Agenda Audit Committee 2015 10 21 mtg... · 2015-10-14 · Agenda WELCOME AND CALL TO ORDER SELF...

Agenda

WELCOME AND CALL TO ORDER SELF INTRODUCTIONS NEW BUSINESS

1. FY 2014-2015 Program Performance Reports

RECOMM For Review and Discussion ACTION No Vote Needed EXHIBIT Action Statement, ELC 1, ELC 2 Closeout Packet UNFINISHED BUSINESS ADDITIONAL NEW BUSINESS PUBLIC COMMENT NEXT MEETING DATE ADJOURN

Agenda Audit Committee October 21, 2015

6301 NW 5th Way, Suite 3400, Ft. Lauderdale

9:30 am

Early Learning Coalition of Broward County, Inc. Audit Committee Meeting

October 21, 2015

Subject: FY2014-2015 Program Performance Reports ______________________________________________________________________

Background Information

On April 10, 2015 the Coalition Board awarded contracts to First Call for Help for ELC 1 services and Broward Regional Health Planning Council for ELC 2 services. Subsequently and pursuant to the terms of the contract, the Coalition conducted the closeout process with Family Central, Inc. for both ELC 1 and ELC 2 services. The purpose of the contract closeout process is to assist with the smooth transition of services, obtain records and documentation, transfer non-expendable property purchased with funds, and to assist in the administrative closure of these contracts. ELC Staff maintain all close-out documents electronically for monitoring and future procurement purposes.

PROPOSED ACTION

Request that the Audit Chair have the Committee review the contract close-out reports contained therein. Recommendation Brought Forth By: ELC Staff Supporting Documentation Available: ELC 1 Contract Closeout packet; ELC

2 Contract Closeout packet Financial Impact: None Action Taken: For Review only

Page 1 of 3

ELC of Broward County, Inc. Contract Closeout Guide

CONTRACTOR NAME: Family Central, Inc.

CONTRACT NUMBER: _FCI-CCRR-14-ELC 1 __________ CONTRACT PERIOD:_July 1, 2014 through June 30, 2015 Prior to initiating a contract termination or contract expiration date, the Contract Manager should complete the contract closeout process. The purpose of the contract closeout process is to document the success (or failure) of the contractual commitment and to provide reference materials for possible use in evaluating future procurement proposals submitted by that Contractor. A typical closeout process includes the evaluation of both programmatic and fiscal requirements and criteria. PROGRAMMATIC CLOSEOUT CHECKLIST Closeout includes, but is not limited to, determining and documenting that: All deliverables and services have been delivered and accepted in writing.

Yes No N/A If contract termination is due to non-performance, deliverables that have and have not been received have been identified in writing.

Yes No N/A The program objectives have been met. This may be linked to one or more outcome measures. The contractor may have performed satisfactorily and program objectives still not achieved, which should influence if and how the contract services should be re-procured.

Yes No N/A All inspections and testing reports have been completed and accepted, in writing.

Yes No N/A All reports (including Financial Status Report and Expenditures) have been received and accepted in writing.

Yes No N/A Determine whether program objectives were met.

Yes No N/A Liquidated damages/remedies have been assessed for non-performance/non-compliance.

Yes No N/A .

Final performance evaluation has been completed. Yes No N/A

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Page 2 of 3

FISCAL CLOSEOUT CHECKLIST TO BE COMPLETED BY FISCAL Closeout includes, but is not limited to, determining and documenting that: All non-expendable property (having a unit value in excess of $1,000 and a useful life of greater than one year) acquired by the contractor has been returned to the state (or federal government, if federal grant funded) or otherwise accounted for in compliance with contract terms.

Yes No N/A Advances and/or interest earned on advances have been recovered or applied against what is owed.

Yes No N/A

Match requirements have been met. Yes No N/A Amounts assessed as liquidated damages/remedies for non-performance/non-compliance have been recovered.

Yes No N/A Any disallowed costs and/or unused grant funds have been recovered.

Yes No N/A For cost reimbursement contracts or services not obtained through a competitive procurement process, the final Financial Status Report (summary of activity and costs) has been reviewed and approved.

Yes No N/A Have all known mandatory audits of reported costs been completed.

Yes No N/A Budget allocations and all invoice payments have been reconciled in FLAIR.

Yes No N/A

Final payment has been processed, including the recovery of any overpayment. Final payment to contractor is made only after all programmatic and fiscal steps have been completed.

Yes No N/A Comments: __Financial Audit in process ________________________________________________________________________________________________________________________________________________________________________________________________________________________ CONTRACT FILE CLOSEOUT CHECKLIST _______ Copy of the cost/price analysis for the original contract and any modifications ____X__ Copy of completed/approved AG’s subrecipient vs vendor checklist ____X__Copy of the original contract _______ Copy of all amendments, renewals and/or extensions _______ Every change order/amendment has been reconciled ___X__ Copies of invoices and supporting documentation ___X__ Payment and activity log

Page 3 of 3

___X__ All payments have been made and reconciled, except the final payment _______ Contract manager’s budget record and authorizing documents _______ Copies of subcontracts or memorandums of agreement (if applicable) _______ Correspondence regarding contract ___X__ Relevant monitoring and evaluation reports _______ All discrepancies have been corrected and accepted _______ Contractor’s justification of need for advances (if applicable) _______ Non-competitive Procurement documentation (if applicable) _______ Memorandum of Negotiation (if applicable) _______ All security badges, keys, etc. have been returned and accounted for ___X____ Debriefing with the Contractor’s Contract Manager and Customer as been Completed ____X___ Contractor’s final performance evaluation has been completed by the Contract Manager _______ Contract Analysis has been completed (review of all documentation to determine if future changes would be beneficial; were the goals adequate, more training needed, any unanticipated problems arise, what could have been done differently or better) Contract Manager: ________________________________ Date: __10/14/2015______ Name Supervisor: ______________________________________ Date: _____________ Name

1

Quarterly Contract Desk Review Date: December 16, 2014

Contract Name: Child Care Resources and Referral Contract Number FCI-CCRR-14-ELC1 Service Provider: Family Central Inc. ELC Contract Manager: Gordia Ross - Early Care and Education Specialist

Contract Manager Comment: Contract is generally performing on target except for the objective noted above. All staff positions are filled, contract manager will monitor the evaluation process.

Contract Manager Signature:

Quarterly Report Review: Key Data Matches Quarterly Report Data

Performance Objectives are on Target with exception of objective below… Highlights: 726 referrals were made through CCRR. 1,625 clients were prescreened for financially assisted childcare of which 1,363 were found to be eligible. 3000 packets were distributed to customers. At the end of the 1st quarter 8, 124 children were on the wait list. Issues: 1. 90% of customers who leave messages will receive follow-up within three (3) business days of

request for services – This objective was not met during this 1st quarter reporting period. Narrative section states that out posting staff have been pulled which has been helpful in increasing the number of returned calls to customers. This objective will be closely monitored, however a corrective action is to be submitted with the second quarter report due January 15, 2015.

Challenges:

Budget Invoice Review: YTD expenses @ target percentage expected: 1st quarter spending is on target. Overall expenditures are on target at 25.4% of expected; should be at 25% of spending at end of 1st quarter. VPK expenditures are at 23.7% .

P a g e | 1

2nd Quarter Contract Desk Review Friday, February 13, 2015

Contract Name: Resource and Referral and Family Education and Supports Contract Number: FCI-CCRR-14-ELC1 Service Provider: Family Central, Inc. (FCI) ELC Contract Manager: Gordia Ross, Early Care and Education Program Specialist


Performance Objectives are on Target except for those highlighted below in the “issues”

During this quarter 4. 487 families contacted CCRR for services and all were offered educational packets. Staff off CCRR attended five outreach events in and around the community. Efforts have been made by the service provider to make changes to reassign staff to impact the outcomes for the contract. Staff who were out-posted to CareerSource Broward, were brought back into the office which allowed CCRR to assist more families by phone, which had been an issue during the 1st quarter. Changes to the walk-in policy have been helpful to cut down on the wait time as well as call back time clients had to endure during the previous quarter. The depart-ment remains fully staffed with 12 counselors, 2 are dedicated to serving the at risk children (families). There is also a data tech and customer service representative on the CCRR team. Based on the 1st and 2nd quarter reports, the 2nd quarter showed that 7% of customers were walk-in compared to 12% in the 1st quarter. The report also indicated that approximately 10% of clients served are walk-ins and 90% are by telephone. Additionally, in the 1st quarter only about 10% of the audited sample received a call back with-in three business days. During the 2nd quarter, this number increased to 61% of the audited sample. Issues: 1. Clients to be served: To date, a total of 9,631 of the targeted 20,544 have been served. 2. Based on the information documented, 10% of families are walk-in clients as per the explanation on page

12. This indicates that only a percentage of the 10% is being surveyed for customer satisfaction. There-fore, the majority of customers are not represented in the survey statistics. Of over 304 walk-in clients who requested CCRR services, 0.16% were offered a customer survey. It is recommended that FCI identify other ways of including more customers in the customer satisfaction process, such as including it in mail-in redetermination packets, or placing the survey on the FCI website.

Challenges: .

P a g e | 2

Contract Manager Comment: Contract manager will continue to monitor contract throughout the 3rd quarter for compliances. It is recommended that the contractor review customer satisfaction processes (both parent and provider).

Contract Manager Signature: _

Budget Invoice Review: YTD expenses @ target percentage expected: 2nd quarter @ 50%

Issues: Service provider is at 51% of their budget as of January 29, 2015.

P a g e | 1

3rd Quarter Contract Desk Review Friday, June 19, 2015

Contract Name: Child Care Resource and Referral and Family Education and Supports Contract Number: FCI-CCRR-14-ELC1 Service Provider: Family Central, Inc. (FCI) ELC Contract Manager: Gordia Ross, Early Care and Education Program Specialist

Contract Manager Comment: Staff has maintained their level 2 evaluations. At the end of the 3rd quarter this report reflects some objectives have not been met and FCI will not meet the targets by the end of the contracting period (June 30, 2015). With the CCRR staff taking on additional tasks as described in the report, customer service and other con-tractual outcomes are compromised as a result.



