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Board of Directors Meeting
Agenda
August 20, 2020
Zoom Meeting
Meeting begins at 5:00 pm
Reciting of the Promise
Program Infographic
Help Me GrowJamie McGillis, Program Coordinator
Introductions/Presentations
Migrant and Seasonal Head Start
Head Start/Early Head Start
Friends of 40 Prado
Liaison Reports
1. Approval of Minutes of Regular Board Meeting Minutes
Action
Finance Committee Meeting Minutes 6-17-20
2. Approval of Minutes of Finance Committee Meeting Minutes
Action
June 18, 2020 Board Meeting Minutes
Consent Agenda
Call To OrderDee Lacey
Roll CallMarci Sperlo
The Promise of Community Action
Public CommentDee Lacey
COVID-19 Board Presentation: Information and UpdatesSuzanne Leedale, COO, Melinda Sokolowski,, Interim CFSDirector, Katie Hollingsworth, Health and Nutrition Manager
Program Liaison Reports
Board of Directors Meeting
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1 AgendaFinCom June 2020 Head Start SLO SanDiego
2 CaresAct - COVID Quality COLA Funds Revised June 5
3 Credit Card Report May 2020
4 INKIND Report 6.10.20
5 Summary Program Status during C-19 on 6-15-20
6 3-31-20 Agency wide Statement of Financial Position
Action/Ratification
Action/Ratification
Action/Ratification
Action
Action
7 3-31-20 Agency wide Statement of Rev and Expense
3. Approval of the Adoption of CAPSLO 403B Plan Document asAmended
3a RESOLUTION NO 403B Plan Amendment Adoption
4. Approval to include and adopt certain CARES Act provisions inthe CAPSLO 403B plan
5. Approval to submit local plan, work plan and budget forCARES Act supplemental funding
6. Approval of continued funding application to the CaliforniaDepartment of Education, Nutrition Services Division’s FamilyDay Care Federal Food Program for CCRC for FY 2020 -2021 toserve 113 provider homes in the amount of $868,796
Action
Action
Action
8. Approval of a waiver for a 35% reduction in the non-federalshare requirement for the Migrant and Seasonal Head Start grant#90CM9821/05 for the September 1, 2019 to August 31, 2020program year
9. Approval of a waiver for a 52% reduction in the non-federalshare requirement for the Migrant and Seasonal Early Head StartPartnership grant #90HM000010/03 for the September 1, 2019 toAugust 31, 2020 program year.
10. Approval to accept contract for California Department ofCommunity Services and Development (CSD) Low-Income HomeEnergy Assistance Program (LIHEAP) Coronavirus Aid
Chief Executive Officer's ReportBiz Steinberg
7. Approval of continued funding application to the Calif.Department of Education (CDE), Nutrition Services Division forcontinued funding of the CFS Food Program for up to $834,800for fiscal year 2020-2021
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Action
Action
Action
Action
Action
11. Approval of partnership with SLOCOE to accept subcontractfunding from the Calif. Dept of Education’s (CDE) Calif. StatePreschool Program (CSPP) Quality Rating Improvement System(QRIS) Block Grant in the amount of $150,508
12. Request for funding from San Luis Obispo County Office ofEducation – IMPACT to support quality child care in San LuisObispo County in an amount not to exceed $391,630.40 annually
13. Approval to contract with San Luis Obispo Co. Office of Ed.for continued funding from the Calif. Department of Education(CDE) Calif. Quality Counts California (QCC) Quality RatingImprovement System (QRIS) Block Grant in the amount of$93,420
14. Approval of the HS-EHS Policy Council Term Extension 2020-2021
Planning Committee
Finance Committee
Committee Reports
President's ReportDee Lacey
Closed Session
15. Approval of the HS-EHS BylawsBy Laws will be sent in separate email.
Board Survey Results 2020
Updated Undoc Stats 8-12-20
Board Discussion
Personnel (Gov. Code § 54957)
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The Promise of Community Action
Community Action changes people’s lives, embodies the spirit of hope,
improves communities and
makes America a better place to live.
We care about the entire community,
and we are dedicated to
helping people help themselves and each other.
La Promesa de Community Action
Community action cambia
las vidas de la gente,
encarna el espíritu de esperanza,
mejora comunidades,
y hace américa un mejor lugar para vivir. nos preocupamos por
la comunidad entera, y estamos dedicados a ayudar a la gente
para que se ayuden asi mismos y unos a otros.
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Team Meeting Agenda | © 2019 by Vertex42.com
Program Information
Date: August 20, 2020 Senior
Management Program Source of Funds
Melinda
Sokolowski
Child and Family Services Division (Interim) ● CCRC ● Head Start/Early Head Start ● Migrant and Seasonal Head Start ● State Child Development ● Family and Community Support
See Below
Sheri Wilson
CCRC ● Child Care Provider Support ● Child Care Food Program ● Child Care Provider Training and Support ● Toy Lending Library ● Assistance with Child Care Payments ● Help Finding Child Care
California Dept of Education (CDE) County of San Luis Obispo - DSS County Office of Educ.
Head Start & State Child Development
Angela
Rico
Adriana Barron
Elena Ingrao
Home Base Area Manager, Early Head Start ● Family Child Care Provider Homes (FCC) ● Home Based EHS Program, including
pregnant moms ● EHS Child Care Partnership ● State Blended CCTR 0-3 program
SLO Area Manager, Head Start
● Center Based Head Start Program ● Home Based Head Start Program ● State Blended CSPP 3-5 with Head Start
San Diego Area Manager, Head Start/ Early Head Start
● Center Based Head Start Program
Health and Human Services, Administration for Children and Families, Office of Head Start USDA CACFP First 5 Commission Local School Districts In-Kind Community Support
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Team Meeting Agenda | © 2019 by Vertex42.com
Angie
Ramirez
Regional Manager Monterey County HS/MSHS
Flora
Chacon
Migrant and Seasonal Head Start ● Migrant Seasonal Head Start Centers, 0-5 ● Migrant Seasonal Head Start FCC, 0-5 ● Migrant and Seasonal Early Head Start
Partnerships (3 grants serving 0-3 only)
Health and Human Services, Administration for Children and Families, Office of Head Start USDA CACFP First 5 Commission Local School Districts In-Kind Community Support
Family and Community Support ● Family Preservation and Parent Education ● Father Involvement Program ● Financial Empowerment Program ● S.A.F.E. Family Resource Centers ● TAPP ● Help Me Grow ● 211 Community Resource Project
Local School Districts First 5 Commission County of SLO- DSS & Behavioral Health State of CA-OCAP
Mara
Whitten
Adult Day Center ● Project LifeSaver
Donations Participants Area Agency on Aging (AAA) Fee For Services Local County & City
Jim
McNamara
Energy & Weatherization ● Minor Home Repair ● Utility Assistance ● Weatherization
Private Utility Co.’s State of CA, DOE & LIHEAP Area Agency on Aging (AAA) Cities of Santa Maria & Pismo Beach County of Ventura Private Partnerships
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Team Meeting Agenda | © 2019 by Vertex42.com
Raye
Fleming
Health and Prevention ● The Center ● LIberty Tattoo Removal ● Menopausal Services ● Teen Programs
State of CA. F-PACT County of SLO, CBO & Probation Local Cities Community Foundation Fundraising Donations Fees for services Title X Federal funds
Grace
McIntosh
40 Prado ● Case Management ● Recuperative Care ● Safe Parking ● SLO HUB
County of SLO City of SLO HUD HHS - SAMHSA Private Partnerships, Local hospitals, Health Centers Private Foundations Fundraising Donations
Brandy Graham
Veterans Services ● Supportive Services for Veterans and
Families ● SLO-VETS2WORK
Veterans Administration US Department of Labor
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Team Meeting Agenda | © 2019 by Vertex42.com
Central Administration
Elizabeth Steinberg
CEO
Suzanne Leedale
COO ● Facilities ● Information Technology
Loren
Leidinger
Outreach and Development Director ● Outreach ● Planning
Joan Limov
CFO ● Finance & Contract Administration
Marci Sperlo
Executive Administrator
● Branding ● Front Office ● Volunteer ● Wellness
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Team Meeting Agenda | © 2019 by Vertex42.com
Ron Torres
Brendan
McMahon
Human Resources ● Payroll ● Health Insurance ● Workers Compensation
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Community Action Partnership
of
San Luis Obispo County, Inc.
Board of Directors Meeting Minutes
June 18, 2020
Members of the Board
Dee Lacey, President
Carlos Sosa, Vice President
Lan George
Gary Jordan
Diane “Dee” Limon
Sandee Menge
Margie Perez-Sesser
Anneka Scranton
Lisa Sperow
Erica A. Stewart
Absent
Mical Bovee, Secy./Treas.
Debbie Arnold
Chuck Cesena
Maria Garcia
Rob Garcia
Call to Order 5:05 pm
Roll Call – A quorum was present
Reciting of the Promise was led by Gary Jordan
Public Comment
Introductions/Presentation
Biz introduced Suzanne Leedale, CAPSLO’s new COO. Suzanne thanked the Board and is happy to be here.
Liaison Reports
A. Migrant and Seasonal Head Start
● Carlos reported that he spoke with Flora to check on the program.
● They are serving 941 children.
● All migrant centers will be open as of Monday.
● Monterey will begin with transportation.
● Tomorrow staff will receive training on self-assessment.
● Monterey Migrant Head Start is open but we are limited to the number of children we can serve due to
licensing. They want us to serve groups of 10.
● Some parents have not returned, as they have not returned to work.
B. Head Start/Early Head Start
● Margie reported she was able to visit the Cambria Center, which is open. The children were adjusting
well and staff were adhering to the guidelines.
Staff Suzanne Leedale
Loren Leidinger Joan Limov
Grace McIntosh Brendan McMahon Melinda Sokolowski
Marci Sperlo Biz Steinberg
Ron Torres
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● Melinda reported parents are not coming into the center. We do have children’s masks. We have a lot of education around the topic. If the Board would like a copy of our Training Guide we are happy to
provide it to you. We have it in English and Spanish and it is a 6 hour health training that staff go
through.
● Lan stated she has discussed with a board member of the Lucia Mar Unified School District regarding
the need for the students to actually see the faces of the teachers and the caregivers. One of the things
they discussed was the use of face shields versus face masks. Is this something that we can speak to
and can we speak to the Public Health Officer to see if we can use a face shield instead of face masks?
Melinda stated, we have explored a lot of ideas. There was an announcement today exempting schools
and child care centers from wearing masks. Nothing is off the table.
● She just wanted to remind everyone because we work in so many different counties we are hearing a
variety of guidance from the different counties.
Friends of 40 Prado
● Loren reported they are doing well with their fundraising. Their fiscal year-end is ending in June and
they will have made their commitments to CAPSLO. Grace and Loren have recently met with them and
they had a board meeting on Friday. Loren is helping them and driving them to put together a more
comprehensive plan around how they are going to be fundraising especially because we will not be
able to hold any events for the rest of the year. They would normally be doing their event in
September. Capital Campaign donors are becoming re-engaged.
C. Program/Liaison Updates
● Biz reported we are working with Public Health to start up Adult Day with a limited number of clients.
But we are still in stage 2.
● Sandee reported AED is still generating funds. Sponsors have been generous. Raffle tickets are still
available till July 17th. July 19th is the drawing.
● We are losing 7 staff in the Youth Program due to loss of funding. 3 fulltime Health Educators hours are
being cut to 30 hours. The program manager is retiring.
● Women's Legacy Fund had earmarked $10,000 to Health Services for Nipomo High School Young
women to help with health coaching.
Consent Agenda
Minutes Approval
1. Approval of Minutes of Regular Board Meeting of May 21, 2020- Action
2. Finance Committee Reviewed Program Status during COVID-19 – Action
3. Approval to apply for Quality Counts California Workforce Pathways Grant on behalf of the local Child Care
Planning Council and local Quality Counts Consortium in the estimated amount of $33,623 - Action
4. Continuation application to United Way Monterey County for building the professional capacity of friends,
family, and neighbors as child care providers in Gonzales and Greenfield, CA in the amount of $100,000 -
Action
On a motion by Carlos Sosa seconded by Gary Jordan the consent agenda is approved as presented) (MSC
Sosa/Jordan) All in favor.
Chief Executive Officer’s Report
5. Application to the Harold J. Miossi Charitable Trust for $260,182 to install solar panels on the roof of the
40 Prado Homeless Services Center - Action
Loren stated, we have received a few donations for solar panels at 40 Prado totaling $65,000 and this
would help to fully fund the project. She reported we requested approximately $260,000. We received
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bids from 4 businesses, and after discussion with facilities it was decided the most comprehensive bid was
one of the more expensive bids because the vendor is very reliable. We have had a lot of trouble with 40
Prado and the building needing many repairs since being built and we used the lowest bid.
Grace reported while this is a large initial amount of money, over time it would pay for itself. The other
thing that really brought it home for her was the issue of an emergency back-up generator. They do not
have one at 40 Prado. They looked at the cost of one and it would be quite a bit of money in order to
properly get 40 Prado up and running in the event of an outage. Having solar would make this not a
problem. So this would be an investment in terms of offsetting the monthly utility bills and really prepare
us for any power outages.
On a motion by Erica A. Stewart seconded by Gary Jordan the above action is approved as presented. (MSC
Stewart/Jordan) All in favor.
