evaluation in Years Four and Five. The first is that in terms of the focus of evaluation, it will focus more on (a) outcomes related to practitioners, programs, and children and (b) the relationship between SM inputs and outcomes. The second is that in terms of methodology, the emphasis will be on how the various levels of SM inputs over the years are associated with the change in outcomes related to practitioners, programs, and children, a method that associates SM inputs more closely with its outcomes. Findings along the previous two directions will provide more evidence regarding SM’s theory of change and efficacy.

References

Blazar, D. (2015). Effective teaching in elementary mathematics: Identifying classroom practices that support student achievement. Economics of Education Review, 48, 16–29.

Burson, S. J. (2010). The relationship of classroom quality to kindergarten achievement (Doctoral dissertation, Ball State University).

Grunewald, R. & Jahr, M. (2017). How Wisconsin’s childcare rating and improvement system measures up? Retrieved on Dec. 26, 2017 from www.wpri.org/BI-Files/Special.../2WPRIwhitepaper_YoungStarFinalforWeb.pdf

Kane, T. J., & Staiger, D. O. (2012). Gathering feedback for teaching: Combining high-quality observations student surveys and achievement gains. Seattle: The Bill and Melinda Gates Foundation.

Reyes, M. R., Brackett, M. A., Rivers, S. E., White, M., & Salovey, P. (2012). Classroom emotional climate, student engagement, and academic achievement. Journal of Educational Psychology, 104 (3), 700-712.

Teachstone (2017). Effective teacher-child Interactions and child outcomes: A summary of research on the classroom assessment scoring system (CLASS) Pre-K-3rd Grade. Retrieved on January 3rd, 2018 from http://teachstone.com/resourcesZellman, G. L., & Karoly, L. A. (2012). Moving to outcomes: Approaches to incorporating child assessments into state early childhood quality rating and improvement systems. Santa Monica, CA: RAND Corporation, OP-364-PF.

Tout, K., Magnuson, K. Lipscomb, S., Karoly, L, Starr, R., Quick H., …& Wenner, J. (2017). Validation of the Quality Ratings Used in Quality Rating and Improvement Systems (QRIS): A Synthesis of State Studies. OPRE Report #2017-92. Washington, DC: Office of Planning, Research and Evaluation, Administration for Children and Families, U.S. Department of Health and Human Services.

Strong Minds NetworkYear 3 Evaluation Findings

3/29/2018

Overview of Presentation

• Strong Minds (SM) Overview• Year 3 Evaluation Overview• Evaluation Results• Key Findings• Year 4 Evaluation Design• Next Steps

Strong Minds Theory of Change

Supports

Child care programs

Child care practitioners

Children & families

Short Term Outcomes

Improving child care programs’

learning environment

Improving child care practitioners’

quality and practice

Improving family supports and

parent involvement

Long Term Outcomes

Improving child learning and development

Impact

Children are ready for

Kindergarten

Strong Minds Supports

• Navigation • Technical Assistance• Tiered Reimbursement Supplements• Professional Development• CSC Scholarships

Strong Minds Network Status

Emerging

Promising

In‐Network Tier 1

In‐Network Tier 2

• A Quality Rating and Improvement System (QRIS)

• Program status or rating based on program quality assessments

• Focused on promoting effective teacher‐child interactions

Key Evaluation Questions

1. How do key stakeholders perceive the design and implementation of Strong Minds?

2. What is Strong Minds’ impact on childcare programs?

3. What is Strong Minds’ impact on children?

Key Data Sources

• Surveys with SM Stakeholders• Program Quality Assessment Tool

oClassroom Assessment Scoring System (CLASS)

• Child Assessment ToolsoGOLDo Florida Kindergarten Readiness Screener – Work Sampling System (FLKRS‐WSS)

• Program Activity Documentation

Question 1

How do key stakeholders perceive the design and implementation of

Strong Minds?

Childcare Programs’ Positive Feedback on SM • 97% of the childcare programs felt all the SM elements were important

• 96% of the childcare programs felt all the SM elements were implemented with quality

• 70% of the childcare programs reported that the primary reason they participate in SM is to improve the program quality

• 75% of the childcare programs reported that SM met their expectations “extremely well”

Question 2

What is Strong Minds’ impact on childcare

programs?

Improvement in Program CLASS Scores

A statistically significant improvement between the firstand second program assessments:• ↑ 0.08 point for CLASS Emotional Support• ↑ 0.18 point for CLASS Instructional Support


Ten hours of technical assistance in behavior management is statistically significantly associated with: • ↑ 0.50 point in CLASS Classroom Organization score • ↑ 0.23 point in CLASS Emo onal Support score • ↑ 0.57 point in CLASS Instruc onal Support score


Impact of Technical Assistance on Program Improvement

Question 3

What is Strong Minds’ impact on children?