Performance Objectives are on Target Issues:

• This contract ends on June 30, 2015. • Based on the current data, the number of resource and referral contacts will not meet

the target of 20,544 for the year. • There are 7,418 children on the waitlist. • Provider updates at the end of the third quarter is at 59% • The customer service survey does not accurately reflect an adequate sample of the

population served Challenges: 1. One CCRR counselor resigned at the beginning of the 3rd quarter. This position remained

vacant for the rest of the year. 2. The CCRR staff has been working with the EDE staff to assist in the eligibility and deter-

mination of families for care. Three of the CCRR staff was re-assigned to prescreening families who came in for appointments which diverted the CCRR staff from assisting callers to the hotline.

Budget Invoice Review: YTD expenses @ target percentage expected: 3rd quarter @ 75%

Actual spent from the School Readiness budget is 76%. Actual spent from the VPK budget is 71.2%

Issues:

FCI-CCRR-14-ELC1: Child Care Resource and Referral and Family Education and Supports Contract Closeout Narrative 2014-2015

1

Early Learning Coalition of Broward County, Inc. Contract Closeout Review and Assessment FY 2014-2015

Contract: FCI-CCRR-14-ELC1: Child Care Resource and Referral and Family Education and Supports Family Central, Inc.

Prepared by the Staff of the Early Learning Coalition of Broward County, Inc. (ELC) Gordia Ross, Early Care and Education Program Specialist Doreen Moskowitz, Quality and Accountability Manager The closeout process reflected in this report summarizes the activities and performance during the final contract period of July 1, 2014 through June 30, 2015. This report includes quarterly desk review monitoring results of this contract. As a result of the contract closeout, it should be noted that identified areas of non-compliance cannot be addressed by the contractor due to lack of resources, including funding and staffing. Consequently, a formal process to verify the self-reported information contained in the included report was not performed. Please note that in this report the service provider made known that documents were lost in a flood in the CCR&R offices. FCI did not provide official notification to the ELC at the time of the loss. The Coalition has noted variances in several areas of the self-reported data, which include the following:

• Provider Updates The updates were submitted late (not in compliance with requirements). The late submission resulted in the Coalition’s inability to timely and accurately submit the necessary documents for the annual OEL review.

• Customer Satisfaction The ELC received an increase in complaints during the contract period which were insufficiently addressed.

• Waiting List Maintenance The policies and procedures and execution of the waiting list maintenance were not in compliance with contractual requirements. The non-compliance resulted in non-compliance issues with the annual OEL review. Programmatic Review Summary: This contract focuses on informing and educating each individual requesting Child Care Resource and Referral (CCR&R) services about early care and education, school-age care, consumer education resources relating to early care and education, and information regarding community resources relating to early care and education.


2

Performance Results and Highlights: ELC1 contract contains nine (9) Outcomes and Performance Specifications 56% of the Outcomes and Performance Specifications (5) were met; 44% were not met (4)

• 17,819 resource and referral contacts were served during this contract period by childcare resource and referral counselors. Target: 20,544 contacts.

• 100% of families served by Child Care Resource and Referral (CCR&R) by telephone, at community presentations, and/or in-person counseling were offered information about early learning, the important role of parents/guardians in their children’s early learning, early learning/family resources available in the community, including quality of care indicators, community resources, health and safety issues, developmentally appropriate curricula, and guidance on employing these standards for selection of child care. Target: 100%

• 100% of Early Care and Education Service Provider data maintained in the database was updated a minimum of weekly, as provider information is received, and the entire database shall be checked for accuracy a minimum of once per month. This database shall generate a list of all operating Early Care and Education Service Providers (including Voluntary Pre-Kindergarten Providers) and be accessible to all parents and guardians, early learning service providers, related service providers and community members, in printed form and on the CONTRACTOR’S website.

Target: 100% • 96% of families served reported satisfaction with services, including cultural competency/sensitivity, sensitivity of services to

specials needs, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of hours and location of services. (Survey information collected from walk in clients only.)

Target: 85% • 91% of providers using ELC 1 services reported overall satisfaction with services, including cultural competency/sensitivity,

customer-friendliness, usefulness of services provided, efficiency of service, and convenience of access. Target: 80%

• 30% of customers who left messages received follow-up within three (3) business days of request for services demonstrated by a contact specific call log with follow up documentation.

Target: 90% • 30% CONTRACTOR’s adherence to Child Care and Resource and Referral Quality Assurance Assessment (QAA) requirements

through completing an annual assessment for each counselor. Target: 100%

• 99.8% CONTRACTOR's SR forecasts, trend analyses, and budget management resulted in fiscal year budgets that are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services.

Target: 100%


3

• 94.7% CONTRACTOR's VPK forecasts, trend analyses, and budget management resulted in fiscal year budgets that are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services.

Target: 100%

------ LEFT INTENTIONALLY BLANK -----


4

Early Learning Coalition of Broward County, Inc. 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr/Annual Report Submitted by FCI: July 31, 2015

Contract Name: Child Care Resource and Referral and Family Education and Supports Contract Number: FCI-CCRR-14-ELC1 Service Provider: Family Central, Inc. (FCI) FCI Contract Manager: Kim Praitano, Vice President of Broward Operations (Programmatic), Leisha Austin, Chief Financial Officer (Fiscal) FCI Contract Directors: Amy Ungor, Director of Child Care Resource and Referral ELC Contract Manager: Gordia Ross, Early Care and Education Program Specialist (Programmatic - Contract), Leticia Strasser, Director of Performance and Quality Improvements (Programmatic – Monitoring), Andrea Braynon (Fiscal – Budget), Tamara Baker (Fiscal - Monitoring)

Service Provider Directions: Please fill in non-shaded sections using Times New Roman font size 11. Please do not write in any other area. Use this template to complete 1st -3rd Quarterly Reports and when completing the Annual Report fill in the 4th Quarter data. All supporting documents for objective back-up will be required to be submitted for ELC review during the ELC annual review. Remember back-up documentation must be sufficient, reliable and relevant to support verification of the data reported and success of the service outcome achieved.

REPORT CONTENTS (click hyperlink below to jump to area of report)

Brief Summary of ELC1 Services & Highlights Client Success Stories Clients to Be Served R&R Performance Specifications General Contract Administration Outcomes and Outputs Reports and Contract Obligations (under construction) Required Action Responses - ATT 1 Pg. 12

MAJOR PROGRAM GOALS

The Child Care Resource and Referral and Family Education (CCRR) department performs these primary functions:

SCORECARD

Overall Programmatic Performance


5

1) To increase parents’/guardians’ and community agencies’/groups’ knowledge about the components of successful school readiness for children and the importance of parents’/guardians’ role in achieving that, and the ways in which to access and use Resource and Referral services, by outreach and education to those groups.

2) To increase parents’/guardians’ ability to be well informed consumers in selecting settings for their children that are likely to enhance their children’s learning, school readiness, and subsequent success in school and in life by serving as a central, clear, accurate, and accessible source of consumer information about early care and education and school-age care choices, availability, quality indicators, and direct service provider status.

3) To increase parents’/guardians’ knowledge about their potential eligibility for, and to provide smooth access to, financial assistance for School Readiness services by serving as the single point of entry for the preliminary screening of a family’s potential eligibility for financial assistance for school readiness services and maintaining the unified waiting list for said services, and by keeping parents informed of their eligibility/application status as applicable.

4) To increase parents’/guardians’ knowledge about their potential eligibility for Voluntary Prekindergarten services and to provide active referral to eligibility services for said program.

5) To increase parents’/guardians’ ability to be successful in their role as their children’s first teacher by providing relevant linkages to programming and/or by providing direct programming to enhance families’ knowledge and stability, and by linking families and providers with, and/or providing, additional needed family supports.

6) To ensure and support a wide variety of parental choice in early care and education settings by tracking the availability of early care and education and school-age programs which meet the needs of the clients and working to maintain and recruit providers to fulfill unmet needs and encouraging their potential participation in School Readiness and the Voluntary Prekindergarten programs.

BRIEF SUMMARY OF ELC1 SERVICES & HIGHLIGHTS (to include the following areas) a) Briefly report a summary of program activities that occurred during this period. Were there any unanticipated results, either positive or negative that impacted service delivery? If so, please describe. Quarter 1 The Family Central Resource and Referral (R&R) Counselors performed several important functions during the first quarter. They educated parents/guardians in an effort to help them become informed consumers when choosing child care; helped them build skills to become involved in their child's education; and offered computer-generated, unbiased referrals to child care programs that best met each family’s needs. Parents/guardians received additional written materials that included information on child care licensing, provider training, accreditation and whether or not the provider participates in the school readiness system. Parents/guardians received in their packets, information on how to access the Broward County Child Care Licensing Office in order to review child care provider files, as well as information on what to look for in said files. Trained R&R Counselors worked with families to explain all child care options that might be available to them. They also helped parents/guardians to assess the advantages and disadvantages of each option so they could make an informed choice. Parents/guardians received in their packets a quality indicator checklist published by the OEL R&R Network Office to help them identify quality indicators in child care programs. Provider profiles given to parents/guardians indicated if the providers were accredited and the name of the accrediting agency; if they have achieved 3, 4, or 5 stars through Broward County’s Quality Rating