6. Approval of purchase for $110,314 for Child Family Services: Family Child Care Program Option.
This is a creative way to find a way to continue to support family child care providers - Action
Melinda reported due to COVID-19 we have adjusted the way we are reaching our family child care
providers. We used to bring them together in large groups to provide them training. This board action is
allowing us to purchase materials and do similar work through virtual ways. These materials can be
distributed to the family child care homes so they can receive training. We have a long relationship with
Creative Curriculum in our center-based programs so we are very comfortable with the curriculum.
This was a creative way that our family child care manager worked hard to find a way to support the family
child care providers. The Providers never closed their doors and kept working, so we want to provide for
them and make sure they're getting essential training and support.
On a motion by Carlos Sosa seconded by Diane Limon the above action is approved as presented. (MSC
Sosa/Limon) All in favor.
7. Approval to Submit a Proposal to the Central Commission on Senior Citizens, Area Agency on Aging, for the
Provision of Fall Prevention Services in San Luis Obispo and Santa Barbara Counties as authorized by the
Governor’s Budget Act of 2019 in the amount of $129,375 - Action
Biz reported AAA grants us money to do the Minor Home Repair Program for seniors and the disabled. This
is special money targeted for Fall Prevention. It will provide different grab bars, benches for showers,
different pieces of equipment to help the case manager or the adult child of the elder person. They go in
and do an assessment of the home and while doing the assessment they will be bringing in information on
other Energy and Weatherization programs. So it's value-added to the program and will add to the growing
needs of the elderly to keep them in their homes independent and safe.
On a motion by Anneka Scranton seconded by Carlos Sosa the above action is approved as presented. (MSC
Scranton/Sosa) All in favor.
● Biz reported we have been part of a group to help the Undocumented people in our community, such
as farmworkers or families where one spouse is a legal resident and the wife is not. These people were
left out of the list. The Community Foundation granted $5,000 to CAPSLO and the Center for Family
Strengthening. Then funded each of us $10,000 more. The Community Foundation reached out to a
Nationwide Philanthropy group and that group will be giving us $20,000. They just reached out again
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and asked us if we could use $50,000. We are working through Melinda’s program and her family advocates in this County.
● Because there is money in all of California she forwarded the information to Flora and the area
managers.
● Families receive about $500 per family.
● We have had a total of 9 positives over the past month. We are finding as we open centers, a person
comes down with COVID-19 and Public Health tells us to close the center. We communicate with the
parents and try to keep the children safe and healthy. This is the way it is going to be.
● 40 Prado is still without any positive testing.
● We have Nurse Heather taking temps at Southwood.
● Melinda reported we put the staff through intensive training before we open. As they open we circle
back to see how it is going and retrain as they open. The parents and children seem to be doing well.
● We do have an issue with Public Health giving staff different information in different counties. We have
a tracking device that we are updating and sharing with management. It shows staff who are working
at home are out sick and what centers are open and closed.
● Suzanne is now our COVID-19 leader and the link between the Senior Management and Leadership
Teams that receives information from all the programs.
Committee Reports
Finance Committee
Carlos reported on the credit cards stating the other Vendor Charges total $80,772.
Revolving LOC has a zero balance
The agency credit card charges are as follows:
N. MONT.
SLO / SD EHS MSEHS
Credit Card - Direct Charges TOTAL HS & EHS Partnerships MSHS Partnerships
Visa - Corporate/Homeless 381
American Express - IT (BC) 87,485 11,934 41,602 19,985
American Express - Corporate 7,828 - 6 121 256
American Express - Planning -
American Express - Purchasing -
American Express - CCRC 4,838
American Express - CFS -
Total Direct Credit Card Charges $ 100,532 $ 11,934 $ 6 $ 41,723 $ 20,242
Total Head Start Charges $ 73,905
Joan reported they reviewed the Head Start programs for San Luis Obispo and San Diego. They covered $12
million in funding. San Diego is fully enrolled and fully spent at $5.1 million dollars and we also met the in-kind
requirements.
They also reviewed the Head Start program in San Luis Obispo which as the Board knows we have an under
enrollment issue that we were working on with the Feds. We did spend our $6.8 million and we did earn all
the required In Kind and then some. The requirement is for $1,713,507 and we received $3,591,937.
After those two reviews they reviewed the small Migrant Program, Partnership Program # 3 which serves 70
children in Ventura and Orange County. They are all family child care centers. It was a startup year and the
Grant was under spent. We had significant funds for start-up that we didn't utilize because it was all family
child care and no facilities. We spent $890,000 and we served 100% of the children, in fact served 14 more
children. The in-kind raised was 10%, which exceeded the requirement.
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They received a detailed report on In Kind and went through the program financial updates. Everything looks
good as of March 31st.
They reviewed a draft of the agency-wide financials. We ended the year with no loss in homeless. Last year we
struggled with this because it was a construction year.
Joan shared a schedule of COVID-19 funding that we have received and it summarizes the funds that we
applied for related to COVID-19. It was updated and there is an additional two million we applied for so the
number changed from last month.
Joan shared the CFS In Kind report and went over in detail the requirements and what has been earned. She
also went over where the board members can help with In Kind. We have In Kind books that staff receive.
They are being updated and will be printed. Lan suggested sending a PDF to the Board.
Planning Committee
Loren reported they reviewed the COVID-19 funding that has come in.
They discussed the Strategic Plan. We would be working on the new one in 2021. Due to COVID-19, the
Planning Committee decided to delay the Strategic Plan because we want to be able to assess how COVID-19
is going to affect our communities and the needs. We suspect our services will be needed even more. We are
in an ever-changing environment that you are all aware of so we decided we would like to push that back so
we have time to really include the changing environment and the strategic planning process.
They also reviewed the Agency Racial Equity statement. Loren reported most organizations in the United
States are making a statement to support the black lives matter movement and racial equity issues. The
National CAP put out a statement which we also shared and endorsed on our social media platforms. We
wanted to do something because not all staff are on social media and we have been getting a lot of questions
and comments, feedback through our employee suggestion box asking about CAPSLO’s stance and what we are doing. So we crafted what she calls a Racial Equity Statement that we sent out to all staff which we shared
with the Planning Committee. Marci sent out a shortened version, because in our staff version we talked
about inviting people to join us in examining the issue of racial equity at CAPSLO. We have created a
subcommittee of the Employee Council called the Diversity, Equity and Inclusion Committee. Loren put a call
out to all the staff if you're interested in being a part of the direction we are taking as an organization
regarding diversity equity and inclusion to join the committee as we start these discussions. We had over 20
people from all programs and geographies say they are interested. We had our first meeting today and people
are very excited about the conversation. We are listening to everything and we'll be asking folks to volunteer
for efforts whether it be in monthly education or book clubs, and will be looking at different types of training.
The statement being presented tonight we wanted the board to review as we would like to put it on our
website so people know where CAPSLO stands on these issues. So if you have comments or concerns we
would like to have an open discussion tonight regarding this so we can move forward.
The board made suggestions to the statement and it will be posted on the website.
President’s Report
Update
Went into a closed session at 6:36 pm.
Came out of closed session at 7:00 pm with no reportable action.
Adjournment at 7:05 pm.
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Page 1 of 6
FINANCE COMMITTEE MEETING
June 17, 2020
11:30 a.m. – 1:00 p.m.
1030 Southwood Drive
San Luis Obispo, CA. 93401
Board Members CAPSLO Staff Present
Mical Bovee, Committee Chair Elizabeth “Biz” Steinberg, C.E.O. Margie Perez-Sesser Joan Limov, C.F.O.
Rob Garcia Suzanne Leedale, C.O.O.
Carlos Sosa Melinda Sokolowski, CFS Division Director
Andy White, Accounting Director
Jason Holyfield, CFS Accounting Manager
Adriana Barron, Area Manager
Angela Rico, Area Manager
Amanda Tartala, Accountant II, SLO HS
Patty Czach, Accountant II, San Diego HS
Janice Anderson, Admin Asst. San Diego
Carol Hughes, Recording Secretary
Due to Covid-19, today’s meeting is held via a Zoom teleconference.
Mical commenced meeting at 11:35 a.m. Joan introduced new CAPSLO C.O.O. Suzanne Leedale.
Joan previously emailed handout materials to Board and Staff, Mical referred all to email
attachments for today’s meeting. Patty turned on screen share so all could follow the HS
presentations.
FINANCE UPDATE
Independent Audit by Brown & Armstrong field work delayed by one week to July 6th
Revolving LOC has a zero balance
Cares Act Funding $7.5M, 1.9M additional funding added within last 30 days
CREDIT CARD UPDATE
$80,772 total vendor charges
$100,532 direct charges includes $87,485 I.T. charges where HS represents $73,905
HEAD START/EARLY HEAD START PROGRAMS SAN LUIS OBISPO
$10,445,963 FYE 3/31/20 Total Revenues includes HS, EHS, HS Training, EHS Training, HS &
EHS In-Kind
$6,854.026 total grant amount includes $117,000 COLA increase at beginning of fiscal year
Fully spent
Page 16 of 60
Page 2 of 6
$5,093,050 personnel & fringe
$3,591,937 In-kind
o $1M increase over prior year, largely due to State Collaborations, Non-State remains
consistent
o $55,669 Leasehold Improvements included Oceano & 5 Cities Center Flooring, Paso
Head Start Doors and Siding
SLO COUNTY
12 Head Start centers
306 center-based children
152 home-based children
36 family child care
494 total children served includes 16 EHS home-based slots converted to EHS center-based
slots with home-base enrollment which was down by 4 teachers
Some families were over the income requirements
SLO County limited the number of contracted providers
Plan in place to increase enrollment
KERN COUNTY
New for this fiscal year. 40 total children approved for two State preschool classrooms, braided
with HS for Tierra Serena and Sunset where we are serving 10 children in each classroom with
remaining children in virtual learning.
FINANCIAL SUMMARY
Head Start
$3,401,606 budget fully spent
Over budget areas highlighted: Fringe, contractual and telephone, offset by increases in other
areas
Early Head Start
$3,335,520 budget fully spent
Over budget areas highlighted: Personnel (Southwood), fringe, contractual (more children
braided with State who is picking up additional costs). Offset by personnel and fringe.
TRAINING BUDGETS
HS $40,224 and EHS $76.676 training budgets fully spent
Adriana noted EHS centers opened June 15th: Georgia Brown in Paso Robles, Paso HS, Cambria,
Los Osos and SLO.
Angela commented that Family Child Care Option services were not interrupted when centers
had to close due to Covid-19.
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Page 3 of 6
Biz commented that videos and educational materials available in English and Spanish were
shared through Partnership of Community Action agencies and sent to other HS programs since
we had this before other colleagues.
HS/EHS IN-KIND
$1,713,507 required, $3,591,937 earned, Over-earned
$278,129 HS
$1,995,547 HS State match
$307,059 EHS
$1,011,201 EHS State match
SAN DIEGO HEAD START
Nine HS centers
Two EHS centers
o 408 children
o 314 HS
o 94 EHS
o 333 center based
o 75 home based
FINANCIAL SUMMARY
$5,103,434 grant funds HS/EHS, HS/EHS Training, In-Kind (includes COLA)
$636,447 State child care collaborations
$111,364 San Diego Office of Education
$1,171,577 In-kind
$4,260,508 Salaries & Benefits
$1,170,401 Collaborative Center Partners
Fully spent
442 children served
77,624 meals served
6 home based teachers
80 employees including administrative and instructional staff
$429,268 Capital Purchases & Improvements includes: New space for a speech therapy room
at Ramona. Paving at Ramona. More shade structures at centers.
HS BUDGET vs ACTUAL
Fringe: Over-estimated health insurance budget, therefore underspent
Food Supplies: Picked up higher percentage
Other: Employee benefits spending due to awards ceremony
Rent: Shared more with State funds
Training: Spent additional monies for administrative cross training
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Page 4 of 6
Melinda inquired if spending for food supplies was normal. Joan explained that San Diego gets
food prepared by a subcontractor neighborhood house. Invoices get allocated between the food
program and our program because our cost per meal is higher than what the food program would
pay if we were cooking in our own kitchen. We had to allocate that cost. To the extent that the
food program has funds available they pay, if not it gets charged back to the program. Costs are
fairly consistent.
EHS BUDGET vs ACTUAL
$1,187,586 Budget, fully spent
Rent: Overspent due to new socialization room at the Poway office for Home Based Teachers
Trainings: Portion of administrative trainings allocated to EHS
IN-KIND 11/1/29 – 3/31/20
$636,446 State Child Care: Ramona, Boys & Girls Club, Nuevo, Midland
$111,363 HS Non-Federal Share
$1,171,576 EHS Non-Federal Share
MIGRANT & SEASONAL EHS 3RD PARTNERSHIP FYE 2/20/20
Year one, an 18 month year for Start-up of Program
Startup $222,000
70 children, served 84, all served in family child care homes
67 Spanish speaking, 10 Indigenous, 7 English
Earned our In-kind at 10.1%
IN-KIND REPORT FYE 3/31/20
Subsequent to the last Board meeting action item, Joan prepared and presented on CFS In-Kind
and referred Committee to the 3 page handout material.
Three types of In-Kind: Regional HS, MSHS, and all other Non-CAPSLO programs
HS: Over earned, no concerns here. 20% requirement. $3,657,979 required. $3,500,827 earned
MSHS: 20% requirement shown but the nationwide average is 10%. All agencies have a waiver
for the 10%. We are exceeding the 10% with an actual 12%, over earned by a record $2,485,909.