Impact of SM onChild Development and Learning

Children in SM In‐Network programs have an increased amount of annual growth across GOLD measures between 2014‐15 and 2016‐17

GOLD – An ongoing observational system for assessing children from birth to kindergarten. The annual expected amount of growth is about 65 points, varying from each measures.

3731

41 44

54 5459

5357

61 61

49

6158

63 64 62 60

0

10

20

30

40

50

60

70

80

Social Emotional Physical Language Cognitive Literacy Mathematics

Compare Annual Growth Amount Across Three Years

2014‐15 2015‐16 2016‐17

Points

Impact of SM on Kindergarten Readiness

• Children in SM programs were 3 points higher on the 2016‐17 FLKRS‐WSS total points than non‐SM children in Palm Beach County.

• 91.5% of the children in SM programs were ready for kindergarten compared to 89.0% of the non‐SM children in Palm Beach County.

• Both results were statistically significant.

Note: 2016‐17 children’s kindergarten readiness was measured by Florida Kindergarten Readiness Screener (FLKRS) Work Sampling System (WSS). The current analysis used the WSS total points which have a maximum score of 141 as well as the readiness rate.Both of the comparison analyses were controlled for children’s background . The difference in the WSS total points and readinessrate between the two groups were statistically significant, p < 0.5.

Impact of Program Rating on Kindergarten Readiness

• Children in SM In‐Network (Tier II or Tier I) programs were 4 points higher on the 2016‐17 FLKRS‐WSS total points than those from the Non‐In‐Network programs (Promising or Emerging status). The result was statistically significant.

• 91.7% of the children in SM In‐Network programs were ready for kindergarten compared to 89.6% of the children from Non‐In‐Network programs, but the result was not statistically significant.

Note: 2016‐17 children’s kindergarten readiness was measured by Florida Kindergarten Readiness Screener (FLKRS) Work Sampling System (WSS). The current analysis used the WSS total points which have a maximum score of 141 as well as the readiness rate. Both comparison analyses were controlled for the SM children’s background and program type. The difference in the WSS total pointsbetween the two groups is statistically significant, p < 0.05.

Impact of SM on Kindergarten Retention

The odds for SM program children being retained in kindergarten was ¼ of that for non‐SM children in the School District of Palm Beach County. The result was statistically significant.

Key Findings

1. SM childcare programs supported and agreed on the SM design and implementation

2. SM demonstrates an overall positive impact on:• Teacher‐child interactions • Gains in child development and learning• Kindergarten readiness• Kindergarten retention

Putting SM in the National Context

Nationally, the two most challenging tasks for QRIS to show are:

a) The validity of the theory of changeb) The overall efficacy of the system

Evidence on the validity of the SM theory of change and the overall efficacy of the system has started to emerge based on the results of the SM Year 3 evaluation.

Evaluation Design for Year 4

Evaluation Focus• More on outcomes related to practitioners, programs and children

• More on the relationship between SM inputs and outcomes

Methodology Focus• Compare SM outcomes across years and with others• Associate the various levels of SM inputs over the years with the changes in outcomes related to practitioners, programs and children

Next Steps for Strong Minds

• Share evaluation findings with participating programs• Message need for continued improvement in quality teacher‐child interactions

• Continue to encourage the use of Strong Minds Resources and Supports

• Strengthen link to school readiness in Infant and Toddler classrooms by implementing the CLASS tool for those age groups

• Increase number of programs participating in Strong Minds

CSC Funding ProcessMarch 2018

Overview

• Funding Goal• Evolution of CSC Funding Process• Other Community Models• Benefits of Sustained Funding, Recurring RFPs• Recommendation

Funding Goal• Impact on child outcomes

◦ Born healthy◦ Free from abuse & neglect◦ Ready to enter kindergarten◦ Access to quality afterschool and summer programs

• Operating principle that outcomes are best achieved through a system of care approach, with interdependent components. ◦ Healthy Beginnings◦ Quality Child Care: Strong Minds; Afterschool QIS; scholarships/match funding

◦ BRIDGES

CSC Funding History• RFPs released annually for ALL programs

◦ Program/service categories and providers would propose their individual program models

• Over the years, the span between RFPs increased as contract periods lengthened◦ 3‐ year cycle◦ 5‐ year cycle◦ 5‐ year cycle, with the ability to renew for an additional five years

• Current process‐ RFP is released to secure a provider for a specific program, with annual contract renewal


• Early Years: FY 1987‐93:◦ Annual RFP process, 1 year contracts

• FY 93‐94:◦ Multi‐year contract process, with RFPs issued once every three years