6

System; and if they participated in the Children’s Services Council funded Positive Behavior Support Initiative. R&R Counselors helped customers determine potential eligibility for financial assistance for child care and referred them, as appropriate, to various funding sources or placed them on the Unified Waiting List. In addition, they educated both verbally and in writing, potentially eligible families as to the exact documentation and information required for enrollment into financially supported school readiness services. R&R staff worked closely with the EDE department to facilitate enrollment and provide a smooth transition process from ELC1 to ELC2 by scheduling appointments for clients with Protective Services referrals, prescreening families who are employed at businesses that participate in the CCEP program, and offering CCR&R services to families who are being called off the wait list. Additionally, staff supplied every customer with a resource list that details community supports that can provide needed and appropriate assistance. The R&R team is on track to meet the target number of clients to be served on an annual basis. We continue to struggle to return client phone calls within three days. The first quarter began with a backlog of phone calls. This was due in large part to a significant number of walk-in clients in recent months that have diverted the counselors from the phones. Also, counselor time must be devoted to maintaining the waiting list, which also reduces the amount of time spent returning calls from initial clients. Substantial changes were made in the first quarter with the intent of improving efficiency. Walk-in hours for CCR&R clients now end at noon. Clients are still seen in person after noon, by appointment only. Appointments can be made on the FCI website. The decision was made to bring staff members that were outposted at the three CareerSource Broward locations back in house. With the elimination of group orientation sessions at CSB, the demand for CCR&R services decreased there. Bringing these counselors back in has helped to make the surge of walk-ins more manageable. Much of the first quarter was devoted to cleaning up the backlog of phone calls. By the end of the quarter, a marked improvement in call-back times was noted. It is expected that our percentage of messages returned within three days will improve dramatically in quarter 2. Quarter 2 The Family Central Resource and Referral (R&R) Counselors continued to perform several important functions during the second quarter. They educated parents/guardians in an effort to help them become informed consumers when choosing child care; helped them build skills to become involved in their child's education; and offered computer-generated, unbiased referrals to child care programs that best met each family’s needs. Parents/guardians received additional written materials that included information on child care licensing, provider training, accreditation and whether or not the provider participates in the school readiness system. Parents/guardians received in their packets, information on how to access the Broward County Child Care Licensing Office in order to review child care provider files, as well as information on what to look for in said files. Trained R&R Counselors worked with families to explain all child care options that might be available to them. Parents/guardians received in their packets a quality indicator checklist published by the OEL R&R Network Office to help them identify quality indicators in child care programs. Provider profiles given to parents/guardians indicated if the providers were accredited and the name of the accrediting agency; if they have achieved 3, 4, or 5 stars through Broward County’s Quality Rating System; and if they participated in the Children’s Services Council funded Positive Behavior Support Initiative. R&R Counselors helped customers determine potential eligibility for financial assistance for child care and referred them, as appropriate, to various funding sources or placed them on the Unified Waiting List. In addition, they educated both verbally and in writing, potentially eligible families as to the exact documentation and information required for enrollment into financially supported school readiness services. R&R staff worked closely with the EDE department to facilitate enrollment and provide a smooth transition process from ELC1 to ELC2 by scheduling appointments for clients with Protective Services referrals, prescreening families who are employed at businesses that participate in the CCEP program, and offering CCR&R services to families who are being called off the wait list. Additionally, staff supplied every customer with a resource list that details community supports that can provide needed and appropriate assistance. Considerable improvement was seen during the second quarter in the percentage of client phone calls returned within three days. Additionally, the CCR&R staff was able to devote more time to answering live calls from the R&R hotline, so over 200 families received


7

CCR&R services by phone with no wait at all. Changes made to the CCR&R walk-in policy in Quarter 1 have been helpful in managing the counselors’ time. Walk-ins who seek services before noon are seen efficiently and afternoon CCR&R appointments are consistently booked. Counselor time must be devoted to maintaining the waiting list, which continues to affect the amount of time spent returning calls from initial clients. At the beginning of Quarter 2, OEL required that all wait list clients in SPE who had not contacted us within six months be removed. Due to the backlog in addressing calls from wait list clients in order to focus on initial clients, this meant that many families who had indeed contacted the CCR&R department were terminated from the wait list. During Quarter 2, one CCR&R staff member was dedicated to reviewing the backlog of wait list update contacts and reactivating those clients terminated in error. This process has been completed and the CCR&R team has implemented a plan to ensure that the auto-termination process to remove clients who fail to update within the six months allotted is completed by the 21st of the following month. Quarter 3 The Family Central Resource and Referral (R&R) Counselors continued to perform several important functions during the third quarter. They educated parents/guardians in an effort to help them become informed consumers when choosing child care; helped them build skills to become involved in their child's education; and offered computer-generated, unbiased referrals to child care programs that best met each family’s needs. Parents/guardians received additional written materials that included information on child care licensing, provider training, accreditation and whether or not the provider participates in the school readiness system. Parents/guardians received in their packets, information on how to access the Broward County Child Care Licensing Office in order to review child care provider files, as well as information on what to look for in said files. Trained R&R Counselors worked with families to explain all child care options that might be available to them. Parents/guardians received in their packets a quality indicator checklist published by the OEL R&R Network Office to help them identify quality indicators in child care programs. Provider profiles given to parents/guardians indicated if the providers were accredited and the name of the accrediting agency; if they have achieved 3, 4, or 5 stars through Broward County’s Quality Rating System; and if they participated in the Children’s Services Council funded Positive Behavior Support Initiative. R&R Counselors helped customers determine potential eligibility for financial assistance for child care and referred them, as appropriate, to various funding sources or placed them on the Unified Waiting List. In addition, they educated both verbally and in writing, potentially eligible families as to the exact documentation and information required for enrollment into financially supported school readiness services. R&R staff worked closely with the EDE department to facilitate enrollment and provide a smooth transition process from ELC1 to ELC2 by scheduling appointments for clients with Protective Services referrals, prescreening families who are employed at businesses that participate in the CCEP program, and offering CCR&R services to families who are being called off the wait list. During the third quarter, R&R staff prioritized those families who were targeted for enrollment by assisting families in scheduling wait list enrollment appointments, prescreening families to ensure they had all necessary documents and a provider selected, and providing child care referrals to families seeking enrollment. The number of families requesting/receiving child care referrals in the month of March (385, as per the March Key Indicator report) was the highest monthly total of the current fiscal year; this was clearly due to wait list enrollment. R&R also staff supplied every customer with a resource list that details community supports that can provide needed and appropriate assistance. Families seeking R&R services also had access to food, clothing and diaper assistance. Annual The Family Central Resource and Referral (R&R) Counselors continued to perform several important functions during the fourth quarter. They educated parents/guardians in an effort to help them become informed consumers when choosing child care; helped them build skills to become involved in their child's education; and offered computer-generated, unbiased referrals to child care programs that best met each family’s needs. Parents/guardians


8

received additional written materials that included information on child care licensing, provider training, accreditation and whether or not the provider participates in the school readiness system. Parents/guardians received in their packets, information on how to access the Broward County Child Care Licensing Office in order to review child care provider files, as well as information on what to look for in said files. Trained R&R Counselors worked with families to explain all child care options that might be available to them. Parents/guardians received in their packets a quality indicator checklist published by the OEL R&R Network Office to help them identify quality indicators in child care programs. Provider profiles given to parents/guardians indicated if the providers were accredited and the name of the accrediting agency; if they have achieved 3, 4, or 5 stars through Broward County’s Quality Rating System; and if they participated in the Children’s Services Council funded Positive Behavior Support Initiative. R&R Counselors helped customers determine potential eligibility for financial assistance for child care and referred them, as appropriate, to various funding sources or placed them on the Unified Waiting List. In addition, they educated both verbally and in writing, potentially eligible families as to the exact documentation and information required for enrollment into financially supported school readiness services. R&R staff worked closely with the EDE department to facilitate enrollment and provide a smooth transition process from ELC1 to ELC2 by scheduling appointments for clients with Protective Services referrals, prescreening families who are employed at businesses that participate in the CCEP program, and offering CCR&R services to families who are being called off the wait list. R&R staff also supplied every customer with a resource list that details community supports that can provide needed and appropriate assistance. Families seeking R&R services also had access to food, clothing and diaper assistance. In addition to all the typical duties performed by CCR&R staff, a great deal of time had to be devoted to “cleaning up” the waiting list as a period of unprecedented wait list enrollment came to an end. Hundreds of children who had been targeted for enrollment remained on their waiting list, most often because their families did not respond to the enrollment notification or failed to come to their scheduled appointment. With thousands of families contacted for enrollment in quarters 2 and 3, this was an exceptionally time-consuming task. b) Staff Composition: If contracted compositions has not been met during the quarter, then indicate what position(s) are vacant; describe recruitment activities, and plans for procuring staff positions for optimum program capacity. Quarter 1 The Resource and Referral department was fully staffed throughout the first quarter. There are twelve CCR&R Counselors, two of which are dedicated to serving at-risk children full time. Completing our team is a data tech, who is responsible for provider updates, an administrative assistant/customer service representative, two managers and a director. Quarter 2 The Resource and Referral department was fully staffed throughout the second quarter. There are twelve CCR&R Counselors, two of which are dedicated to serving at-risk children full time. Completing our team is a data tech, who is responsible for provider updates, an administrative assistant/customer service representative, two managers and a director. Quarter 3 One Resource and Referral Counselor resigned her position at the beginning of the third quarter. The position has not been filled, so there are currently eleven CCR&R Counselors, two of which are dedicated to serving at-risk children full time. The funds available due to the vacant position


9

allow the R&R counselors to work extra hours to serve a greater number of clients. Completing our team is a data tech, who is responsible for provider updates, an administrative assistant/customer service representative, two managers and a director. Annual An additional Resource and Referral Counselor resigned her position during the fourth quarter bringing the total number of CCR&R Counselors down to ten, two of which were dedicated to serving at-risk children full time. The CCR&R administrative assistant/customer service representative resigned during the fourth quarter as well. This placed additional strain on the department as other staff members had to absorb her duties. c) Did external or environmental factors affect (e.g. hurricane, economic downturn, staffing shortage, etc.) the achievement of your performance outcomes or anticipated goals/timeline? If yes, please describe and explain what you did to address these issues?

