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INTRODUCTION

This document provides instructions for completing the 2017-18 Early Head Start (EHS), Early Head Start-Child Care Partnership (EHS-CCP), Head Start (HS), and Dosage funding applications. Delegates must complete the application narrative as a WORD document using Times New Roman, 12 font. The delegate’s designated delegate liaison team leader and/or fiscal liaison will answer questions and/or provide technical assistance as needed.

Delegates were provided the following electronic funding documents:

2017-18 Funding Summary Application template and instructions Fiscal Schedules Attachment (B, C, D, E, F, G and L) Schedule I and K Attachment SF424, SF424A, & SF424 B (must be completed in GABI using HS Enterprise System) Policy Council and Board approval template, and Employee Compensation Cap Sample Organization Chart Training and Technical Assistance Summary and Plan Template School Readiness Plan Template

Checklist

SUBMISSION INSTRUCTIONS

1. Completed documents must follow the naming convention described below to ensure proper cataloging. Include the following when naming the document:

Delegate Name or Acronym Date of Submission (mm_dd_yy)

Original File Name

Examples: MAOF 01_11_17 Funding ApplicationBUSD 01_11_17 Fiscal Schedules

PLAZA 01_11_17 Schedule I and K

2. Complete the checklist to verify a complete application is submitted.

3. Submit applications electronically, according to the assigned cycle due date, to the following e-mail address: [email protected]. All applications must be submitted to the attention of the Program Development Assistant, Planning and Resources Development (PRD) Unit.

Application Due Dates

of 91 Revised 9/6/2016

Cycle I Cycle II Cycle IIICII, Foundation, Garvey,

MAOF, PlazaPACE , Mt. View, Pomona,

St. Anne’s, YPIBassett, El Monte, Norwalk,

PACE, Para Los Niños, Santa Monica

Jan. 19 Jan. 26 Feb. 2

1. Applications will not be accepted prior to the delegate’s designated due date.

2. Submit original signatures on the Board and Policy Committee approvals, Application for Federal Assistance form (SF424), assurances (SF424B), and employee compensation CAP certification by mail or hand deliver to the LACOE Head Start-State Preschool Division Office on the submission due date, by 5:00 p.m. to the attention of Program Development Assistant, PRD Unit.

APPROVALS

Policy Committee Approval (Section)

The form must be completed and signed by the Policy Committee Chairperson. Do not include policy committee minutes with your narrative. Submit hard copy document with original signatures on the funding application submission due date.

Board Approval (Section)

The form must be completed and signed by the Board Chairperson. Submit hard copy document with original signatures on the funding application submission due date.

Application for Federal Assistance Form SF424

Complete the SF424 form in the HS Enterprise System. Print the form and secure the Board Chairperson signature. Submit hard copy document with original signatures on the funding application submission due date.

Assurances

Complete using the HS Enterprise System, GABI provides all necessary SF424B Assurances. Print assurances by selecting the “REPORT” option on the GABI toolbar and then select the “424B” option. Open the assurances, reformat (if necessary), and print. The Board Chairperson must sign the SF424B. Submit hard copy document with original signatures on the funding application submission due date.

Non-Construction Programs Drug Free Workplace Certification Regarding Environmental Tobacco Smoke Certification Regarding Debarment and Suspension

Certification Regarding Lobbying


Employee Compensation Cap Certification

The certification form must be completed and signed by the Board Chairperson. Submit hard copy document with original signatures on the funding application submission due date.

If any employee’s compensation exceeds the cap, no portion is a reimbursable HS/ cost. This is an unallowable cost and DAs must compensate the employee without using HS funds.


2017-18 Year 4 Funding ApplicationDelegate Name: Pacific Asian Consortium in Employment

Section 1 PROGRAM DESIGN AND APPROACH TO SERVICE DELIVERY

The program design and approach to service delivery section of the funding application was designed to include program decisions for both the Traditional Grant (EHS and HS) and the Early Head Start- Child Care Partnership Grant (EHS-CCP). Please ensure that when answering the following questions in this section you address all programs.

A. Goals

LACOE and its delegates have been working on accomplishing common goals over the five year funding cycle. In the 2015-16 funding application delegates created objectives for each goal.

This continuation application requires that delegates list any additions, deletions or revisions to programs objectives and describe the progress in meeting each objective identified in the 2015-16 funding application. For the purposes of the questions below please refer to the following definitions.

Progress: Forward movement toward the achievement of objectives, and outcomes.

1. Implement a public awareness and outreach campaign for LACOE’s Head Start and early education programs using proven strategies with the diverse families of Los Angeles County to more effectively meet and maintain enrollment of children and families.

a. Following is the objective(s) PACE adopted for the 2015-16 program year:

PACE ECE will be fully enrolled 30 days prior to start date.

b. List any revisions made to the objective since last year’s application. If no revisions have been made, then state “no revisions”.

PACE will reduce its rate of attrition/turnover during the first week of school due to competition from Transitional Kindergarten programs by 10% by increasing the number of classes that offer full day services and through regular communication of child’s status with each family.

c. Did you complete the activities needed to meet the objective(s)? If you have not, describe the progress in meeting the objective(s).

This objective has not been met. PACE will continue to implement its revised recruitment process for 2017-2018 to ensure sustainability of enrollment. In efforts to meet full enrollment we have engaged in various activities as illustrated in the ERSEA Plan. Our Recruitment activities are inclusive of HS/EHS/State preschool programs for the home based and center based. Below you will find those activities listed on our ERSEA Plan.



Recruitment Activities: Door to door recruitment in the communities we serve. Poster will be distributed and displayed throughout the communities we serve Distribute flyers to current ECE parents to inform them of the recruitment efforts for

program year 2017-2018. Flyers are given to our current parents to help us recruit with family members or other individual that they know.

Mail out to community partners Distribute flyers to the LEA’s, public elementary, middle and high school, adult

school, community colleges, and Universities. Media and Agency Advertisement at no cost or minimal cost. Participation in Community, Health Fairs, Job Fairs. Memorandum of Understanding with Early Head Start, agencies who specifically serve

children with disabilities, Regional Centers, and community agencies. Current parents are an integral part of our recruitment efforts. PACE conducts a parent

recruitment day monthly at the center and we recruit door to door and place flyers at different community providers. This activity is done by parents from the center that their child is attending and staff from PACE.

We work very closely with DCFS, homeless Shelters, and DPSS to ensure that we recruit foster children, homeless families and public assistant recipient’s families into our program. See our selection process for priority.

Action/Strategy Person(s) Responsible Timeline Current Status

PACE ECE started the recruitment process in February of 2017. We currently have a total of 526 returning families for 2nd year, 96 returning for a 3rd year and 58 children transitioning to HS for a total of 680 of our funded enrollment 1028. We need to recruit a total of 348 families for 2017-2018. The goal is to recruit a total of 500 families by the end of June 2017.EHS- We have a total of 136 families returning. Our goal is to recruit a total of 38 families for our home based option and a total of 16 children for our center based program at Bethesda.

All Staff June 2017

Currently have recruited 211

families. Program Assistants will be

meeting with these families

starting in March 2017 until PACE is fully accepted 30 days prior to school starting.

Waiting List/Accepted – PACE will waitlist children on an ongoing basis and accept children every Friday of each week starting April 1, 2017.

Program Assistants

Starting April 1, 2017 and ongoing until fully accepted with 194 EHS children and 1,028 HS

children

Pending

Communication – PACE will be very active in communicating the status for each child as they are waitlisted and accepted in the program

Program Assistants

A letter will be sent to each family when they are waitlisted and/or accepted. Program

Assistants will contact families each month to

Pending



inform them of the status of their child

2. Establish and develop community partnerships and strengthen existing partnerships targeted to the needs of LACOE’s regionalized communities to maximize resources that build the self-resiliency of families


Each Service Area will identify the top two priority children and family needs from the community assessment and will be engaged with two new community partnerships with completed Community Partnership Agreements or Memorandum of Understanding to increase or enhance services to children and families by January, 2016.


By June 30, 2018, each Service Area (Health, Mental Health, Disabilities, Nutrition, Education, Early Head Start and Family Services) will develop new community partnerships with agencies that provide services beyond PACE’s abilities based on the top three (3) areas of interest/needs identified by parents in the Parent Survey conducted at the time of registration.

c. Did you meet this objective? If you didn’t meet the objective, please describe the progress in meeting the objective

This objective has not been met. Most service areas have engaged in at least one (1) new community partnership, but not two (2). Currently, each service area has the following number of community partnerships on file:

Service Area # of Community Partnerships

Disabilities 6Health 12

Nutrition 2Mental Health 1

Family Services 5Education 5

Early Head Start 3

PACE will continue to connect with community agencies to develop community partnership agreements to enhance services to children and families and provide services that may not be otherwise available through PACE.



3. Build on the standardized use of ChildPlus with clearly defined processes and guidelines to better meet the individual needs of children and families and ensure timely delivery of comprehensive services


Ensure PACE staff is using Child Plus 100% of the time by entering data in accordance with LACOE’s GIMs and Instructional Manuals and generating reports to monitor the effectiveness of the program when providing services to children and families.


By June 30, 2018, engage in electronic recordkeeping, including Point of Service attendance tracking and electronic DRDP assessment data tracking, in at least 75% of PACE Head Start/Early Head Start classes through LACOE’s Child Plus enhancement efforts or through outside technology obtained by PACE (i.e. ChildFolio, mSign, etc.) to decrease paperwork/duplication of work and more efficient use of staff’s time towards monitoring and service delivery.


All PACE staff is currently using Child Plus as its sole data entry and monitoring source, however we have identified the need to reduce the redundancy of data entry that can be done at the point of service. We would like to utilize staff’s time in a more efficient manner by making child sign-in/out smoother and providing Program Assistants with the ability to report attendance based on the new performance standards and related requirements. In addition, teachers will be able to use less paper/printer supplies by documenting DRDP evidence and assessment data in an electronic database allowing for easier documentation and compilation of results.

4. Build parent and staff knowledge of children’s developmental milestones to ensure the healthy development of the whole child and transitional success into primary education


Teachers and Home Based Educators will be trained to better understand the screening (ASQ:SE, ASQ3) and assessment tools (DRDP (2015) that will be utilized by PACE to build a better understanding of each child's milestones and how to identify them. During home visits, parent conferences and parent training opportunities, the Education Staff (teachers, home based educators, Education Specialists, etc.) will review the assessment and screening scores with the



parent(s)/guardian(s) and work together to develop specific goals that will be implemented both at home and at school to ensure the healthy development of the whole child and to ensure that the child is successfully transitioned to primary education.


In addition, 100% of FDA’s, Home Visitors and Health Staff will receive training on the new Bright Futures EPSDT anticipatory guidance in accordance with the Child Health and Disability Prevention (CHDP) program’s periodicity schedule to staff are aware of all the recommended health screenings and immunizations for optimal health as children transition to kindergarten. The increased knowledge will aid staff in empowering families to stay on target with their child’s health screenings to increase PACE’s PIR number for complete physical exams by 10% by June 30, 2018.


PACE will continue to train and refresh the teacher’s/home visitor’s use of ASQ:SE2, ASQ3, and DRDP (2015) to ensure compliance with these tools, both in conducting and recording the data. To assist the program in transitioning to EHS Center-Based and the new Bright Futures EPSDT schedule, PACE is revising its objective to focus on compliance with these changes.

5. Implement evidence-based programs that empower parents to advocate in the community for excellence in their children’s development and learning


By June, 2016, Family Service Assistants and Home Visitors will learn about the Strengthening Families Five Protective Factors Approach in working with families to empower them as advocates of their children’s development and learning in their community through their increased knowledge of community resources, obtaining services for their family members, increasing the use of the Parent Handbook/Resource by 20%, and positive outcomes of referrals by 15%.


By June 30, 2018, at least 50% of the EHS Home Visitors/Center-Based Teaching Staff and at least one (1) EHS Supervisor will complete the Abriendo Puertas/Opening Doors parenting curriculum certification provided through LACOE. This will allow



staff to empower parents as advocates of their children’s development and learning in their community through their increased knowledge of community resources and obtaining services for their family members by indicating their needs or requesting referrals through PACE. PACE will provide at least 95% of enrolled families with at least one (1) service during their enrollment through identified needs and referrals made by parents.


Referrals continue to increase as we learn more about effective referrals and documenting these referrals in Child Plus. The PY 2015-2016 PIR indicated that 99% of families received at least one (1) service during their time enrolled with PACE.

6. Implement strategic steps to support consistent implementation of organizational processes to strengthen our infrastructure, maximize system oversight and maintain healthy delegate agencies


A balanced and workable PY 2015-2016 budget and program design finalized no later than the end of the PY 2014-2015.Full enrollment of the Head Start and Early Head Start programs 30 days prior to the selected start date (September 1, 2015).All sites, especially those five new ones developed in PY 2014-2015, are properly licensed at their full capacity no later than August 30, 2015.Vacancies for essential personnel are filled no later than August 15, 2015.Areas of non-compliance from LACOE reduced to a minimum in all service areas. No findings during the Office of Head Start visits in PY 2015-2016 in all areas of review.


By January 31, 2018, PACE will ensure compliance with LACOE’s new execution rates requirements within a 3% variance by scheduling monthly meetings between the Fiscal staff and the Program Director to review actual monthly expenditures versus projected expenditures and requiring service area/education/etc. staff to develop budget proposals for their funds through December 2017.


PACE did meet parts of this objective. For both PY 2015-2016 and PY 2016-2017, PACE maintained balanced and workable budget and program design. We continue to strive to meet full enrollment for HS and EHS 30 days prior to the selected start



date and have made changes to our enrollment process to assist with this objective. All new sites, with the exception of Early Explorers, have been properly licensed and are operational. PACE anticipates completion of the Certificate of Occupancy project for Early Explorers to be prior to the start of the 2017-2018 program year. As of January 2017, all essential personnel positions have been filled. Areas of non-compliance from LACOE have been reduced and PACE received no areas of non compliance during the OHS visits in 2015-2016.

Due to the revision of LACOE’s execution rates and close monitoring of agency budgets, PACE will need to adjust its spending and budgeting to ensure compliance. We will need to closely monitor our spending habits and develop strategies to accommodate the 50% spending requirement through December 2017 as this is a new way of budgeting for PACE. We will also look to LACOE for T&TA on how to ensure compliance with these requirements.

Goals A.1

Based on the information from LACOE’s community assessment, the goals for the last two years for the five year funding period are being revised to better align with the changes in the communities, regulations, and overall program direction.

LACOE adopted three goals, identified below. Delegates will develop SMART objectives to align with LACOE’s goals. The objectives must be specific, explain what is to be done; measurable, how will you know what you was to be done was completed or met the expectations; attainable, synonymous to achievable make sure the objective is something that can be accomplished in the one or two year period left in the five year grant; relevant, does the objective align with the goals and what we should be done with HS and EHS programs; time-oriented, simply state when the objective be completed.

Goal 1. Implement LACOE’s school readiness framework that includes four central elements of service delivery (teaching practices, curriculum, screening and assessment, and parent involvement) to ensure the healthy development of the whole child and transitional success into primary education.

a. Write the SMART objective the delegate adopted for the 2017-18 program year below:

By June 2018, PACE ECE will implement the School Readiness Activities and Strategies, as outlined in the School Readiness Plan, addressing each of the 4 central elements, resulting in children being ready for primary education upon departure from PACE, evidenced by the DRDP (2015) results of all children. By June 2018, PACE



ECE will increase Approaches toward Learning and Cognitive Development domains within the DRDP (2015) tool to reach 80% of children meeting or exceeding CA State Preschool Standards and Head Start Early Learning Outcomes Framework.

Goal 2. Implement evidence-based programs that empower parents to advocate in the community for excellence in their children’s development and learning.


By June 30, 2018, PACE will have provided 100% of enrolled families (enrolled in the program for at least one day) with at least one (1) service through identified needs and referrals as indicated in the year end PIR report.

Goal 3. Develop and implement new 5-Year Strategic Plan that informs LACOE and its delegates in the consistent implementation of organizational processes to strengthen LACOE’s infrastructure, maximize system oversight, and maintain healthy delegates ultimately leading to quality outcomes for children and families.


N/A

B. Service Delivery

In this section, reference the LACOE community assessment and delegate specific data to answer the questions below. Delegate specific data may include:

Child outcome data CLASS data Self-Assessment findings Parent survey findings Results of LACOE monitoring findings PIR results (e.g., complete physicals, screenings within 45 days, number of families

served) Findings from regulatory agencies (e.g. CCLD, CACFP) Results of special conditions placed on delegate contract Other data as relevant



1. Needs of Children and Families

Based on the review of the data, provide an update on the estimated number of children needing full day and full year care? Include: a) the communities and hours of care most needed by families; and b) how the delegate will identify resources for families needing care for 10 more hours per day.