• FY 1995‐96:◦ Narrowing of focus of CSC funding over a three‐year period

• FY 1997‐98:◦ Contract/RFP cycle increased to 4 years


• FY 2000‐01◦ Long‐term, results‐based contract over a 5‐year period, with an option to renew for another 5 years

• FY 2006‐07◦ Development of a prevention and early intervention infrastructure

• FY 2007‐08◦ Pathway to Early Childhood Development ◦ Implementation of Evidence‐Based Programming (EBP)◦ Approval of CSC/Agency Relations‐ General Principles


• FY 2008‐09◦ RFP/ITN process for Healthy Beginnings system of care

• FY 2011‐12◦ Establishment of CPPA and SRAA

• FY 2014◦ Council adoption of revised CSC Agency/Relations‐ General Principles

Funding Process Over Time

Current• CSC chooses programs to be delivered by providers

• Four child outcomes

• Continuing contract renewed annually subject to CPPA and SRAA

• CSC responsible for all reasonable costs of program‐qualified staff, data systems, model training

• CSC supports strengthening administrative & operational capacity of provider organization

Initial• Providers proposed programs

• 10 categories of funding

• One year contract, subject to additional RFP approval for continued funding

• Providers encouraged to find other sources of funding to support program

Current Funding ModelOne‐Time RFP and then Sustained Funding:• Provider for a new program/service needed• New provider for existing program or service

◦ Following RFP selection, providers will continue to receive an annual contract, subject to CPPA and SRAA

RECURRING Request for Proposal Funding: • Great Ideas Initiative: RFP on an annual basis

Investments in Access to Care:• Scholarships (early care & education; afterschool; summer camp)

• Head Start Match9

Other Models with Sustained Funding

Nationally:• First 5 Communities (California)

Florida:• Ounce of Prevention• Florida Association of Healthy Start Coalitions• Children’s Trust (CSC, Miami‐Dade)

◦ Exemptions from formal competitive process for certain services

Benefits of Sustained Funding

• Minimizing level of disruption with families

• Efficiencies among providers operating in an interdependent system

• Preserve benefits of investments made in staff

• Focus is on maturing program and system of care

Benefits of Recurring RFP Process

• Systematic scanning to identify new/newly interested providers

• Consistent process that is time‐triggered

• Cyclical process to sunset providers experiencing decline in performance

• Ability to reduce/increase overall budget by funding fewer/more providers and/or programs

Other Considerations • Relationships with community partners/stakeholders

◦ Programs delivered in community settings: schools, hospitals, doctor’s offices

• Relationships with community residents◦ Place‐based initiatives

• Awareness of how to access services & where to go◦ Community understanding of entry points; public awareness campaigns

• Pool of providers

Recommendation• Continue with current funding model:

◦ RFP to identify provider and then sustained funding◦ Recurring RFP for Great Ideas Initiative◦ Investments in access to care

• Use Program Landscape Inventory (Birth to 22) & Great Ideas Initiative as opportunities to identify new/newly interested providers◦ Can issue RFP to expand the provider pool within our early childhood system of care

• Opportunity to consider Recurring RFP model for community supports that may be identified in upcoming SRAA

Children’s Services Council

Finance Committee Meeting Thursday, March 29, 2018, 3:30 p.m.

AGENDA / MINUTES

Welcome and introductions

Finance Committee Members: Tom Lynch, CSC Finance Committee Chair Thomas Bean, CSC and CSC Finance Committee Vice-chair Tom Weber, CSC Chair Paul Dumars, Director Financial Services, Solid Waste Authority John Marino, Volunteer

CSC Staff: Lisa Williams-Taylor, Ph.D., CEO Debra Heim, CFO Jennifer Diehl Tom Sheehan, General Counsel Elsa Sanchez, Senior Executive Assistant

Agenda Items:

1 Comprehensive Annual Financial Report for the Fiscal Year Ended September 30, 2017

2 February 22, 2018 Minutes 3 Budget Forecast 2018-2019 4 February 28, 2018 Financial Statements 5 Investment Strategy/Revision to Investment Policy 6 Adjournment

Next Meeting: April 26, 2018 4:00 PM

Children’s Services Council

Finance Committee Meeting

Thursday, February 22, 2018, 4:15 p.m.

AGENDA / MINUTES Welcome and introductions Finance Committee Members: Tom Lynch, CSC Finance Committee Chair, Present

Thomas Bean, CSC and CSC Finance Committee Vice-chair, Present Tom Weber, CSC Chair, Present Paul Dumars, Director Financial Services, Solid Waste Authority, Not Present John Marino, Volunteer, Not Present CSC Staff: Lisa Williams-Taylor, Ph.D., CEO, Present Jennifer Diehl, CFO, Present Tom Sheehan, General Counsel, Present Elsa Sanchez, Senior Executive Assistant, Present Agenda Items:

1 January 25, 2018 Minutes, Recommends Council to approve 2 Budget Assumptions 2018-2019, Discussed the unknowns such as legislative

impacts, potential programs, and agreed to move forward using the information prepared for the next meeting’s forecast discussion.