Quarter 1 Beginning the quarter with a backlog of phone calls and waiting list updates to be completed provided the greatest challenge to meeting our goals in quarter 1. The unprecedented changes noted above (reduction in walk-in hours, elimination of outposting at CSB became necessary to make progress toward our goals. The fact that we served more than 25% of our annual target number during the first quarter is an indicator of the industriousness of the CCR&R team. We continue to consider new methods for improving efficiency while still aiming to provide services of the highest quality. Quarter 2 Dedicating one counselor to address the backlog of wait list update contacts left us with fewer staff to return phone calls. Additionally, the holidays during November and December presented a challenge, as messages are often left for the CCR&R department even when the office is closed. Quarter 3 The overwhelming amount of wait list enrollment during the third quarter had a significant impact on the CCR&R department. In addition to the increased number of walk-in customers, many of whom were seeking assistance in setting an appointment, and clients requesting child care referral listings, three CCR&R staff were dedicated to prescreening families who came for their enrollment appointments to ensure they had all necessary documents and a provider selected before they were to be seen by ELC 2 staff. This practice served to make wait list enrollment more effective and efficient, but it diverted CCR&R staff from assisting callers to the CCR&R hotline. A reduced number of CCR&R staff members (four – the three staff members working with ELC2 for enrollment and one vacant position that was not filled due to the anticipated conclusion of the contract) answering parent calls resulted in longer wait times (the data for the length of the wait time is unavailable at this time) for families to receive a return call. Annual As the contract term approached an end, CCR&R employees were frequently absent for a variety of reasons: seeking new employment, job interviews, background screenings and drug tests for new employers, and utilizing remaining PTO benefits. This was an unavoidable consequence of the


10

ending of their employment at Family Central. Unfortunately, this resulted in increased wait times for callers to be contacted by CCR&R staff, and ultimately prevented us from meeting our target number of families to be served during the fiscal year.

CLIENT SUCCESS STORIES Please provide client success stories (family/provider) during this period.

Quarter 1 Mirnee was placed on the Unified Waiting List in October of 2013, and in February of 2014 she added a newborn to the wait list. On September 8, 2014, Mirnee reached out to the R&R department to update her name on the wait list. During the conversation, Mirnee spoke of her older child’s special needs. It was discovered that the older child now has an IFSP. Mirnee was scheduled for an appointment to enroll her older son into financially assisted child care through the designated funding for children with documented special needs. The older child is now attending a school readiness program, while the younger child remains on the wait list. Receiving services for one of her children has reduced the family’s financial burden while also ensuring that a child with special needs receives support and education.

Quarter 2 (Provider) When Mr. Jones decided he wanted to become a family child care provider, the CCR&R department was his first call. After speaking with the CCR&R data tech about school readiness services and the food program, he realized there were many programs with which he could become involved. Mr. Jones was provided with the contact information for Broward County Child Care licensing, so he could find out about the next orientation. He was also given a provider packet, so that he would have all the information he would need to become a part of other programs and services once he completed the licensing process. On November 30th Mr. Jones was licensed and added to the CCR&R database. (Client) Richard D. came in person seeking CCR&R services one November afternoon. Although it was past our stated walk-in hours, he had come a long way and seemed to be under stress, so a CCR&R counselor was asked to assist him. Richard was not eligible for child care assistance, but he was provided with clothing, diapers and referrals for community resources. He expressed gratitude for both the information and the compassion he was shown.

Quarter 3 Rachel was adopted by her foster mother as a teenager. Rachel is a full time student and single mom, and motherhood is new to her. Rachel and her mom came to Family Central to find out what services might be available to them. Rachel stated that she could not afford much for child care. She was prescreened and placed on the Unified Waiting List for school readiness services, and a list of child care referrals was generated for her. Additionally, she was given information about parenting classes in her neighborhood. Rachel and her mom were both very grateful for all the information they received.


11

Annual Hazel is a mother of 4 children. The oldest is four, the youngest is under a year, and the twins are aged two. Three of these children have diagnosed special needs. Hazel contacted the CCR&R department seeking services for her family. Due to her children’s special needs, she was not only placed on the waiting list, but was given an appointment to be enrolled through county funding for children with special needs. The CCR&R counselor also provided the family with referrals and information about quality child care, and educated Hazel about the VPK program for her four-year-old. Hazel received information to benefit every member of her family, and was very satisfied with the service she received.

CLIENTS TO BE SERVED

C. Clients To Be Served Report Actual Numbers LEGEND

On Target Monitor Closely Not on Target N/A QTR1 QTR2 QTR3 QTR4 YTD

1.a. Actual number of families who received referrals in FY 726 478 699 517 2,420

Data Sources Monthly R&R Counselor Logs & Key Data

Report, EFS Database, Single Point of Entry (SPE-Waiting List) data base, Monthly

Counselor Logs, FCI - Back-up documentation.

Verification: Results DO NOT match Key Data Report

Action Needed?

Yes No

1.b. Actual number of families who were pre-screened to determine eligibility for financially assisted child care in FY

1,625 1,318 1,262 1,298 5,503

1.c. Actual number of pre-screened families who were found to be eligible and placed on unified wait list for financially assisted child care in FY

1,363 1,091 1,031 1,071 4,556

1.d. Number of consumer education packets sent to families requesting Child Care Resource & Referral Services

3,001 2,209 2,076 1,789 9,075

2. Target number of resource and referral

contacts to be served on an annual basis by

QTR1 QTR2 QTR3 QTR4 YTD ELC REVIEW

5,144 4,487 4,531 3,657 17,819 Contract Manager Quarterly Desk Review

ACTION TYPE: Corrective Action Adjustment REQ


12

resource and referral counselors is 20,544 contacts.

3. Total number of families children on the

waitlist? 4. How many removed (no update)? 5. How many removed (no longer eligible)? 6. Total # remaining on list at the end of the

quarter?

8,124 7,742 7,736 7,418 4,691 Q1 N/A Q2 N/A Q3 N/A Verification:

Results DO NOT match Key Data Report

Action Needed?

Yes No

Follow-Up REQ or

TECHNICAL ASSIST

For Action Responses See End of Report Q1 Q2 Q3 ANL

0 2,297 188 N/A* 2,485

N/A (has not

been tracked as

this was not

previously asked)

198 943 N/A* 1,141

7,742 7,736 7,418 4,691 4,691 Data Source: LACE Database

* Due to continuous wait list enrollment throughout the third and fourth quarters, families were not being autoterminated for failure to update. To do so would have been counter-productive as families often respond to the enrollment notification even if they did not update. Additionally, ongoing clean-up from the wait list enrollment during quarter 4 made it impossible to calculate how many children were removed because the family was no longer eligible. Upon conclusion of the wait list enrollment at the end of the fourth quarter, the clean-up process was completed.

GENERAL CONTRACT ADMINISTRATION OUTCOMES AND OUTPUTS CHILD CARE RESOURCE & REFERRAL PERFORMANCE SPECIFICATIONS

(1) 100% of families served by Child Care Resource and Referral (CCR&R) by telephone, at community presentations, and/or in-person counseling shall be offered information about early learning, the important role of parents/guardians in their children’s early learning, early


13

learning/family resources available in the community, including quality of care indicators, community resources, health and safety issues, developmentally appropriate curricula, and guidance on employing these standards for selection of child care. .

(R&R-OBJ1) Report Actual Numbers

ELC REVIEW QTR 1

QTR 2

QTR 3

QTR 4

YTD

Target 100%

1a. Number of Families who contacted CCR&R for services

5,144 4,487 4,531 3,657 17,819 Contract Manager Quarterly Desk Review Q1 N/A Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No

ACTION TYPE: Corrective

Action Adjustment REQ Follow-Up REQ

or TECHNICAL

ASSIST For Action Responses See End of Report Q1 Q2 Q3 ANL

1b. Total number of families offered educational information 5,144 4,487 4,531 3,657 17,819

1c. Number of outreach efforts completed (i.e. community presentations) 5 5 12 7 29

1d. Percent achieved 100% 100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. All families who called or came in person to request R&R services were offered educational information both verbally (in person or by telephone) and in writing (through a comprehensive consumer education packet). Each time a consumer education packet was offered, the R&R counselor tracked on their logs whether the packet was actually sent/given to the family or refused by the family.

Document sources reviewed: 1) Consumer Education Packet; 2) Monthly client tracking/mail logs: 3) Protocol for service deliver

Contractor Responsibility: Provide families (as appropriate) written materials including, at minimum:

a. Information on accessing Broward County Child Care Licensing data.

b. An explanation of the Coalition and the Early Care and Education Service system including providers’ training profiles, accreditation, and information concerning providers’ participation in the Early Care and Education Service System and its initiatives.

c. An explanation of key early learning elements for their children and materials promoting parental involvement in children’s early learning.

d. Access to an up-to-date community resource list.


14

e. A checklist for selecting quality child care. f. Identification of all accredited child care settings in the list of options. g. A cover letter which includes any required disclaimers and explanations.

(2) 100% of Early Care and Education Service Provider data maintained in the database shall be updated a minimum of weekly, as provider information is received, and the entire database shall be checked for accuracy a minimum of once per month. This database shall generate a list of all operating Early Care and Education Service Providers (including Voluntary Pre-Kindergarten Providers) and be accessible to all parents and guardians, early learning service providers, related service providers and community members, in printed form and on the CONTRACTOR’S website.

(R&R-OBJ2) Report Actual Numbers

ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4

YTD

Target 100%

2a. Total number of different providers in database Licensed ______________ Registered ____________ Informal ____________

1,093 769 (lic.) 324

(reg.)

1,095 768 (lic.) 327 (reg.)

1,104 768 (lic.) 336

(reg.)

1,111 771 (lic.) 340

(reg.)

1,111

Contract Manager Quarterly Desk Review Q1 N/A Q2 N/A Q3 N/A

Verification:


Action Needed?

Yes No

ACTION TYPE: Corrective

Action Adjustment REQ Follow-Up REQ

or TECHNICAL


2b. Total number of providers updated and checked for accuracy in EFS. # By Telephone ________ # By provider update form _____

129*

0 (phone) 438

(update form)

0 (phone)

74 (update form)

0 (phn) 686

(form)

1,327

3c. Percentage Achieved 12% 40% 7% 62% 100%

As Measured By

Description of method for gathering data and measuring objective. R&R staff receives an ACT list from Broward County Child Care Licensing and Enforcement via e-mail at the beginning of each month and it is used to ensure that all legally operating providers are included in the CCR&R database. It also includes updated information such as address, phone number, hours, capacity, etc. The reconciliation is always completed within one week of having received the data from the licensing office. Information about VPK and Head Start

Document sources reviewed: 1) Monthly copy of Broward County Child Care Licensing and Enforcement ACT List; 2) Protocol for service delivery; 3) Survey data and database update log


15

providers is obtained from the VPK department and School Board respectively, so that these providers are all included in the CCR&R database as well. All providers were mailed a provider update survey during the fiscal year, which they were requested to complete and return to the CCR&R department. Providers were informed that they may complete this survey via the FCI website as well. The survey contains all the fields that need to be updated in the database per state regulations. In addition, at any time providers may call the designated CCR&R staff person and update their information in the database. A database report is utilized to identify those providers that need to be updated within a specific timeframe. Beginning in May, providers were encouraged to complete the CCR&R update form in the provider portal. Many who did so were providers who had already been updated within the fiscal year. Summer camps are updated annually and are therefore included in the “number of providers updated and checked for accuracy in EFS” reported above. However, summer camps are neither licensed nor registered. For this reason, the percentage of providers updated appears to exceed 100%. *Please note: providers updated by phone (without an update survey) were not tracked separately before. We have begun tracking and reporting on this in Quarter 2.