Head Start

PACE has been assigned to Region 1 through LACOE’s Region Reorganization for Delegate Agencies in PY 2013-2014. The proposed communities (with corresponding eligibility information) assigned to PACE is as follows:

Community Population Eligible Children

LACOE HS CSPP TK Total

Served%

ServedAlondra Park 191 70 174 18 22 214 306%Arlington Heights 589 287 0 16 46 62 22%

Athens 253 104 0 24 45 24 66%Baldwin Hills/Crenshaw 867 408 60 40 65 165 40%

Carthay 147 21 0 4 9 13 62%Exposition Park* 185 46 0 16 20 36 78%

Gardena 1,476 381 128 62 121 311 82%Gramercy Park* 75 21 0 7 -- 7 32%

Harbor Gateway 1,314 484 0 106 111 217 45%

Harvard Heights 588 296 189 35 11 235 79%

Hermosa Beach 411 11 0 0 27 27 245%

Jefferson Park 660 292 0 51 62 113 39%Ladera Heights 145 6 0 18 -- 18 296%Lawndale 951 244 72 101 70 243 100%Manhattan Beach 693 13 0 0 52 52 400%

Mid-City 1,463 499 104 48 97 249 50%Mid-Wilshire 966 149 0 9 60 69 46%Pico-Union 1,288 655 273 165 76 514 78%Playa del Rey 257 26 0 1 6 7 27%Playa Vista 293 37 0 13 54 67 181%Redondo Beach 1,790 100 0 17 107 124 124%



Vermont Vista* 435 218 0 50 19 69 32%

Westchester 821 146 0 19 65 84 57%Westlake 858 557 150 105 101 356 64%Westmont* 623 355 0 56 19 75 21%

Total 17,337 5,420 1,150 980 1,265 3,395 63%* Communities shared between delegates and/or delegates and another grantee-- Not applicableNote: Eligible children are identified as living 100% below FPL.Note: Service areas for HS are identified by community.Note: TK enrollment is based on age and not income.

Based on the data received from LACOE’s Community Assessment, the areas with the greatest need (the highest percentage un-served) includes Arlington Heights (78%), Baldwin Hills/Crenshaw (60%), Gramercy Park (68%), Playa del Rey (73%), Vermont Vista (68%), and Westmont (79%).

The demand for full day, full year in the PACE service areas has increased significantly due to the welfare reform, increase in Transitional Kindergarten programs, and other cultural changes. Most of our two parent families are working full time and many more single parents with young children now work as a result of the welfare reform. Most families are working or going to school from 8:00AM to 5:00PM and are in need of a full day program with operating hours from 7:00AM to 6:00PM, which would allow them to get to and from work/school. PACE is currently identifying different methods in creating partnerships to allow for full day programs in our service areas, not only to meet the needs of our families, but to ensure enrollment even with the TK program competition currently being faced. The concern with operating a full day, full year program option is the need for additional facilities to ensure operation of our funded slots as well as funding to ensure qualified teaching staff is available to provide care and supervision of the children.

Refer to the Schedule I/K for details on proposed facilities and center locations. It’s important to note that this funding application reflects the operation of fourteen (14) facilities.

Early Head Start

PACE is assigned to the following zip codes: 90019, 90247, 90248, 90249, and 90260.

Zip Code Population Eligible Children

LACOE EHS

Other EHS CCTR Total

Served%

Served90019 2,564 1,020 0 0 12 12 1%90247 1,995 696 0 0 0 0 0%90248 323 42 0 0 4 4 9%90249 1,014 231 0 0 0 0 0%90260 1,469 364 194 0 0 194 53%

Total 7,365 2,353 194 0 16 210 9%Note: Service areas for EHS are identified by zip code.Note: Eligible children are indentified as living 100% below FPL.



As noted in the chart above, only 9% of the eligible children in PACE’s service areas for Early Head Start are receiving services. The need for full day, full year EHS services are extremely high and PACE is positioning itself to move forward in providing multiple types of services in these areas. PACE is currently working on renovating an existing Head Start facility called Bethesda, located at 14420 S. Crenshaw Blvd., Gardena 90249, into an Early Head Start facility to provide center-based services to 16 children for a total of 1,380 hours per year (6.5 hours/day for 214 days/year). The remaining slots will continue to be serviced through Home-Based services.

PACE has identified another facility located at 13000 Van Ness Avenue, Gardena 90249, that is currently available offering a total of eight (8) classrooms: four (4) of which would be suitable for Head Start children and four (4) that would be suitable for Early Head Start children based on the square footage of the rooms. PACE will work with LACOE to identify additional funding to potentially secure this facility in PY 2017-2018, complete necessary cosmetic alterations to bring to health and safety standards (refer to Schedule L), and plan for Head Start and EHS center-based services.

2. Funded Enrollment and Program Options

Provide a narrative summary that describes the proposed program options and variations as indicated in the Schedule I, specify changes proposed for 2017-18 and why these changes are appropriate for the children and families served.

Head Start Center-Based

PACE is proposing to operate a part-day (3.5 hours/day) center-based program in two (2) different ways: Traditional Head Start and Double Session Head Start. For the Traditional Head Start option, PACE plans to accommodate 472 children at nine (9) sites and 29 classes. For the Double Session Head Start option, PACE plans to accommodate 332 children at four (4) sites and 22 classes. Each center will have one (1) Site Director (Teacher III) assigned who will oversee and manage the site. The two Program Options are defined below in more detail:

Head Start Traditional: This is a 3.5 hour/day and 5 day a week program (AM: 8:20 – 11:50AM; PM: 1:15 – 4:45PM, Monday – Friday) and operates a total of 160 days during the program year. Each class will have one assigned Teacher II and assistance from a Teacher Assistant II (Assistant Teacher II). The Teacher II will teach for 3.5 hours/day. During their non-teaching hours the Teacher II will provide support for the classes that are in session (prepare meals, cover breaks) and focus on completing paperwork. There are two different Teacher Assistant II (Assistant Teacher II) positions providing services for this model: 1) Full time, teaching for 3.5 hours and providing support during non-teaching hours; and 2) Full time, teaching for 7 hours (AM and PM sessions). In addition, PACE employs a Part Time Teacher Assistant (Assistant Teacher I), who works part time, working 25-29 hours per week and only teaching during their assigned class time. The benefits of this program option are that children and families receive services in-line with



traditional school programs operating 5-days per week. PACE continues to plan on evaluating the viability of this program option during PY 2017-

2018 and review solutions for moving towards compliance with the new performance standards related to duration in future funding applications. We are aware that we will likely endure additional competition from competing programs (transitional kindergarten, etc.) and have planned for this by increasing our marketing and promotion of the program through revised advertising and additional recruitment activities to include all staff within the PACE organization (included in our ERSEA plan).

Twilight Sessions: At two (2) centers, PACE will be operating a Twilight Session. The Twilight Sessions are structured as Head Start Traditional classes however they operate three (3) sessions per day (7:00 – 10:30AM, 11:15AM – 2:45PM, 3:15 – 6:45PM). PACE began operating the Twilight Session at identified sites (Grandview and Little Stars) over ten (10) years ago to meet the needs of the community based on historical community assessments completed by PACE.

Through participant surveys conducted with enrolled families and LACOE’s Community Assessment data, data shows support for operating a twilight session in the existing two (2) sites mentioned above. Due to the location of these two (2) facilities and their connection with affordable housing, many families in these areas find these hours desirable.

Head Start Double Session: This is a 3.5 hour/day and 4 day a week program (Monday – Thursday) and will operate for a total of 128 days during the program year. Each class will have two (2) assigned Teaching Staff: One (1) Teacher II and one (1) Teacher Assistant II (Assistant Teacher II). The teaching team will teach for 7 hours/day (AM and PM classes). The Teacher II and Teacher Assistant II (Teaching Team) will be assigned to and lead both the AM and PM classes. Each Double Session center will be assigned one (1) or two (2) Teacher II Floaters to support in breaking teachers, assisting in meal preparation, and other duties as necessary. The Site Director (Teacher III) and Teacher II Floater will act as support staff. The Teaching Team will be responsible for the class (curriculum, care and supervision, etc.) and the Site Director (Teacher III)/Teacher II Floater will support them (provide breaks, prepare food, participate in activities with children as needed, etc.).

PACE operated a total of 566 slots in a double session setting in PY 2016-2017. For PY 2017-2018, PACE will operate a total of 332 slots in the double session option. This is a decrease of 234 from the start of the previous year. This change began during PY 2016-2017 with an enrollment reduction from 1,110 children to 1,028 children to make strides towards meeting the new performance standards requirements around duration of services. To maintain progress, PACE continues to analyze and reduce the number of double session classes it operates based on available funds and budgetary restrictions.

PACE has reduced its slot allocation at each of its Double Session sites to between 13 and 16 children per class to ensure compliance with Performance Standard 1302.21(b): Center-based group size. PACE continues to search for additional facilities and grant funding to ensure this program option can be eliminated by the time full implementation is required on August 1, 2021.

Head Start State Preschool: PACE plans to operate a total of five (5) State Preschool classes at two (2) centers: Good Beginnings and St. John. The State Preschool sessions are



structured as Head Start Traditional classrooms, however an additional three (3) hours are added on to the class time making the operation time 6.5 hours (7:00AM – 1:30PM). This program option will operate for a total of 175 days during the program year. At Good Beginnings, PACE will be operating three (3) classes of State Preschool

services; each class will have slot allocation of 16 children, for a total of 48 children and families.

At St. John, PACE will be operating two (2) classes of State Preschool services; each class will have a slot allocation of 16 children, for a total of 32 children and families.

Each class will have (2) assigned Teaching Staff: One (1) Teacher II and one (1) Teacher Assistant II (Assistant Teacher II) who will teach for the entire class session of 6.5 hours. This Teaching Team will be responsible for the classroom activities and paperwork needs (curriculum, care and supervision, etc.) and the teaching teams from the late session will assist the State Preschool teachers with covering breaks, preparing meals, etc.

Based on LACOE’s Community Assessment and needs identified by PACE through waiting lists, enrollment data, and parent requests, many families are in need of full-day preschool services.

Head Start Extended Head Start /State Preschool Option: A new program model was

developed during PY 2016-2017 at PACE’s Young Scholars location utilizing state preschool funding. This center will be operating a 9-hour class day for 48 children and families. These classes are structured as Head Start Extended Duration classrooms, operating for a total of six (6) Head Start hours, with an additional three (3) State Preschool hours added on to the class time making the operation time 9 hours (7:30AM – 4:30PM). This program option will operate for a total of 175 days during the program year.

Each class will be staffed by two (2) sets of Teaching Teams. The Teaching Teams are comprised of one (1) Teacher II and one (1) Teacher Assistant II (Assistant Teacher II). This means two (2) teaching teams will share responsibilities for one class of 16 children. Due to the length of the class, the need for two (2) sets of Teaching Teams is needed to ensure compliance with Labor Laws. These two Teaching Teams will work in collaboration to cover breaks, prepare meals, ensure proper care and supervision, complete paperwork, etc.


Head Start Extended Duration: The Office of Head Start released additional funding to assist Grantees with meeting the new Performance Standard requirement operating for a total of 1,020 hours per program year. PACE plans to operate a 6-hour class day at two (2) facilities during PY 2017-2018: a new facility located in the Baldwin Hills/Crenshaw area and at West Blvd., located at 1809 West Blvd., Los Angeles 90019. The new facility is currently owned by the YMCA of Metropolitan Los Angeles and has two (2) unusable modular buildings with a total of four (4) classrooms. PACE is currently working to get the existing modular buildings removed and replaced with a three (3) classroom modular building and new outdoor play space. These extended duration sessions will operate for a total of six (6) hours per day for a total of 170 days per year, equaling 1,020 hours of service per year.



Once renovations are completed at the YMCA, PACE anticipates providing extended duration services to three (3) classes: one (1) with 17 children and two (2) with 16 children each for a total of 49 children.

At West Blvd., PACE plans to provide extended durations services to three (3) classes: two (2) with 15 children each and one (1) with 17 children for a total of 47 children.

Each class will have (2) assigned Teaching Staff: One (1) Teacher II and one (1) Teacher Assistant II (Assistant Teacher II) who will teach for the entire class session of 6 hours. This Teaching Team will be responsible for the classroom activities and paperwork needs (curriculum, care and supervision, etc.) and the teaching teams from the late session will assist the Duration teachers with covering breaks, preparing meals, etc.


YMCA Modular Replacement Contingency Plan PACE began soliciting proposals for qualified architects to complete this project in January

2017. A qualified architect (Architects MSP) was chosen on February 9, 2017 and plans to move forward with the project were put in place. Due to the nature of the funding for this project and approvals needed from the Office of Head Start, the original timeline for completion of the project projected a potential start-date of October 18, 2017. Because this is after the planned start date for the rest of PACE’s school sites, a contingency plan was created to ensure services were provided to enrolled children and families as soon as possible.

PACE will continue to lease the facility space at its Young Innovators site located at 3740 Don Felipe Drive, Los Angeles 90008, which is approximately 0.6 miles from the YMCA property (3820 Santa Rosalia Drive, Los Angeles 90008).

The Young Innovators site can accommodate a total of four (4) classes, two (2) in the morning and two (2) in the afternoon. To ensure consistency with the proposed operating times at the YMCA, PACE plans to provide duration services (6 hours per day) to a total of 30 children in the morning from 7:00AM to 1:00PM (one class of 13 children and one class of 17 children) and traditional Head Start services to 30 children in the afternoon from 2:00PM to 5:30PM (one class of 13 children and one class of 17 children). Children will begin attending classes on August 28, 2017 with the rest of the PACE organization. These classes will be staffed by the teaching teams assigned to work at the YMCA facility when it is completed.

The remaining 39 children will be served through Home Based Head Start services until the facility is ready. Children will begin receiving home based services on August 28, 2017 with the rest of the PACE organization. Home visits for this option will last at least 1.5 hours each week and socialization opportunities will be made available two (2) times per month for at least 120 minutes each. There will be four (4) Home Based classes, three (3) of which will have a caseload of 10 children and one (1) with a caseload of nine (9) children. These home based classes will be staffed by the teaching staff assigned to work at the YMCA facility when it is completed. The teachers will provide families with a total of 11 home visits and five (5) socializations. PACE plans to utilize space at the YMCA’s existing gymnasium to conduct its socializations.

Due to the minor delay in beginning the modular replacement project at the YMCA, PACE



anticipates a start date of November 13, 2017 in the new location for all 99 children. At this point, all services at Young Innovators and the temporary Home Based program would end and services would continue at the YMCA as originally planned.

Once the YMCA modular replacement project is complete, PACE plans to revisit its lease agreement with Young Innovators. This facility is very difficult to keep fully enrolled due to competition from neighboring grantees and extended day preschool programs. In addition, the facility is small and not able to accommodate a large number of children (maximum occupancy per session based on available square footage is 30 children). The rent for this facility is also expensive for the amount of children served. Because of the new modular building going into the YMCA property, PACE anticipates being able to serve at most 54 children per session, which is more cost effective to the agency and convenient for the community. The current lease with Young Innovators expires in June 2018, and PACE will be determining whether to opt out in 2017 (based on lease termination terms defined in the agreement) depending on the length of time the modular replacement project will take or to not renew when June 2018 rolls around.

Families registering for the YMCA location will be informed of the temporary plans and renovation schedule during their registration appointments. Additional communication will be provided during the process to ensure they are kept up-to-date with the current status of the project and length of time involved in the temporary solution.

Head Start Program Summary

In summary, PACE is proposing to provide Center-Based services to 1,028 children in 65 classes at 14 sites during the 2017-2018 program years.

Early Head Start Home-Based

PACE is proposing to continue operating a Home Based Early Head Start program for 178 slots. Changes to this program option for PY 2017-2018 is the reduction of two (2) Home Visitor positions from the current staffing structure. This will provide the agency with 15 home visitors instead of 17. Due to the proposed implementation of the center-based EHS program, the need for 17 home visitors is not necessary as the number of home-based classes have been reduced.

Each enrolled child/family will receive one (1) 90-minute Home Visit per week and attend two (2) 120-minute Socializations per month for a total of 46 Home Visits and 22 Socializations. For enrolled pregnant women, they will be offered weekly 90-minute home visits and receive, at a minimum, two (2) home visits per month based on their needs. Pregnant mothers will be invited to all socialization activities; however there will be at least three (3) 120-minute socializations scheduled during the year specifically for expectant families focusing on topics related to pregnancy, child birth, etc. Socializations will be held on Friday’s at PACE’s existing sites. The benefits of the Home-Based program include one-on-one contact, while focusing on strengthening the parent-child relationship through support and guidance from the Home Visitor.

Early Head Start Center-Based

PACE is proposing to begin offering center-based Early Head Start services to families in its service areas. The agency is currently working on renovating a previously used one (1)



classroom Head Start facility called Bethesda located at 14420 S. Crenshaw Blvd., Gardena 90249, into an Early Head Start facility with two (2) classrooms; one (1) classroom for infants (ages 0-18 months) and one (1) classroom for toddlers (ages 19-36 months). Each classroom will be able to accommodate eight (8) slots, providing a total of 16 EHS slots at the proposed facility (8 for infants and 8 for toddlers).

Each class will be employed by two (2) teachers (Teacher II), each of which will carry a caseload of four (4) children. This will create a total of four (4) teachers at the center. In addition, another teacher floater (Teacher II) will be employed at the site assist with providing breaks, preparing meals, assisting with paperwork, etc.

Each classroom will operate for a total of 6.5 hours per day, five (5) days per week, for 214 days per year. This will allow each child to receive at least a total of 1,380 hours of care per year. Teachers will prepare lesson plans and classroom activities based on the children’s ages and developmental levels.

Based on LACOE’s Community Assessment and needs identified by PACE through waiting lists, enrollment data, community inquiries, and parent requests, the full day, full year center-based EHS program option is highly desirable for the working families in this area. In addition, the amount of time children will spend in this type of program will help ensure additional readiness to move on the Head Start program when age appropriate.