Consists of partnering and pure family In-kind. It is not easy to collaborate or to get the different
school districts to see how all of this adds up.
There is a nationwide waiver for Migrant families because many open at 4:30 a.m. By the time
parents pick up children or when children are bused back to their destination, it is the end of a
very long day. Migrant requires that both parents work. 51% of that income comes from
Agriculture whereas HS parents are not required to work and children might have only a six-eight
hour day at the center. This is a significant difference. When you are asking the parent to do
something in the center, you have to find a time when the parent is not working. During the high
season for Migrant, Saturdays are a workday in the field.
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Page 5 of 6
On In-kind, every month a report comes in from every center/program. The center supervisors
work on this with their staff and Policy Council and the center supervisors submit the reports to
Finance. In-kind is always on their mind. Finance provides in person training on In-kind as well
as providing resources such as OHS website videos and CD’s.
Margie commented that Board concerns with In-kind may have stemmed from meeting that she
and Carlos had with Region 9 representative Raymond Lowe who expressed concern that we are
not meeting In-kind requirements. Joan explained that concern is associated with the new
Monterey grant in a startup year where for more than half of the year we did not have parents
or collaborations until we started up in November. There was a good amount in the startup grant
that was not subject to In-kind. We have a waiver at 1.2% requirement and we are scheduled to
be at 4.9%.
Joan commented that with minimum of 10 per classroom, we will not be able to earn State grant
and may not have State collaboration. On HS grants, staffing is still very high. Moving forward
will need consider all creative In-kind ideas.
Mical inquired about how CARES and Covid funding might impact programs and if requests for
guidance are warranted. Joan explained that in discussions with Regions 9 and 12, they are
granting waivers on the Covid monies coming through. They are also granting any waiver
requests on our regular grant monies and they are not expecting us to meet requirements at this
time. Joan feels that we will not have any In-kind issues this year other than what we are able to
record but we will have flexibility with waivers.
Biz commented that she is working on State budget. CAPSLO and many child development
agencies advocated to not have the Governor reduce State reimbursement daily rate by 10%.
Senate and Assembly Committees both rejected cuts to child care. It is felt that they might
proceed until September and we hope there will be monies in Federal budget to go back to the
States. If OHS will allow us to continue the distance learning, our test case for the summer will
be to see how we do with summer HS starting June 29th. Biz feels there needs to be some
flexibility for all nationwide agencies like CAPSLO with HS and braiding. We were one of the first
to get the full day braiding with State and County. Biz further commented that child care is what
keeps America working at all levels of family incomes and it is a big crises right now. Senate is
talking 50 billion for the industry, this will not be enough. Everyone needs HS combination child
care. We certainly support our advocate agencies. NSHA is the HS lead advocate. Child Care
Aware brings in the child care fees. We are involved with the Resource Referral Network and the
California HS Association. We are represented but have not gotten through the maze yet. It is
all still based around ten children in the classroom except EHS for groups of eight which we can
manage. Also concerning that our staff have children, there has been no school, they have no
child care and some may not want to come back to work. Covid is overwhelming families. We
get a center open and if we get a positive Covid test, we have to close the classroom for 14 days.
This could be our life, perhaps for the next three to five years. We open, we close down, we
Page 20 of 60
Page 6 of 6
support staff, we support families, we drive food, and we are collaborating with people that have
never needed our services. Thank goodness Community Action is in the community.
Mical complemented staff on being prepared, acting quickly and meeting the challenges during
these trying times.
Joan referred Committee to the page 2 In-kind schedule material noting that we do more than
just child care In-kind. We are meeting In-kind requirements in these programs:
Child Care Planning Council
Homeless Services
Energy Conservation
Adult Day Services
Family Support Services. The Help Me Grow is a new program on the horizon that will need
help with meeting In-kind requirements.
We are looking at how Board members can become involved locally with Program Managers and
doing outreach.
In closing on In-kind, Joan referred Committee to page 3 examples of how San Diego earns In-
kind including community and business supporters and how we get different such as parents,
group socialization with parents and children, speech therapy room with donated equipment
where Therapists provide In-kind via discounted rates. The grid handout is a reflection that shows
how we can get parents and community members involved, a reflection of the whole community
rather than just parents and State collaboration.
COVID UPDATE
Opened some Migrant centers, having to close center or classrooms when a positive Covid-19
test is noted. Working with Public Health in these instances and our Facilities department has
center and/or classrooms disinfected immediately. Positive tests were realized before and after
Memorial Day weekend as California reopened and communities loosened up. Southwood was
100% tested with some positive results that we feel originated from outside the building. We are
taking great precautions at Southwood. Employees sanitize hands and enter through front
entrance where our nurse takes temperatures. All employees working in the office wear masks
and practice social distancing.
DRAFT FINANCIAL STATEMENT as of 3/31/20
Unaudited numbers, many adjustments yet to hit the books. Anticipate close with $400,000
net surplus. It was noted that Energy is positive with a $93 surplus. Homeless with a $444,321
shortfall prior year, pledges still being collected. Homeless surplus resulted from collection of a
pledged obligation on the 2019 construction.
Meeting adjourned at 1:00 p.m.
Page 21 of 60
FINANCE COMMITTEE MEETINGJune 17, 2020
AGENDA
11:30 Welcome: Mical Bovee ‐ Chair, CAPSLO Finance CommitteeFinance Update Independent Audit ‐Brown Armstrong, CPAs, Year‐end work delayed to July 6th
Revolving Line of Credit‐$1,000,000 authorized, $ 0.00 owed as of 6/5/20Cares Act Funding Update
11:35 Credit Card Update: May Charges Paid in JuneAmerican Express/Visa Cards 100,532$ of which $73,905 is Head Start chargesVendor Credit Card Charges 80,772 See Handout for Details
11:40 Review 3/31/20 "Head Start/Early Head Start Program ‐ San Luis Obispo Region"Guests: Melinda Sokolowski, Interim CFS Division Director; Angela Rico & Adriana Barron, ProgramManagers; Amanda Tartala, Accountant II
2020 2019Total Award for FYE March 31st 6,854,026$ 6,736,853$
Total Spent as of March 31st 6,854,026$ 6,627,261
unspent ‐$ 109,592$
Inkind 34% 3,591,937$ 28% 2,507,987$
11:55 Review 3/31/20 "Head Start/Early Head Start Program ‐ Northern San Diego Region"Guests: Melinda Sokolowski, Interim CFS Division Director; Elena Ingrao, Program Manager; Patty Czach, Accountant II 2020 2019
Total Award for FYE March 31st 5,103,435$ 7% 5,190,699$ Total Spent as of March 31st 5,103,435$ 6% 4,946,879$
unspent ‐$ 243,820$ Inkind 25% 1,724,209$ 28% 1,932,356$
12:10 Review MSHS Child Care Partnership (CCP) #3 Feb 2020 YE InkindFirst Year, Startup for 70 FCC children 890,308$ 10% 100,380$
12:25 PROGRAM FINANCIAL STATUS UPDATES ‐ see handouts 1,025$ In Kind Report ‐ Agencywide Status of In Kind Contributions 222$ Program Status During COVID‐19 ‐ Budget vs Actual 3/31/20 1,247$ 356,692$ DRAFT Combined Agency Wide Financial Statements by Division, FYE 3/31/20
Note: Financials are marked as "Drafts" and subject to change as we finalize 3/31/20 Audit.
12:50 Confirm next two meeting dates ‐ Wednesdays at 11:30 am (no meeting in July)August 19th, 11:30 Review of Homeless Services, CSBG and AdministrationSept 16th, 11:00 Annual Audit Exit with Audit CommitteeSept 16th, 11:30‐12 Joint Audit & Finance CommitteeMeeting ‐ 2020 Annual Audit Exit " " 12:15 ‐ 1 Health Services Review
Adjourn
conducted via Zoom video conferencePage 22 of 60
CAPSLO
Summary of Applicat ions/Budgets Submitted May & June 2020 Finance CommitteeCOVID & other Funds in support of Covid mitigation Informatin as of June 5, 2020
MSHS Submitted MSHS CCP 1 Submitted MSHS CCP 2 Submitted MSHS CCP 3 Submitted
Cola 511,090 5/15 Cola 104,136 5/15 Cola 31,325 5/15 Cola‐deleg 20,000 5/15
Quality 626,944 " Quality 127,368 " Quality 55,000 " Quality‐deleg $14224 35,000 "
Covid ‐ eff 9/1?‐to 20 622,340 " Covid 100,920 " Covid 33,640 " Covid 20,300 "
Additional Covid 1,263,581 6/8 Additional Covid 204,905 6/8 Additional Covid 68,302 6/8 Additional Covid 41,217 6/8
2146 (519) children 3,023,955 348 537,329 116 (30) 188,267 70 116,517
SLO HS EHS Submitted SLO/Krn EHS CCP Submitted Veterans RCVD CCRC RCVD
Cola 134,742 5/15 Cola 50,730 5/15 SSVF ‐ Cares Act 571,380 Calif Dept of Educ 283,511
Quality 167,444 " Quality 60,024 " Funds to extend Housing Funds distributed to local R&R'sCovid 154,860 " Covid 47,560 " to Veterans ‐inclus Motels for Family Child Care homesAdditional Covid 43,054 6/8 Additional Covid 96,564 6/8 operating during COVIDSummer Session‐HS 271,369 6/8 No Summer‐EHS -
534 771,469 164 254,878
SD HS/EHS Submitted Other Funds RCVD HOMELESS RCVD CSBG TBD
Cola 100,600 5/15 Community Foundation CoSLO CDBG Cares Act 215,160 CSBG Cares Act 410,000
Quality 117,928 " Funds for undocumented CoSLO ‐ ESG 57,990
Covid 118,320 " families/workers 15,000 CoSLO ‐ CA HCFC 68,332
Additional Covid 69,424 6/8 Other Sources 20,000 Total Covid Funds 341,482 Adult Day CenterSummer Session 170,810 6/8 35,000 Area Agency on Aging 9,000
408 Children 577,082 pending a slight reduction
Mtry HS/EHS Eff 7/1/20 Submitted The Coronavirus Aid, Relief, and Economic Security Act, 2020, Public Law 116-36, was signed into law on March 27, 2020
Cola 100,474 5/15
Quality 91,600 "
Covid 87,000 " Total Amount of COVID Funds Awarded 3,344,962$ Additional Covid 70,172 6/8 Additional Funds Awarded for Covid ‐ applic 6/8 1,896,219 Summer Session 106,470 6/8 COLA/Quality utilized to lessen impact of COVID* 2,334,405
300 Children 455,716 Total Funds to be awarded 7,575,586$
Application pending
"CARES" Act Funds will be separately tracked and monitored. As they are 1-time only funds we must be careful in how funds are utilized so as not to
incur any on-going costs:
* The timing of the Cola and Quality funds coincided with the pandemic and as a result we directed use of the funds to help support the continuing cost of new technology that we will implement and utilize when we are socially distanced and when we are "COVID‐free". We also included mental health services, more frequent janitorial support and technology access for families.