3 December 31, 2017 Financial Statements, Recommends Council to approve 4 January 31, 2018 Financial Statements, Recommends Council to approve 5 Adjournment

Discussion Items:

1 PFM next steps, Agreed to move forward with finalizing the agreement Next Meeting: March 29, 2018 4:00 PM

2

3

CSC FORECAST/BUDGET FOR THE YEAR ENDED SEPTEMBER 30, 2019

Jennifer Diehl, Children’s Services Council of Palm Beach County

AGENDA ITEM:

TITLE:

STAFF:

SUMMARY:

Budget Assumptions:

Revenues

The millage rate will decrease in 2018‐2019 to .6392 (may change slightly depending on tentative budget presented).

The tax base will increase 7% (projected).

Grant income will remain comparable.

Head Start Revenue match from the County will end.

Interest income and Other income will increase slightly.

Expenditures

The under expenditure rate is projected at 7%.

Health insurance is expected to increase by 10%.

Merit and Promotional increases of 3.5% are budgeted.

Children’s programs expenditures are budgeted to increase approximately $2.2 million which includes provider staff salaries and health insurance increases and policy briefs subject to approval by the Council.

No increase in number of budgeted CSC positions.

Fund Balance

The targeted fund balance is 27.5% of the total budget.

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Children's Services Council of Palm Beach CountyBudget Forecast 2016/2017 - 2021/2022

CSC Forecast reducing millage rate 3% in 18/19 and 19/20, 2% in 20/21 and 1% in 21/22

Tax base increases 7% in 18/19 ,8% in 19/20, 5% 20/21 and 20/22

Millage decrease of 3% in 18/19 and 19/20, 2% in 20/21 and 1% in 21/22

Under expenditure rate is projected at 7%Targeted fund balance is 27.5% of the total budget

Total PBC Tax Base Millage RateCSC Ad Valorem

RevenueOther

Funders/IncomeRevenue from Fund Balance Total CSC Budget

Balance in Fund Balance 27.5% of Budget

2016/17 165,150,014,583 0.6833 108,983,419 6,562,111 562,632 116,108,162 47,171,933 31,929,745

2017/18 177,260,171,007 0.6590 116,814,453 5,155,246 10,281,153 132,250,852 46,148,340 36,368,984

2018/19 189,668,382,977 0.6392 121,241,720 4,055,246 9,794,272 135,091,238 45,810,454 37,150,091

2019/20 204,841,853,616 0.6201 123,012,826 4,055,246 10,780,446 137,848,518 44,679,405 37,908,343

2020/21 215,083,946,296 0.6077 126,696,198 4,055,246 12,431,454 143,182,898 42,270,753 39,375,2972021/22 223,687,304,148 0.6016 130,564,806 4,055,246 11,405,264 146,025,316 41,087,262 40,156,962

Revenues FY 2016/2017* FY 2017/2018 ** FY 2018/2019 FY 2019/2020 FY 2020/2021 FY 2021/2022

Ad valorem Taxes 108,983,419 116,814,453 121,241,720 123,012,826 126,696,198 130,564,806

Grant Income 3,443,818 3,355,246 3,355,246 3,355,246 3,355,246 3,355,246

Head Start Revenue 2,100,000 1,100,000 - - - -

Interest Income 562,469 500,000 500,000 500,000 500,000 500,000

Other Income 455,824 200,000 200,000 200,000 200,000 200,000

Cash Balances Brought Forward 562,632 10,281,153 9,794,272 10,780,446 12,431,454 11,405,264

Total 116,108,162 132,250,852 135,091,238 137,848,518 143,182,898 146,025,316

Expenditures

Personnel 11,356,945 12,625,087 13,099,281 13,595,395 14,091,508 14,587,622

Travel 159,087 235,635 235,635 235,635 235,635 235,635

Building Space 564,811 657,674 677,404 697,726 718,658 740,218

Communications 53,938 66,999 66,999 66,999 66,999 66,999

Printing & Supplies 92,110 202,051 202,051 202,051 202,051 202,051

Other Expenses 1,433,281 1,481,396 1,481,396 1,481,396 1,481,396 1,481,396

Capital Expenses 406,355 262,500 262,500 262,500 262,500 262,500

Non-Operating Expenses 1,531,679 3,184,838 3,184,838 3,184,838 3,184,838 3,184,838

Children's Programs and Initiatives 98,188,450 108,361,465 108,361,465 110,531,465 115,201,465 117,371,465