Bethesda Renovation Project Contingency Plan

PACE began soliciting proposals for qualified architects to complete this project in February 2017. A qualified architect (ML Architecture) was chosen on February 28, 2017 and plans to move forward with the project were put in place. Due to the nature of the funding for this project and approvals needed from the Office of Head Start, the original timeline for completion of the project projected a potential start-date of August 25, 2017. Because this is after the planned start date for the rest of PACE’s EHS program, a contingency plan was created to ensure services were provided to enrolled children and families as soon as possible.

PACE will provide services to the 16 children and families assigned to the center-based option through Home Based Head Start services until the facility is ready. Children will begin receiving home based services on July 10, 2017 with the rest of the EHS home-based program. Home visits for this option will last at least 1.5 hours each week and socialization opportunities will be made available two (2) times per month for at least 120 minutes each. There will be two (2) Home Based classes, each with a caseload of eight (8) children. These home based classes will be staffed by the teaching staff assigned to work at Bethesda when it is completed. The teachers will provide families with a total of nine (9) home visits and five (5) socializations. PACE plans to utilize space at the Bethesda church or at its Bright Starts location with the other EHS families to conduct its socializations.

Due to the projected timeline to complete the work, PACE anticipates a start date of September 11, 2017 in the new location for all 16 children. At this point, all temporary Home Based services would end and center-based services would begin at Bethesda as



originally planned. Families entering into the center-based program will be informed of the temporary plans

and renovation schedule during registration. Additional communication will be provided during the process to ensure they are kept up-to-date with the current status of the project and length of time involved in the temporary solution.

Early Head Start Summary

PACE is proposing to operate both a Home-Based program option for 178 children and a Center-Based program option for 16 children. The entire program will be overseen by one (1) Early Head Start Coordinator (Area Coordinator), who will report to the Assistant Director of Education (Assistant Director I). In addition, PACE will employ two (2) EHS Supervisors (Area Supervisors), 15 Home Visitors, and five (5) center-based teachers (Teacher II). The EHS Supervisors (Area Supervisors) will provide direct supervision to the Home Visitors and Center-Based teaching staff as well as conduct ongoing monitoring of the program, including Child Plus. The EHS Supervisors (Area Supervisors) will report to the EHS Coordinator (Area Coordinator).

a. If the delegate was underenrolled at the beginning of the 2016-17 program year and/or was unable to fill vacancies within 30 days and sustain full enrollment, what changes are being proposed to achieve and sustain full enrollment?

PACE is planning to continue implementing the changes it made to the Family Development Advocate’s (Family Service Assistant II) job description as well as the creation of the Program Assistant I position. During PY 2016-2017, PACE removed the registration of new children/families component from the FDA’s responsibility and created the Program Assistant I position to take on this task. By doing so, PACE created a new system for registering new families by completing the LACOE Application and collecting necessary documentation to determine eligibility during the first meeting with parents. After the family has been determined to be eligible for the program, the FDA will meet with the family during a 2 nd meeting to complete the remaining documents in the registration packet (i.e. Health History, Nutrition Screening, Family Partnership Process, etc.). PACE has determined that sometimes families used to complete the entire registration package and then were found to not be eligible for the program, which utilized at least 1.5 hours from our FDA team. With this new process, the Program Assistant I spends about 20-30 minutes with families to determine eligibility, then immediately enters the information into Child Plus. If slots are available, the child is assigned to a class, and then the package is forwarded to the FDA to complete the registration process.

PY 2016-2017 was PACE’s first year at implementing this new procedure and system. Based on an analysis of the current procedure, changes are being made to the system for PY 2017-2018 to ensure continued success with this model.

Another component of PACE’s under enrollment during PY 2016-2017 was related to competition from the Transitional Kindergarten programs near some of PACE’s Head Start school sites. To assist in being more competitive with this type of service, PACE has adjusted its program models for facilities that were often challenged with maintaining full enrollment.



This includes serving a 9-hour class day for families at the Young Scholars facility (located at 16007 Crenshaw Blvd., Torrance 90504), reducing the number of slots available at West Blvd. (located at 1809 West Blvd., Los Angeles 90019) from 144 slots in a twilight setting to 92 slots in a Double Session setting, and providing additional duration services in the Baldwin Hills/Crenshaw service area through the modular building replacement project at the Crenshaw Family YMCA (located at 3820 Santa Rosalia, Los Angeles 90008). PACE hopes by making these changes, full enrollment will be maintained throughout PY 2017-2018.

Recruitment activities for Head Start and Early Head Start are all inclusive of those listed below:

Recruitment Activities for Center-Based and Home-Based Options: Door to door recruitment in the communities we serve. Posters will be distributed and displayed throughout the communities we serve. Distribute flyers to current ECE parents to inform them of the recruitment efforts for PY

2017-2018. Flyers are given to our current parents to help us recruit with family members or other individuals that they know.

Mail out to community partners. Distribute flyers to the LEA’s, public elementary schools, middle and high schools, adult

schools, community colleges, and Universities. Media and agency advertisement at no cost or minimal cost. Participation in community/health/job fairs. Memorandum of Understanding with agencies who specifically serve children with

disabilities, Regional Centers, and community agencies. Current parents are an integral part of our recruitment efforts. PACE conducts a parent

recruitment day monthly at the center and we recruit door to door and place flyers at different community providers. This activity is done by parents from the center and PACE staff.

We work very closely with DCFS, homeless shelters, and DPSS to ensure that we recruit foster children, homeless families and public assistant recipient families into our program. See our selection process for priority.

3. Proposed Enrollment Reduction

If delegate is requesting an enrollment reduction (proposing to serve less HS children without reducing its budget) or expansion (requesting additional HS and/or EHS slots) provide a rationale that details the proposed plan and justifies the request. More detailed information will also be required in the budget and budget justification section.

Note: Delegate must have a discussion with LACOE HS Director prior to including this request in the application. Per the Administration for Children and Families Information Memorandum HS-08-03, delegates requesting an enrollment reduction must address the items that follow.

N/A



a. In the box below write a statement(s) about the results of evaluating the current administrative structure and administrative costs to determine if savings can be found.

Review the following:

all non-program staff which is being charged, wholly or in part, to the Head Start grant;

the necessity of employing each of their administrative staff and the reasonableness of the salaries being paid to such staff

the reasonableness of the percentage of each administrative staff’s compensation which is being charged to the Head Start grant and be sure that percentage is consistent with the amount of time that individual is engaged in Head Start matters

all other administrative costs which can be reduced, including indirect cost rates

N/A

b. In the box below write a statement(s) about the results of evaluating the current supervisory structure to determine if savings can be found.

In your review consider the following:

Are there some supervisory positions which could be eliminated with minimal impact on program quality or operations?

Such positions as a center director with no classroom responsibilities or intermediate supervisory positions such as, for example, an Assistant Education Coordinator, may be positions which could either be eliminated or combined with other positions. In addition, programs which have an Executive Director who spends the majority of his/her time on Head Start matters may not need a full time Head Start Director as well.

N/A

c. In the box below write a statement(s) about the results of examining staffing ratios which do not have mandated ratios to determine if savings can be found.

N/A



d. In the box below write a statement(s) about the results of evaluating the current fringe benefit package to determine if savings can be found.

In your review consider if:

These packages are reasonable and appropriate

The feasibility of joining other programs in the state or region and negotiating as a block for health and other insurance premiums is feasible and result in savings.

N/A

e. In the box below write a statement(s) about the results of reviewing travel and other discretionary costs to determine if savings can be found.

N/A

f. In the box below write a statement(s) about the results of assessing the need for any staff not integral to providing a quality Head Start program consistent with all statutory and regulatory requirements to determine if savings can be found.

N/A

g. In the box below write a statement(s) about the results of reviewing the reasonableness and cost effectiveness of program operations to determine if savings can be found.

Some items to consider in the review of program operations could include:

An assessment of the way the delegate currently does business in several areas to determine it is always implementing the most cost effective way of providing services

A cost benefit analysis to determine the most effective way to provide the different types of services offered

N/A

h. In the box below write a statement(s) about the results of reviewing the program options and variations offered to determine if savings can be found while ensuring the options offered meet the needs of the children and families in the community.



N/A

i. In the box below write a statement(s) about how the program is maximizing other federal funding streams including child care, USDA, TANF and Medicaid/EPSDT funding.

N/A

j. In the box below write a statement(s) about how the program is seeking alternative non-federal resources.

N/A

4. Proposed Enrollment Conversion

If the delegate is requesting to convert Head Start funds to provide Early Head Start services, address to the following:

Note: Delegate must have a discussion with LACOE HS Director prior to including this request in the application

a. Specify the planned reduction in Head Start enrollment and the number of infants, toddlers, and pregnant women proposed to be served.

N/A

b. Provide information on the amount of funds reallocated from the HS program to support EHS services. You must include more detailed information in the budget and budget justification section.

N/A

c. Describe how the needs of infants, toddlers, and pregnant women will be met.

N/A

d. If the delegate does not currently operate an EHS program provide a detailed explanation of how EHS is proposed to be operated, including the service recruitment



areas, program options, qualifications, and training to staff, and the physical infrastructure, including facilities.

N/A

e. Provide a description on how the needs of eligible Head Start children will be met with the reduction in HS slots.

N/A

f. Discuss the transition plan between HS and EHS and specify the proposed timeline for implementation of the conversion.

N/A

5. Centers and Facilities

Identify the communities with the greatest need for services (refer to the service area matrix developed by LACOE) which the delegate will target for recruitment. Additionally, what changes does the delegate propose to make to its location of centers, home-based programs, and services to ensure families/communities with the greatest needs will be served?

Note: Changes to locations of centers/home-based programs/services must be reflected in Schedule I.

Head Start

For the most part, PACE does not intend on making any significant modifications to its current location of centers. By PY 2017-2018, we do anticipate our Early Explorers site (located on Manhattan Place) to be fully operational as the Certificate of Occupancy should be available before the start of the new program year. With the addition of the auditorium space at this facility, PACE will be able to provide the services to the families in this area, which we have found to be in high need based on community assessment data.

Due to the pending Performance Standard changes calling for an increase in the number of hours required to serve children in the Head Start program, PACE intends to continue its search for additional facilities within its service areas. Because of the proposed increase in number of operating hours, PACE will need additional facilities in order to maintain its current slot allocation. To do this, PACE will work with LACOE’s Real Estate department to identify potential school sites, focusing on the areas with the highest need for services. In addition, PACE has been in contract with a real estate professional through Collier International to



conduct searches for available space for new Head Start sites by PY 2018-2019.

In addition to looking for new potential preschool locations, PACE has identified some of its existing facilities with high rent rates (i.e. Young Scholars, Magnolia, Young Innovators, Central Kitchen). In an effort to reduce costs, PACE plans to negotiate new rental rates when the leases are up for renewal. Each lease is up for renewal at different times, but PACE is tracking this information and has plans to negotiate when the time comes to do so.

Early Head Start

PACE is currently working on renovating an existing Head Start facility in Gardena called Bethesda (14420 S. Crenshaw Blvd., Gardena 90249) to turn into an Early Head Start center-based facility. We anticipate having 16 total slots at this new facility: 8 slots for infants and 8 slots for toddlers. Due to the required renovations, PACE does anticipate a delay in starting the center-based services in July 2017, however we plan to provide services through the home-based model until the facility is ready for use. At that time, the families will transition to a center-based model.

PACE will continue to hold socializations for the Home-Based program at its Bright Starts facility (14627 S. Western Ave., Gardena 90249) for the South Bay socializations and Early Explorers (1200 S. Manhattan Place, LA 90019) for the Los Angeles socializations. By PY 2017-2018, we do anticipate our Early Explorers site (located on Manhattan Place) to be fully operational as the Certificate of Occupancy should be available before the start of the new program year. With the addition of the auditorium space at this facility, PACE will be able to provide services to the families in this area, which we have found to be in high need based on community assessment data. This will not affect socialization locations as this facility will be operating a double session format and the space will be available for use on Friday’s by the EHS Home-Based program.

Since EHS socializations include children from 0-3 years old, PACE currently has practices in place to provide diapering services at each of its socialization locations mentioned above. These services include space to change children’s diapers (i.e. sanitized mats and/or changing tables), diapers and wipes (as needed), and diapering logs for when Home Visitors are asked to change children’s diapers (parents are not required to complete the diapering log if they change their child’s diaper on their own).

6. Schedule I and K

Complete one Schedule I and K that is inclusive of EHS, HS, EHS-CCP and HS dosage slots. Refer to the instructions in the Schedule I and K workbook for details on completing the form.

Note: If the delegate operates home-based program option and/or combination program options, a calendar (Schedule S) must be completed indicating when the socializations will take place. Delegates operating LACOE CSPP or CCTR must complete a separate calendar indicating the number of days of operation.



7. Recruitment and Selection

Based on community assessment data, LACOE identified selection criteria that prioritizes services to the families most in need. The delegate must assign points to the selection criteria to ensure children and families, with the greatest need in their designated service area, are prioritized for enrollment.

Note: Three year old children must be given priority over 4 year old children.

Selection Criteria Item in CP Drop Down Delegate Points Notes

Age

Newborn to less than 6 months 500 6 months to 11months 400

1 year to 1.11 years 300 2 years to 2.5years 200

2.6 years to 2.11 years 10 3 years 1010 4 years 1000

5 years (when Kindergarten is not available) 0

Categorical

Homeless (including transitional Homeless families) 1000

Foster Care 1000 Public Assistance (TANF or

SSI) 106 Child in Protective Services? Yes 211

Disability Status

Child with IEP 211 Child with IFSP 211

Suspected Disability 30 Dual Language Learner? Yes 30 Employment Status Both parents employed 5

Both parents in school or job training program 5

One parent employed 10 (Single Household) One parent

in school or job training program

10

Incarcerated Parent Mother 20 Father 20



Selection Criteria Item in CP Drop Down Delegate Points Notes

Income Eligible 50 Military Family 30 Parent(s) less than high school education

one parent 15 both parents 15

Pregnant Teen 25 Parenting Teen 25 Postpartum Depression Yes 30 Returning Child 211 Single Parent 15

TransitioningFrom Early Head Start to Head

Start 211 From other Head Start Program 106

Referral From DCFS, DPSS, 211 or other referral agency 106

Approved Adjustment Factors

El Camino College Families that attend the College as per lease agreement 106

Rising Stars Families that live in the Complex as per lease agreement 106

a. If the delegate is adding adjustment factors provide a justification for the proposed criteria.

The purpose for the adjustment factor is that we have language in the lease agreements that we will give priority to those families attending El Camino College or living in the Complex building of Rising Stars since our facility is inside the complex.

b. Describe how the delegate will ensure that not less than 10% of the actual enrollment will be children with disabilities

PACE was able to meet the 10% requirement for Head Start by January 31, 2017. We were at 7% for Early Head Start for PY 2016-2017. In order to reach those most in need of Early Head Start/Head Start services, PACE ECE has established rapport with several outside agencies where children with disabilities are recruited. PACE will continue to search within its community to recruit the most in need of special education/relative services. Our program has agreements with the following agencies where we refer children as part of the Child Find System, and they refer children to our agency to assist in reaching 10% of children with disabilities: (1) Regional Centers: Lanterman RC, South Central LA, Harbor Regional Center



and Westside RC; (2) School Districts: Los Angeles Unified School District, South West SELPA (all South Bay School District); (3) Hospitals: USC, Children’s Hospital LA, and Harbor UCLA; (4) Clinics: Pediatric clinics in the South Bay. Many other children are walk-in referred from former parents who had a child with a disability in the program. Other families call to find out if their child is eligible due to an existing IEP or IFSP. If families contact the center directly, they are referred to the Disabilities Coordinator and/or the Program Assistant who will contact the family for further information as part of our transition plan.

In addition, we work very closely with the Local Education Agencies (LEAs) in each of the areas where the school sites are located. They, in turn, assess many of the children who later become eligible for special education/related services. The parents have the option of keeping their children in ECE or transitioning them to other special programs in the public school system to receive their special education/related services. They may also choose to be dually enrolled in one location. PACE assists the family in referring the child to their school district of residence.

PACE will follow its PY 2017-2018 ERSEA Plan to ensure recruitment for all programs within the organization, including center-based Head Start, State Preschool, home-based Early Head Start and center-based Early Head Start.

8. Early Head Start

a. The Schedule I must reflect a minimum of 46 weeks of service for EHS children. If the delegate is proposing a locally designed program option, describe below how it will ensure continuity of services over a minimum of 46 weeks.

EHS Home-Based

The PACE Early Head Start program will provide 46 weeks of service to EHS children and families. This includes at least one 90-minute home visit per week, for a total of 46 home visits per year.

For enrolled pregnant women, 90-minute home visits will be offered weekly and receive, at a minimum, two (2) home visits per month based on their needs. Pregnant mothers will be invited to all socialization activities; however there will be at least three (3) 120-minute socializations scheduled during the year specifically for expectant families focusing on topics related to pregnancy, child birth, etc.

Socializations are provided two (2) times per month for 120-minutes per session for a total of 22 socializations. Socializations will be held on Friday’s at PACE’s existing sites and/or other locals, including libraries, the park, etc. A calendar of all socialization dates and times is provided to each family during their first home visit and updates are provided as needed throughout the year. In addition, the date/time/location of the next socialization will be posted during the current event.

EHS Center-Based



The PACE Early Head Start Center-Based program will provide 1,380 annual hours of services. A center-based program must ensure teachers and other relevant staff provide responsive care, effective teaching and an organized learning environment that promotes healthy development and children’s skill growth aligned with the Head Start Early Learning Outcomes Framework: Ages Birth to Five, including children with disabilities. To accomplish 1,380 annual hours of service, PACE plans to operate its EHS Center-Based program for 6.5 hours per day for a total of 214 days during the program year. Refer to Schedule I/K for more details.

b. Describe the services provided to pregnant women.