(3) 85% of families served shall report satisfaction with services, including cultural competency/sensitivity, sensitivity of services to specials needs, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of hours and location of services.

(GEN-OBJ1) Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 85%

1a. Month survey distributed July/Aug./ Sept.

Oct./Nov. Dec.

Feb./ Mar.

Apr./May/June

Contract Manager Quarterly Desk Review Q1 N/A Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No

ACTION TYPE: Corrective Action Adjustment REQ Follow-Up REQ

or TECHNICAL

ASSIST For Action Responses See End of Report Q1 Q2 Q3

1b. Number of surveys distributed 87 51 36 37 211

1c. Total number surveys returned 87 51 36 37 211

1d. Total Number of families reporting overall satisfaction 84 49 34 36 203

1e. % Overall Satisfied 97% 96% 94% 97% 96%


16

ANL

As Measured By:

Description of method for gathering data and measuring objective. Throughout the fourth quarter, CCR&R counselors were advised to offer walk-in customers a customer satisfaction survey upon completion of their interview. The responses were tabulated and reported below. Walk-in services were limited as the contract neared an end to allow staff to focus on returning phone calls before the transition. As a result, fewer surveys were collected in the fourth quarter than in a typical three-month period.

Document sources reviewed: 1) Blank Satisfaction Survey; 2) Satisfaction Surveys from families; and 3) Summary of analyzed results tallied for individual categories.

Family Central staff demonstrates CULTURAL SENSITIVITY

NUMBER RESPONDED

NUMBER SATISFIED

PERCENTAGE Family Central provides CONVENIENT SERVICE LOCATION

Number Responded

Number Satisfied

Percentage

July-September 2014 83 83 100% July-September 2014 86 85 99% October-December 2014

49

49

100%

October-December 2014 49

48

98%

January-March 2015 34 34 100% January-March 2015 33 33 100% April-June 2015 36 36 100% April-June 2015 36 35 97%

YTD 202 202 100% YTD 204 201 99%

Family Central provides USEFUL SERVICES

Number Responded

Number Satisfied

Percentage Family Central staff demonstrates SENSITIVITY to the NEEDS OF “SPECIAL NEEDS CLIENTS”

Number Responded

Number Satisfied

Percentage

July-September 2014 86 86 100% July-September 2014 69 69 100% October-December 2014 49 48 98% October-December 2014 42 42 100%

Family Central staff is CUSTOMER-FRIENDLY

Number Responded

Number Satisfied

Percentage Family Central provides CONVENIENT SERVICE HOURS

Number Responded

Number Satisfied

Percentage

July-September 2014 86 86 100% July-September 2014 85 82 96% October-December 2014 50 50 100% October-December 2014 49 48 98% January-March 2015 34 34 100% January-March 2015 35 35 100% April-June 2015 37 37 100% April-June 2015 37 37 100%

YTD 207 207 100% YTD 206 202 98%


17

January-March 2015 35 35 100% January-March 2015 33 33 100% April-June 2015 37 37 100% April-June 2015 32 32 100%

YTD 207 206 99% YTD 176 176 100%

( (4) 80% of providers using ELC 1 services shall report overall satisfaction with services, including cultural competency/sensitivity, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of access.

(GEN-OBJ2) Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 80%

2a. Months survey distributed N/A N/A

Dec. 1,098 N/A N/A Dec.

1,098



Action Needed? Yes No


or TECHNICAL ASSIST


2b. Number of surveys distributed

2c. Total number of providers returning a survey N/A

N/A 84 68

43 35

N/A N/A

127 103 2d. Total Number of providers

reporting overall satisfaction

2e. % Overall Satisfied N/A 81% 81% N/A 81%

As Measured By

Description of method for gathering data and measuring objective. Provider satisfaction surveys are distributed in the second quarter when the updated child care provider handbook is mailed to all providers in the CCR&R database. Surveys returned will be rolled up and the results reported at the end of each quarter.

Document sources reviewed: 1) Blank Satisfaction Survey; 2) Satisfaction Surveys from providers; and 3) Summary of analyzed results tallied for individual categories.

My returned w/in 48 HRS Number Number Percentage Family Central provides Number Number Percentage

Family Central provides EFFICIENT SERVICES

Number Responded

Number Satisfied

Percentage

July-September 2014 84 84 100% October-December 2014 49 49 100% January-March 2015 35 35 100% April-June 2015 37 37 100%

YTD 205 205 100%


18

of initial CONTACT Responded Satisfied EFFICIENT SERVICES Responded Satisfied July-September 2014 N/A N/A N/A July-September 2014 N/A N/A N/A October-December 2014 74 52 70% October-December 2014 72 59 82% January-March 2015 35 30 86% January-March 2015 35 33 94% April-June 2015 N/A N/A N/A April-June 2015 N/A N/A N/A

YTD 109 82 75% YTD 107 92 86%

FCI staff is CUSTOMER FRIENDLY

Number Responded

Number Satisfied

Percentage OVERALL SATISFIED with services

Number Responded

Number Satisfied

Percentage

July-September 2014 N/A N/A N/A July-September 2014 N/A N/A N/A October-December 2014 71 66 93% October-December 2014 75 68 91% January-March 2015 37 35 95% January-March 2015 37 35 95% April-June 2015 N/A N/A N/A April-June 2015 N/A N/A N/A

YTD 108 101 94% YTD 112 103 92%

(5) 90% of customers who leave messages will receive follow-up within three (3) business days of request for services demonstrated by a


Number Responded

Number Satisfied

Percentage Family Central provides CONVENIENT SERVICE LOCATIONS

Number Responded

Number Satisfied

Percentage

July-September 2014 N/A N/A N/A July-September 2014 N/A N/A N/A October-December 2014 68 62 91% October-December 2013 72 63 88% January-March 2015 35 33 94% January-March 2015 34 29 85% April-June 2015 N/A N/A N/A April-June 2015 N/A N/A N/A

YTD 103 95 92% YTD 106 92 87%


Number Responded

Number Satisfied

Percentage

July-September 2014 N/A N/A N/A October-December 2014 71 65 92% January-March 2015 36 34 94% April-June 2015 N/A N/A N/A

YTD 107 99 93%


19

contact specific call log with follow up documentation.

(GEN-OBJ4) Report Actual Numbers

ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4

YTD

Target 90%

4a. How many requested CCR&R services? Telephone/Live _____________ walk in _________ e-mail ______________ website _____________

5,144 4,487 4,531 4,096

(phone) 435

(w/in) 0

(e-mail)

3,657 17,819



Action Needed?

Yes No


or TECHNICAL ASSIST


4,521(phone) 623 (walk in)

4,183(phone) 304(walk in)

0 (e-mail/ website)

0 (e-mail/ website)

b. How many left messages? ______________ 564 298 290 N/A* 1,152

4c. How many customers who left messages received CCR&R services within 3 business days ________________

59 181 109 N/A* 349

4. d. % Percentage who left message and received CCR&R services within 3 business days N=c/b

10% 61% 38% N/A* 30%


20

As Measured By

Description of method for gathering data and measuring objective. The number of families seeking CCR&R services during the quarter comes from the EFS system. Counselors enter an interview screen for every family they assist, either on the phone or in person, throughout the quarter. An EFS report tabulates these interview screens. Additionally, the counselors enter a parent history code for those clients they see in person. This allows us to identify the number of walk-ins from the total. *The results for 4b and 4c are typically based on auditing a sample of call logs from three days per month for a total of 9 days out of the quarter. In preparation for their departure, CCR&R staff packed away their documents, including client call logs, for storage. Unfortunately those call logs were then unavailable for auditing for this report,

Document sources reviewed: 1) Provider Call Log; 2) Parent Survey Results

(6) CONTRACTOR will adhere to Child Care and Resource and Referral Quality Assurance Assessment (QAA) requirements through completing an annual assessment for each counselor.

(GEN-OBJ5) CONTRACT

#

Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YT

D

100% Target

8a. Total number of CCR&R staff Counselors, managers, coordinator

15 15 15 14 13 13



Action Needed?

Yes No


or TECHNICAL ASSIST


8b. # of staff with Level 1 evaluation

15 15 14 13


21

8c. # of staff with Level 2 evaluation

8d. # of different staff evaluations completed using the CCR&R Quality Assurance Assessment (QAA) Form to observe staff conducting an interview and generating at least 5 child care referrals

15 15 14 13

0 4 1 N/A*

8e. # of CCR&R staff who were evaluated and met all 13 elements.

0

3

1 N/A* 8f. % achieved

N=e/d

As Measured By

Description of method for gathering data and measuring objective. At least one evaluation per staff person will be completed during the fiscal year using the CCR&R Quality Assurance Assessment (QAA) Form to observe staff conducting an interview and generating at least 5 child care referrals. The new QAA form has been received from the Office of Early Learning, and the CCR&R managers began conducting their staff observations in Quarter 2. *As of the end of quarter 3, the CCR&R managers had conducted Quality Assurance Assessments on 4 of the 12 CCR&R counselors. Additional assessments were completed in quarter 4. Regrettably, the assessment forms were inadvertently destroyed before they could be submitted to the CCR&R coordinator for reporting purposes. At this point, it is not possible to verify the assessments conducted during fiscal year 2014-2015.