Page 23 of 60
Community Action Partnership of San Luis Obispo County, Inc.Summary of Vendor Credit Card Charges - May 2020
Presented to CAPSLO Policy Council, Finance Committee & Board of Directors
Vendor Name / Nombre de Vendedor
1 Barnes & Noble 2275 No Activity - 2 Home Depot 3410 - Energy & Weatherization 3,904 3 Home Depot 0930 - Facilities Department 9,103 4 Home Depot 8403 - General (28) 5 Home Depot 5283 - Kern MSHS 2,161 6 Home Depot 4624 - Monterey MSHS 1,617 7 Home Depot 3082 - Monterey MSHS 2,125 8 Home Depot 8884 - Ventura MSHS (387) 9 Home Depot 6558 - Ventura MSHS 1,145
10 Home Depot 2419 - San Diego HS 568 11 Kroger/Food for Less/Foods Co 0025 Waiting for Statement 114 12 Office Depot 35,036 13 Save Mart Supermarkets 1256 2,377 14 Sears 4301 Waiting for Statement (51) 15 Smart & Final 6735 1,365 16 Smart & Final 0149 - 40 Prado Non-CFS Acct. 31 17 Vons/Safeway/Albertsons 2957 CFS Acct. 4,287 18 Vons/Safeway/Albertsons 5525 Non-CFS Acct. 161 19 Walmart 4478 5,669 20 Walmart 1369 Non-CFS Acct. 2,955 21 Wex Bank (Chevron - MSHS) 5169 4,383 22 Wex Bank (Chevron - Corp) 2729 4,239
Total Vendor Credit Card Charges 80,772 N. MONT.SLO / SD EHS MSEHS
Credit Card - Direct Charges TOTAL HS & EHS Partnerships MSHS PartnershipsVisa - Corporate/Homeless 381 American Express - IT (BC) 87,485 11,934 41,602 19,985 American Express - Corporate 7,828 - 6 121 256 American Express - Planning - American Express - Purchasing - American Express - CCRC 4,838 American Express - CFS -
100,532$ 11,934$ 6$ 41,723$ 20,242$ 73,905$
See Details on Separate Handout
Total Head Start Charges
Credit accounts that CAPSLO employees are able charge program expenditures to and involve a line of credit issued through a card type instrument are listed below:Las cuentas de crédito que los empleados de CAPSLO pueden usar para gastos de programa y usar como linea de crédito repartidos por un tipo de tarjeta estan listados abajo:
May Charges /
cargos el mayo
Total Direct Credit Card Charges
Page 24 of 60
COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
CFS IN-KIND
For FYE 3/31/20
Awards at Full 20% requirement Grant # Expended Amount FYE 20% Inkind Waiver
requestIn-kind
RequiredIn-Kind
CollectedOver Earned
(under) Actual %
SLO HS/EHS 09CH9190-05 6,854,026$ 3/31/20 1,713,507$ 0% 1,713,507$ 3,591,937$ 1,878,430$ 34%
SLO/Kern EHS CCP 09HP000252-01 2,674,451 7/31/19 668,613 0% 668,613 1,647,481 978,868 38%
San Diego HS/EHS 09CH010460-03 5,103,435 3/31/20 1,275,859 0% 1,275,859 1,919,388 643,529 27%
Subtotal Awards with no waiver 3,657,979$ 3,657,979$ 7,158,806$ 3,500,827$
Awards with Waivers Grant # Expended Amount FYE 20% Inkind % with
WaiverIn-kind
RequiredIn-Kind
CollectedOver Earned
(under) Actual %
Migrant Seasonal Head Start (MSHS)90CM9821-05 27,583,043$ 8/31/19 6,895,761 7% 2,076,144 3,596,943 1,520,799 12%
MSHS CC Partnership #1 90HM0003-04 5,237,466 8/31/19 1,309,367 8% 455,432 1,094,844 639,412 17%
MSHS CC Partnership #2 90HM000010-02 1,576,500 8/31/19 394,125 3% 48,758 172,430 123,672 10%
MSHS CC Partnership #3 90HM000011-01 890,368 2/29/20 222,592 6% 56,832 100,380 43,548 10%
Monterey HS/EHS-Startup Year (1) 09CH011137-01 5,093,526 6/30/20 1,273,382 1.2% 103,950 262,428 158,478 4.9%
(no inkind is required on startup of 3.7 mill.) 10,095,226$ 2,741,116$ 5,227,025$ 2,485,909$ (1)
TOTAL 13,753,205$ -$ 6,399,095$ 12,385,831$ 5,986,736$ over-earned
(1) For the Monterey Regional Head Start program, the year has not been closed. Once we receive the inkind letter from MPUSD we will earn an additional estimate of $240,000, which would bring us to 3% earned, thus exceeding our waiver.
Page 25 of 60
COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
Other In-Kind
For FYE 3/31/20
1. Child Care Planning CouncilFixed In-Kind Match of $7,500 required
2. Homeless ServicesCoordinated Entry Program - Grant of $220,554 requires $55,139 in in kind. We have no concerns earning this In-Kind contribution.
3. Energy Conservation, Weatherization & Home Repair ProgramArea Agency on Aging Contract - 20% of SLO County award of $195,750 is required in In-Kind, $38,750.Area Agency on Aging Contract - 20% of Santa Maria Valley award of $76,000 is required in In-Kind, $15,200No concerns thus far in raising In-Kind contributions.
4. Adult Day ServicesArea Agency on Aging Contract - the AAA Budget of $128,536 requires 20% In-Kind, $24,840Collected in 1st 9 months of year $17,000. So we have no concerns in meeting requirement.
5. Family Support ServicesHelp Me Grow (HMG)This program requires Cash Match and In Kind match in each of the 5 years of the award. ( YE 6/30/20).
Cash Match In Kind % Award Amount TOTALYr 1 13,333$ 26,667$ 15.4% 133,333$ 173,333$ Yr 2 20,000 40,000 15.4% 200,000 260,000 Yr 3 30,000 60,000 20.7% 200,000 290,000 Yr 4 40,000 80,000 25.0% 200,000 320,000 Yr 5 50,000 100,000 28.6% 200,000 350,000
153,333 306,667 22.0% 933,333 - 1,393,333$
We are in Year one and meeting the challenge of cash match is going to be difficult. The resource for In-Kind will be staff in childcare programs.
Page 26 of 60
6,854,026
3,591,937 $ 10,445,963
12
14
7
7 Flora stated we are going to continue to train staff and parents and will ask Region 12 for support with this.
20 Joan stated we do annual training of the staff at the startup of the season. Finance also produced a book on in kind as well as created a pamphlet in English and Spanish that talks
InkindHomeless/Prado items‐diapers‐front deskTraining books fr MargieCambria HS ‐Margies employer never got a HS receipt
Dee stated we will make this an agenda item to hear what outreach is being done and what is allowed and see what we are asking the parents to do that they are not able to do.
Lisa stated she liked the idea as there might be ways the Board can help with their different ties to the community.
Dee stated she is not aware of all the ways and methods that can be used for in kind when you are talking about the community. Dee asked if this is on a one sheet of paper or something that the Board could review. Dee said the booklet is fine, doesn’t need to be on one page. Please be sure the Board receives this.
Page 27 of 60
Inkind & Cash Match
Help Me Grow Adult Day Homeless Case ManagementCoSLO-Help Me Grow, Operations Yr 1 (5 yrs $1,126,666) 146,666$ 64.7%
Co of SLO - Help Me Grow - Startup 40,000 17.6%Co of SLO - Help Me Grow - Cash Match Year 1 13,333 5.9%
Co of SLO - Help Me Grow - In-Kind 26,667 11.8%226,666$ 100.0%
Volunteers to Submit Social Media info or write articles to support parents
Page 28 of 60
Community Action Partnership of SLO County Inc.Summary of Program Status at 6/15/20 Page 1 of 2
Description #Ees
Clients/
Children*
Currently
Serving Service Option Funding/Program NotesPROGRAM BUDGET
EXPENDED at 4/30/20
Head Start/EHSNorthern San Diego 85 408 6 OHS allows Funds to 6/30 or furlough date 6/10 PUSD; 6/29 HS; 7/31 EHS 3/31 YE 5,103,435$ 365,768$
Summer Sessions Inkind 1,275,859 12,652 SLO HS - 12 centers 44 280 - 31 Staff furloughed 5/15. Open 6/29 4 Centers- 70 children 3/31 YE 6,854,026 596,736 SLO EHS-6 centers 54 254 24 SDHS 7/7-8/20 Inkind 1,713,507 175,980 SLO EHS CCP-9 ctrs 55 164 19 12 centers-155 children 7/31 YE 2,595,566 1,694,461
(FCC Homes only) SLO HS 6/29-8/7 Inkind 648,892 1,018,112 Monterey CO HS 18 182 7 Greenfield and MPUSD enrolling 2 centers-30 children 6/30 YE 8,852,418 2,637,267 Monterey CO EHS 14 118 42 We were at 200 children pre-COVID Monterey HS 6/29-7/30 Inkind 2,213,105 31,816 Total HS/EHS 270 1,406 98 29,256,808$ 6,532,792$
Migrant Seasonal HSMSHS - Center Based See below 1,627 249 Funded to 6/30 with all staff pd 11/6 8/31 YE 27,885,901$ 14,018,628$ MSHS delegate - base 519 Inkind 2,757,946 1,362,429 MSHS FCC-base 166MSHS CCP#1 348 140 12/20 CCP's 8/31, 2/28 YE's 8,178,763 3,746,823 MSHS CCP#2 86 49 Inkind 895,341 504,225 MSHS CCP #2 Delegate 30 MSHS CCP#3 FCC 70 55 Total MSHS 537 2,680 659 39,717,951$ 19,632,105$
State Department of Education ProgramsChildcare Resource 37 350 222 Total Providers Staff are all working and funded through 6/30 6/30 YE 14,887,434$ 11,759,705$
Connection over 500 470 FCC homes 270 to 180 Received Augmentation Stage 3 & Covid Supply funds Fees 352,230 295,503 Child Care information & referral requests decrease 36%
State Centers Migrant Centers open and Serving. Kerman,St Mig SLO Kern 21 129 FCC SLO, Kern and 3 sites San Joaquin & Parlier are braiding with MSHS. 12/20 6/30 YE 12,680,637 9,098,966 St Mig San Joaquin 68 258 124 Kerman,Artesi II/III, Lodi, Parlier Concern: 11/6 Fees 82,910 71,215 CSPP 37 1,040 CSPP centers are closed 6/10CCTR 7 376 CCTR centers are closed
Total State (unduplicated) 133 1,803 124 28,003,211$ 21,225,389$
Community Action Partnership of SLO County Inc.
SUMMARY: Due to Covid-19, we have closed most of our service locations throughout our 11 county service area. After 3 months of closure some staff are back in the centers and some still still working to serve our families in a different manner and assisting with different needs than before. Below is a list of our major programs by Division and their status at 6/15; subject to change daily.
See HS above
Season End YE
Centers Closed, 25 Staff working fr home. EHS centers opened 6/15 Kern and SLO.
14 Centers opened starting 4/27; at 6/11 we had 23 centers open.290 Staff serving 373 children & 36 FCC staff serving 596 childrenWe've increased from 249 to 498 slots for
children in centers. Cautious protocols
have been established. We are closed at 2
sites due to a positive test.
Children, other than FCC, are being served remotely. Virtual lessons and activity packets are provided to children. Math and science kits are also dropped off at homes for families to work on together. FSAs and center supervisors are focusing on recruitment efforts.
Borrego Springs closed 5/29. PUSD closed
6/10
We met with CDE regarding underearning and expenses that are accruing if CDE does not subsidize the program during closure. CDE reassured us their objective is to "make us right".
All counties open and operating. MSHS is essential, however 5 centers are closed at 6/15. Health supplies have been sent to centers as they open. Plan for CLASS training (virtual) prior to year-end.Riverview and Pasitos in Santa Barbara County will open 6/22/20.
As we open sites, we are experiencing occasional setbacks due to either staff of family testing positive for covid. We work with Public health when this happens and follow their instructions if closure is required. At 6/15 we have had 4 closures. (1 partial)
Page 29 of 60
Summary of Program Status at 6/15/20 Page 2 of 2P. 2
NOTE: Heading Change fr Clients to EE's
Description # EE's
Clients/
Children*
Current
Ees Service Option
PROGRAM BUDGET
EXPENDED at 4/30/20
Health (1) 7 layoffs due to lack of funding and 3 health educators put to 30 hrsClinics 23 569 23 Open w/drive by service Clinics seeing 20 clients per day. AED Event Cancelled 6/30 YE 3,503,656$ 2,363,266$ Adult Wellness 2 48 - Nurse working at Southwood Once Vac/sick gone, will file unemploymentTattoo Removal 1 26 1 Closed 3/10 Tattoo Removal Staff working PT at clinicTeen Wellness 15 15 Operating Staff are working remotely. OAH ends 6/30
(1) Clinics stay in touch via phonecalls Food Program 2 2 9/30 YE 2,564,924 984,663
(center based)
Energy & WeatherizationAll Programs 24 120 9 12/31 YE 2,462,355 739,709 3 Staff on unemploymentClosed for Weatherization work
Adult Day 7 34 4 6/30 YE 265,468 221,814
Center to prepare for a safe return. AAA gave $9000 for salaries.
CSBG & Admin 53 NA All staff working Funding effective 1/1-12/31, Augmented $6,123; $32,000 in 12/31 YE 335,647 110,185 discetionary and $410k Cares Act pending
HomelessShelter 21 52 17 6/30 YE 2,458,738 1,737,677 SAMHSA 3 3
Case Mgt-CESH & HUD 4 4 Recuperative Care 6 6 5 Down 4 staff (due to fear and to family responsibilities)
Veterans Services 10 76 10 Motel housing at Hotels in Pismo, SLO and Morro Bay; using Uber for 1,911,564 613,753 transportation. Cares Act Award of approx $571k supports housing
19 2,019 19 1,431,013 1,152,808
14,933,365$ 7,923,875$
1,130 9,932 1,052 111,911,335$ 55,314,161$
San Luis Coastal offered a rent reduction? Undocumented funds w Santa Cruz - for Monterey San Benito
Funding/Program Notes
LiHEAP/ECIP overhead to be billed. PG&E allows us to bill for every enrollment we do. 60 clients are in 3CRen.
Food costs paid by food program, staff by Childcare programs; operates in conjunction with centers.
Work started in AAA and CDBG the end of May. Slowly ramping up as CSD/utility companies approve of working, most work is outside but work inside is happening on a limited basis
In June some crew returned from Headstart. Outreach for PG&E in Monterey county resumed June 15th. CSD announced that they will release CAREs Act money to us, about $360k of that $150k for utility assistance.
Slowly opening in counties where sites are open
Family & Community Support Services
Most staff not working, reserves will pay staff through 5/31, Center closed 3/19. Staff started thorough cleaning of the
All are working; just different services to our families
Concern is that both overnight staff are over 65 and have stated that they'lll stop working if 40 Prado has a positive COVID-19 test. We have 2 potential County employees we can "borrow" to take these shifts.
Contacting families of participants & checking on needs
Average of 59 clients per night. 58% of normal, & only 5% of the usual children. Safe Parking, 6 clients. Day services, 96 clients. Recuperative Care-6 clients.