Education: Early Head Start Home Visitors will conduct home visits with expectant mothers and utilize the Partners for a Healthy Baby: Before Baby Arrives curriculum (3rd edition). Lesson plans will be created based on the pregnant woman’s needs and status of her pregnancy and include input from both the Home Visitor and mother.

Health/Mental Health/Nutrition: Early Head Start Home Visitors (HVs) must assist pregnant women to access comprehensive prenatal and postpartum care, through referrals, immediately after enrollment in the program. This includes:

Obtaining a comprehensive prenatal history and maintaining documentation of ongoing prenatal and postpartum care (including physical and dental exams).

Early and continuing risk assessments, including nutrition screenings and nutrition counseling/food assistance if necessary.

Health promotion and treatment, including medical and dental exams on a schedule deemed appropriate by the attending health care providers as early in the pregnancy as possible.

Conducting a postpartum visit within two (2) weeks of delivery to ensure the well being of the mother and child.

Providing four (4) health education socializations specifically for EHS pregnant women during the program year.

Utilize the Patient Health Questionnaire (PHQ-9) to screen for mental health concerns for pregnant women and/or new mothers.

Mental health interventions and follow-up, including substance abuse prevention and treatment services.

Transition planning for pregnant women. Access to qualified health professionals (either on staff or through a contract with an

independent consultant and/or community provider).

Family/Community Partnership: The EHS Home Visitor has the primary responsibility to work with families, in collaboration with other PACE ECE staff, to motivate the families to engage in goal setting activities. The EHS Home Visitor assists the family in completing the Family Partnership Process, including identification of strengths, interests, and needs as well as identifying resources and making appropriate referrals to support the family in achieving their goals.



C. Approach to School Readiness

School Readiness Plan: As part of this year’s funding application, agencies are required to submit an updated School Readiness Plan. Please use your 2016-17 School Readiness Plan and highlight planned updates for the 2017-18 program year. Updates should be informed by your findings to date for the 2016-2017 program year (inclusive of DRDP and CLASS scores as well as the delegate’s assessment of curriculum fidelity/implementation). To support the updates to your School Readiness Plan, please address the questions below.

a. Describe how the DRDP Assessment scores have informed changes in your School Readiness Plan for the 2017-18 program year.

Head Start

After the completion of the first DRDP (2015) assessment, PACE Education Staff share individual results with families during their parent meetings and developing an Individualized Development Plan (IDP) for each child based on his/her assessment results. Each child’s IDP will be updated at each subsequent parent meeting.

Aggregate data from DRDP (2015) first assessment has been used by PACE Education Staff to analyze the agency level of achievement in each domain and select specific measures. These specific measures are identified through year-on-year trends from prior year results averaged with current year data. Based on these results, the Education Management Team plans additional trainings for Education Staff based on the developmental areas that the children are struggling in and alignment with school readiness goals, as well as provides materials that support classroom implementation of the Creative Curriculum specific to the domains that require additional development.

When second and third assessment periods are completed, a similar procedure will be followed to identify agency trends, identifying lower performing domains, specific problematic measures, and materials needed to support implementation within the sites.

Additionally, aggregate data results will be used to look at development within the domains and mastery levels specific to 4-5 year olds who will be entering kindergarten in the fall. This will guarantee school readiness for these families as they transition into the K-12 school system.

Fall 2016-2017 DRDP 1st Assessment ratings highlight English Language Development of Dual Language Learners as an area to target in PY 2017-2018 to better support children's learning. Since a majority of Dual Language Speakers are moving out of the Exploring Level into the Developing level of learning English activities at the mid year there will be a focus on helping children develop confidence in their use of English. This will include activities that strengthen the children's awareness of and use of English through repetition in songs and chants, book reading using the CC 3 day book reading process, and language modeling by adults in the classroom. Other areas that rated low in the Fall 2016-2017 DRDP 1st assessment were Approaches to Learning (ATL), and Cognition (COG). In both these domains children were again found to be at the late Exploring Level and the early Developing Level. Children specifically were challenged in the areas of Attention Maintenance, Self-Comforting, and



Imitation all precursors to developing learning skills. This is a new development in our program not noticed in previous years. Use of the Response to Intervention support curriculum will be strengthened to help children develop the skills needed to be the foundation for later learning skills.

In past years children have scored low in the areas of Number Sense and Measurement. We developed strategies to successfully address this trend. Currently the introduction of CC will allow teachers to model and develop in the children skills focusing on Inquiry and observations through the use of the "Study" practices in the curriculum. This will in turn support children's developing Knowledge of the Natural World.

The Fall 2016-2017 CLASS teacher Assessment scores indicated that teachers were challenged in the Instructional Learning Format, Concept Development, and Quality of Feedback dimensions and require focus in the 2017-2018 program year. Strengthen Teachers skills in these areas through training and coaching will support their work with the children in the DRDP measures identified as concerns.

Early Head Start

After the completion of the first DRDP (2015) assessment, PACE Education Staff share individual results with families during their home visits and developing an Individualized Development Plan (IDP) for each child based on his/her assessment results. Each child’s IDP will be updated after each subsequent assessment period.

Aggregate data from DRDP (2015) first assessment is used by PACE Education Staff to analyze the agency level of achievement in each domain and specific measures. These specific measures are identified through year-on-year trends from prior year results averaged with current year data. Based on these results, the Education Management Team plans additional trainings for Education Staff based on the developmental areas that the children are struggling in and alignment with school readiness goals, as well as provides materials that support classroom implementation of the Creative Curriculum Learning Games in Home-Based and the Creative Curriculum Intentional Teaching practices for Center-Based specific to the domains that require additional development.

When second and third assessment periods are completed, a similar procedure will be followed to identify agency trends, identifying lower performing domains, specific problematic measures, and materials needed to support implementation within the home based program.



b. Describe program improvements implemented in response to the analysis of child assessment and other data. Provide specific examples as appropriate.



Head Start

The PACE Education Management Team, which includes Education Specialists (Area Supervisor), the Assistant Director of Education (ADE)(Assistant Director I), and the ECE Coach/Mentor (Education/Training Coordinator), will conduct additional group and individual trainings on this topic to ensure that PACE Education Staff are able to produce quality evidence. File reviews are conducted 3 times a year in which the PACE Education Staff assigned to each site identifies challenges in evidence collection through ongoing monitoring. This data then drives the design of training during Class Free Days, as well as development of training for Pre-Service 2017-2018. An example of this is the implementation of a “new staff training” that will be conducted during winter and spring break with new employees that includes in depth training on DRDP (2015), Creative Curriculum, and file reviews, as well as other identified needs.

Education Specialists (Area Supervisors) will also use ECERS scores to tailor coaching and mentoring plans for teaching staff who received scores below 5.0., as well as teachers who CLASS scores are below the LACOE identified goals. Check-ins between Education Specialists (Area Supervisors) and Teachers will occur throughout the year. The Education Management Team will identify high priority teachers (teams) that need additional coaching and create professional development plans that will address their needs and set SMART goals to drive teacher achievement and growth. HPTT will also be identified through CLASS observations conducted by outside vendors and LACOE support. These plans will be implemented by the ECE Coach/Mentor (Education/Training Coordinator) through regular meetings, observations and modeling within the classroom.

PACE ECE Education team completed Environmental Ratings at each site using the ECERS-R Tool. The results of these observations show that as an agency, PACE ECE meets desired threshold of a 5.0 rating in each subscale. The team did identify the lowest scoring subscales were Personal Care routines (5.04) and Activities (5.31). This data was incorporated into the remainder of the PY 2016-2017 T&TA plan, as well as identified topics that will be included in the 2017-2018 Pre-Service training for staff to bring those subscales to higher levels.

Early Head Start

PACE Education Management team, which includes the Assistant Director of Education (Assistant Director I), the Early Head Start Coordinator (Area Coordinator), and Early Head Start Home Base Supervisors (Home Based Supervisor), develops training plans for EHS home visitors based on agency results of DRDP (2015) Infant/Toddler assessments. File reviews are conducted 4 times a year in which the PACE Education Staff assigned to each Home Visitor identifies challenges in evidence collection through ongoing monitoring. This data then drives the design of training during Class Free Days, as well as development of training for Pre-Service 2017-2018.

For the 2017-2018 Program Year, EHS Education management team will implement Home Visit Rating Scales (HOVRS-A+)v2.1 in the Early Head Start Home-Based program to identify practitioners skill level within the seven scales, by observing and documenting quality interactions using key indicators. This data will be aggregated to develop individualized training



and coaching for home visitors with the intended results of higher parent support of their infants and young children.

Because the EHS Center-Based program will be a new component of PACE ECE’s community offerings, teachers will all be classified as High Priority Teaching Teams and receive training on all components of Infant/Toddler care through their EHS Supervisor (Area Supervisor), ECE Management Team, and community partnership with organizations like PITC (the Program for Infant and Toddler Caregivers) . At this time PACE ECE does not plan on using the CLASS tool in the center-based EHS program for the first year of operation.

c. Describe how the delegate’s CLASS disaggregated scores have informed changes to your School Readiness Plan to improve instructional quality among teachers with lower CLASS scores, including any coaching or mentoring plans.

Head Start

For the 2016-2017 program year, disaggregated CLASS scores are used to inform individual coaching and mentoring for Teachers at PACE. The Education Management Team have been analyzing individual scores and designing coaching and mentoring plans for each Teacher who scored below the identified LACOE goals in the three CLASS domains, with specific priority given to the teachers whose CLASS scores fall below the lowest 10% of the national average. Education Specialists (Area Supervisors) have met with Teachers who they are coaching throughout the program year to ensure that Teachers are progressing toward their goals and that strategies that are implemented in the classroom are working. High priority teachers have also been selected to receive LACOE sponsored training through MMCI and LAUP coaches to drive quality improvement. The efforts of these programs are being reinforced by the Education Specialists (Area Supervisors), as well as Site Directors (Teacher III) as appropriate. Notable improvement was made from the prior program year, and it is anticipated that Teachers’ CLASS scores will improve by the Spring observation.

As an agency, the CLASS observation in the Fall of the 2016-2017 PY, the domains of Classroom Organization (5.55) and Instructional Support (2.4) were identified as areas of focus. Specifically, Instructions Learning Formats, Concept Development and Quality Feedback were identified as areas that needed improvement. After the Fall Observation, the PACE ECE Education developed a Agency CLASS action plan that identified ways of supporting the teaching staff in these specific areas of growth that included trainings and individual and team coaching. These plans will continue into the 2017-2018 program year. Education Specialists analyzed individual CLASS scores and provide targeted ongoing coaching and mentoring to those teachers who scored below 6.0 in one or more of the domains. Each teacher had a professional development plan set with the education specialist to outline specific actions and resources that should be utilized for development. Making the Most of Classroom Interactions: 18 staff members attending this training series in the Fall of 2016 and an additional 19 teachers attending the Spring 2017 series, which is well over 50% of the PACE teaching teams. Site directors and Education Specialists are supporting the homework and learning as needed and providing coverage for teacher to attend without concern about their classroom.



We will build on improvement made year on year by leveraging the learning of the MMCI participants and Class Free Trainings, including SPD (Simulated Professional Development).

New Coach/Mentor will be hired in March 2017. The coach will review all Fall 2016 CLASS observations, and based on data identify high priority teaching teams. These teams will receive an initial CLASS observation by the coach and a CLASS certified Education Specialist. The coach will design a training plan to identify areas strength as well as those of opportunity. The coach will meet with the teaching staff within 24 hrs of the observation to share feedback and design a coaching plan that will allocate resources and time towards the development of those individuals. This may include additional observations, mentoring, modeling, reading, and professional development resources. The coach will then do a follow up observation before end of 2017 school year to address improvements and address successes and continued areas of growth.

The Classroom Organization Domain will be incorporated into New staff orientation done by the Site director on a new staff member’s first day in the center. General CLASS training have been conducted, but it will include a more in depth look at classroom organization and small changes that can be implemented to increase scores in a significant way.

The instructional Support Domain will be a focus of new staff orientation that is done during Winter and Spring Break. These staff members have typically been working the classroom for 2 weeks- 3 months. This orientation will include in depth looks at the key indicators of Concept Development:

Analysis and Reasoning Creating Integration Connections to the Real World

This will be done using the CLASS training videos and tools that integrate CLASS with Creative Curriculum and the Desired Results Developmental Profile.

This plan for developed for the 2016-2017 PY of coaching and mentoring will continue in PY 2017-2018 with a few small changes.

To align with the new Performance Standards, PACE is planning to employ two (2) full-time Mentor/Coaches (Education/Training Coordinators), which will be classified as Education Specialists (Education/Training Coordinator). The existing Education Specialist position (Area Supervisor) will be referred to as Education Managers (Area Supervisor) beginning in July 2017. PACE plans to only employ two (2) full-time, exempt Education Managers (Area Supervisor), whose responsibilities will include supervision/management of a cluster of sites as well as ongoing monitoring of that cluster. There will be two (2) full-time, non-exempt Education Specialist positions (Education/Training Coordinator), whose job duties will include mentoring and coaching of teaching staff to improve on their CLASS scores, assist with screenings and assessments, and provide input to the Site Directors (Teacher III) and Education Managers (Area Supervisor) on the needs of the staff.



PACE anticipates this shift in oversight of the Education Service Area will better support teaching staff with their needs and result in better scores in CLASS.

Early Head Start

N/A

D. Training and Technical Assistance (T&TA) Plan

Use the T/TA Excel spreadsheet to complete the T & TA plan. Note: If the plan is completed correctly, then the summary automatically populates in the EXCEL workbook. Do not delete any of the rows (deleting rows will cause the spreadsheet’s formulas not to work). To remove or replace text, highlight the text in the respective cell, and then press the delete button.

Also, complete a T&TA Plan(s) that addresses the ongoing support and training needed for teachers, home visitors, and FCC providers to fully and accurately implement the adopted curriculum. Include the trainings that are identified in each of the service area manuals.

The T & TA Plan will automatically populate the summary. Refreshing data in the summary will ensure that the most current data will be pulled from the plan (refer to T & TA Summary Instructions). Verify that the summary information is correct. If an error is found the correction must be made in the plan (EXCEL spreadsheet).



Section II. BUDGET AND BUDGET JUSTIFICATION NARRATIVE

A budget and budget justification narrative of the funding application is required for all programs: HS, EHS, EHS-CCP, and HS dosage. Delegates must submit a budget justification narrative for each program separately. Delegates must submit separate fiscal schedules for 1) HS/EHS/SPS 2) EHS-CCP/CCTR and 3) HS dosage.

The budget amounts described in this section must align with the amounts identified in the fiscal schedules (EXCEL workbook).

Provide a budget narrative justification for each of the following GABI categories to demonstrate allowability, necessity, reasonableness, and allocability of proposed costs:

1. Organizational Chart

Create an organizational chart in a WORD format and include as a separate file on the flash drive. Create one chart for the traditional grant and one for EHS-CCP, if applicable. The charts must include job titles and the total HS, EHS, and EHS-CCP FTE’s for each position. Include all positions that conduct any program or administrative function for the program (custodians, consultants, interns, etc.) It must delineate the shared decision-making responsibilities and supervision for HS, EHS, and EHS-CCP, include all funding sources, and it must be aligned to the staffing schedules (Schedules B, C, & D). A sample organizational chart has been provided on the flash drive.

Any organizational changes described in Section III. (Personnel) of the Budget Justification must be reflected on the organizational chart. If there are any required positions not funded through HS, EHS, and EHS-CCP insert a footnote in the organization chart.

2. Personnel (GABI Section (a))

Provide a narrative explanation on the reasonableness of your HS/EHS/EHS-CCP personnel costs (salaries and wages) and staffing structure as presented in your organizational chart. Also, describe how the responsibilities of the fiscal officer differ from those of the director. Describe the maintenance/custodial personnel that continues to be funded with the permanent funding increase for maintenance/custodial efforts. For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR).

HEAD START

For the period 7/1/17-6/30/18,the total Full Time Equivalents (FTEs) reflected in Head Start Basic/Dosage is Budget is 165.70, including 2 FTEs for Substitute Teacher and Substitute Teacher Assistant. The total Head Start shared FTEs with Early Head Start is 7.03 FTEs. Total Head Start shared FTEs with State Pre-School is 6.82 FTEs. (Refer to the Schedule of Salary Parity and Staff & Salary Allocation (Schedule C). Budgeted salaries are based on the LACOE Head Start–State Pre-School Division Not for Profit



Occupational Groupings and Job Classification effective July 1, 2016 and Exhibit D-Approved Salary Schedule effective July 1, 2016 at 100% parity.

Although the responsibilities of ECE Director and Fiscal Officer are significantly different, they work closely together to ensure that the budget supports the programmatic goals, contractual obligations, and the Head Start Performance Standards. The ECE Director has oversight of the Head Start, EHS, and State Pre-School programs and line staff; whereas the Fiscal Officer oversees the Head Start/EHS/SPS accounting unit and ensures that fiscal requirements are met. The Fiscal Officer is an active member of the management team and submits monthly reports to the management team, Board of Directors, PC, and PACE Executive Management team. The ECE Director’s major responsibilities include, but are not limited to the following: (a) Oversight of the Head Start, Early Head Start and State Pre-School programs as it relates to contractual obligations, regulations, staffing, and service delivery (b) provides guidance and leadership to staff to ensure that high quality services are provided to the clients and to the communities. In addition, the ECE Director analyzes and oversees the regular financial and statistical reporting, to assess the budget status and take preventative measures if necessary. It is also necessary for the ECE Director to work with other organizations and entities to foster relations that leverage resources and support the work of the Early Childhood Education program.