Document sources reviewed: 1) Provider Call Log; 2) Parent Survey Results


22

(7) SR: The CONTRACTOR's forecasts, trend analyses, and budget management shall result in fiscal year budgets that are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services.

BUDGET Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

$ Total budget amount – School Readiness $1, 201,846.00

Contract Manager Quarterly Desk Review

Q1 N/A Q2 N/A Q3 N/A Verification:

Results DO NOT match Invoice

Action Needed?

Yes No

ACTION TYPE:

Corrective Action Adjustment REQ Follow-Up REQ

or TECHNICAL

ASSIST

For Action Responses See End of Report

Q1 Q2 Q3 ANL

$ Actual $ spent $1,199,175.58

Target 100%

% Target 25% 50% 75% 100%

Actual % spent 25.4% 51.5% 74.1% 99.8% 99.8%

As Measured By Description of method for gathering data and measuring objective. Quarterly and year-end reports on receipts and expenditures from FCI finance department document percentage of R&R funds expended.

Source Documents Reviewed:


23

(7) VPK: The CONTRACTOR's forecasts, trend analyses, and budget management shall result in fiscal year budgets that are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services.


$ Total budget amount – VPK $64,149.00



Action Needed?

Yes No

ACTION TYPE:


or TECHNICAL

ASSIST


Q1 Q2 Q3 ANL

$ Actual $ spent $60,729.66

Target 100%

% Target 25% 50% 75% 100%

Actual % spent 23.7% 47.4% 71.2% 94.7% 94.7%

As Measured By Description of method for gathering data and measuring objective. Quarterly and year-end reports on receipts and expenditures from FCI finance department document percentage of VPK funds expended.



24

ATT1: Required Action Responses Contract Name: Child Care Resource and Referral and Family Education and Supports Contract Number: FCI-CCRR-14-ELC1 Service Provider: Family Central, Inc. (FCI) The following identified actions needing response, summarize issues that the Coalition’s Staff observed during reviews of Family Central, Inc. (FCI) activities. For all action types identified and needing either a corrective action, an adjustment/follow-up required, and/or technical assistance, Recommendations and Required Actions address the steps that the SERVICE PROVIDER should take to address/correct the observed issue or noncompliance and the numbered contract items on the attached Quarterly/Annual Program Performance Narrative Report. For all corrective actions, process shall review and revise applicable policy and procedures and include the following: (1) identify the cause of the initial finding, (2) demonstrate how to ensure continued compliance, (3) how to ensure preventative future findings. TIME REQUIREMENT 10- Day Response: Follow-Up Required and Technical Assistance 30-Day Response: Adjustment Required & Corrective Action Required

DEFINE MEASURE & ANALYZE IMPROVE CONTROL

Action # Date Contract Item Action Type Required Action Due Date FCI Response

ELC Response Approved/Denied Recommendations for Improvement

Date Monitored for Action

Implemented

#1-FCI-CCRR-14-ELC1 12/16/2014 GENOBJ4

Corrective Action

What actions have been implemented to ensure that this objective is met in the future?

Will be reviewed during the second quarter

Substantial changes have been made with the intent of improving efficiency. Walk-in hours for CCR&R clients now end at noon. Clients are still seen in person after noon, but by appointment only. Appointments can be made on the FCI website. The decision was made to bring staff members that were outposted at the three CareerSource Broward locations back in house. With the elimination of group orientation sessions at CSB, the demand for CCR&R services decreased there. Bringing these counselors back in has helped to make times of heavy walk-in activity more manageable. CCR&R counselors are assigned hours to answer live calls on the hotline/phone queue. Answering these calls live

Response is approved. Follow up question – With the decrease at CareerSource Broward, and staff now working out of the office, how do you capture those TCC clients from CareerSource?

On-going action


25

should serve to reduce the number of callers that leave messages. Q-3 - A designated mail box was created when CCR&R staff were removed from CSB and the number for this line was provided to CSB with instructions to have their clients needing CCR&R services to contact us via that line. This mail box is checked daily, so these calls can be prioritized. Calls in the box are very rare, further demonstrating that the need for CCR&R services at CSB seems to be far reduced from past years.

#2-FCI- CCRR-14-

ELC1

12/16/2014

GEN-OBJ5

Follow-Up Required

Please describe how FCI conducts the evaluations. Are they all conducted at the same time each year, on individual anniversary date etc.

Will be reviewed during the second quarter

CCR&R Counselors are observed by their direct supervisors at various times throughout the year, but always at least once before the end of the fiscal year. Most often, the manager utilizes the phone system to listen to a counselor providing services over the phone to a caller. In this manner, the presence of the supervisor does not in any way influence the flow of the call. At times it may become necessary for the manager to observe staff with a walk-in client if there are a limited number of incoming calls when the manager is available. If a counselor does not meet all required elements, the manager will provide technical assistance to the counselor and they will be observed at a later date in the fiscal year to determine if improvement has taken place.

Response accepted On-going action

#3-FCI- CCRR-14-ELC1

(Second quarter review)

2/13/2015 SUMMARYOFELC1SERVICESHIGHLIGHTS

Technical Assistance

1.What is the improvement/increase in the % of clients seen during the 2nd quarter? 2. Is the number cited correct? 200 families

Will be reviewed during the 3rd quarter


26



2/13/2015 GENOBJ5 Technical Assistance

Does this response indicate that 3 of the 4 successfully completed the evaluation?




2/13/2015 CLIENTSTOBESERVED


The numbers of clients served to date is less than 50% of the annual target of 20,544


#6- FCI- CCRR-14-ELC1



Based on the information documented, 10% of families are walk-in clients as per the explanation on page 12. This indicates that only a percentage of the 10% is being surveyed for customer satisfaction. Therefore, the majority of customers are not represented in the survey statistics. Of over 304 walk-in clients who requested CCRR services, 0.16% were offered a customer survey. It is recommended that FCI identify other ways of including more customers in the customer satisfaction process, including in mail-in redetermination packets, or placing the survey on the FCI website.





Please provide a copy of the child care provider handbook

March 10, 2015


27




Clarify if the 4183 were calls which were answered immediately or whether these were returned calls


6301 NW 5th Way, Suite 3400 • Fort Lauderdale, FL 33309 • (954) 377-2188 • Fax (954) 377-2192 • www.elcbroward.org

August 3, 2015 Kim Praitano Chief Operating Officer Family Central Inc., 840 SW 81st Avenue, North Lauderdale, FL 33068 Dear Ms. Praitano,

Pursuant to the terms of the FCI-EDAP-14-ELC2 contracts, the Early Learning Coalition of Broward County, Inc. is required to begin the facilitation of the contract closeout process prior to the expiration (August 31, 2015) for the successful administrative closure of these contracts. The purpose of the contract closeout process is to document the performance of the contractual commitment, assist the Coalition in the smooth transition of services, obtain required records/documents from the Service Provider, and transfer non-expendable property purchased with funds in the Service Provider’s possession to the Coalition. In accordance with OEL File 240.02, please complete the attached Supplemental Inventory List identifying property acquired with funds, and forward the list to the Coalition by August 24, 2015. Supplemental list examples (if acquired with funds):

• Computers/Laptops/Printers/Facsimile/Projectors/Copiers/Servers; and • Electronic Database Records; and • Provider File Records (Hard Copy) ; and • Computer Hardware/Software; and • Chairs, desks, and other furniture; and • Calculators; and • **Books (see below); and • Other property that represent resources that is not categorized as office

supplies or depleted as such

**Pursuant to 69I-72.002, F.A.C....”hardback book with a value or cost of $25.00 or more and having a useful life of one (1) year or more that is circulated to students or the general public, and any hardback book with a value or cost of $250.00 or more that is not circulated shall be recorded in the state’s financial system as property for inventory purposes”. The Coalition’s Contract Manager along with Fiscal Staff will meet with you to begin close-out procedures for this contract. At that time, the Contract Manager will work with FCI staff to review what will be expected for contract monitoring and year end reporting requirements. As a reminder, other than the electronic and file records indicated above to be transferred, the contractual terms require the Service Provider to: “retain all CONTRACTOR records, financial records, supporting documents, statistical records and any other documents (including electronic storage media) pertinent to this

Board of Directors Laurie Sallarulo, Chair President/CEO Junior Achievement Alfreda Coward, Esq. First Vice Chair Managing Partner Coward & Coward, P.A. Andrew W. Bray, Esq., Second Vice Chair Vernis & Bowling of Miami, P.A. Cindy Arenberg Seltzer, MPA, JD Treasurer President/CEO, Children’s Services Council Fabienne Fahnestock, Esq. Secretary Gunster, Yoakley & Stewart,P.A. Michael Asseff President/Owner 123 Lumpsum Shirley Baker County Appointee Broward County School Board Magda DeMauro Assistant Director Jack & Jill Children’s Center Jeffrey Dwyer Dwyer Law Group Deborah Meidinger Hosey Broward County Child Care Licensing Laura Gambino City of Ft. Lauderdale Kim Gorsuch Community Development Director DCF Mason Jackson CEO, CareerSource Broward Nicholas Kaniaris VP PNC Bank Dr. Kevin Keating Associate Dean of Social & Behavioral Sciences & Ed. Broward College Laurie Rich Levinson Appointee, Broward School Bd School Board Member Dr. Nicole Mancini Director Head Start Donna Parlapiano SR VP Auto Nation Renee Podolsky, MBA Community Health Director Broward County Health Dept Barrington Russell, Sr. CEO Barrealty & BAR Financial Network Ellie Schrot Director, Early Steps Children’s Diagnostic & Treatment Center Dr. Barbara Weinstein President & CEO Family Central, Inc. Charles M. Hood, III Chief Executive Officer Funded by:

6301 NW 5th Way, Suite 3400 • Fort Lauderdale, FL 33309 • (954) 377-2188 • Fax (954) 377-2192 • www.elcbroward.org

Contract for a period of five (5) years from the date of submission of the final reimbursement request for the grant year after termination of this Contract, or if an audit has been initiated and audit findings have not been resolved at the end of five (5) years, the records shall be retained until resolution of the audit findings through litigation or otherwise.” Thank you in advance for completing the attached Supplemental Inventory List and assisting the Coalition to ensure that contract close-out and transfer is a smooth process. Sincerely,

Charles M. Hood, III Chief Executive Officer Cc: K. Lee Tirpak, Chief Program Officer File

Page 1 of 3

ELC of Broward County, Inc. Contract Closeout Guide

CONTRACTOR NAME: Family Central, Inc.