Children's Programs and Initiatives Cost Drivers - - 1,300,000 1,300,000 1,300,000 1,300,000

Policy Briefs - - 870,000 870,000 870,000 870,000

Contingency - 500,000 500,000 500,000 500,000 500,000

Reserve for Uncollectible Tax - 4,673,207 4,849,669 4,920,513 5,067,848 5,222,592

Total 113,786,656 132,250,852 135,091,238 137,848,518 143,182,898 146,025,316

Items included in projection: Promotional increases in salaries (.5%)

Added 10% health insurance increase Programs based on projection plus cost drivers of 3% salary increase and 10% health insurance increaseMerit increases in salaries (3%)

* based on actual numbers

**Based on Trim Packet approved by Council

Decrease in property taxes by $4m beginning 19/20

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AGENDA ITEM: 4

TITLE: Financial Statements – February 28, 2018 (Unaudited)

STAFF: Jennifer Diehl, Children’s Services Council of Palm Beach County

SUMMARY:

The financial statements are presented reflecting the estimated operating results of the General Fund and Special Revenue Fund (Prevention Partnerships for Children, Inc.) for the five months ended February 28, 2018. The audit of the Council for the fiscal year ended September 30, 2017 has been completed and the applicable figures represent audited numbers. Balance Sheet: As of February 28, 2018, the Council had $110,211,086 in cash and investments. Of this balance, $30,000,000, net of unamortized discounts and premiums, was held in federal government bonds, $77,811,665 was held in a public funds money market account, and $300,000 was held in the Morgan Stanley Institutional Government Advisory Fund #8342. The remainder of the funds were on deposit in the Council’s operating accounts.

The Capital Assets and the Investment in Capital Assets for $18,124,662 represent the costs associated with furniture and fixtures, equipment, and building costs.

Statement of Revenue and Expenses:

The budgeted expenditure rate at February 28, 2018 is 41.67%. The estimated expenditure rate for Children’s Programs at February 28, 2018 is 35.08%.

RECOMMENDATION:

I recommend the Finance Committee propose that the Council accept the February 28, 2018 Financial Statements as submitted.

5

CHILDREN'S SERVICES COUNCIL OF PALM BEACH COUNTY

BALANCE SHEET (Unaudited)

February 28, 2018

General Fund Total All Funds

Assets

Cash & Investments 109,972,847$ 238,239$ 110,211,086$ Accounts Receivable 3,591,001 - 3,591,001 Advances to Agencies 5,281,030 - 5,281,030 Prepaid Expenses 200,460 - 200,460 Due From - Special Revenue Fund 117,471 - 117,471 Capital Assets 18,124,662 - 18,124,662

Total Assets 137,287,471 238,239 137,525,710

Liabilities & Fund Balance

Liabilities

Allocations to Children's Services Programs 9,692,811 112,555 9,805,366 Deferred Revenue 91,667 - 91,667 Accounts Payable 381,247 8,213 389,460 Due to - General Fund - 117,471 117,471 Total Liabilities 10,165,725 238,239 10,403,964

Fund Balance

Nonspendable: Prepaid Expenses 200,460 - 200,460 Assigned: Reserved in accordance with fund balance policy 35,606,480 - 35,606,480 Unassigned: 73,190,144 - 73,190,144

Total Fund Balance 108,997,084 - 108,997,084

Investment in Capital Assets 18,124,662 - 18,124,662

Total Liabilities and Fund Balance 137,287,471$ 238,239$ 137,525,710$

Special Revenue Fund

Prevention Partnership for Children, Inc.

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CHILDREN'S SERVICES COUNCIL OF PALM BEACH COUNTYSTATEMENT OF REVENUE AND EXPENSES CHANGES IN FUND BALANCE

FOR THE FIVE MONTHS ENDED FEBRUARY 28, 2018

Approved Budget Actual Approved Budget Actual Approved Budget Actual2017/2018 Through Through Variance % 2017/2018 Through Through Variance % 2017/2018 Through Through Variance %

Budget 2/28/2018 2/28/2018 YTD YTD Budget 2/28/2018 2/28/2018 YTD YTD Budget 2/28/2018 2/28/2018 YTD YTD