Furthermore, the Director ensures effective communication and relationships with the governing (both Board of Directors and Policy Committee) and with the larger PACE/parent organization.

PERSONNEL – General

Each position has been classified by the Human Resources Department, based on the Grouping and Job Classification provided by LACOE, effective July 1, 2016. Likewise, salaries are based on the corresponding Exhibit D- Approved Salary Schedule, effective July 1, 2016. The salary schedule reflects parity at 100%. Functional Allocations

Each position has been evaluated on job responsibilities and determined as to the division of work as it relates to administration and program. The Human Resources department reviewed and revised all job descriptions, to also include the percentage of work conducted to support administration and in the field (program). For example, the Maintenance and Facilities Supervisor (working title), using LACOE job title of Program Coordinator is allocated at 50% Administration and 50% Program. The positions’ job responsibilities include half the time in the office coordinating the field staff and operation while the other half of the job requires on-site facility visits.

The proposed staffing is based on the following basic assumptions:

Number of children 1,028 - 7/1/17-6/30/18



Part-Day 472 children 160 days Part-Day (Double Session) 332 children 128 days Full Day (Extended/State Pre-School) 48 children 175 days Full Day (State Pre-School) 80 children 175 days Full Day (Head Start/Dosage) 96 children 170 days

Number of classes 65

Part-Day 29 classes Part-Day ( Double Session) 22 classes Full Day (Extended/State Pre-school) 3 classes Full Day (State Pre-School) 5 classes Full Day (Head Start/Dosage) 6 classes

Number of sites/centers 14

PERSONNEL - CHILD HEALTH & DEVELOPMENT SERVICESThe following positions detail all staff allocated to the functional services of Child Health and Development Services. Area Supervisor (Job # ESAS –GRADE 35) – Education Manager

FTE STEP MONTHLY SALARY HS% DOSAGE% # OF

MOS.HS

TOTALDOSAGE TOTAL

1.50 10 $4,769 100% 0% 11 $78,6880.50 10 $4,769 0% 100% 11 $26,230

Training Coordinator (Job# ESETC-GRADE 37) – Education Coach


MOS.HS

TOTALDOSAGE TOTAL

1 4 $4,320 100% 0% 11 $47,5201 8 $4,768 100% 0% 11 $52,459

TOTAL MANAGERS & CONTENT AREA EXP (CH&D) HS – $178,667 D – $26,230

HS FTE = 3.50 HS DOSAGIE FTE = 0.50 100% Education



Teacher III (Job # EST3 – GRADE 34) – Site Director


MOS.HS

TOTALDOSAGE TOTAL

6.50 4 $ 4,012 100% 0% 9.50 $247,741

4.50 4 $ 4,012 100% 0% 9.75 $176,0260.50 4 $ 4,012 0% 100% 9.50 $19,0570.50 4 $ 4,012 0% 100% 9.75 $19,559

Total Teacher III HS – $423,767 D – $38,616 HS FTE = 11 HS Dosage FTE = 1 100% Education

Teacher II (Job # EST2 – GRADE 23) – Teacher II


MOS.HS

TOTALDOSAGE TOTAL

20 8 $ 3,375 100% 0% 9.20 $ 621,00024 9 $ 3,460 100% 0% 9.20 $ 763,968

7.70 9 $ 3,460 100% 0% 9.75 $ 259,7603 9 $ 3,460 100% 0% 9.75 $ 101,2053 9 $ 3,460 0% 100% 9.75 $101,205

Total Teacher II HS – $1,745,933 D – $101,205 HS FTE = 54.70 HS DOSAGE FTE = 3.00 SPS FTE = 3.30 TOTAL FTE = 61.00 100% Education

Teacher I (Job # EST1-GRADE 15) – Substitute Teacher

FTE STEP MONTHLY SALARY HS% # OF MOS. HS TOTAL DOSAGE

TOTAL1 15 $ 3,293 100% 9.00 $ 29,637

Total Teacher I (Substitute) HS – $29,637 D – $0HS FTE = 1



100% Education TOTAL TEACHERS HS – $2,199,337 D – $139,821

HS FTE = 66.70 DOSAGE FTE = 4.00 SPS FTE = 3.30 TOTAL FTE = 74.00 100% Education

Assistant Teacher II (Job # ESAT 2-GRADE 10) – Teacher Assistant

FTE STEPMONTHLY

SALARY

HS% DOSAGE% # OF HS

TOTAL

DOSAGE TOTAL

18 10 $ 2,572 100% 0% 9.20

$425,923.20

11 11 $ 2,637 100% 0% 9.20

$266,864.40

7.70 11 $ 2,637 100% 0% 9.75 $197,9733 11 $ 2,637 100% 0% 9.75 $ 77,1323 11 $ 2,637 0% 100% 9.75 $77,132

Total Assistant Teacher II HS – $967,892.60 D – $77,132

HS FTE = 39.70 DOSAGE FTE = 3.00 SPS FTE = 3.30 TOTAL FTE = 46.00 100% Education

Assistant Teacher I (Job # ESAT 1-GRADE 5) – Part Time Teacher Assistant


MOS.HS

TOTALDOSAGE TOTAL



2.70 11 $ 2,330 100% 0% 9.20 $ 57,877

Total Assistant Teacher I (Part Time) HS – $57,877 D – $0

HS FTE (Part-time) = 2.70TOTAL FTE = 2.70100% Education

Assistant Teacher I (Job # ESAT1-GRADE 1) – Substitute Teacher Assistant

FTE STEP MONTHLY SALARY HS% # OF MOS. HS TOTAL DOSAGE

TOTAL1 11 $ 2,330 100% 9.00 $ 20,970

Total Assistant Teacher I (Substitute) HS – $20,970 D – $0 HS FTE = 1 100% Education

TOTAL ASSISTANT TEACHERS HS – $1,046,740.60 D – $77,132

HS FTE = 43.40DOSAGE FTE = 3.00SPS FTE = 3.30TOTAL FTE = 49.70100% EDUCATION

Health/Mental Health Services Personnel:

FTE POSITION JOB# GRADE STEP MO.SALARY HS% # OF

MOS.HS

TOTAL1 LVN HNSRN 28 3 $ 3,375 100% 11 $ 37,125

0.65Health

Coordinator

HNSHC 37 6 $ 4,539 100% 11 $ 32,454

0.65

MentalHealth

Coordinator

MHDSMHC 38 1 $4,112 100% 11 $ 29,401

0.70 Health Aide IHNSHA1 13 4 $ 2,389 100% 11 $ 18,395



TOTAL HEALTH/MENTAL HEALTH SERVICES PERSONNEL HS – $ 117,375

HS FTE = 3.00 EHS FTE = 1.00TOTAL FTE = 4LVN & HEALTH COORDINATOR (100% HEALTH)MENTAL HEALTH COORDINATOR (100% MENTAL HEALTH)HEALTH AIDE 1 (50% HEALTH/50% NUTRITION)

Disabilities Services Personnel:


MOS.HS

TOTAL

0.65 Disabilities CoordinatorMHDSSDC 42 2 $ 4,653 100% 11 $ 33,269

0.70 Disabilities Aide MHDSDA1 19 1 $ 2,572 100% 11 $ 19,804

TOTAL DISABILITIES SERVICES PERSONNEL HS – $53,073

HS FTE = 1.35 EHS FTE = 0.65TOTAL FTE = 2 DISABILITIES COORDINATOR (100% DISABILITIES) DISABILITIES AIDE (50% DISABILITIES/50% MENTAL HEALTH)

Nutrition Services Personnel:


MOS.HS

TOTAL

0.65 Nutrition Coordinator HNSNC 38 3 $ 4,320100% 11 $30,888

TOTAL NUTRITION SERVICES PERSONNEL HS – $30,888HS FTE = 0.65EHS FTE = 0.35 TOTAL FTE = 1100% NUTRITION

PERSONNEL – FAMILY & COMMUNITY PARTNERSHIPSThe following positions detail all staff allocated to the functional services of Family and



Community Partnerships.

Program Managers (F&CP)


MOS.HS

TOTAL

0.65

Parent Involvement Manager

PCSPIM 36 2 $4,012 100% 11 28,686

TOTAL PROGRAM MANAGERS (F&CP) HS – $28,686 HS FTE = 0.65 EHS FTE = 0.35TOTAL FTE = 1100% FCP

Other Family & Community Partnership Personnel


MOS. TOTAL

1 Parent Involvement Specialist PCSPIS2 28 10 $4,012 100% 11.00 $ 44,132

1 Parent Involvement Specialist PCSPIS2 28 10 $4,012 100% 11.00 $ 44,132

Total Parent Involvement Specialist HS – $88,264 HS FTE = 2 100% FCP


MOS.HS

TOTAL

2

FamilyServices

Assistant

II

PCSFSA2 17 7 $2,839 100% 10.25 $58,200

3Family

ServicesAssistant II

PCSFSA2 17 6 $2,770 100% 10.25 $85,178

2 FamilyServices

PCSFSA2 17 5 $2,703 100% 10.25 $55,412



Assistant II

1Family


PCSFSA2 17 3 $2,572 100% 10.25 $26,363

8Family


PCSFSA2 17 2 $2,510 100% 10.25 $205,820

0.75Family


PCSFSA2 17 1 $2,448 100% 10.25 $18,819

Total Family Services Assistant II HS – $449,791

HS FTE = 16.75EHS FTE = 0.25 TOTAL FTES = 17 100% FCP

TOTAL OTHER FAMILY & COMMUNITY PARTNERSHIP PERSONNEL $538,055

HS FTE = 19 TOTAL FTE = 19100% FCP

PERSONNEL – PROGRAM DESIGN & MANAGEMENT PERSONNELThe following positions detail all staff allocated to the functional services of Program Design and Management.

Head Start Director


MOS.HS

TOTAL0.70 Director II MD2 66 2 $ 8,415 100% 12 $ 70,686

TOTAL HEAD START DIRECTOR HS – $70,686

HS FTE = 0.70 EHS FTE = 0.25



SPS FTE = 0.05 TOTAL= 1 FTE 90% ADMIN 10% PROGRAM

Managers


MOS.HS

TOTAL

0.65 Assistant Director MAD1 55 4 $ 6,738 100% 11.5 $ 50,367

0.75 Assistant Director MAD1 55 4 $ 6,738 100% 11.5 58,115

.80 Assistant Director MAD1 55 5 $ 6,907 100% 11.5 $ 63,544

0.95Maintenance/Facilities Supr. MOSMS 35 4 $ 4,112 100% 11.5 $ 44,924

TOTAL MANAGERS (PROGRAM DESIGN & MANAGEMENT) HS – $216,950

HS FTE = 3.15 EHS FTE = 0.75 SPS FTE = 0.10TOTAL = 4 FTE

A Assistant Director – Education 50% Admin 50% Program (Education)

B Assistant Director – ERSEA 50% Admin 50% Program (10% Education,10% Health/Mental Health, 10% Nutrition, 10% Disabilities, 10% FCP)

C Assistant Director – Direct Services 50% Admin 50% Program (10% Education,10% Health/Mental Health, 10% Nutrition, 10% Disabilities, 10% FCP)

D Maintenance/Facilities Supervisor – 50% Admin 50 % Program ( Occupancy)

Clerical:


MOS.HS

TOTAL1 (A)Office ASOA2 18 11 $ 3,213 100% 11.00 $ 35,343



Assistant II

0.80 (B )OfficeAssistant IIASOA2 18 11 $ 3,213 100% 11.00 $ 28,274

0.80 (C)OfficeAssistant I ASOA1 10 2 $ 2,111 100% 11.00 $ 18,577

1 (D) Office Assistant I ASOA1 10 7 $ 2,389 100% 11.00 $ 26,279

0.70Program

Assistant

IPAPA 20 9 $ 3,213 100% 11.00 $ 24,740

1.40 ProgramAssistant IPAPA 20 8 $ 3,134 100% 11.00 $ 48,263

0.70Program

Assistant

IPAPA 20 7 $ 3,058 100% 11.00 $ 23,547

0.69Program

Assistant

IPAPA 20 6 $2,983 100% 11.00 $ 22,641

TOTAL CLERICAL HS – $227,664

HS FTE = 7.09 EHS FTE = 1.90SPS FTE = 0.01TOTAL FTE = 9

Office Assistant (A) Office Assistant II 50% ADMIN 50% OCCUPANCY(B) Office Assistant II ( Procurement) 100% ADMIN(C) Office Assistant I 50% ADMIN 50% PROGRAM ( 25% Education/5% Health/5% Mental

Health/5% Disabilities/5% Nutrition/5% FCP)(D) Office Assistant I 100% Education

Program Assistant – 50% Admin 50% Program (25% Education/5% Health/5% Mental Health/ 5% Disabilities/5% Nutrition/5% FCP

Fiscal:

FTE POSITION JOB# GRADE STEP MO.SALARY

HS% # OFMOS.

HSTOTAL

1 FiscalOfficer II FSF02 57 5 $ 7,257 100% 12 $ 87,084

0.54SeniorAccountant FSA2 39 11 $ 5,396 100% 11.5 $ 33,509

0.67Accounting FSAC1 16 10 $ 2,983 100% 11.5 $ 22,984



Clerk

TOTAL FISCAL HS – $ 143,577

HS FTE = 2.21 EHS FTE = 0.78 SPS FTE = 0.01TOTAL FTE = 3 100% ADMIN

Maintenance Personnel:


MOS.HS

TOTAL

1

Maintenance Technician

MOSMT 27 6 $ 3,546 100% 11.50 $ 40,779

1Facilities Coordinator (Monitor)

MOSFTC 29 1 $3,293 100% 11 $ 36,223

.90 Custodian MOSC 10 15 $ 2,910 100% 11.50 $ 30,1191.80 Custodian MOSC 10 7 $ 2,389 100% 11.50 $ 49,452

.50 Custodian(.50 Part-time) MOSC 10 6 $ 2,330 100% 11 $ 12,815

1 Custodian(.50 Part-time) MOSC 10 2 $2,111 100% 11 $23,221

TOTAL MAINTENANCE PERSONNEL HS – $192,609

HS FTE = 6.20 EHS FTE = 0.30 TOTAL FTE = 6.50 100% Occupancy



Other Personnel:


MOS.HS

TOTAL

0.85 WarehouseClerk/DriverMOSWCD 22 1 $ 2,770 100% 11 $ 25,900

TOTAL OTHER PERSONNEL HS – $25,900

HS FTE = 0.85 EHS FTE = 0.15 TOTAL FTE = 1 50% Education 50% Occupancy

TOTAL ALL HEAD START PERSONNEL HS – $5,070,207 D – $243,183

TOTAL HS FTE = 165.70 (INCLUDES 4.20 PART-TIME) SHARED STAFF WITH DOSAGE = 7.50 SHARED STAFF WITH EHS = 6.68 SHARED STAFF WITH SPS = 6.82

EARLY HEAD START

For the period 7/1/17-6/30/18 ,the total Full Time Equivalents (FTEs) reflected in Early Head Start Basic is Budget is 33.03, including 5 FTEs for the Center-based Teachers and 1 FTE Substitute Teacher.

The total number of FTEs of 33.03 are as follow:

EHS FTEs = 26HS FTEs = 6.68CACFP = 0.35

(Refer to the Schedule of Salary Parity and Staff & Salary Allocation (Schedule C). Budgeted salaries are based on the LACOE Head Start–State Pre-School Division Not for Profit Occupational Groupings and Job Classification effective July 1, 2017 and Exhibit D-Approved Salary Schedule effective July 1, 2017 at 100% parity.

PERSONNEL – General

Each position has been classified by the Human Resources Department, based on the Grouping



and Job Classification provided by LACOE, effective July 1, 2016. Likewise, salaries are based on the corresponding Exhibit D- Approved Salary Schedule, effective July 1, 2016. The salary schedule reflects parity at 100%. Functional Allocations

Each position has been evaluated on job responsibilities and determined as to the division of work as it relates to administration and program. The Human Resources department reviewed and revised all job descriptions, to also include the percentage of work conducted to support administration and in the field (program).

The proposed staffing is based on the following basic assumptions:

Number of Home-based children: 178 Number of Center-based infant/toddlers: 16 Number of Center-based sites/centers: 1 Number of Home Visits: 46 Home Visit Duration: 1.5 hours per visit Number of Socialization: 22 per year Socializations Duration: 2 hours per event

PERSONNEL – CHILD HEALTH & DEVELOPMENT SERVICESThe following positions detail all staff allocated to the functional services of Child Health And Development Services. AREA COORDINATOR (Job # ESEAC – GRADE 43) – EHS Coordinator

FTE STEP MO.SALARY EHS% # OF MOS. TOTAL

1 7 $ 5,396 100% 12 $ 64,752 1 FTE Total Education Area Coordinator (Job #ESEAC) $ 64,75250% Education, 50% FCP

The Area Coordinator oversees 2 Area Supervisors. The Area Coordinator ensures the timely submission of education reports and health requirements – which are major components of the Early Head Start Program. AREA SUPERVISOR (Job # ESAS – GRADE 35) – EHS Supervisors

FTE STEP MO.SALARY EHS% # OF MOS. TOTAL2 3 $ 4,012 100% 12 $ 96,288

2 FTES Total Area Supervisor (Job #ESAS) $ 96,28850% Education, 50% FCP



The Area Supervisor oversees 15 Home Visitors and 6 Center-based Teachers. The Area Supervisor oversees the implementation of lesson plans, parent education, and ensures the timely submission of health requirements – which are major components of the Early Head Start Program.