76 Vets served YTD. 17 Homeless Prevention & 59 rapid rehousing. Purchasing food for clients.
Avg 52 closed referrals per mo., 5155 referrals closed as of April 2020. 470 referrals for parent education and 45 referrals for direct service. Online Parent Education and Financial empowerment classes. Distributing funds for undocumented workers, $35,000, from The Community Foundation, the Link and the Tides Foundation/California Immigrant Relief Fund.
Page 30 of 60
Subject to final adjustments for 3/31/20 FYE
3/31/2020 3/31/2019 3/31/2018ASSETSCURRENT ASSETS
Cash 3,320,898$ 1,353,217$ 2,158,948$ Grants and accounts receivable 8,686,016 7,806,575 6,532,481 Inventory 63,755 67,450 77,739 Prepaid Expenses 218,356 211,275 209,766
TOTAL CURRENT ASSETS 12,289,025 9,438,518 8,978,935 PROPERTY AND EQUIPMENT 16,291,584 16,536,967 14,483,672 DEPOSITS 71,922 64,959 59,584 TOTAL ASSETS 28,652,530 26,040,444 23,522,192
LIABILITIES & NET ASSETSCURRENT LIABILITIES
Accounts Payable and Accrued Expenses 5,116,637 4,326,747 5,276,823 Line of Credit - operating 43,422 739,847 - Line Of Credit - 40 Prado 602,365 643,773 - Deferred Income 4,975,590 2,570,303 2,589,733
TOTAL CURRENT LIABILITIES 10,738,014 8,280,669 7,866,556 NOTES PAYABLE 795,628 865,924 927,705 NET ASSETS 17,118,888 16,893,850 14,727,931 TOTAL LIABILITIES AND NET ASSETS 28,652,530$ 26,040,444$ 23,522,192$
BEGINNING BALANCE 16,716,220$ 16,855,559$ 14,347,970$ NET SURPLUS / (DEFICIT) 402,668 38,292 379,961 ENDING FUND BALANCE 17,118,888$ 16,893,850$ 14,727,931$
Current Ratio 1.144 1.140 1.141As of June 15, 2020
Community Action Partnership of San Luis Obispo CountySTATEMENT OF FINANCIAL POSITION
As of March 31, 2020D R A F T
Page 31 of 60
Community Action Partnership of San Luis Obispo CountyREVENUE AND EXPENSE BY PROGRAM
For the Year Ended March 31, 2020Subject to final adjustments for 3/31/20 FYE
FOR THE FISCAL YEAR ENDED MARCH 31, 2020
REVENUE General Fund
CSBG & Admin
Head Start & Early Head
Start
Migrant Seasonal
Head StartState Child
DevelopmentCCRC AP and R &R
Child Care Food
Programs
Health & Prevention Services
Sheltering & Veterans
Energy Conserv. Services
Family Support Services
TOTAL (1)
Federal Revenue -$ 314,300$ 16,871,148$ 35,854,237$ -$ -$ 2,262,578$ 941,780$ 544,922$ 1,394,446$ 51,000$ 58,234,412$ Federal Revenue Veterans - - - - - - - - 1,126,879 - 61,415 1,188,294 F PACT/MCal Revenue - - - - - - - 2,171,742 17,871 - - 2,189,614 City Income - - - - - - - 5,938 171,654 196,855 - 374,446 County Income - - 120,273 24,408 38,550 2,206,210 - 154,030 672,259 42,332 1,303,691 4,561,752 State Income - - - 24,701 11,748,913 11,474,134 - - - - 63,416 23,311,164 Interest Income 441 - - - 299 190 - 1,516 5 - 92 2,544 Participant Support - - - - 107,611 376,025 - 33,264 - - 108,064 624,963 Foundation Income 3,227 - - 61,965 - - - 13,125 39,698 - 23,041 141,057 Private Corporate Revenue 9,000 - - - - - - 337,245 374,092 790,468 - 1,510,805 Other Income 22,878 - - - - 18,743 - - 868 - - 42,489 Intercompany Income - - - - - - - 1,596 - - - 1,596 Donations 45,746 - - - - 600 - 15,889 169,269 4,167 21,191 256,862 Fundraising (2) 10,684 - - - - 54 - 32,759 57,739 - 6,595 107,831 Fundraising Other - - - - - - - 9,330 - - - 9,330 Indirect Revenue - 6,336,998 - - - - - - - - - 6,336,998 Eliminate Indirect earned (3) (6,336,998) (6,336,998) Community Fundraising - - - - - - - - 387,500 - - 387,500 Bequeaths - - - - - - - - 35,256 - - 35,256 Revenue In-Kind - - 848,453 2,427,660 - 12,232 - - 62,019 174,599 41,586 3,566,549
TOTAL REVENUE 91,976 314,300 17,839,874 38,392,970 11,895,373 14,088,189 2,262,578 3,718,214 3,660,033 2,602,866 1,680,091 96,546,464$
(1) Spending for the FYE end March 2020 is up 6.1% or $5.5 million from prior year. If you remove $2 million of Homeless Development Costs in prior year, the increase is 7.5 Million or 8.5%.
(7) Energy and Weatherization program is expected to be breakeven. With this "Draft" close we are estimating revenue as we await final payments.
As of June 15, 2020
(2) Homeless Services Surplus revenue is a result of the collection of a pledged donation related to the construction of the Homeless Service Center in 2019. A shortfall of $444,321 was incurred in the prior year and pledges towards those costs are still being collected. The Housing Trust Fund Line of credit is not due until 2023. Accrued interest will be paid in June.(3) Indirect Revenue at 8% is eliminated as it is in each program's revenue. At March 2020 FYE, the Agency earned $674,879 greater than prior year. This is an 11.9% increase.(4) State Childcare programs have grown rapidly. Expansion funds of $4,622,068 for 800 Preschool and 28 Infant/Toddlers are in process. CSPP expansion was eliminated in State Budget.(5) Health Clinics continue with a good surplus. In 2021 FY, due to the impact of COVID-19, we do not expect this to continue. An additional deferral to fund April 1 - June 30th may occur.(6) Capital Purchases of $1,136,685 are primarily for improvements at child care centers. Monterey County Headstart is in startup and 40 Prado Detox is awaiting county plan approval.
Overall - Agency spending exceeded orignal projections for FYE 2020, due to a new award for Monterey County Head Start and expansion of State and Federal Child Care services.
D R A F T
Page 32 of 60
Subject to final adjustments for 3/31/20 FYE
FOR THE FISCAL YEAR ENDED MARCH 31, 2020
EXPENSE General Fund
CSBG & Admin
Head Start & Early Head
Start
Migrant and Seasonal
Head StartState Child
DevelopmentCCRC AP and R &R
Child Care Food
Programs
Health & Prevention Services
Sheltering & Veterans
Energy Conserv. Services
Family Support Services
TOTAL (1)
Personnel Costs - 3,481,982 7,809,779 12,908,928 5,866,231 1,710,882 154,539 1,542,807 1,474,246 997,347 867,839 36,814,578 Employee Benefits - 1,191,930 3,238,670 5,265,127 2,357,123 529,333 59,637 515,077 528,246 392,401 309,253 14,386,797 Volunteer Services In-Kind - - 581,901 1,424,220 - 7,191 - - 46,998 - 20,277 2,080,587 Service Provider Payments 540 - 912,240 4,762,196 516,630 10,259,117 771,112 2,638 337,989 11,675 55,920 17,630,059 Consultants, Legal and Audit 5,743 563,869 441,681 231,311 36,711 62,872 7,610 93,466 273,553 480 101,377 1,818,672 Contractors In-Kind - - 81,434 348,726 - 4,000 - - 15,022 174,599 - 623,780 Medical Expenses 16 - 22,959 38,532 7,732 - - 364,034 478 - - 433,751 Materials and Supplies 36,217 339,453 1,127,633 1,613,555 987,265 138,696 1,075,298 140,843 195,223 551,983 71,943 6,278,109 Travel and Transportation 1,297 146,987 297,563 732,044 109,861 42,747 21,758 53,256 78,073 76,063 36,320 1,595,967 Repairs and Maintenance 11,067 206,797 304,360 705,160 438,924 49,431 29,447 58,604 76,787 39,734 6,337 1,926,647 Training and Seminars 332 79,470 157,262 159,895 45,155 26,474 1,594 13,849 11,203 2,303 7,717 505,253 Rent - 151,126 563,837 735,410 223,503 130,923 10,828 65,671 70,731 67,877 34,393 2,054,299 Space In-Kind - - 150,650 564,485 - - - - - - 21,257 736,393 Utilities and Telephone - 63,052 215,244 413,786 165,734 27,700 11,652 51,257 91,068 18,830 16,395 1,074,718 Insurance - 118,373 92,781 204,030 49,723 4,951 1,807 30,069 18,925 14,042 2,494 537,195 Postage and Printing 3,275 51,834 38,780 65,078 27,521 22,640 4,732 3,367 2,771 7,933 2,525 230,455 Capital Purchases (6) - 11,807 421,717 439,347 131,515 - - 47,710 84,590 - - 1,136,685 Human Resource Support Costs 11,220 213,730 83,413 224,311 45,304 27,206 1,884 74,478 7,067 8,576 4,409 701,599 Parent Involvement 4,197 - 35,184 141,051 14,183 - - - - - - 194,615 Other Expenses 115 8,152 934 905 860 320 202 45,207 17,759 58,755 213 133,422 Other In-Kind - - 34,468 90,229 - 1,041 - - - - 52 125,789 Depreciation Expense 2,336 - - - - - - 29,409 118 335 - 32,199 Interest Expense 6,010 - - - - - - 4,368 13,308 - - 23,686 Delegate Agency Services - - - 5,068,540 - - - - - - - 5,068,540 Indirect Expense (3) 5,921 (6,314,261) 1,227,386 2,256,105 871,397 1,042,663 110,479 244,370 254,729 179,840 121,371 - TOTAL EXPENSES 88,286 314,300 17,839,874 38,392,970 11,895,373 14,088,189 2,262,578 3,380,478 3,598,884 2,602,773 1,680,091 96,143,796
CHANGE IN NET ASSETS 3,690$ -$ -$ -$ -$ -$ -$ 337,736$ 61,149$ 93$ -$ 402,668$ % Spent on Budget of $92,170,440 244% 55% 98% 104% 108% 114% 99% 114% 90% 118% 102% 104%
(4) (4) (5) (2) (7)March 2019 Expense 54,996 348,869 16,680,788 37,148,794 9,767,694 11,705,003 2,281,786 3,178,349 5,576,082 2,346,104 1,558,732 90,647,197$
Net Incr(decr) in Expense 33,290 (34,569) 1,159,086 1,244,176 2,127,679 2,383,186 (19,208) 202,129 (1,977,198) 256,669 121,359 5,496,600$ % incr (decr) 61% -10% 7% 3% 22% 20% -1% 6% -35% 11% 8% 6.1%
As of June 15, 2020
Community Action Partnership of San Luis Obispo County, Inc.Agency Wide Expenditures by Program D R A F T
Page 33 of 60
BOARD ACTION REQUIRED June 30, 2020
Ratification On
August 20, 2020
ITEM: Adoption of CAPSLO 403B Plan Document as Amended
ACTION REQUIRED: Requesting adoption of CAPSLO 403B plan document and required amendments to
the plan.
SUMMARY NARRATIVE:
In 1998 CAPSLO initiated a 403B plan for employees to access as a means of saving for retirement. The
plan is a tax sheltered plan and due to our status under IRS Code Section 501(c)(3) tax-exempt
organizations, we qualified for this type of plan. Through this plan, employees are allowed to make pre-
tax contributions under a salary reduction agreement; earnings on these amounts are not taxed until they
are distributed from the plan. As an employee recruitment and retention incentive as well as an incentive
to participate, CAPSLO matches the employee’s contributions at a predetermined percentage as
announced each year. Each employee has their own on-line account they can access to separately
administer the investment of their funds into a variety of choices that the plan offers. CAPSLO remits the
funds withheld and the matching contributions each pay period to MG Trust who directs the investment
of the funds into the employee’s selected investment vehicles, based on detail reports received from the
Plan’s independent administrator/record-keeper, California Pension Administrators and Consultants, Inc.
In 2019, the 403B committee met and discussed required changes to the plan to be adopted in the plan
year. A Roth IRA feature was added. No material modifications were made nor were there changes that
would that would negatively impact participants. Included were amendments to allow more frequent
changes to the employee elective deferrals, allowing participation by substitutes and temporary
employees, clarifying cutoff dates for entry to the plan and for plan changes, reviewing and making minor
adjustments to the loan policy and generally aligning our plan policies with our administrative practices.
No benefits were reduced.
BUDGET/FINANCIAL IMPACT:
As a result of the amendment and adoption of the plan, costs incurred will be in the form of match and
fees for any additional participants admitted to the plan in the category of “substitute or temporary” status. This change was based on IRS regulations that state the plan must cover all employees.
Substitutes work sporadically and therefore cost will be minimal. An employee must work at CAPSLO six
months before they earn the ability to be matched and therefore temporary employees would have an
insignificant impact on cost as they are typically nine months or less. Matching contributions are a cost of
each program and budgeted agency wide in each program as part of the personnel benefit costs.
STAFF RECOMMENDATION:
Recommend approval. The 403B retirement committee reviewed all changes and is made up of the Board
President, the Vice President and a long-term member of the Finance Committee and former Secretary
Treasurer of the Board as well as the CEO, the COO and the CFO. The Plan Advisor, NFP Inc.’s representative attends all meetings and gives advice and analysis of plan investments to make sure the
committee is attentive to the plan and to current regulations. The HR Director and Manager attend and
act as the in-house Plan Administrators.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. We value the benefit this plan brings to our employees and keeping it current and
in compliance with IRS regulations protects the integrity of the plan and therefore the assets.