RevenuesAd Valorem Property Taxes 116,814,453$ 101,630,869$ 101,630,869$ -$ 87.00% -$ -$ -$ -$ 0.00% 116,814,453$ 101,630,869$ 101,630,869$ -$ 87.00%Interest Income 500,000 208,333 129,018 (79,315) 25.80% - - - - 0.00% 500,000 208,333 129,018 (79,315) 25.80%Unrealized Gain or Loss - - 55,458 55,458 100.00% - - - - 0.00% - - 55,458 55,458 100.00%Department of Health/Agency for Health Care Administration 3,355,246 1,398,019 2,475,742 1,077,723 73.79% - - - - 0.00% 3,355,246 1,398,019 2,475,742 1,077,723 73.79%Palm Beach County Head Start Match 1,100,000 458,333 458,333 - 41.67% - - - - 0.00% 1,100,000 458,333 458,333 (0) 41.67%Income from Tenants 75,000 31,250 38,238 6,988 50.98% - - - - 0.00% 75,000 31,250 38,238 6,988 50.98%Other Income 125,000 52,083 69,829 17,746 55.86% - - - - 0.00% 125,000 52,083 69,829 17,746 55.86%Cash Carryforward 10,281,153 - - - 0.00% - - - - 0.00% 10,281,153 - - - 0.00%

Total Revenues 132,250,852 103,778,888 104,857,487 1,078,599 79.29% - - - - 0.00% 132,250,852 103,778,888 104,857,487 1,078,599 79.29%

ExpendituresAdministrative Expenditures 5,441,364 2,267,235 2,309,639 (42,404) 42.45% - - 610 (610) 100.00% 5,441,364 2,267,235 2,310,249 (43,014) 42.46%Capital Expenditures 262,500 109,375 6,783 102,592 2.58% - - - - 0.00% 262,500 109,375 6,783 102,592 2.58%Contingency 500,000 - - - 0.00% - - - - 0.00% 500,000 - - - 0.00%Non-Operating Expenses 3,184,838 2,446,751 2,446,751 - 76.82% - - - - 0.00% 3,184,838 2,446,751 2,446,751 - 76.82%Reserve for Uncollectible Taxes 4,673,206 - - - 0.00% - - - - 0.00% 4,673,206 - - - 0.00%

Children's Services Programs:Direct Services:

Funded Programs & Initiatives 105,588,722 43,995,301 36,839,138 7,156,163 34.89% 2,772,743 1,155,310 768,628 386,682 27.72% 108,361,465 45,150,610 37,607,766 7,542,844 34.71%Support Services:

Programmatic Support 9,827,479 4,094,783 3,851,378 243,405 39.19% - - - - 0.00% 9,827,479 4,094,783 3,851,378 243,405 39.19%

Total Children's Programs 115,416,201 48,090,084 40,690,516 7,399,567 35.26% 2,772,743 1,155,310 768,628 386,682 27.72% 118,188,944 49,245,393 41,459,144 7,786,249 35.08%Total Expenses 129,478,109 52,913,445 45,453,689 7,459,756 35.11% 2,772,743 1,155,310 769,238 386,072 27.74% 132,250,852 54,068,754 46,222,927 7,845,827 34.95%

Excess Revenues over Expenses 59,403,798 (769,238) 58,634,560

Other Financing Sources (Uses)Transfers in (out) (2,772,743) (1,155,310) (769,238) (386,072) 27.74% 2,772,743 1,155,310 769,238 386,072 27.74% - - - - 0.00%

Net Changes in Fund Balances 58,634,560 - 58,634,560

Fund Balances

October 1, 2017 50,362,524 - 50,362,524 February 28, 2018 108,997,084$ -$ 108,997,084$

General Fund Special Revenue Fund Total

Prevention Partnership for Children, Inc.

7

AGENDA ITEM: 5

TITLE: Investment Strategy/Revision to Investment Policy

STAFF: Jen Diehl, Children’s Services Council of Palm Beach County

SUMMARY: PFM’s targeted portfolio structure will include purchases of corporates, municipals, asset backed securities, commercial paper, and supranational securities. PFM is asking that the Finance committee approve use of the full table in the policy (excerpt provided) and rely on PFM’s expertise in all of those instruments. The new investment policy is a comprehensive policy and going forward, CSC will have one policy that affords the organization the best combination of investment options. PFM will work to ensure that the policy is complied with on an ongoing basis.

RECOMMENDATION: I recommend the Finance Committee propose that the Council consider approving a comprehensive list of investment vehicles based on the discussion with PFM.

(excerpt from Investment Policy for the Children’s Services Council of Palm Beach County)

7

2. Wall Street Journal or a comparable nationally recognized financial publication providing daily market pricing

3. Daily market pricing provided by the CSC's custodian or their correspondent institutions

C. The CFO or the investment manager shall utilize the competitive bid process to select the securities to be purchased or sold. Selection by comparison to a current market price, as indicated above, shall only be utilized when, in judgment of the CFO or the investment manager, competitive bidding would inhibit the selection process.

D. Examples of when this method may be used include:

1. When time constraints due to unusual circumstances preclude the use of the competitive bidding process

2. When no active market exists for the issue being traded due to the age or depth of the issue

3. When a security is unique to a single dealer, for example, a private placement 4. When the transaction involves new issues or issues in the "when issued" market

E. Overnight sweep repurchase agreements will not be bid, but may be placed with the CSC's depository bank relating to the demand account for which the repurchase agreement was purchased.