HOME VISITORS (Job # ESHV-GRADE 19)

FTE STEP MO.SALARY EHS% # OF MOS. TOTAL

1 1 $ 2,570 100% 12 $ 30,8643 6 $ 2,910 100% 12 $ 104,7602 8 $3,058 100% 12 $ 73,3921 9 $3,134 100% 12 $ 37,6084 10 $3,213 100% 12 $ 154,2244 13 $41,520 100% 12 $ 166,080

15 FTES Total Home Visitors (Job # ESHV) $566,929 100% Education

TEACHER II (Job # EST 2- GRADE 23)

FTE STEP MO.SALARY EHS% # OF MOS. TOTAL5 9 $3,460 100% 12 $ 207,600

5 FTES Total Teacher II (Job#EST2) $ 207,600100 % Education

TEACHER I (Job # EST1-GRADE 15) – Substitute Teacher

FTE STEP MO.SALARY EHS% # OF MOS. TOTAL1 15 $ 3,293 100% 10 $ 32,930

1 FTE Total Teacher I (Substitute) (Job# EST1) $ 32,930100% Education HEALTH / MENTAL HEALTH SERVICES PERSONNEL:

FTE POSITION JOB# GRADE STEP MO.SALARY EHS% # OF

MOS. TOTAL

1 LVN HNSLVN 28 12 $ 4,215 100% 12 $ 50,580

0.35Health

Coordinator

HNSHC 37 6 $ 4,539 100% 11 $ 17,475



0.35

MentalHealth

Coordinator

MHDSMHS 38 1 $ 4,112 100% 11 $ 15,831

0.30 Health Aide IHNSHA1 13 4 $ 2,389 100% 11 $ 7,884

2.00 FTES. Total Health /Mental Health Services Personnel $ 91,770

LVN & Health Coordinator: 100% HEALTH Mental Health Coordinator: 100% MENTAL HEALTHHealth Aide I: 50% HEALTH / 50% NUTRITION

Disabilities Services Personnel:


MOS. TOTAL

0.35Disabilities

Coordinator

MHDSSDC 42 2 $ 4,653 100% 11 $ 17,914

0.30 Disabilities AideMHDSDA1 19 1 $ 2,572 100% 11 $ 8,488

0.65 FTE. Total Disabilities Services Personnel $ 26,402

Disabilities Coordinator: 100% DISABILITIES Disabilities Aide: 50% DISABILITIES / 50% MENTAL HEALTH

Nutrition Services Personnel:


MOS. TOTAL

0.35

Nutrition Coordinat

or

HNSNC 38 3 $ 4,320100% 11 $16,632

.20 Nutrition HNSNS 35 3 $4,012100% 10 $8,024



Superviso

r

.05Nutrition

Aide II

HNSNA2 12 7 $2,510100% 9.1 $1,142

0.60 FTE. Total Nutrition Services Personnel $ 25,798100% NUTRITION

PERSONNEL – FAMILY & COMMUNITY PARTNERSHIPSThe following positions detail all staff allocated to the functional services of Family and Community Partnerships.

Program Managers (F&CP)


MOS. TOTAL

0.35

Parent Involvement Manager

PCSPIM 36 2 $4,012 100% 11 $ 15,446

0.35 FTE. Total Program Manager (F&CP) $ 15,446100% FCP

Other Family & Community Partnership Personnel


MOS. TOTAL

0.25Family Services Assistant II

PCSFSA2 17 1 $2,448 100% 10.25 $ 6,273

0.25 FTE. Total Family Services Assistant II $6,273100% FCP

PERSONNEL – PROGRAM DESIGN & MANAGEMENT PERSONNELThe following positions detail all staff allocated to the functional services of Program Design and Management.

Head Start Director




MOS. TOTAL

.25 Director II MD2 66 2 $ 8,415 100% 12 $ 25,245

0.25 FTE. Total Head Start Director $ 25,245 90% ADMIN / 10% PROGRAM

Managers


MOS. TOTAL


0.2 Assistant Director MAD1 55 4 $ 6,738 100% 11.5 $15,497


0.65 FTE Total Managers (Program Design & Management) $ 50,755

A. Assistant Director – 50% Admin 5% Education,

5% Health/Mental Health, 5% Nutrition, 5% Disabilities, 25% FCP

B. Assistant Director – Education 50% Admin , 50% Education

Clerical:

FTE POSITION JOB# GRADE STEP MO.SALARY

EHS% # OFMOS. TOTAL

0.20(A) Office

Assistant II

ASOA2 18 11 $ 3,213 100% 11 $ 7,069

0.20 (B ) OfficeAssistant I ASOA1 10 2 $ 2,111 100% 11 $ 4,644

1 (C) OfficeAssistant I ASOA1 10 1 $ 2,060 100% 12 $ 24,720

0.30Program

Assistant

IPAPA 20 9 $ 3,213 100% 11 $ 10,603

0.30 ProgramAssistant IPAPA 20 8 $ 3,134 100% 11 $ 10,342

0.30 Program IPAPA 20 8 $ 3,134 100% 11 $ 10,342



Assistant

0.30Program

Assistant

IPAPA 20 7 $3,058 100% 11 $ 10,091

0.30Program

Assistant

IPAPA 20 6 $2,983 100% 11 $ 9,844

2.9 FTES. TOTAL CLERICAL $ 87,655

Office Assistant (E) Office Assistant II ( Procurement) 100% ADMIN(F) Office Assistant II 50% ADMIN, 50% OCCUPANCY(G) Office Assistant I 50% ADMIN

25% Education 5% Health 5% Mental Health 5% Disabilities 5% Nutrition 5% FCP

Program Assistant. 50% Admin 25% Education 5% Health 5% Mental Health 5% Disabilities 5% Nutrition 5% FCP

Fiscal:


MOS. TOTAL

0.45SeniorAccountant FSA2 39 11 $ 5,396 100% 11.5 $ 27,924

0.33AccountingClerk FSAC1 16 10 $ 2,983 100% 11.5 $ 11,320

0.78 FTE. TOTAL FISCAL $39,244100% ADMIN



Maintenance Personnel:

FTE POSITION JOB# GRADE STEP MO.SALARYEHS% # OF

MOS. TOTAL

0.05 Maintenance SupervisorMOSMS 35 4 $4,112 100% 11.50 $2,364

0.10 Custodian MOSC 10 15 $ 2,910 100% 11.50 $ 3,3470.20 Custodian MOSC 10 7 $ 2,389 100% 11.50 $ 5,495

0.35 FTE. Total Maintenance Personnel $11,205100% Occupancy

Transportation Personnel:


MOS. TOTAL

0.10Van Driver MOSVD 14 5 $ 2,510 100% 9.75 $ 2,447

0.10 FTE. Total Transportation Personnel $2,447100% Nutrition (Food Delivery to Sites)

Other Personnel:


MOS. TOTAL

0.15 WarehouseClerk/DriverMOSWCD 22 1 $ 2,770 100% 11 $ 4,571

0.15 FTE TOTAL OTHER PERSONNEL $4,57150% Education 50% Occupancy

TOTAL ALL EARLY HEAD START PERSONNEL $1,355,311 TOTAL ALL EARLY HEAD START FTES 33.03

EHS FTES = 26SHARED STAFF WITH HEAD START = 6.68 SHARED STAFF WITH CACFP = 0.35



3. Fringe Benefits (GABI Section (b))

In the chart below, provide specific rates (%) and amounts ($) for all fringe costs ensuring that the totals agree to the total fringe benefits budget identified on the fiscal schedules.

HEAD START FRINGE BENEFITS

Fringe Description GABI Reference Budgeted Amount ($) % of Total Personnel

CostsFICA B1 $406,474 7.65%SUI B1 $71,046 1.34%Workers Compensation

B1 $491,036 9.24%Health Insurance B2 $1,282,724 24.14%Pension B3 $302,863 5.70%Vacation B4 $5,000 0.09%OtherTOTAL $2,226,143 48.16%

Head Start Fringe Benefits % to Personnel = 48.16%

Description Basis Rate HS Total Dosage TotalFICA $5,070,207 7.65% $387,871SUI $7,000*156.20 6.20% $67,791FICA $243,183 7.65% $18,603SUI $7,000*7.50 FTEs

ffffTEs6.20% $3,255

SUI- Basis = Total FTEs 165.70 less 2 Substitutes = 163.70 FTEs.

WORKERS COMPENSATION



Description Basis Rate HS Total Dosage TotalClerical $344,963 1.1491% $3,964Outside SSALESSALESMAN

$70,686 1.4286% $1,010Child Care $4,654,558 9.4410% $439,437Sub-Total $5,070,207 $444,411Subrogation 2% $8,888Total Premium $453,299CA Fees/Charges 3.0037% $13,616Child Care $243,183 9.4410% $22,959Subrogation 2% $459Total Premium $23,418CA Fees/Charges 3.0037% $703TOTAL $5,313,389 $466,915 $24,121

Workers Compensation Basis Detail:Clerical – Total Salaries of PDM Clerical, FiscalOutside Sales - Total Salaries of ECE Director Child Care – Total Salaries of CH&D Personnel, F&CP Personnel, PDM Managers, Maintenance Personnel, Transportation Personnel & Other Personnel

DescriptionEstimated Mo.

Premium

No. of FTE

# ofMonths

HSTotal

DosageTotal

Medical/Long-Term Care Insurance $587.20 152.00 12 $1,071,052

Dental/Vision Care Insurance $77.58 152.00 12 $141,506

Life Insurance $5.40 152.00 12 $9,850Medical/Long-Term

Care Insurance $587.20 7.50 12 $52,848

Dental/Vision Care Insurance $77.58 7.50 12 $6,982

Life Insurance $5.40 7.50 12 $486

Total Health $1,222,408 $60,316

Health, Dental & Vision, Life Benefits are provided for 12 months for all employees, whether they work for 9.20, 10, or 11 months, after three months probationary period. Also provided are Long-term care insurance for 10 year tenured employees, which is included in the Medical line item.159.50 FTEs (Total FTEs 165.70 less 2 FTEs (Substitutes) and 4.20 part-time FTEs.)

Description Basis Rate HS Total Dosage Total



Retirement $4,816,696 6% $289,002Retirement $231,023 6% $13,861Total $5,047,719 $289,002 $13,861

The salary base used for Retirement Benefits is $5,047,719 = 95% of total salaries, which is an estimated reduction for non-vested employees, who do not meet the retirement eligibility requirements.

Fees for the Retirement plan are paid from forfeitures. The retirement fund is managed by Transamerica Retirement Services and is audited yearly.

Description HS TotalOther FB – Vacation $5,000

EARLY HEAD START FRINGE BENEFITS

Fringe Description GABI Reference Budgeted Amount ($) % of Total Personnel

CostsFICA B1 $103,681 7.65%SUI B1 $14,335 1.06%Workers Compensation

B1 $124,673 9.20%Health Insurance B2 $270,197 19.94%Pension B3 $77,253 5.70%Vacation B4 $5,000 0.37%OtherTOTAL $595,139 43.91%

Early Head Start Fringe Benefits % to Personnel = 43.91%

FICA & SUIDescription Basis Rate Total

FICA $1,355,311 7.65% $103,681SUI $7,000/33.03 FTEs 6.20% $14,335

WORKERS COMPENSATION

Description Basis Rate TotalClerical $87,665 1.1491% $1,007Outside S $25,245 1.4286% $361Child Care $1,241,391 9.4410% $117,296Sub-Total $1,354,300 $118,664Subrogation 2% $2,373Total Premium $121,037CA 3.0037% $3,636Total $124,673

Workers Compensation Basis Detail:



Clerical – Total Salaries of PDM Clerical, FiscalOutside Sales – Total Salaries of ECE Director Child Care – Total Salaries of CH&D Personnel, F&CP Personnel, PDM Managers, Maintenance Personnel, Transportation Personnel & Other Personnel

Description Estimated Mo. Premium No. of FTE # of Months Total

Medical/Long-Term Care Insurance $620.00 32.03 12 $238,303

Dental/Vision Care Insurance $77.58 32.03 12 $29,819Life Insurance $5.40 32.03 12 $2,075Total Health $270,197

Health, Dental & Vision, Life Benefits are provided for 12 months for all employees, whether they work for 9.2, 10, or 11 months, after three months probationary period. Also provided are Long-term care insurance for 10 year tenured employees, which is included in the Medical line item.32.03 FTEs: Subtract 1 FTE (substitute teacher who’s not qualified for benefits) from total 33.03 FTEs

Description Basis Rate TotalRetirement $1,287,545 6% $77,253

The salary base used for Retirement Benefits is $1,286,576 = 95% of total salaries, which is an estimated reduction for non-vested employees, who do not meet the retirement eligibility requirements.

Fees for the Retirement plan are paid from forfeitures. The retirement fund is managed by Transamerica Retirement Services and is audited yearly.

Description TotalOther FB – Vacation $5,000

a) For non-profit agencies that maintain a vacation reserve account indicate the projected reserve to liability percentage for HS/EHS/EHS-CCP, as of June 30, 2015 (explain if there is any unfunded liability)

As of June 30, 2016, total HS accrued vacation liability is $ 120,705.23 EHS accrued vacation liability is $22,720.47. Custodial Account Balance as of June 30, 2016 is $ 143,425.70. Accrued vacation liability is fully funded as of 6/30/16.

Union Bank Statement Balance as of 6/30/16 is $ 137,988.45

Amount funded by HS for fiscal year 7/1/15- 6/30/16 = $ 5,756.50. Amount funded by EHS for fiscal year 7/1/15-6/30/16 - $0. Total funded for 7/1/15- 6/30/16 = $5,756.50



b) For school districts, describe the contingency plan to fund the liability if the grant funding is terminated

N/A

4. Travel Costs (GABI Section (c))

Describe travel costs that have been budgeted under the Basic grant (do not discuss T/TA related travel in this section). Local (in-county) conference and/or local travel (e.g., mileage) costs must be included in the “Other” category (GABI Section h). For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR).

HEAD START

Travel

1) NAEYC Conference Attendees – ECE Director & Assistant Director

Date: 11/15-18/2017

Venue Atlanta, Georgia

Registration $910 $455 x 2 attendees=$910

Hotel $1,120 $140 per day x 4 days x 2 = $1,120

Air Fare $820 $410 Round Trip Air Fare x 2=$820

Ground Transportation $320 $40 per day Taxi Cab x 4 x 2 = $320

Per Diem Rate $483 $69 per day x 3.5 days x 2=$483

Subtotal $3,653

2) National CACFP Forum Leadership Conference Attendee – ECE Director

Date: 04/19-21/2018

Venue San Antonio, Texas

Registration $495 $495 x 1 attendee = $495

Hotel $242 $121 per day x 2 days =$242

Air Fare $402 $402 Round Trip Air Fare



Ground Transportation $80 $40 per day Taxi Cab x 2 days=$80

Per Diem Rate $128 $64 per day x 2 days = $128

Subtotal $1,347

Total Travel Costs $5,000

Staff will have the opportunity to attend conference and meetings outside of Los Angeles County to gain additional knowledge of the Head Start and Early Head Start programs. This includes such conferences as the NAEYC Conference, National CACFP Forum Leadership Conference, and etc. when they are outside of Los Angeles County.

EARLY HEAD START

N/A

5. Equipment Purchases (GABI Section (d))

Describe the proposed equipment purchases and explain why it is needed to support program services. Add lines as necessary. For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR).

GABI Line, Description of Equipment; Location; Funding Source; Procurement Method; Sole Source Justification (if applicable)

# of Units Unit cost

Extended Cost(Unit Cost x Quantity)

Sales Tax

Shipping and Handling Costs Total Cost

1. NONE2.3.

1. Describe the proposed equipment leases and explain why the equipment is needed to support program services. Add lines as necessary.

GABI Line, Description, Funding Source

Capital Lease

Lease Term

(from/to)

Location or

Activity

Procurement Method

Reason for Lease

Budget Lease Amount

N/A

Total Equipment Lease Budget



D1 – Office Equipment Subtotal:D2 – Class/Outdoor Equip. Subtotal:D3 – Vehicle Purchase Subtotal:D4 – Other Equipment Subtotal:

All Equipment Total:

4. (b) Potential Equipment Purchases not included in GABI

Describe proposed additional equipment purchases and explain why it is needed to support program services. These may be funded with program savings and/or available one-time supplemental funds.

GABI Line, Description of Equipment; Location; Funding Source; Procurement Method; Sole Source Justification (if applicable)

# of Units Unit cost

Extended Cost(Unit Cost x Quantity)

Sales Tax

Shipping and Handling Costs Total Cost

1. NONE2. 3.

D1 – Office Equipment Subtotal:D2 – Class/Outdoor Equip. Subtotal:D3 – Vehicle Purchase Subtotal:D4 – Other Equipment Subtotal:

All Equipment Total:

5. Supplies (GABI Section (e))

Include costs of consumable supplies and tangible personal property (e.g., physical items) having a life expectancy of less than one year and a cost of less than $5,000. This must include tax, shipping and installation costs. For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR).