Page 34 of 60
RESOLUTION NO. R 2020 - 05
A RESOLUTION OF THE BOARD OF DIRECTORS OF
THE COMMUNITY ACTION PARTNERSHIP OF SAN LUIS OBISPO COUNTY, INC.
AUTHORIZING THE CHIEF EXECUTIVE OFFICER TO ACCEPT THE
ADOPTION OF THE CAPSLO 403B PLAN AMENDMENTS
The undersigned, on behalf of the Board of Directors of Community Action Partnership of San Luis Obispo County, Inc.
(CAPSLO), hereby certifies that at a meeting of the CAPSLO Board of Directors (Employer), the following resolutions were
approved:
WHEREAS, the Employer has maintained the Community Action Partnership of San Luis Obispo County,
inc.403(b) Plan (“Plan”) since 1-1-1998 for the benefit of eligible employees;
WHEREAS, the Employer has decided to amend the above-referenced Plan;
WHEREAS, the CAPSLO 403B Committee along with its Consultants and Advisor’s, California Pension
Administrators and Consultants and NFP Inc. have reviewed the Plan and suggested the changes resulting in the
proposed amendments;
WHEREAS, the Governing Board has reviewed the recommendations of the 403B Committee and accepts the
proposed amendment(s) to the Plan; and
WHEREAS, Section 14.01(b) of the Plan authorizes the amendment of selections under the Adoption Agreement.
NOW, THEREFORE, BE IT RESOLVED, that the Board of Directors of CAPSLO has hereby approved the proposed
amendment(s) to the Community Action Partnership of San Luis Obispo County, Inc. 403(b) Plan, and authorizes the
Employer to adopt the amendment(s), to be effective on 5-1-2020;
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of CAPSLO hereby authorizes the Board
President to sign this resolution and the Chief Executive Officer to execute the Plan amendment and authorize the
performance of any other actions necessary to implement the adoption of the Plan amendment. The Employer will
maintain a copy of the Plan amendment, as approved by the Governing Board, in its files; and
RESOLVED FURTHER, the amended plan will be posted on the CAPSLO Intranet for access by all Plan participants
and participants will receive a Summary of the Plan document.
UPON MOTION OF , seconded by
the foregoing Resolution is hereby passed and adopted at the regular meeting of the CAPSLO Board of Directors this 30th
day of June, 2020.
Ayes:
Noes:
Abstain:
Absent:
Attest: ______________ Marci Sperlo, Recording Secretary
Dee Lacey Elizabeth "Biz" Steinberg
Board President Chief Executive Officer
Page 35 of 60
BOARD ACTION REQUIRED June 30, 2020
Ratification on
August 20, 2020
ACTION REQUIRED: Approval to include and adopt certain CARES Act provisions in the CAPSLO 403B plan
SUMMARY NARRATIVE:
On March 27, 2020, the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) became law. The
CARES Act, includes several provisions that affect retirement plans. The CARES Act makes it easier for plan
participants to access retirement savings through tax-favored distributions, relaxes certain participant loan
limitations and allows a temporary waiver of required minimum distributions for certain plans.
It is expected that the Internal Revenue Service (IRS) and the Department of Labor (DOL) will provide
guidance on the provisions of the CARES Act. Based on this guidance, an interim amendment will need to
be executed prior to the amendment deadline, which is the last day of the 2022 plan year. Based on
research performed by the Executive Leadership team and discussions with the 403B Retirement
Committee, NFP advisors and California Pension Administrators and Consultants, CAPSLO is
recommending that specific options available under the CARES Act be adopted as follows:
1. Tax-favored distributions from retirement plans
Under this provision, CAPSLO is proposing participants be allowed to take “Corona Virus related” distributions from matching contribution balances only and at an aggregate amount not to exceed
$50,000 between January 1 and December 31, 2020.
The CARES Act allows the 10% early withdrawal tax under Code §72(p) to be waived. An individual
receiving a CRD may spread the income tax ratably over a 3-year period or may elect to have the
entire amount included in income in the year of distribution. In addition, the individual may repay
the CRD (or a portion) back to the plan (or any plan the participant is eligible to roll funds into) or to
an IRA as a rollover at any time within three-year period beginning on the date of distribution.
2. Relaxation of participant loan requirements
This provision is effective March 27, 2020 and ends 180 days after. CAPSLO is proposing to allow
participants eligible to receive a CRD to defer any loan payments due between March 27, 2020 and
December 31, 2020.
3. Temporary waiver of required minimum distributions for certain plans
This provision applies to required minimum distribution otherwise required in the 2020 calendar
year. A Participant who is eligible to receive a required minimum distribution for the 2020 calendar
year may elect whether or not to receive the 2020 required minimum distribution (or any portion
of such distribution).
BUDGET/FINANCIAL IMPACT:
There are no costs to CAPSLO except for the recordkeeper costs to amend the plan by 2022.
STAFF RECOMMENDATION:
Recommend approval. The 403B retirement committee reviewed CARES Act provisions as proposed.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. We value the potential benefit the adoption of the CARES Act provisions may bring
to employees directly impacted by this virus.
Page 36 of 60
BOARD ACTION REQUIRED
July 31, 2020
Ratification on August 20, 2020
ITEM: Approval to submit local plan, work plan and budget for CARES Act supplemental funding in the
amount of $410,379, plus a subsequent amendment of $5,585 for additional supplies, added after
Executive committee approval, for a total award of $415,964.
ACTION REQUIRED: Board approval
SUMMARY NARRATIVE:
Community Services Block Grant (CSBG) is providing supplemental funding through the Coronavirus Aid
Relief and Economic Security (CARES) Act, which to address the short-term and long-term impacts of
COVID-19. The Act appropriated supplemental CSBG funds to all 50 states “to prevent, respond to, or prepare for coronavirus.” To this end, CSBG agencies are requested to develop and submit a CSBG CARES
supplemental fund local plan along with a work plan and budget/narrative. Services provided through
these supplemental funds must support emergency responses that are consistent with statutorily
allowable activities focused on mitigating the impact of COVID-19. Agencies must demonstrate that their
expenditures support the short- or long-term impacts of the pandemic for low-income individuals and
households within the community and retain appropriate documentation to substantiate purported
expense claims and outcomes.
CAPSLO’s work plan and budget address specific programs (Adult Day Center, Energy, Family and Community Support Services, and 40 Prado) that have especially been impacted by the coronavirus as well
as a category for “all other programs” and central administrative costs already incurred or to be incurred at the Southwood office.
BUDGET/FINANCIAL IMPACT:
o Personnel costs (salaries and benefits): $ 114,200
o Program and administrative expenses (personal protective supplies;
IT supplies and equipment to enable virtual services; workspace
and electrical changes for distancing; and deep cleaning services) add $5172* 218,529
o Equipment (air conditioning at Southwood serving all programs with filters
and ionization added to system) 24,751
o Medical and legal consultants for coronavirus-related policy making 32,000
o NCAP dues 1,000
o Indirect cost: amendment added $413=$20,312)* 19,899
Total contract amount: $ 410,379
*Subsequent Amendment to Amount allocated above is $5,585 for a total of $ 415,964
STAFF RECOMMENDATION:
Recommend approval. The Planning Department conducted a local needs assessment in order to complete
the local plan form. A work plan that is consistent with the budget was then developed.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval.
Page 37 of 60
Board Action Required
August 20, 2020
ITEM: Approval of continued funding application to the California Department of Education, Nutrition Services
Division’s Family Day Care Federal Food Program for Child Care Resource Connection (CCRC) for FY 2020
-2021 to serve 113 provider homes in the amount of $868,796
ACTION REQUIRED: Board approval
SUMMARY NARRATIVE:
The federal food program for family child care homes is intended to off-set the cost of nutritionally balanced
meals furnished by child care providers. The program pays the agency $120 per month per provider for the
first 50 homes and $91 per provider thereafter to cover administrative expenses. CCRC will sponsor an
average of 113 homes per month. The $728,000 represents pass through dollars that are reimbursed to
providers; this benefits the community.
Providers enrolled in the Food Program attend workshops that provide training and guidance to accomplish
their primary mission of furnishing healthy and nutritious meals to young children in their care. Participation in
the program also gives CCRC an opportunity to inform child care providers about the wide variety of other
programs and resources available to them that can enhance the overall quality of child care they provide.
BUDGET/FINANCIAL IMPACT:
Estimates for the 12 month period (serving approximately 113 providers):
Reimbursement to providers for meals: $ 728,000
Reimbursement for administrative costs: $ 140,796
Total reimbursement: $ 868,796
No indirect is allowed on the reimbursement to providers of $728,000. The administrative cost budget of
$140,796 is based on a flat rate of reimbursement times the number of homes served and thus may vary.
Administrative cost is budgeted to cover $10,429 in indirect expense and approximately 2 full time equivalent
positions.
STAFF RECOMMENDATION:
Recommend approval. Participation in the Family Day Care Food Program encourages healthy eating and
creates awareness of obesity prevention and the importance of serving healthy, nutritious meals to children.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. This ongoing funding is important for the continuation of provider services and
nutritious food to children.
August 20, 2020
Dee Lacey, Board President Date
Page 38 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval of continued funding application to the California Department of Education (CDE), Nutrition
Services Division for continued funding of the Child and Family Services Food Program for up to
$834,800 for fiscal year 2020-2021 due August 31, 2020
ACTION REQUIRED: Board approval
SUMMARY NARRATIVE:
The USDA Child and Adult Care Food Program (CACFP), administered by CDE’s Nutrition Services Division, has
funded the CAPSLO Food Program serving Head Start, Early Head Start, Migrant and Seasonal Head Start, and
State Child Development center-based child care for over 36 years. The CACFP is a source of healthy meals and
a partner in nutrition education for the programs’ low-income families.
The Food Program budget is based on anticipated revenue from monthly reimbursements from CDE set on an
income-based three tier system (free, reduced, and base). The eligibility applications from families in center-
based child care programs are typically 97% free, 1% reduced, and less than 2% base. All children enrolled in a
Head Start or Migrant and Seasonal Head Start program automatically qualify as "free.” Children in State programs (except State Migrant) must complete a food program eligibility application for staff to determine
the reimbursement rate received.
BUDGET/FINANCIAL IMPACT:
The Food Program serves over 2,226 children in 50 centers (some serve multiple programs) over the course of
the year. Rates below are current through June 2021. Rates on average increase 2.6% annually.
Free Reduced Base
Breakfast $1.89 $1.59 $0.32
Lunch $3.75 $3.35 $0.33
Snack $0.96 $0.48 $0.08
Total reimbursement on estimated meals served for fiscal year ending September 2021: $834,800. NOTE: This
is 59% of a non-COVID affected year.
POLICY COUNCIL RECOMMENDATION:
Recommend approval. This action will be reviewed for approval by the Head Start/Early Head Start Policy
Council on August 20, 2020 and the Migrant and Seasonal Head Start Policy Council on August 25, 2020.
STAFF RECOMMENDATION:
Recommend approval. This on-going funding source is important for the continuation of CAPSLO’s healthy
meal service and the nutrition education that occurs during mealtime.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Recommend approval. Ongoing participation in the CACFP is vital to the good health of our children and
supports nutrition education for the families these programs serve.
_______________________________________ August 20, 2020
Dee Lacey, Board President Date
Page 39 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval of a waiver for a 35% reduction in the non-federal share requirement for the Migrant and
Seasonal Head Start grant #90CM9821/05 for the September 1, 2019 to August 31, 2020 program year
ACTION REQUIRED: Board approval for waiver request
SUMMARY NARRATIVE:
Because of the disruption in service due to COVID-19 in the Migrant and Seasonal Head Start (MSHS) service
areas, the program is requesting an additional reduction of the non-federal share amount required in the base
grant by the Office of Head Start in the amount of $977,995. The program was on track to earn its
requirement until the Corona Virus hit in March 2020, the start of the Migrant season. In the prior award year
the program earned 12% as opposed to the 6% projected for the current year.
Restrictions set forth by the Centers for Disease Control & Prevention and State Health Department have
limited individuals from being onsite at MSHS premises. In order to minimize cross-contamination, classroom
materials cannot be sent to family’s homes as normally done. Fewer and smaller donations of goods and
services from local businesses due to suppressed business vitality have also affected the ability to obtain in-
kind. Additionally, classroom sizes have decreased to accommodate safe social distancing practices and as per
the State of California current licensing standards we cannot accommodate more than 10 children in a
classroom. (approximately 50% cut in on-site services) Parent meetings and parents as volunteers in the
classroom have also been minimized or eliminated.
BUDGET/FINANCIAL IMPACT:
The federal share of costs for the Migrant and Seasonal Head Start program is currently restricted to a
maximum of 91%. This means the program is required to raise non-federal contributions of 9% or $2,757,946
in order to receive federal funds in the amount of $27,885,901 to support program services. This request is to
reduce the non-federal share requirement as follows:
Operating Grant
Non-federal share required $ 2,757,946 9% required
Requested reduction in non-federal share (977,995) 35% reduction
Total amount of non-federal share to earn $ 1,779,951 Net adjusted 6% required
POLICY COUNCIL RECOMMENDATION:
The waiver request will be presented to the MSHS Policy Council Executive Committee at their meeting on
August 25, 2020.