XIV. AUTHORIZED INVESTMENTS AND PORTFOLIO COMPOSITION

A. Investments should be made subject to the cash flow needs and such cash flows are subject to revisions as market conditions and CSC's needs change. However, when the invested funds are needed in whole or in part for the purpose originally intended or for more optimal investments, the CSC may sell the investment at the then‐prevailing market price and place the proceeds into the proper account at the CSC's custodian.

B. The following are the investment requirements and allocation limits on security types, issuers, and maturities as established by the Council. The CEO, CFO, and the Finance Committee shall have the option to further restrict investment percentages from time to time based on market conditions, risk and diversification investment strategies.

C. The percentage allocation requirements for investment types and issuers are calculated based on the original cost of each investment, at the time of purchase. Investments not listed in this Policy are prohibited.

D. The following investments are currently available for investment by the CFO and investment manager: US Treasury Federal Agency Municipal Certificates of Deposit & Savings Accounts Overnight Bank Deposit Repurchase Agreement Money Market Fund

E. Any other investment type listed as “Permitted Investments” but not listed in the preceding sentence shall require prior approval by the Finance Committee (at a regular or special meeting) or by the Council before the CFO and investment manager may invest in such investment type.

8

Permitted Investments

Sector Sector

Maximum (%)

Per Issuer Maximum

(%) Minimum Ratings Requirement1 Maximum

Maturity

U.S. Treasury

100%

100%

N/A

5.50 Years (5.50 Years

avg. life4 for GNMA)

GNMA 40%

Other U.S. Government Guaranteed (e.g. AID, GTC) 10%

Federal Agency/GSE: FNMA, FHLMC, FHLB, FFCB*

80%

40%3

N/A 5.50 Years Federal Agency/GSE

other than those above 10%

Supranationals where U.S. is a shareholder

and voting member 25% 10% Highest ST or Highest LT Rating Categories

(A-1/P-1, AAA/Aaa, or equivalent) 5.50 Years

Corporates 50%2 5% Highest ST or Three Highest LT Rating Categories (A-1/P-1, A-/A3 or equivalent) 5.50 Years

Municipals 25% 5% Highest ST or Three Highest LT Rating Categories (SP-1/MIG 1, A-/A3, or equivalent) 5.50 Years

Agency Mortgage-Backed Securities (MBS) 25% 40%3 N/A 5.50 Years

Avg. Life4

Asset-Backed Securities (ABS) 25% 5% Highest ST or LT Rating (A-1+/P-1, AAA/Aaa, or equivalent)

5.50 Years Avg. Life4

Non-Negotiable Collateralized Bank Deposits or Savings

Accounts 50% 25% Secured by the Florida Security for Public Deposits Act,

Chapter 280, Florida Statutes 2 Years

Overnight Bank Deposit Account 100% N/A Secured by the Florida Security for Public Deposits Act,

Chapter 280, Florida Statutes N/A

Commercial Paper (CP) 50%2 5% Highest ST Rating Category (A-1/P-1, or equivalent) 270 Days

Repurchase Agreements (Repo or RP) 40% 20%

Counterparty (or if the counterparty is not rated by an NRSRO, then the counterparty’s parent) must be rated

in the Highest ST Rating Category (A-1/P-1, or equivalent)

If the counterparty is a Federal Reserve Bank, no rating is required

1 Year

Money Market Funds (MMFs) 50% 25% Highest Fund Rating by all NRSROs who rate the fund (AAAm/Aaa-mf, or equivalent) N/A

Intergovernmental Pools (LGIPs) 50% 25%

Highest Fund Quality and Volatility Rating Categories by all NRSROs who rate the LGIP,

(AAAm/AAAf, S1, or equivalent) N/A

Notes: 1 Rating by at least one SEC-registered Nationally Recognized Statistical Rating Organization (“NRSRO”), unless otherwise noted. ST=Short-

term; LT=Long-term. 2 Maximum allocation to all corporate and bank credit instruments is 50% combined. 3 Maximum exposure to any one Federal agency, including the combined holdings of Agency debt and Agency MBS, is 40%. 4 The maturity limit for MBS and ABS is based on the expected average life at time of settlement, measured using Bloomberg or other industry

standard methods.

* Federal National Mortgage Association (FNMA); Federal Home Loan Mortgage Corporation (FHLMC); Federal Home Loan Bank or its District banks (FHLB); Federal Farm Credit Bank (FFCB).

9

1) U.S. Treasury & Government Guaranteed - U.S. Treasury obligations, and obligations the principaland interest of which are backed or guaranteed by the full faith and credit of the U.S. Government.