CONTRACT NUMBER: _FCI-EDAP-14-ELC 2 __________ CONTRACT PERIOD:_July 1, 2014 through September 30, 2015 Prior to initiating a contract termination or contract expiration date, the Contract Manager should complete the contract closeout process. The purpose of the contract closeout process is to document the success (or failure) of the contractual commitment and to provide reference materials for possible use in evaluating future procurement proposals submitted by that Contractor. A typical closeout process includes the evaluation of both programmatic and fiscal requirements and criteria. PROGRAMMATIC CLOSEOUT CHECKLIST Closeout includes, but is not limited to, determining and documenting that: All deliverables and services have been delivered and accepted in writing.

Yes No N/A If contract termination is due to non-performance, deliverables that have and have not been received have been identified in writing.

Yes No N/A The program objectives have been met. This may be linked to one or more outcome measures. The contractor may have performed satisfactorily and program objectives still not achieved, which should influence if and how the contract services should be re-procured.

Yes No N/A All inspections and testing reports have been completed and accepted, in writing.

Yes No N/A All reports (including Financial Status Report and Expenditures) have been received and accepted in writing.

Yes No N/A Determine whether program objectives were met.

Yes No N/A Liquidated damages/remedies have been assessed for non-performance/non-compliance.

Yes No N/A .

Final performance evaluation has been completed. Yes No N/A

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Page 2 of 3

FISCAL CLOSEOUT CHECKLIST TO BE COMPLETED BY FISCAL Closeout includes, but is not limited to, determining and documenting that: All non-expendable property (having a unit value in excess of $1,000 and a useful life of greater than one year) acquired by the contractor has been returned to the state (or federal government, if federal grant funded) or otherwise accounted for in compliance with contract terms.

Yes No N/A Advances and/or interest earned on advances have been recovered or applied against what is owed.

Yes No N/A

Match requirements have been met. Yes No N/A Amounts assessed as liquidated damages/remedies for non-performance/non-compliance have been recovered.

Yes No N/A Any disallowed costs and/or unused grant funds have been recovered.

Yes No N/A For cost reimbursement contracts or services not obtained through a competitive procurement process, the final Financial Status Report (summary of activity and costs) has been reviewed and approved.

Yes No N/A Have all known mandatory audits of reported costs been completed.

Yes No N/A Budget allocations and all invoice payments have been reconciled in FLAIR.

Yes No N/A

Final payment has been processed, including the recovery of any overpayment. Final payment to contractor is made only after all programmatic and fiscal steps have been completed.

Yes No N/A Comments: Final Audit in process___________________________________________ ______________________________________________________________________________________________________________________________________________________________________________________________________________________________ CONTRACT FILE CLOSEOUT CHECKLIST _______ Copy of the cost/price analysis for the original contract and any modifications ____X__Copy of completed/approved AG’s subrecipient vs vendor checklist ____X__Copy of the original contract _______ Copy of all amendments, renewals and/or extensions _______ Every change order/amendment has been reconciled ____X__Copies of invoices and supporting documentation ____X__Payment and activity log

Page 3 of 3

____X__All payments have been made and reconciled, except the final payment _______ Contract manager’s budget record and authorizing documents _______ Copies of subcontracts or memorandums of agreement (if applicable) _______ Correspondence regarding contract ____X__Relevant monitoring and evaluation reports _______ All discrepancies have been corrected and accepted _______ Contractor’s justification of need for advances (if applicable) _______ Non-competitive Procurement documentation (if applicable) _______ Memorandum of Negotiation (if applicable) _______ All security badges, keys, etc. have been returned and accounted for ___X___Debriefing with the Contractor’s Contract Manager and Customer as been Completed ___X___Contractor’s final performance evaluation has been completed by the Contract Manager _______ Contract Analysis has been completed (review of all documentation to determine if future changes would be beneficial; were the goals adequate, more training needed, any unanticipated problems arise, what could have been done differently or better) Contract Manager: ________________________________ Date: __10/14/2015_ Name Supervisor: ______________________________________ Date: _____________ Name

1

Quarterly Contract Desk Review Date: January 9, 2015

Contract Name: Eligibility Determination, Application Processing, Slot Management, and Provider Payment

Contract Number: FCI-EDAP-14-ELC2 Service Provider: Family Central Inc. ELC Contract Manager: Gordia Ross – Early Care and Education Program Specialist

Contract Manager Comment: Contract Manager Signature:


Performance Objectives are on Target with exception of objective below… Issues: As of January 9, 2015, the 1st Quarter report for this contract has not been submitted for review. Timeline – October 9, 2014 – Report was sent to FCI to be completed and returned to the ELC by October 23 October 23, 2014 – FCI informed the ELC they would need and extension to submit the report on October 30- This request was not granted, FCI was informed that the report should be submitted by October 27. October 27- Report was returned to the ELC incomplete indicating that FCI was unable to complete the report because staff had questions October 28 – Sent e-mail to FCI requesting a meeting for October 31 October 29- Meeting with FCI scheduled for November 4, 2014 November 4, 2104 – Met with management team for the ELC2 contract to discuss the format and contract objectives due to expressed concerns from FCI staff as well as ELC’s expectations of report completion, sent out e-mail confirming discussion and requesting inout Challenges:

Budget Invoice Review: YTD expenses @ target percentage expected: 50%

Issues:

P a g e | 1

2nd Quarter Contract Desk Review Thursday, February 19, 2015

Contract Name: Eligibility Determination Application Processing Slot Management and Provid-er Payment Contract Number: FCI-EDAP-14-ELC2 Service Provider: Family Central, Inc. (FCI) ELC Contract Manager: Gordia Ross, Early Care and Education Program Specialist

Contract Manager Comment: There were issues and challenges reported in this quarter. Many continue to be unresolved and FCI staff must provide appropriate responses on the 3rd quarter report.


Performance Objectives are on Target

Issues: 1. Provider payments were not paid on time due to loss of funding 2. Staff is being paid overtime to catch up on work- VPK payments which were not completed in the 1st

quarter 3. FCI Internal monitoring showed that 65% of families were accurately determined. Contract objec-

tives require 100% 4. FCI internal monitoring showed that 89% of co-payments were accurately determined. Contract ob-

jective require 100% 5. FCI conducted 1 orientation session for new SR providers and 1 session for VPK providers this quar-

ter with 1 SR service provider and 7 VPK service providers attending prior to delivering services and

6. 76% of SR providers received a post audit attendance monitoring (PAAM) for the 2013-2015 years. Contract objectives require 100%

7. 74% of providers reported satisfaction using ELC 2 services. The objective requires that 85% of providers should report satisfaction

Challenges: 1. Staffing issues-“ maintaining quality improvement and productivity”. FCI reports 2 SR counselor posi-

tions were vacant but were filled during the quarter. 1 SMP position became vacant and was filled. 2.Please clarify whether the new customer service rep has been replaced in the VPK Department

Budget Invoice Review: YTD expenses @ target percentage expected: 2nd quarter @ 50%

Issues: FCI report that staff is being paid overtime to catch up on work tasks.

P a g e | 2


P a g e | 1

3rd Quarter Contract Desk Review Monday, August 03, 2015

Contract Name: Eligibility Determination Application Processing Slot Management and Provider Payment Contract Number: FCI-EDAP-14-ELC2 Service Provider: Family Central, Inc. (FCI) ELC Contract Manager: Gordia Ross, Early Care and Education Program Specialist

Contract Manager Comment: FCI continued to face several challenges during the 3rd quarter, and did not respond as recommended to any of those unmet targets which were highlighted in the 2nd quarter. The annual report must be com-pleted and submitted by September 22, 2015 to complete the closeout for this contract which ends on August 31, 2015.


Performance Objectives are on Target

Issues: The 3rd quarter narrative described outreach efforts to the community highlighting Family Central services.

• Overall customer satisfaction (74%) is below the targeted 85% at the end of the 3rd quarter. Noted concerns include return calls to customers (74%), provision of effi-cient services (80%) and convenience of locations (75%).

• Accurate eligibility determinations and redeterminations were below (78%) the tar-geted 100% at the end of the 3rd quarter.

• Accurate calculations of co-payments were below (89%) were below the contract tar-get of 100%.

• (76% of school readiness providers received a PAAM within the 2013-2015 years. This is below the contract target of 100%.

Challenges: Hundreds of families were determined ineligible for SR services which necessi-tated FCI having to recall families in for redeterminations and re-instatement of services. This created a challenge for FCI for the 3rd quarter, as customer service and other contractual obli-gations were compromised. No corrective actions are recommended at this time.

Due to the procurement activities, this contract will end on August 31, 2015.

Budget Invoice Review: YTD expenses @ target percentage expected: 3rd quarter @ 75%

3rd quarter report indicate 75% of funds have been expended for VPK and SR. Overtime have been paid to staff as FCI works on enrolling children from the waitlist as well as meeting other contractual obligations. Part-time temporary workers were hired to assist in entering VPK data into EFS and reviewing and VPK parent applications.

Issues:

P a g e | 2


P a g e | 1

Early Learning Coalition of Broward County, Inc. Contract Closeout Review and Assessment FY 2014-2015

Contract: FCI-EDAP-14-ELC2: Eligibility Determination, Application Processing, Slot Management and Provider Payment Family Central, Inc.

Prepared by the Staff of the Early Learning Coalition of Broward County, Inc. (ELC) Gordia Ross, Early Care and Education Program Specialist Doreen Moskowitz, Quality and Accountability Manager The closeout process reflected in this report summarizes the activities and performance during the final contract period of July 1, 2014 through September 30, 2015. This report includes quarterly desk review monitoring results of this contract, as available through the 3rd quarter. Data for the 4th quarter was not submitted. As a result of the contract closeout, it should be noted that identified areas of non-compliance cannot be addressed by the contractor due to lack of resources, including funding and staffing. Consequently, a formal process to verify the self-reported information contained in the included report was not performed. The Coalition has noted variances in several areas of the self-reported data, which include the following:

• Forecasting The ELC was in a position of having a potentially underspent budget and corrective action needed to be implemented. This was not timely disclosed.