STAFF RECOMMENDATIONS: Recommend approval. The MSHS program remains committed to identifying,
securing, utilizing, and reporting all available sources of non-federal share each year.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. The MSHS program will work
diligently to fulfill its commitment to securing in-kind.
Dee Lacey, Board President Date
Page 40 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval of a waiver for a 52% reduction in the non-federal share requirement for the Migrant and
Seasonal Early Head Start Partnership grant #90HM000010/03 for the September 1, 2019 to August 31,
2020 program year.
ACTION REQUIRED: Board approval for waiver request
SUMMARY NARRATIVE:
The Migrant Seasonal Early Head Start 2nd Partnership program is requesting an additional reduction of the
non-federal share amount required in the base grant by the Office of Head Start in the amount of $52,766.
COVID-19 has presented a barrier in earning the non-federal share required for this grant of 6%. As a
comparison the program earned 10% in the prior year. The program is funded to serve a total of 116 children:
70 FCC children, an additional 30 FCC children with our Delegate agency CAP Madera and 16 center-based
children at Santa Lucia Center in Greenfield.
Restrictions set forth by the Centers for Disease Control & Prevention and State Health Department have
limited individuals from being onsite MSHS premises. In order to minimize cross-contamination, classroom
materials cannot be sent to family’s homes as normally done. Further, fewer and smaller donations of goods
and services from local businesses due to suppressed business vitality have also affected the ability to obtain
in-kind. Additionally, we have had many Family Day Care Homes closed due to COVID-19. Classroom sizes
have been decreased by State of California Licensing division to accommodate safe social distancing practices
and often a center will open and then close and then open again due to COVID-19 exposure. Some families
have opted to either stay at home to care for children or have their young adult siblings care for the younger
aged children in the home.
BUDGET/FINANCIAL IMPACT:
The federal share of costs for a Head Start program is currently restricted to a maximum of 94%. The program
is required to raise non-federal contributions of 6% or $102,366 in order to receive federal funds in the
amount of $1,603,740 to support program services. This request is to reduce non-federal share as follows:
Operating Grant
Non-federal share required $ 102,366 6% required
CAPSLO reduction in non-federal share (36,798) reduction-CAPSLO
Madera Delegate reduction (15,968) reduction - Delegate
Total amount of non-federal share to earn $ 49,600 Net adjusted 3% required
POLICY COUNCIL RECOMMENDATION:
The waiver request will be presented to the MSHS Policy Council Executive Committee at their meeting on
August 25, 2020.
STAFF RECOMMENDATIONS: Recommend approval. The MSEHSP program remains committed to identifying,
securing, utilizing, and reporting all available sources of non-federal share each year.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. The MSHS program will work
diligently to fulfill its commitment to securing in-kind.
Dee Lacey, Board President Date
Page 41 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval to accept contract for California Department of Community Services and Development (CSD)
Low-Income Home Energy Assistance Program (LIHEAP) Coronavirus Aid, Relief, and Economic
Security Act (CARES Act Program or CAP)
ACTION REQUIRED: Board approval to accept contract.
SUMMARY NARRATIVE:
The LIHEAP Coronavirus Aid, Relief, and Economic Security Act (CARES Act Program or CAP) was approved by
Congress in May of 2020. This contract is between CSD and CAPSLO to utilize CARES Act funds to provide
Weatherization (WX) assistance, Home Energy Assistance Program (HEAP) assistance, and Energy Crisis
Intervention Program (ECIP) assistance to eligible participants residing in San Luis Obispo County. The services
are essentially the same as those provided under our existing LIHEAP contract with the exception that the
target client population is households affected by economic disruptions resulting from the COVID-19
pandemic. Weatherization services include the installation of weather-stripping, door and window
replacements, diagnostic testing, water and energy efficiency measures for homeowners and renters. ECIP
services include repair and replacement of water heaters and residential heating and cooling systems. The
HEAP program provides utility assistance services to low-income households to keep them connected to gas,
propane and electric services. CAPSLO will seek to target households where a member is unemployed as a
result of the work stoppages or slowdowns caused by COVID-19. Funds can also be used to assist the low-
income population in general. CAPSLO will administer this program in conjunction with LIHEAP and other
Energy programs to maximize benefits to eligible and vulnerable populations.
BUDGET/FINANCIAL IMPACT:
Payment for all activities performed under this contract is a reimbursement for all costs incurred, including
labor, materials, program support, and administration. Program funds are sufficient to meet the costs of
providing services. Below is the budget for the 2020 LIHEAP CARES Act contract, showing the distribution of
funds between the different program components:
Budget Category Amount
LIHEAP Weatherization Assistance: $ 35,216
ECIP Heating and Cooling: 183,891
HEAP/Fast Track Utility Payments: 150,863 (non-consideration)
Total Contract Amount: $369,970
STAFF RECOMMENDATION:
Recommend approval. The CARES is an important piece of our nation’s response to the impact of COVID-19 on
our communities. In addition to weatherization services under this program, heating and cooling funds will be
used to replace hazardous furnaces, water heaters, non-operable heating and cooling systems, and make
repairs that address carbon monoxide and other safety problems discovered by Energy staff. The contract also
includes the HEAP and Fast Track utility assistance programs, which provide seniors, disabled, and low-income
households with a once-a-year payment from the State of California for their energy bills. Utility assistance
funds are not directly administered by CAPSLO; instead, utility payments are made by the HEAP office in
Sacramento and are listed as non-consideration funds in the budget.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION:
Page 42 of 60
Recommend approval. This contract provides three vital services (weatherization, furnace and water heater
replacement, and utility assistance) for San Luis Obispo County’s low-income residents. The CARES Act targets
households in our community affected by the pandemic.
August 20, 2020
Dee Lacey, Board President Date
Page 43 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval of partnership with San Luis Obispo County Office of Education (SLOCOE) to accept
subcontract funding from the California Department of Education’s (CDE) California State Preschool
Program (CSPP) Quality Rating Improvement System (QRIS) Block Grant in the amount of $150,508
Action Required: Board approval
Summary Narrative:
QRIS is a national movement to create a standard for quality child care. CSPP QRIS Block Grant funds support
CDE’s Early Education and Support Division-contracted local early learning and care programs and increase the
number of low-income children in high quality state preschool and early migrant programs, thus preparing
these children for success in school and life.
The San Luis Obispo County Child Care Planning Council serves as the lead agency for the local QRIS
Consortium. Since CSPP QRIS Block Grant funding is through Proposition 98, the funding must be awarded
through a Local Education Agency (LEA). SLOCOE serves as our county’s LEA to accept the funding into the county and contract with the Child Care Planning Council to implement all grant activities. QRIS is known as
Quality Counts in San Luis Obispo County.
BUDGET/FINANCIAL IMPACT:
The preliminary award amount for the 2020-2021 fiscal year is $153,005 for San Luis Obispo County. The
anticipated funding subcontracted to CAPSLO is $150,508.
STAFF RECOMMENDATION:
Recommend approval. The Child Care Planning Council has received this funding for the past five years. This
continued funding opportunity will support the local QRIS among the county’s State funded programs as
currently funded by the CSPP QRIS Block Grant, Quality Counts California Block Grant, and First 5 IMPACT
Grant.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. The increased local and state support of quality early learning programs is
commendable. The partnerships that have been developed within the local and regional QRIS Consortia have
helped create a cohesive and comprehensive system of support for quality early learning. With continued
funding from this CSPP QRIS Block Grant, we will be able to leverage funding to further develop and sustain a
QRIS for San Luis Obispo County.
Page 44 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Request for funding from San Luis Obispo County Office of Education – IMPACT to support quality child
care in San Luis Obispo County in an amount not to exceed $391,630.40 annually
ACTION REQUIRED: Board approval
SUMMARY NARRATIVE:
CAPSLO’s Child Care Planning Council (CCPC) and Child Care Resource Connection (CCRC) partner with First 5 to implement IMPACT (Improve and Maximize Programs so All Children Thrive) as part of the local Quality
Rating and Improvement System (QRIS). The intent of IMPACT 2020 is to work in cooperation with all other
early learning and care quality improvement efforts and investments in California to support the
implementation of the Quality Counts California Framework. IMPACT 2020 is specifically designed to fund
quality improvement expansion and support providers serving high-need communities and populations not
already receiving quality support. These include centers; family child care (FCC) providers; family, friend, and
neighbor (FFN) care providers; and alternative settings.
Historically in San Luis Obispo County, First 5 SLO served as the lead agency, subcontracting implementation to
Child Care Planning Council (under the fiscal agency of CAPSLO), CCRC’s Resource and Referral and San Luis
Obispo County Office of Education. The SLO County Quality Counts Consortium (including SLOCOE, First 5,
CCPC, R&R, AP, and Cuesta) all agreed to have SLOCOE serve as the lead agency for the QCC partnership
grant. The decision was made at the March 13, 2020 Consortium meeting. All subcontracting of services will
remain the same and will be detailed in the application’s implementation roles and responsibilities. The total
State allocation of funding for IMPACT 2020 is $23.1 million annually ($69.3 million over three fiscal years).
BUDGET/FINANCIAL IMPACT:
Local Child Care
Planning Council
Center-focused QRIS Coaching and
related Quality Improvement Services
Assessor Training/Coordination
Quality Counts Academy Administration
Consortium Administration
Data System Administration
Annual funding estimated at
$179,923
CCRC Resource and
Referral Program
Family Child Care-focused QRIS Coaching
and related Quality Improvements
Services
Assessor Training
Public Outreach /Communication
Annual funding estimated at
$211,707
Indirect not to exceed $29,010
STAFF RECOMMENDATION:
Recommend approval. This funding opportunity will further support the development of a local Quality Rating
and Improvement System as currently funded by the California State Preschool Program (CSPP), QRIS Block
Grant, and Quality Counts California QRIS Block Grant. Approval also supports the Local Child Care Planning
Council and Resource and Referral as community partners of the local QRIS Consortium.
Page 45 of 60
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. The increased local and state support of quality early learning programs has been
commendable. CAPSLO is currently working with the County Office of Education through the CSPP QRIS Block
Grant to create a cohesive and comprehensive system of support for quality early learning. With additional the
IMPACT grant, we will be able to leverage funding to create a QRIS for San Luis Obispo County.
Page 46 of 60
BOARD ACTION REQUIRED
August 20, 2020
ITEM: Approval to contract with San Luis Obispo County Office of Education for continued funding from the
California Department of Education (CDE) California Quality Counts California (QCC) Quality Rating
Improvement System (QRIS) Block Grant in the amount of $93,420
Action Required: Board approval
Summary Narrative:
QRIS is a national movement to create a standard for quality child care. CSPP-CMIG QRIS Block Grant funds
support CDE’s Early Education and Support Division-contracted local early learning and care programs and
increase the number of low-income children in high quality state preschool and early migrant programs, thus
preparing these children for success in school and life.
The fiscal year 2020-2021 Quality Counts California (QCC) Quality Rating and Improvement System Block Grant
funding through June 30, 2021 for local QRIS consortia or the Tribal region supports local early learning and
care programs serving children birth to five and increases the number of low-income children in high-quality
early learning and care settings.
The San Luis Obispo County Child Care Planning Council serves as the lead agency for the local QRIS
Consortium. The Local QRIS Consortium represents a partnership of the following agencies:
Local Education Agency (San Luis Obispo County Office of Education)
First 5 County Commission (First 5 San Luis Obispo County)
Post-Secondary Education Institution (Cuesta College)
Local Planning Council (San Luis Obispo County Child Care Planning Council)
Resource and Referral (CAPSLO Child Care Resource Connection)
Alternative Payment Program (CAPSLO Child Care Resource Connection)
BUDGET/FINANCIAL IMPACT:
The preliminary award amount for the 2020-21 fiscal year is $95,920 for San Luis Obispo County, with an
award of $93,420 to CAPSLO.
STAFF RECOMMENDATION:
Recommend approval. The Child Care Planning Council has received this funding for the past five years. This
continued funding opportunity will support the local QRIS among our county’s State-funded programs as
currently funded by the CSPP QRIS Block Grant, QCC QRIS Block Grant, and First 5 IMPACT Grant.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. The partnerships that have been developed within the local and regional QRIS
Consortia have helped create a cohesive and comprehensive system of support for quality early learning. With
continued funding from this QCC QRIS Block Grant, we will be able to leverage funding to further develop and
sustain a QRIS for San Luis Obispo County.
Page 47 of 60
BOARD COUNCIL ACTION REQUIRED
August 20, 2020
ITEM: Extension of the Regional Head Start/Early Head Start (HS/EHS) Program’s sitting Policy Council term
into the 2020-2021 program year
ACTION REQUIRED: Policy Council approval
SUMMARY NARRATIVE:
According to the Head Start Reauthorization Act of 2007, a program must establish a policy council in
accordance with Section 642 (c)(2)(B). Policy Council members service for one year and may be re-elected to
serve another year. Regional Head Start is requesting that the current sitting Policy Council have their term
extended one additional year into the 2020-2021 program year. The request is based on necessary
adaptations due to the COVID-19 pandemic and not being able to hold the usual in person annual Policy
Council elections. The Policy Council will continue to adhere to the requirements set forth in the Head Start
Act of 2007 and Head Start Program Performance Standards.