2) Federal Agency/GSE - Debt obligations, participations or other instruments issued or fullyguaranteed by any U.S. Federal agency, instrumentality or government-sponsored enterprise(GSE).

3) Supranationals – U.S. dollar denominated debt obligations of a multilateral organization ofgovernments where U.S. is a shareholder and voting member.

4) Corporates – U.S. dollar denominated corporate notes, bonds or other debt obligations issued orguaranteed by a domestic corporation, financial institution, non-profit, or other entity.

5) Municipals – Obligations, including both taxable and tax-exempt, issued or guaranteed by anyState, territory or possession of the United States, political subdivision, public corporation,authority, agency board, instrumentality or other unit of local government of any State orterritory.

6) Agency Mortgage Backed Securities - Mortgage-backed securities (MBS), backed by residential,multi-family or commercial mortgages, that are issued or fully guaranteed as to principal andinterest by a U.S. Federal agency or government sponsored enterprise, including but not limitedto pass-throughs, collateralized mortgage obligations (CMOs) and REMICs.

7) Asset-Backed Securities - Asset-backed securities (ABS) whose underlying collateral consists ofloans, leases or receivables, including but not limited to auto loans/leases, credit card receivables,student loans, equipment loans/leases, or home-equity loans.

8) Non-Negotiable Certificate of Deposit and Savings Accounts - Non-negotiable interest bearingtime certificates of deposit, or savings accounts in banks organized under the laws of this state orin national banks organized under the laws of the United States and doing business in this state,provided that any such deposits are secured by the Florida Security for Public Deposits Act,Chapter 280, Florida Statutes.

9) Overnight Bank Deposit Account – depository accounts in banks organized under the laws of thisstate or in national banks organized under the laws of the United States and doing business in thisstate, provided that any such deposits are secured by the Florida Security for Public Deposits Act,Chapter 280, Florida Statutes.

10) Commercial Paper – U.S. dollar denominated commercial paper issued or guaranteed by adomestic corporation, company, financial institution, trust or other entity, only unsecured debtpermitted.

11) Repurchase Agreements - Repurchase agreements (Repo or RP) that meet the followingrequirements:

a. Must be governed by a written SIFMA Master Repurchase Agreement which specifiessecurities eligible for purchase and resale, and which provides the unconditional right toliquidate the underlying securities should the Counterparty default or fail to provide fulltimely repayment.

10

b. Counterparty must be a Federal Reserve Bank, a Primary Dealer as designated by theFederal Reserve Bank of New York, or a nationally chartered commercial bank.

c. Securities underlying repurchase agreements must be delivered to a third party custodianunder a written custodial agreement and may be of deliverable or tri-party form.Securities must be held in the CSC’s custodial account or in a separate account in thename of the CSC.

d. Acceptable underlying securities include only securities that are direct obligations of, orthat are fully guaranteed by, the United States or any agency of the United States, or U.S.Agency-backed mortgage related securities.

e. Underlying securities must have an aggregate current market value of at least 102% (or100% if the counterparty is a Federal Reserve Bank) of the purchase price plus currentaccrued price differential at the close of each business day.

f. Final term of the agreement must be 1 year or less. [Note – previously had been 90 days]

12) Money Market Funds - Shares in open-end and no-load money market mutual funds, providedsuch funds are registered under the Investment Company Act of 1940 and operate in accordancewith Rule 2a-7.

A thorough investigation of any money market fund is required prior to investing. Attachment Bis a questionnaire that contains a list of questions, to be answered prior to investing, that coverthe major aspects of any investment pool/fund. A current prospectus must be obtained.

13) Local Government Investment Pools – State, local government or privately-sponsoredinvestment pools that are authorized pursuant to state law.

A thorough investigation of any intergovernmental investment pool is required prior to investing.Attachment B is a questionnaire that contains a list of questions, to be answered prior to investing,that cover the major aspects of any investment pool/fund. A current prospectus must beobtained.

General Investment and Portfolio Limits 1. General investment limitations:

a. Investments must be denominated in U.S. dollars and issued for legal sale in U.S. markets.b. Minimum ratings are based on the highest rating by any one Nationally Recognized

Statistical Ratings Organization (“NRSRO”), unless otherwise specified.c. All limits and rating requirements apply at time of purchase.d. Should a security fall below the minimum credit rating requirement for purchase, the

investment manager will notify the CFO.e. The maximum maturity (or average life for MBS/ABS) of any investment is 5.50 years.

Maturity and average life are measured from settlement date. The final maturity datecan be based on any mandatory call, put, pre-refunding date, or other mandatoryredemption date.

2. General portfolio limitations:a. The maximum effective duration of the aggregate portfolio is 3 years.

3. Investment in the following are permitted, provided they meet all other Policy requirements:

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