HEAD START SUPPLIES

Description of Item HS – Amount

Dosage – Amount

E1 - Office Supplies $80,460 $8,940 E2 - Child and Family Service Supplies

o Education $64,800 $7,200o Dental Supplies $3,000 $462o Disabilities $7,470 $830o Medical Supplies $6,600 $476



o Mental Health $3,000 $462o FCE $7,259 $807

E2 Subtotal: $92,129 $10,237 E3 - Food Service Supplies $29,133 $3,237 E4 - Other Supplies

o Transportation $0.00 $0.00o Maintenance Supplies $30,240 $3,360o Other $0.00 $0.00

E4 Subtotal: $30,240 $3,360

Office Supplies Amount per Month

No. of Months G. Total HS Total HS Dosage

TotalGeneral Office Supplies $2,900 12 $34,800 $31,320 $3,480Computer Supplies $800 12 $9,600 $8,640 $960ERSEA Supplies $380 12 $4,800 $4,320 $480Copier/Printed Forms $2,750 12 $33,000 $29,700 $3,300Postage $600 12 $7,200 $6,480 $720Total Office $89,400 $80,460 $8,940

Child & Family Service Supplies

Amount per Month


TotalClassroom Supplies $4,250 10 $42,500 $38,250 $4,250Curriculum Supplies $2,250 10 $25,500 $22,950 $2,550Medical/Dental Supplies $1,400 10 $14,000 $12,600 $1,400Disabilities Supplies $830 10 $8,300 $7,470 $830Reproduction Supplies $806 10 $8,060 $7,254 $806Transition Supplies $400 10 $4,000 $3,600 $400Total C&FS Supplies $102,360 $92,124 $10,236

Food Service Supplies Amount per Month


TotalFood Service/Paper Supplies $3,237 10 $32,370 $29,133 $3,237

Total Food Service Supplies $32,370 $29,133 $3,237

Other Supplies Amount per Month


TotalJanitorial/Custodial Supplies $2,800 12 $33,600 $30,240 $3,360

Total Other Supplies $33,600 $30,240 $3,360

EARLY HEAD START SUPPLIES

Description of Item Amount E1 - Office Supplies $14,101



E2 - Child and Family Service Supplies o Education $9,000o Dental Supplies $5,400o Disabilities $2,400o Medical Supplies $8,400o Mental Health $2,400o FCE

E2 Subtotal: $27,600

E3 - Food Service Supplies $ 3,000 E4 - Other Supplies

o Transportation $0.00o Maintenance Supplies $0.00o Other $4,800

E4 Subtotal: $4,800



Office Supplies Amount per Month No. of Months

Total

General Off. Supplies $500.08 12 $6,001Computer Supplies $225 12 $2,700Copier/Printed Forms $350 12 $4,200

Postage-Stamps $100 12 $1,200

Total Office Supplies $14,101

Child & FS Supplies Amount per Month No. of Months Total

Classroom Supplies $400 12 $4,800

Curriculum Supplies $350 12 $4,200

Medical Supplies $700 12 $8,400

Dental Supplies $450 12 $5,400Disabilities Supplies $200 12 $2,400Mental Health Supplies $200 12 $2,400Total C & FS Supplies $27,600

Food Service Supplies Amount per Month No. of Months Total

Food Service/Paper Supplies $250 12 $3,000Total Food Service Supplies $3,000

Other Supplies Amount per Month No. of Months Total

Janitorial/Custodial Supplies $400 12 $4,800Total Other Supplies $4,800

6. Contractual (GABI Section (f))

Provide the following details for each of the requested contracts. Include the costs of contracts associated with only incorporated individuals or organizations in this section. Do not include unincorporated consultants, e.g., sole proprietors, in this section. These consultants must be budgeted in the “Other” section (GABI Section (h)). Add lines as necessary. For service area providers (e.g. health, mental health) specify the service area, hourly rate and number of hours required. For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR).



HEAD START CONTRACTUAL

Contractor Nature – Relevance of Services

Procurement Method;

Sole Source Justification

GABI Line Number;

GABI Description

Amount

1. Gladstone, Michel, Weisberg, ALC Lim, Ruger & Kim, LLP

Legal Services – Legal Consultation to represent agency in union negotiations, contracts and personnel related issues, Labor Commission and EEOC investigations. Excludes litigation issues$405/hr. x 10 hrs.

Quotes obtained 2009-2010PACE legal counsels

F1 $4,050

2. Children’s Hospital of LA

Mental Health Services to provide on-site mandated mental health services for children and families$65/hr. x 232 hrs.

Price comparisons/Bids per PACE procurement policy

F2 $15,080

3. To be determined

Teacher/TA SubstitutesProvision of Teachers and Teacher Assistants to fill in for absent/on leave teaching staff$7,300/month x 10 months


F3 $73,000

4. To be determined

Security ServicesProvision of security services for high risk sites for morning and evening sessions during fall and winter months$12/hr. x 1,200 hrs.


F3 $14,400

TOTAL $106,530

EARLY HEAD START CONTRACTUAL



Contractor Nature – Relevance of Services

Procurement Method;

Sole Source Justification

GABI Line Number;

GABI Description

Amount

1. Children’s Hospital of LA

Mental Health Services to provide on-site mandated mental health services for children and their families$65/hr. x 150 hrs.


F2 $9,750

TOTAL $9,750

7. Renovations or Construction (GABI Section (g))

Complete the following table describing in detail the renovation(s) and/or construction activities supported by this budget. All renovations included in this section must be major renovations and a facilities checklist must be included with this application. Incidental alterations/renovations are to be included in section H7. Add lines as necessary. For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR).

Description and Location of Project

Completion Timeline; Davis-Bacon Compliance GABI Line Number;

GABI Description;Amount

1. NONE

8. Other Direct Costs (GABI Section (h))

Include costs for those items not budgeted on any other budget line and describe them in detail here. Describe the project or activity that substantiates the accompanying budget line item amount. Agencies must at a minimum include items identified through the Health and Safety Screener reviews that can be addressed through this grant (H6 or H7). For Incidental Alterations/Renovations over $25,000 a facilities checklist must be included with this application. For consultant contracts describe how services will be provided (e.g. intern, sub-contractor). While facilities leases belong on line H2, equipment leases belong in GABI Section D. For EHS-CCP, describe how Federal funds will be used to enhance the base partner program (e.g. CCTR) in each of the justification line items.

HEAD START OTHER DIRECT COSTS



GABI Line Item

Description Amount Justification

H1 Depreciation/Use Allowance $0.00 N/A

H2 Rent $985,319 Provide justification in item 2 below

H3 Mortgage $0.00 N/AH4 Utilities, Telephone $168,000 N/A

H5 Building & Child Liability Insurance $73,320 N/A

H6 Building Maintenance/Repair and Other Occupancy $82,600 N/A

H7 Incidental Alterations/Renovations $30,000 N/A

H8 Local Travel $32,445 N/A

H9 Nutrition Services $119,029 Provide justification in item 4 below

H10 Child Services Consultants $39,100 Provide justification in item 4 below

H11 Volunteers $0.00 N/A

H12 Substitutes (if not paid benefits) $0.00 Provide justification in item 4

below

H13 Parent Activities/Services $17,012 Provide justification in item 3 below

H14 Accounting and Legal Services $0.00 Provide justification in item 4

below

H15 Publications/Advertising/Printing $10,200 N/A

H16 Training or Staff Development $6,200 Provide justification in item 4

below

H17 Other $54,662 Provide justification in item 5 below

EARLY HEAD START OTHER DIRECT COSTS



GABI Line Item

Description Amount Justification

H1 Depreciation/Use Allowance $0.00 N/A

H2 Rent $161,254 Provide justification in item 2 below

H3 Mortgage $0.00 N/AH4 Utilities, Telephone $28,200 2,350/mo. x 12 mos. = $28,200

H5 Building & Child Liability Insurance $5,800 $483.33/mo. x 12 mos. = $5,800

H6 Building Maintenance/Repair and Other Occupancy $4,800 $400/mo. x 12 mos. = $4,800

H7 Incidental Alterations/Renovations $0.00 N/A

H8 Local Travel $24,434 $0.54/mi x 45247 miles = $24,434H9 Nutrition Services $3,000 $250/mo x 12 mos. = $3,000

H10 Child Services Consultants $32,400 Provide justification in item 4 below

H11 Volunteers $0.00 N/A

H12 Substitutes (if not paid benefits) $0.00 N/A

H13 Parent Activities/Services $2,002 Provide justification in item 3 below

H14 Accounting and Legal Services $0.00 N/A

H15 Publications/Advertising/Printing $4,536 $378/mo x 12 mos. = $4,536

H16 Training or Staff Development $4,800 $400/mo x 12 mos. = $4,800

H17 Other $2,600 $216.67/mo x 12 mos. = $2,600

Total Direct Charges = $2,283,526

Indirect Costs (DHHS Provisional Approved Rate 6% of Direct Costs) = $137,012

Total All Budget Categories = $2,420,538

1. Depreciation/Use Allowance: Explain any depreciation or use allowance budgeted.

N/A

2. Facility Rent or Lease Contracts: Complete the following table, providing information for all Equipment and Facility Rent/Lease Contracts. Add lines as necessary.

HEAD START FACILITIES



Site Name;Landlord/Lesser;

Term Start Date

Term End Date

MonthlyRent

HS Annual Payment

Dosage Annual

PaymentMain OfficeLandlord: Jamison 1055 Wilshire LLC(Estimated HS Rent)

11/1/2014 6/30/2017 $24,519 $294,230 $0.00

AndersonLandlord: Lawndale Elementary School District (11 month lease agreement)

8/1/2016 6/30/2017 $999 – (10 mos) $9,990 $0.00

Bright StartsLandlord: The T.O.Y. Family Trust (Yadegar Faramarz)

7/1/2014 6/30/2018 $11,819 $141,828 $0.00

Christian FellowshipLandlord: Congregational Church of Christian Fellowship

7/1/2014 6/30/2017 $3,000 $36,000 $0.00

Early ExplorersLandlord: West District Union 7/1/2014 6/30/2017 $3,060 $36,720 $0.00

Good BeginningsLandlord: City of Los Angeles (pending)

9/19/2008 Pending $1/year $1 $0.00

GrandviewLandlord: Grandview Nine LP 7/1/2015 6/30/2018 $1,300 $15,600 $0.00

GreenLandlord: Lawndale Elementary School District (11 month lease agreement)

8/1/2016 6/30/2017 $999 – (10 mos) $9,990 $0.00

Little StarsLandlord: 1010 Development Corp.

8/1/2006 7/31/2021 $1,700 $20,400 $0.00

MagnoliaLandlord: Children’s Bureau of LA

7/1/2014 6/30/2017 $4,903 $58,834 $0.00

Rising StarsLandlord: Crescent Village Limited Partnership

11/1/2014 10/31/2017 $1/year $1 $0.00

St. JohnLandlord: St. John Evangelical Lutheran Church

11/2/2014 11/1/2017 $3,500 $42,000 $0.00

West Blvd.Landlord: First Presbyterian Church of LA

7/1/2016 6/30/2021 $3,675 $22,050 $22,050

YMCA To Be Determined

To Be Determine

d

Est. $4,000 $20,000 $20,000



Young InnovatorsLandlord: Crenshaw United Methodist Church (6 month lease)

7/1/2015 6/30/2018 $4,500 $27,000 $0.00

Young ScholarsLandlord: El Camino Community College District

8/1/2014 7/31/2017

$7,108 (1 mo.)

$7,321.24 (11 mos)

$87,642.24 $0.00

Central KitchenLandlord: Telacu NW Inc.Basic – 50%; CACFP – 50%

5/22/2007 7/31/2017 $6,500 $39,000 $0.00

LA Self Storage Month to month

Month to month $460 $5,520 $0.00

LA Self Storage Month to month

Month to month $280 $3,360 $0.00

Downtown Mini Storage Landlord: Downtown Mini Warehouse

Month to month

Month to month $320 $3,840 $0.00

Office StorageLandlord: Jamison 1055 Wilshire LLC

Month to month

Month to month $372 $4,464 $0.00

Parking – Office Parking/ Validations

Month to month

Month to month $5,400 $64,800 $0.00

TOTAL RENT $943,270 $42,050

EARLY HEAD START FACILITIES



Site Name;Landlord/Lesser;

Term Start Date

Term End Date

Monthly

Rent

Annual Payment

Main Office(Staff/Shared Staff Office Space)HS shared rentLandlord: Jamison 1055 Wilshire LLC

11/1/2014 6/30/2017 $6,700 $80,400

Satellite Office – Bright Starts(Home Visitor staff remote office space)Bright Starts – HS shared rentLandlord: The T.O.Y. Family Trust

7/1/2017 6/30/2018 $850 $10,200

EHS Center-Based Site – BethesdaLandlord: Bethesda Presbyterian Church 7/1/2017 TBD $2,500 $30,000

Downtown Mini Storage (3 spaces)Landlord: Downtown Mini Warehouse

Month to month

Month to month $820 $9,840

Parking – Office Parking/Validations(27.03 FTE’s x $95/mo x 12 mos)

Month to month

Month to month $95 $30,814

TOTAL RENT $161,254

3. Parent Activities: Describe each activity and the associated budget.

HEAD START

DescriptionAmount per

mile/hour/month/meeting

No. of mile/hour/month/meeting HS Total

Mileage $0.54/mile 7,059 miles $3,812Babysitting $10/hour 700 hours $7,000Parent Workshop/ Meeting Supplies

$500/month 10 months $5,000

Meeting Space Rent $100/meeting 12 meetings $1,200

TOTAL PARENT SERVICES $17,012

EARLY HEAD START

DescriptionAmount per

mile/hour/month/meeting

No. of mile/hour/month/meeting HS Total

Bus Token $50/month 12 months $600Parent $116.80/month 12 months $1,402



Workshop/ Meeting Supplies

TOTAL PARENT SERVICES $2,002

4. Unincorporated Consultant Contracts: Describe sole proprietors/consultants that are budgeted in H9, H10, H12, H14, and H16. Identify the line item where the budgeted amount has been included. For all consultants in H10, include: a) service area b) hourly rate c) number of hours budgeted.

HEAD START

Child Services Consultants

For the 2017-2018 program year, the following is a list of Child Services Consultants planned for program services.

Description Amount @ per child/hour # of children/hours HS Total

Medical Services $25/child 56 children $1,400Dental Services $110/child 95 children $10,450Mental Health Services $60/hour 182 hours $10,900

R.N. Consultant $60/hour 250 hours $15,000Translation Services $45/hour 30 hours $1,350

TOTAL CHILD SERVICES CONSULTANT $39,100

EARLY HEAD START

Child Services Consultants

For the 2017-2018 program year, the following is a list of Child Services Consultants planned for program services.

Description Amount @ per child/hour # of children/hours HS Total

R.N. Consultant $60/hour 300 hours $18,000R.D. Consultant $60/hour 240 hours $14,400

TOTAL CHILD SERVICES CONSULTANT $32,400

5. Other Expense included in Other Category (H17 above): Any “other expense” budgeted in the “Other Category” must be explained in this section. Include costs for those items not budgeted on any other budget line and describe them in detail here. Provide a narrative that describes the project or activity that supports the budget line item amount.

HEAD START



Utilities/Telephone

Description Amount per Month # of Months HS Total Dosage Total

Utilities/Rubbish (Sites) $9,000/month 12 months $97,200 $10,800

Telephone/Internet (Site, Main Office)

$5,000/month 12 months $54,000 $6,000

TOTAL UTILITIES/ TELEPHONE $151,200 $16,800

No utilities and rubbish are budgeted for the main office. These costs are included in the main office lease. Main office telephone costs are allocated based on Head Start telephone and internet lines. This does not include telephone/internet lines for staff under Indirect Costs.

Site utilities, rubbish and telephone/internet costs are charged to this line item.

Building and Child Liability Insurance

Description Amount per month/vehicle/child

# of months/vehicle/ children HS Total Dosage

TotalGeneral Liability/ Property/Fidelity/ Cyber Insurance

$4,900/month 12 months $52,920 $5,880

Vehicle Insurance $1,800/vehicle 11 vehicles – 50% HS $9,900Accident Insurance (Children/Volunteers)

$4.00/child/volunteer 1,115 children/volunteers $4,620

TOTAL BUILDING/ CHILD LIABILITY INSURANCE $67,440 $5,880

Building Maintenance/Repairs/Other Occupancy

Description Amount per Site # of Sites HS Total Dosage Total

Site Maintenance/ Repairs $5,200/site 14 sites $65,520 $7,280

Site Licensing/ Permits/Inspection Fees

$700/site 14 sites $9,800



TOTAL BUILDING MAINTENANCE/ REPAIRS & OTHER OCCUPANCY COSTS $75,320 $7,280

Incidental Alterations $30,000

To provide for projected incidental alteration cost for sites to comply with health and safety regulations, as needed.