BUDGET/FINANCIAL IMPACT:
None
POLICY COUNCIL RECOMMENDATION:
Recommend approval. The HS/EHS Policy Council is meeting on August 20, 2020 to review and approve the
extension of their term into the 2020-2021 program year.
STAFF RECOMMENDATION:
Recommend approval. As HS/EHS makes changes and adapts to new social distancing regulations, extending
the current Policy Council term by one additional year will allow the program to continue programmatic
decisions without interruption.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. This extension will allow the Regional Head Start Policy Council to continue to make
programmatic decisions and remain in compliance with Head Start Performance Standards.
_________________________________ August 20, 2020
Dee Lacey, Board President Date
Page 48 of 60
BOARD ACTION REQUIRED
AUGUST 20, 2020
ITEM: Head Start/Early Head Start (HS/EHS) Program Policy Council Bylaw changes and updates
ACTION REQUIRED: Board approval of Bylaw changes and updates
SUMMARY NARRATIVE:
According to the Reauthorized Head Start Act of 2007, Section 642(c)(1)(E)(iii), the Governing Body (CAPSLO
Board of Directors) shall be responsible for approving Bylaws submitted by the Policy Council in accordance
with 642(c)(2)(D)(v) as well as the 2016 updated Head Start Federal Performance Standards for the Head
Start/Early Head Start program year 2020-2021.
An update is needed to the HS/EHS Program Policy Council Bylaws to expand upon the coordination approach
of Head Start by streamlining vocabulary and terms as used in other content areas. The update incorporates
appropriate representation of all new and existing program options and service areas. The intention is to
increase parent participation and create a larger pool of parents to draw from when there are vacancies for
various reasons, such as migrating or transitions. Some of the proposed changes are more beneficial to the
program’s operating months and time line as well as parents’ schedules.
BUDGET/FINANCIAL IMPACT:
None
POLICY COUNCIL’S RECOMMENDATION: Recommend approval. The HS/EHS Policy Council reviewed and approved Bylaw revisions at their meeting on
August 20, 2020.
STAFF COMMENTS:
Recommend approval. Bylaw revisions are an ongoing process to ensure that CAPSLO’s HS/EHS Program is
meeting Head Start Federal Performance Standards as well as encouraging the maximum participation of
parents as possible without limitations, restrictions, or burdens. As program requirements change, staff
routinely update or develop documents to maintain program compliance.
CHIEF EXECUTIVE OFFICER’S RECOMMENDATION: Recommend approval. These proposed changes will improve parent participation and representation in
program governance.
___________________________________ August 20, 2020
Dee Lacey, Board President Date
Page 49 of 60
Board of Directors Survey Results
9, 64%
4, 29%
1, 7%
CAPSLO has a positive
image in the
community.
Strongly agree
Agree
Neutral 10, 71%
4, 29%
CAPSLO works
collaboatively with
other organizations.
Strongly agree
Agree
12, 86%
2, 14%
CAPSLO develops and
maintains positive
relationships with
community partners.
Strongly agree
Agree
12, 86%
2, 14%
CAPSLO understands
the needs of low-
income people in the
community.
Strongly agree
Agree 11, 79%
2, 14%
1, 7%
CAPSLO is an advocate
for low-income people.
Strongly agree
Agree
Disagree
11, 79%
2, 14%1, 7%
CAPSLO is driven by a
clear mission to assist
low-income people
become self-sufficient.
Strongly agree
Agree
Neutral
Page 50 of 60
Board of Directors Survey Results
6, 43%
7, 50%
1, 7%
CAPSLO has a clearly
understood strategic
plan for the future.
Strongly agree
Agree
Neutral
12, 86%
2, 14%
CAPSLO has strong
ethical values and
principles.
Strongly agree
Agree8, 57%
6, 43%
CAPSLO is creative and
innovative in developing
and sustaining
programs.
Strongly agree
Agree
9, 64%
5, 36%
CAPSLO has competent,
knowledgeable, and
skilled staff.
Strongly agree
Agree8, 57%
3, 22%
2, 14%1, 7%
CAPSLO has clear,
organized, and efficient
management policies
and protocols.
Strongly agree
Agree
Neutral
Disagree
9, 65%2, 14%
2, 14%1, 7%
CAPSLO has clear,
organized, and efficient
administrative
procedures and …
Strongly agree
Agree
Neutral
Disagree
Page 51 of 60
Board of Directors Survey Results
8, 57%4, 29%
1, 7%1, 7%
CAPSLO has clear,
organized, and efficient
decision-making
processes.
Strongly agree
Agree
Neutral
Disagree
7, 50%6, 43%
1, 7%
CAPSLO has clear,
organized, and efficient
planning processes.
Strongly agree
Agree
Neutral7, 50%
6, 43%
1, 7%
CAPSLO has clear,
organized, and
efficient
communication …
Strongly agree
Agree
Disagree
7, 50%6, 43%
1, 7%
CAPSLO has clear,
organized, and efficient
information access and
reporting processes.
Strongly agree
Agree
Disagree
8, 57%5, 36%
1, 7%
CAPSLO has clear,
organized, and efficient
lines and levels of
authority.
Strongly agree
Agree
Disagree 10, 71%
4, 29%
CAPSLO has clear,
organized, and
efficient
communication …
Strongly agree
Agree
Page 52 of 60
Board of Directors Survey Results
11, 79%
3, 21%
CAPSLO has clear,
organized, and efficient
well-managed and
efficient board …
Strongly agree
Agree 9, 64%
4, 29%
1, 7%
CAPSLO has clear,
organized, and
sufficient training for
my role on this board.
Strongly agree
Agree
Neutral14
0, 0%
I know the mission of
the agency and I can
communicate it to
others.
Yes
No
14
0, 0%
I understand the basic
responsibilities and
operation of a nonprofit
agency.
Yes
No14
0, 0%
I am familiar with
agency programs.
Yes
No
11, 79%
3, 21%
I am an active member of
one or more agency
committees.
Yes
No
Page 53 of 60
Board of Directors Survey Results
14
0, 0%
I attend board and
committee meetings
regularly.
Yes
No
10, 71%
4, 29%
I participate in
fundraising for the
organization.
Yes
No
10, 72%
3, 21%
1, 7%
I am interested in
contributing financially
to the organization.
Yes
No
Don't know
7, 50%7, 50%
I attend most events
sponsored by the
agency.
Yes
No
14
0, 0%
I advocate for the
agency’s issues and programs.
Yes
No
14
0, 0%
I represent CAPSLO’s priorities at other
meetings I attend.
Yes
No
Page 54 of 60
Board of Directors Survey Results
What are CAPSLO’s major strengths as an organization?
o Dedicated, kind people with a clear mission and strong values
o Reputation, accountability, dedicated staff
o Leadership and innovation
o Commitment of staff and officers to accomplish the agency's goals and mission
o Commitment to excellence
o Provides important services
o Stays connected with programs to see what they need to keep running
o Mission and many programs that help the community
o Community serving organization with resources and support for our communities so they can become self-sufficient
o Clear, open, and caring of others in need
o Scope, scale, experience, history
o Reputation, great staff
o Stellar reputation at local, state, and national levels
13
1, 8%
I am active in other community
organizations.
Yes
No
14
0, 0%
I would recommend CAPSLO to
others as a good place to be a board
member.
Yes
No
Page 55 of 60
Board of Directors Survey Results
o Committed, experienced, strong leadership, and a caring, committed staff
o Agency of Excellence achievement – phenomenal award
o Seen as an expert in the in-house population and child care
What are CAPSLO’s major weaknesses or limitations?
o HR procedures need improvement in following through on documentation with employees
o Too dependent on governmental funds
o Seen in community as a governmental bureaucracy
o So many issues to address and limited resources
o Funding restrictions and variances depending [on] government funding changes
o There is not enough funding to keep supporting all the programs they want to support. Now with COVID-19 taking place, there is that much
more to overcome. But we can, because we are all in this together.
o Not enough discretionary funding
o Promoting itself to the community
o Money is a huge limitation for everyone they want to help
o Fundraising
o Termination of a long-term employee influenced my answers to questions 12, 13, and 14. While said policy, procedures, and decision-making
are now in place, they were woefully not followed correctly at the time of the employee’s dismissal. I believe there was mismanagement and
dereliction of responsibility/duty by the HR director.
o CAPSLO is so big it can be hard to access or overwhelming
How do you extend your influence in the community on behalf of CAPSLO priorities?
o Advocate
o Share impact with donors
o I strongly advocate for CAPSLO in the community and before all other organizations of which I am a part. As I see a need, I try to find ways to
fulfill it.
o Meetings with stakeholders and general representation
o Publicly discuss CAPSLO's mission
Page 56 of 60
Board of Directors Survey Results
o Empower low-income families to follow their dreams and get the education needed to have that dream job they always wanted and become
self-sufficient
o I am always [willing] to speak for CAPSLO wherever needed
o Use personal connections to inform and promote the community about CAPSLO
o Try to get new connections and fundraising
o By speaking on behalf of CAPSLO
o In every day conversations and at the dais
o By mentioning CAPSLO or its actions during other functions that I attend as an elected representative for a community services district
o I speak often and proudly of CAPSLO’s numerous programs and the life-changing, life-saving effect on those living in all of our communities
o I am always proud of our dedicated, loyal, bright Executive Director and staff… Biz knows and Biz listens
o Share information at city council meetings. Share needs on social media and with friends.
I could be more involved/engaged in the board by:
o Assisting with grants and advocacy
o [Serving on] ad hoc committees
o Public speaking
o Advocating more on its behalf
o If I only had more time
o Not having to deal with COVID-19 right now. Because our board is very active. But due to sheltering in place, we are not able to meet like
before but we still do meet via Zoom. However, we can't fundraise or volunteer in our SLO County communities.
o I would like to stay as involved as I am
o I try to be engaged and involved in the board
o Getting to know more about the programs
o Right now I couldn't as my family obligations are my priority
o Joining a committee
o Becoming more familiar with use of an iPad
o Making an effort to meet/greet with staff (those whom I have had limited interaction with up to this point)
o Knowing the volunteer and donation needs so as to recruit volunteers and donors
Is there anything else you would like to add?
Page 57 of 60
Board of Directors Survey Results
o Need to address Region IX concerns regarding: In-Kind – better facilitation and documentation needed; Administration – Has expansion
spread staff too thin? Lack of documentation in HR; Meeting enrollment
o Meetings need to be more dynamic, less routinized
o I am so blessed to be part of a wonderful board. Thank you for the opportunity to serve as an advocate for our North County low-income
families' needs
o I have admiration for the staff and their commitment to helping the low-income
o This is my first year on the board and can't wait to get more involved
o When the time comes, I hope we can find a new CEO that is as marvelous as Biz is.
o I so appreciate Biz, Dee, Carlos, and the entire board for their continued and fierce dedication to this organization
o I enjoy being a board member
o I’m proud to be a board member for CAPSLO. Our work is vital for each community we are in.
Please indicate the most common reasons for not attending board meetings.
o I have not been able to attend due to work priorities – 6
o I have not been able to attend due to family priorities – 2
o Agenda items are of no interest – 2
o Occasional travel – 2
o I attend all meetings/attend on a regular basis – 5
o The past 12 months have presented numerous health issues that have precluded my attendance – 1
Please indicate the most common reasons for not attending training opportunities
o I have not been able to attend due to work priorities – 6
o No training opportunities were provided – 4
o It was canceled due to COVID-19 – 2
o I attend trainings – 2
o COVID-19 has prevented me from attending –1
o I have not been able to attend due to family priorities – 1
o The past 12 months have presented numerous health issues that have precluded my involvement – 1
Page 58 of 60
Board of Directors Survey Results
I would like to receive more training on:
o Need 1-2 pager on all programs
o Summary of services and number of clients
o Head Start updates/conferences
o Internal HR policies
o The population I serve and child care centers in the North County
o How we finance each program
o The programs we support
o Streamlining our finances
o CAPSLO has many training opportunities to pick from
o I would like to have the opportunity to shadow employees for half a day in the various programs in SLO. I think I would gain amazing insight to
each division/program visited. Adult Day, Energy, Teen Clinic
o Nothing specific
Please indicate your preferable time of training:
o Morning (before noon) – 5
o During lunch (12-2 PM) – 6
o Afternoon (one-5 PM) – 2
o Evenings – 4
o Saturdays – 3
Page 59 of 60
8/12/2020
Undocumented Funding Update
Community Foundation SLO County Undocumented Individuals/Family Funding
o Amount Funded and Fully Spent: $15,000 Total; $13,800 for families after
indirect taken out
o Households Served: 28
Adults: 46
Children (ages 0- 18): 76
Tides Undocumented Individuals/Family funding
o 1st Round of funding
Amount Funded and Fully Spent: $20,000
Households Served: 40
Adults: 81
Children (ages 0-18): 87
o 2nd Round of funding
Amount Funded: $20,000
Amount Spent to Date: $5,000
Households Served: 11
Adults: 21
Children (ages 0-18): 30
We have an estimated 30 families left to serve
Tides Undocumented Farmworker Individuals/Family Funding
o Amount Funded: $30,000
o Amount Spent to Date: $26,000
Households Served: 53
Adults: 94
Children (ages 0-18): 121
o We have an estimated 8 families left to serve
Page 60 of 60