Local Travel

Description Amount per Mile # of Miles HS Total Dosage Total

Staff Mileage/ Parking Fees $0.54/mile 60,092 miles $29,973 $2,477

TOTAL LOCAL TRAVEL $29,973 $2,477

Nutrition Services

Description HS Total Dosage TotalAdult Meals: 2 x 160 days x $1.50 x 49 $23,520Adult Meals: 2 x 175 days x $1.50 x 6 $3,150Adult Meals: 2 x 170 days x $1.50 x 8 $4,080Adult Meals: 2 x 128 days x $1.50 x 22 $8,448Classroom Utensils/Small Appliances62 classes x $150 $9,300

Lunch 472 x 160 days x $3.00 x 15% $33,984Lunch 128 x 175 days x $3.00 x 15% $10,080Lunch 96 x 170 days x $3.00 x 15% $0.00 $7,344Lunch 332 x 128 days x $3.00 x 15% $19,123TOTAL NUTRITION SERVICES $111,685 $7,344

Publications, Advertising, Printing

Description Amount per Month # of Months HS Total

Professional Publications, Subscriptions $150/month 12 months $1,800Staff Recruitment (Finger Printing/ Physical Exam)/ Advertisement $500/month 12 months $6,000

Outreach (Activities/ Materials) $200/month 12 months $2,400TOTAL PUBLICATIONS/ADVERTISING/PRINTING $10,200

Training and Staff Development – (Refer to Section C1 – T&TA Plan)

Basic Funding

Staff Training and Development AmountAll Staff Training; Staff Orientation $3,000



Local Conferences $800Teacher Qualifications: $200/month x 12 mos $2,400TOTAL TRAINING & STAFF DEVELOPMENT (BASIC) $6,200

Training & Technical Assistance Funding

Staff Training and Development AmountLeadership and Supervision $5,000Ongoing Team Building $2,500Self Assessment $650Staff Wellness Program $3,000ERSEA Training $2,400Assessments: CLASS, DRDP, Effective Observations $2,800

Site Director Trainings $1,000Family Service Staff Meetings $500Education All Staff Training $500Nutrition Education $1,100Literacy, ESL, Education $300School Readiness: Creative Curriculum $2,000Abriendo Puertas $3,200Parent Education Workshops $1,000Parent-Child Hands on Learning Activities $500Governance Training $600Parents Rights, Responsibilities/Advocacy Training $500Employment Training – Continuing Education $300Transition Training for Parents $1,244TOTAL DIRECT CHARGES: T&TA $29,084INDIRECT COSTS: DHHS Provisional Approved Rate 6% of Direct Cost $1,746

TOTAL STAFF TRAINING & DEVELOPMENT (T&TA) FUNDS $30,840

Other Costs

Description Amount per month

# of Months HS Total

Taxes/Fees/Dues $800/month 12 months $9,600Vehicle Repairs/Maintenance & Gasoline $1,200/month 12 months $14,400Office Equipment, Repairs & Maintenance $1,200/month 12 months $14,400

Computer Repairs & Maintenance, Upgrade $1,200/month 12 months $14,400

Transition Activities $100/month 10 months $1,000Security/Alarm Monitoring $71.83/month 12 months $862



TOTAL OTHER COSTS $54,662

TOTAL DIRECT CHARGES HS – $9,388,743 Dosage – $470,943

INDIRCET COSTS: LACOE Approved Rate 6% of Direct Cost HS – $563,325 Dosage – $28,257

TOTALS – ALL BUDGET CATEGORIES HS – $9,952,068 Dosage – $499,200

EARLY HEAD START

Nutrition Services

The following is the projected budget for Nutrition Services:

Food for 24 Socialization Event: $125 per event x 24 events = $3,000

Total Nutrition Services: $3,000

Training & Staff Development

Staff Training – Infant, Toddlers and Tow Development Milestones $500

Staff Training – Meaningful Observations $1,100

Staff Training – Local Conference $1,000

Staff Training- Effective Communication and Organizational Skills $2,200

Total Training & Staff Development $4,800

Other Costs

Bank Fees/Charges $50/mo. X 12 months $ 600

Socialization Activities $216.67/mo. X 12 months $2,000

Total Other Costs $2,600

6. Permanent maintenance/custodial increase: Describe any non-personnel costs (indicate line items) that continue to be funded with the permanent increase for maintenance/custodial needs.



HEAD START

2 FTEs - Maintenance Technician and Facilities Monitor are budgeted for 2017-2018 = $ 77,002 plus corresponding fringe benefits.

Incidental Alterations – projected amount budgeted for 2017-2018 = $ 30,000 for sites that need to comply with health and safety issues.

EARLY HEAD START

N/A

9. Non-Federal Share (GABI – Non-Federal Share Column)

Describe all non-federal share matching sources (refer to LACOE NFS Manual). Include the number of volunteer hours, the volunteer wage rate and fringe benefit rate. Non-federal share reported by other agencies may not be used, but DAs may use one-half of the LACOE partnered CSPP Funds since LACOE will only be using one half of these funds as non-federal share.

HEAD START

Salaries

A. No. of Hours: 98,350 hours

Volunteer Wage Rate: $14.6527 per hour $ 1,441,093

(Valuated at average rate of a Head Start Teacher Assistant II & I )

Description of Donated Goods/Services:

Parent volunteers assist as instructional aides in the Head Start classrooms, home extended activities and lesson plans.

B. No. of Hours: 10,000 hours

Volunteer Wage Rate: $ 14.0500 per hour $ 140,500

(Valuated at average rate of a Head Start Custodian)


Parent volunteers as custodians at Head Start centers to move in and out school playground equipment and classroom supplies.



C. No. of Hours: 260 hours


(Valuated at rate of Head Start Director)


PC Committee members who have responsibilities of program planning, approval/disapproval of hiring of staff, budget approval and decision making. Parents who are members of the Policy Committee attend monthly meetings to discuss and approve policies.

D. No. of Hours: 40 hours


(Valuated at rate of Head Start Director) Description of Donated Goods/Services:

Board Member – Attends PC /Management Team Meetings

Total Salaries $ 1,594,158

Fringe Benefits

Total Salaries $ 1,596,157 x 48.16% ( Fringe Benefit Rate to Salaries) $ 768,709

State Pre-School $ 358,400 less ($20,287 I.C.) = $ 338,113 x 50% $ 169,057

Personnel $ 213,793 x 50% $ 106,896

Fringe Benefits $ 99,627 x 50% $ 49,814

Supplies $ 22,243 x 50% $ 11,122

Other Costs $ 2,450 x 50% $ 1,225

Contractual

No. of Hours: 100 hours

NFS Rate : $ 65 per hour $ 6,500


On site mental health services provided by Children’s Hospital of LA

Consultants

No. of Hours : 15 hours



Volunteer Rate : $ 100 per hour $ 1,500


Services provided by Computer Consultant

No. of Hours: 50 hours

NFS Rate: : $ 60 per hour $ 3,000


Services provided by R.N. – Review of Children’s Files

Supplies

Classroom/Curriculum Supplies $ 13,000

Office Supplies $ 6,904

Food Supplies $ 6,000

Other Supplies $ 4,000

Total Supplies $ 29,904

General office Supplies: (Pens, Markers, Glue, Staples/Stapler, Scotch Tape, Binders, and Folders)Classroom Supplies: (Children’s chairs and tables, cubbies, activity carpets)Curriculum Supplies: (Activity Supplies, Construction/Colored Paper, Yarn, Buttons, Popsicle Food Service Supplies: (Paper plates, plastic spoons and forks, paper cups, plastic glasses, foil, paper napkins, paper towels, plastic storage bags, other kitchen supplies) Other Supplies: (Cleaning Supplies, Soap, Disinfectants, Light Bulbs, Batteries, Toilet tissue, Facial tissue, Garbage Bags)

Donors (CM School Supply, US Food Inc., Elite Business,& Clean Sweep Co. Inc.)

Rent

Space Rent

NFS Rate: Appraised Yearly Rent ( $ 43,200 less $ 1 (PACE HS) $ 43,199

Site: Good Beginnings

Meeting Room Rent/Parking Space



NFS Rate: $ 250 per meeting x 10 meetings $ 2,500

Total Rent $ 45,699

Total Head Start Non- Federal Share (Basic & T&TA) $ 2,620,527

EARLY HEAD START

Salaries

No. of Hours: 21,500 hours

Volunteer Wage Rate: $18.38 per hour $ 395,170

(Valuated at average rate of Early Head Start Home Visitor )


Parent volunteers assist as instructional home visitor at home on child educational School Readiness Plans.

Fringe Benefits

Total Salaries $ 395,170 x 42.97% ( Fringe Benefit Rate to Salaries) $ 169,805

Space Rental $ 5,000

Space Donated for meetings, staff training, and socialization events.

Supplies

Office Supplies $ 8,760

Child & Family Services Supplies $ 14,000

Other Supplies (Janitorial Supplies) $ 4,000

Total Supplies $ 26,760

General office Supplies: (Pens, Markers, Glue, Staples/Stapler, Scotch Tape, Binders, and Folders)Child & Family Services Supplies: (Children’s chairs and tables, cubbies, activity carpets, Activity Supplies, Construction/Colored Paper, Yarn, Buttons, Popsicle



Other Supplies: (Cleaning Supplies, Soap, Disinfectants, Light Bulbs, Batteries, Toilet tissue, Facial tissue, Garbage Bags)

Donors (CM School Supply, Elite Business, Clean Sweep Co. Inc.)

Contractual $3,900

No of hours: 60

Volunteer Wage Rate: $65

On Site mental health services and speech development assessments by consultants provided by Children’s Hospital, UAP and Focus Group Inc.

Consultant Services $4,500

No of hours: 75

Volunteer Wage Rate: $60

Review health files, follow up with health care providers on missing and/or clarification of health information and data, and make medical/health referrals to doctors and dentist.

Total EHS Non-Federal Share $ 605,135

10. Cash and Other Resources

Complete the table below for cash and other resources. This includes cash, other federal funding, state funding, and local government funding. Cash received as non-federal share is not counted as match until it is spent.



Source of Funding Amount Estimated or Actual

Variable or Fixed

Used as Non-Federal Share

USDA/CACFP/NSLP (Federal Portion)

$684,581 Estimated

Variable – Based on children served

CACFP (State Portion) N/A

LACOE CSPP $358,400 EstimatedBased on

daily attendance

Yes – 50%

Agency CSPP N/ALACOE General Child Care (CCTR) N/A

Agency General Child Care (CCTR) N/A

Los Angeles Universal Preschool N/A

First Five LA N/A

11. Program Income

LACOE requires prior approval for the use of program income. Identify all potential sources of HS/EHS program income and explain how it will be used in the program. See federal regulations 45 CFR 75.307. Please note: Inclusion does not constitute prior written approval; the DA must still request prior written approval from the grantee and OHS before earning and use of program income.

N/A

12. Financial Management System

Describe the organization’s financial management system and internal control environment to maintain effective control and accountability for grant funds, property and other assets.

PACE maintains internal control to ensure an effective organizational structure that supports a work flow that meets fiscal integrity and ensures resources are monitored accordingly. The approved PACE Financial and Accounting Policies and Procedures, Personnel Practices Handbook, and Program Standards provide guidance for the following: Safeguarding of assets from loss due to theft, fraud or damage; Ensuring the reliability and integrity of financial reporting; Ensuring compliance with federal, state and local laws and regulations; and Promoting efficient and effective operation,

The PACE Board of Directors, the President/CEO and Executive Management Teams are responsible for the establishment and maintenance of the Internal Control system. This system



includes all policies and procedures and other control activities such as authorizations, documentation, reconciliations, access controls and segregation of duties. All Staff are responsible for carrying out the internal control activities as set forth in the policies and procedures.

Effective control and accountability for all funds is facilitated by the implementation of fund accounting practices and the assignment of responsibility for grant management. The Project Director and Fiscal Officer are charged with responsibility of administering each grant. Both are required to understand the terms and conditions of the award, award amount, and summarizing the reporting and compliance requirements specific to the award. A file is established for each award containing the final signed award document, budget reports, financial reports submitted to the funding source, and all correspondence regarding the award. Additionally, general ledger chart of account segments are created to track and report assets, liabilities (including unobligated balances), net assets, and revenues and expenses for each award. To ensure an effective service delivery with the Head Start program, the Program Staff work closely with the Fiscal staff to ensure that the budget supports the objectives set forth in the contract and grant.

13. Cost Allocation Plan

All agencies must submit a current board-approved cost allocation plan with this application.

1. What programs does your program collaborate with in order to provide support or supplemental services to eligible HS children and families?

CACFP – Child and Adult Care Food Program

EARLY HEAD START – Funded through LACOE

STATE PRE-SCHOOL – Funded through LACOE

2. Explain how each of the other programs receive their funding, the timing of that funding to the delegate, and the effect on the purchase of goods and services to your S HS program and the collaborative program.

CACFP receives reimbursement for each month on the third or fourth week of the following month based on the monthly report.

Early Head and State Pre-School receives reimbursement from LACOE each month, which is directly deposited to the Head Start bank account. Head Start prepares a check payable to EHS and SPS for deposit to the EHS and State Pre-School bank account. The cash receipts for EHS and SPS in Head Start is credited to Due to Other Funds-EHS and SPS and is debited when funds are disbursed, payable to the Early Head Start and State Pre-School.

3. Describe the internal controls the DA has in place to avoid the use of unallowable inter-fund loan activities related to cost allocation

Shared costs like telephone and space are allocated based on the no. of telephone extension(s)



and square footage occupied; office supplies are allocated based on direct benefit/consumption, Staff training costs are allocated based on no. of program attendees and direct benefit, per PACE allocation plan. Any shared cost paid by either HS (Example: utilities, staff training) is recorded as Due from Other funds and are reimbursed timely. Inter fund reconciliations are done monthly. Head Start does not advance loans to the CACFP program.

Shared costs like staff training, office supplies are allocated based on no. of employees. Any shared cost advanced by HS Basic for EHS and SPS, are recorded as Inter- fund-Others and are paid by EHS and SPS.

Salaries/fringe benefits of EHS and SPS shared staff are directly charged and paid for by Early and State Pre-School to Payroll Fund. Head Start does not advance loans to the EHS and SPS program.

4. Provide an explanation of how the delegate ensures that the use of HS/EHS/EHS-CCP funds to cover the total costs of the collaborative effort are documented and that any pro-rata share of the costs to the partner programs is reimbursed to the HS/EHS/EHS-CCP program in a timely manner. Include in your description how the reimbursement is monitored to ensure appropriate charges to all programs is documented and the timing of the reimbursement from the alternative funding source to the HS/EHS/EHS-CCP program.

Inter fund transfers to payroll for salaries, payroll taxes, mileage, and workers compensation chargeable to the Head Start programs are done on a bi-weekly basis. For Health Benefits and Retirement benefits chargeable to the Head Start program, fund transfers to Payroll Fund are done monthly.

Inter fund transfers to PACE Admin for rent, telephone, and other allocated costs to Head Start are done monthly, based on the applicable basis of allocation.

Head Start does not advance to Payroll or Pace Admin for any of the costs chargeable to partnered programs (CACFP/Early Head Start/State Pre-School).

Inter fund Reconciliations to Payroll and PACE Admin area done monthly.

5. Provide a detailed explanation for how the pro-rata costs for HS/EHS/EHS-CCP and your partnered programs are calculated. Also, include an example of the pro-rata charges.

Pro-rata costs are allocated based on an acceptable/appropriate basis of allocation or identifiable direct charge to each partnered program.

Example: Occupancy Costs (Rent, Utilities, and Trash Removal) are allocated based on square footage. Staff Training costs are allocated based on attendance of staff of each program.

Example: Staff Training costs of staffs both chargeable to HS, EHS, and SPS are allocated



based on the time charged to HS, EHS, and SPS, based on the personnel activity report.

14. Plans for Future Budget Needs

Long term fiscal planning is an essential part of developing an annual budget. The process of multi-year fiscal planning is a proactive approach to ensure that sufficient funds are strategically allocated to replace resources on an ongoing basis.

a. Discuss the delegate’s plan to meet potential COLA/merit increases in the 2017-18 program year assuming no additional funding will be available from the OHS for the program year.

The agency does not plan on giving COLA increases in FY 2017-2018 if no additional funding will be available from OHS.

b. Provide a detailed description and/or update of any renovation/replacement projects to be completed in the next four years 2016-2017 through 2018-2019) program years) in Schedule L. For each of the delegate’s sites, describe the planned renovations and property/equipment replacements in order of priority (highest to least) so that those with the highest priority are proposed for action first. Also, identify the expected source of funds that will finance the planned improvement projects and property/equipment replacements, with the expectation that HS supplemental funding will not be available.



Section III. APPROVALS

F.1 Policy Committee Approval

Delegate: Pacific Asian Consortium in Employment (PACE) ECE

Items Approved: Date Approved:2017-2018 Funding Application 1/20/2017

The signatures below certify that the item(s) listed above were approved by the Policy Committee. For each item listed a quorum was established, a motion to approve was made, the motion was second and a majority of the committee voted to approve the motion. This action is described in the committee minutes of the meeting date indicated.

Delegate Coordinator/Director(signature) (date)

Policy Committee Chairperson(signature) (date)



F.2 Board Approval

Delegate: Pacific Asian Consortium in Employment (PACE) ECE

Items Approved: Date Approved:2017-2018 Funding Application 1/24/2017

The signatures below certify that the item(s) listed above were properly approved by the delegate’s governing board.

Delegate Coordinator/Director(signature) (date)

Board President/Chairperson(signature) (date)



Certification of Employee Compensation Cap LOS ANGELES COUNTY OFFICE OF EDUCATION

Head Start-State Preschool Division

Name of Delegate: Pacific Asian Consortium in Employment (PACE) ECE

Contact Person: Kellie Konysky, Program Director

Telephone Number: (213) 989-3210

Certification:

I, Mr. Neil Yoneji , certify that no federal funds are being used for(Print Name of Board Member)

the compensation (wages and certain benefits) of employees whose total compensation

exceeds the cap established by the Head Start Act and defined in the program instruction

released by the Administration of Children and Families, ACF-PI-HS-08-03 dated May

12, 2008. This certification includes any and all employees, whether full-time or part-

time, working in the Head Start and/or Early Head Start program as well as any delegate

employee that receives any portion of their total compensation from the Head Start and/or

Early Head Start program, whether charged to direct or indirect costs.

Signature of Board Chairperson Date


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