• Customer Satisfaction The ELC received an increase in complaints during the contract period which were insufficiently addressed.

• Eligibility Determinations (SR) Coalition monitoring results conveyed a lower indicator of compliance than the reported level (64% compliance).

• Provider Transfers Monitoring and anecdotal feedback showed that this indicator was not being met, at the reported level. Programmatic Review Summary: This contract focuses on facilitating efficient, effective customer-friendly access to financial assistance for eligible families seeking School Readiness (SR) services, and families seeking Voluntary Prekindergarten (VPK) for their children; including eligibility determination and application processing, along with efficient and effective management of school readiness slots and Voluntary Prekindergarten (VPK) slots, and ensure accurate and timely reimbursement to providers of early care and education services for children enrolled in the School Readiness and VPK programs.

P a g e | 2

Performance Results and Highlights: ELC1 contract contains eighteen (18) Objectives, Outcomes and Performance Specifications 67% the Objectives/Outcomes/Specifications (12) were met; 33% were not met (6) CLIENTS TO BE SERVED AND FORECASTING

• 9,518* SR children were served in accordance with contractual requirements Target: 9,445 children

• 15,178* VPK children were served in accordance with contractual requirements Target: 14,012 children

• 75.55%* CONTRACTOR's SR forecasts, trend analyses, and budget management resulted in fiscal year budgets that are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services. Target: 100%

• 74.92%* CONTRACTOR's VPK forecasts, trend analyses, and budget management resulted in fiscal year budgets that are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services. Target: 100% GENERAL CONTRACT ADMINISTRATION OUTCOMES AND OUTPUTS

• 98%* of families served reported satisfaction with services, including cultural competency/sensitivity, sensitivity of services to specials needs, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of hours and location of services. (Survey information collected from walk in clients only.)

Target: 90% • 74%* of SR providers using ELC 1 services reported overall satisfaction with services, including cultural competency/sensitivity,

customer-friendliness, usefulness of services provided, efficiency of service, and convenience of access. Target: 85%

• 89%* of VPK providers using ELC 1 services reported overall satisfaction with services, including cultural competency/sensitivity, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of access.

Target: 85% SCHOOL READINESS (SR) and/or VOLUNTARY PREKINDERGARTEN (VPK) PERFORMANCE SPECIFICATIONS

• 100%* of parents/guardians receiving eligibility determination services (SR and VPK) also received child care resource and referral services through the Child Care Resource and Referral and Family Education and Supports (ELC 1) Service Provider. (COALITION monitoring standard shall be 95%, but documentation must be corrected to 100% if errors are discovered at monitoring, where possible.) Target: 100%

P a g e | 3

• 78%* of families’ eligibility determination (SR and VPK) and redetermination (SR) were determined accurately in accordance with the State of Florida applicable statutory, regulatory and local COALITION eligibility and re-determination policies and guidelines. (COALITION monitoring standard shall be 95%, but documentation must be corrected to 100% if errors are discovered at monitoring, where possible.) Target: 100%

• 89%* of SR application processing and (SR and VPK), determination of co-payments and provision of financial assistance for school readiness child care to all families were performed in accordance with the State of Florida applicable statutory, regulatory and local COALITION service priorities; as funding permits. (COALITION monitoring standard shall be 95%, but documentation must be corrected to 100% if errors are discovered at monitoring, where possible.) Target: 100%

• 100%* of families receiving VPK services or financial assistance for school readiness child care received such assistance only for legally operating facilities. Target: 100%

• 100%* of SR provider transfers were processed within three (3) to five (5) business days of initial completed request. Target: 95%

• 97%* of VPK provider transfers were processed within three (3) to five (5) business days of initial completed request. Target: 95%

• 100%* of provider contract eligibility requirements were determined accurately according to State of Florida rules, policies and procedures and local COALITION guidelines. (COALITION monitoring standard shall be 95%, but eligibility documentation must be corrected to 100% if errors are discovered at monitoring, where possible). Target: 100%

• 100%* of providers who receive VPK funds or serve children, whose families receive financial assistance from school readiness funds, maintained a current executed Provider Service Agreements/Contract prior to enrolling children or receiving payment. Target: 100%

• 100%* of providers (SR and VPK) received on-going technical assistance and/or training on all policies, procedures and rules necessary to implement the program at their site; additionally, all newly contracted providers received orientation information on SR and VPK programs prior to delivery of said services. (COALITION monitoring standard shall be 90%, but must be corrected to 100% if errors are discovered at monitoring). Target: 100%

• 100%* SR and VPK Provider Service Agreements/Contract not monitored in the FY 2013-2014 contract year or previously monitored providers suspected of fraud shall be monitored for compliance. Deficiencies found through the monitoring process shall be documented and corrected within two weeks. Target: 100%

P a g e | 4

• 100%* of providers serving children whose families receive financial assistance from school readiness funds adhered to immunization and health requirements per the Provider Service Agreement/Contract. (COALITION monitoring standard shall be 90%, but enrollment documentation must be corrected to 100% if errors are discovered at monitoring.) Target: 100%

• 100%* of Voluntary Prekindergarten provider data was regularly shared with the ELC 1 Service Provider in order to ensure an accurate and up to date provider database. Target: 100% *Data Only Available through 3rd Quarter

------ LEFT INTENTIONALLY BLANK -----

P a g e | 5

Early Learning Coalition of Broward County, Inc. 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr/Annual Report

Submitted by FCI: May5, 2015

Contract Name: Eligibility Determination, Application Processing, Slot Management and Provider Payment Contract Number: FCI-EDAP-14-ELC2 Service Provider: Family Central, Inc. (FCI) FCI Contract Manager: Kim Praitano, Chief Operating Officer (Programmatic), Leisa Austin Chief Financial Officer (Fiscal) FCI Contract Directors: Doris Rivas, Director, Eligibility Determination and Enrollment, Yanick Goutier, Vice President, Broward Early Learning Services, Barry Miller, Director, Voluntary Pre-Kindergarten. ELC Contract Manager: Gordia Ross, Early Care and Education Program Specialist (Programmatic - Contract), Leticia Strasser, Director of Performance and Quality Improvements (Programmatic – Monitoring), Andrea Braynon (Fiscal – Budget), Tamara Baker (Fiscal - Monitoring) Service Provider Directions: Please fill in non-shaded sections using Times New Roman font size 11. Please do not write in any other area. Use this template to complete 1st -3rd Quarterly Reports and when completing the Annual Report fill in the 4th Quarter data. All supporting documents for objective back-up will be required to be submitted for ELC review during the ELC annual review. Remember back-up documentation must be sufficient, reliable and relevant to support verification of the data reported and success of the service outcome achieved.

REPORT OF CONTENTS (click hyperlink below to jump to area of report)

Brief Summary of ELC2 Services & Highlights Client Success Stories Scope & Deliverables General Contract Administration Outcomes and Outputs School Readiness Performance Specifications Voluntary Prekindergarten Specifications Reports & Contract Obligations (under construction) Required Action Responses ATT 1

NARRATIVE OF SERVICES The Eligibility, Determination and Enrollment (EDE) department performs four primary functions: 1) Provision of client eligibility and enrollment services. 2) Provider recruitment and oversight and maintenance of provider service agreements. 3) Slot management and provider payment. 4) Coordinate, collaborate, and actively link with other service providers.

SCORECARD

Overall Programmatic Performance

P a g e | 6

BRIEF SUMMARY OF SR SERVICES & HIGHLIGHTS (to include the following areas) School Readiness:

a) Briefly report a summary of program activities that occurred during this period. Were there any unanticipated results, either positive or negative that impacted service delivery? If so, please describe.

Quarter 1 During this quarter the EDE Department was granted with the opportunity to participate in a training session provided by the Early Learning Coalition of Broward County and their Eligibility Specialists. The training was well designed; it provided the team with a variety of opportunities, active participation, questions and answers, request for clarification on specific situations that in a direct or indirect manner could affect client’s eligibility. Training also served to unify eligibility criteria amongst the team members and to evaluate, improve and reinforced counselors’ knowledge. Quarter 2 As a consequence of the quality improvement process and the detailed enforcement of all the rules and regulations of the School Readiness program a massive educational process was initiated for all EDE Department’s clients. Terminations increased drastically and therefore, customer satisfaction reflects animosity from those affected due to non compliance with program requirements. This adds high levels of stress to the already busy work environment. EDE clients refused to hear from counselor the reason for the termination and requested to be seen by members of the management team, expecting different results. Inquire/Grievances submissions increased dramatically. However, the EDE team had become stronger in the mist of the challenges and is determine to continue servicing clients in timely and efficient manner. Quarter 3 During this period, Family Central initiated a massive enrollment process. This is a very demanding task that requires the organization preparedness to receive a vast amount of prospective clients. The process takes time; clients need to be prescreened and constantly instructed about the program qualificators. Due to the specifics requirements of the program a meaningful amount of appointments need to be rescheduled. An educational program takes place for the new community of clients to be served. From day one they get to know the nature of the program and the requirements to maintain it. Even though the EDE Department is going though this process, all program related tasks need to be completed. Although EDE Department has seen already over 4000 prospective income eligible clients, all other client’s eligibility groups had been served effectively and efficiently. Annual

b) Staff Composition: If contracted compositions has not been met during the quarter, then indicate what position(s) are vacant; describe recruitment

activities, and plans for procuring staff positions for optimum program capacity. Quarter 1 At the beginning of this quarter the Eligibility Enrollment and Determination department was able to hire four counselors; two that replaced intake positions and the two counselor positions that were available by then. One of the candidates was not able to start immediately which delayed the

P a g e | 7

beginning of her training process. For the other three counselors the training process began and it was accomplished by the end of the same quarter. Two of the three counselors completed the training successfully and are ready to start serving clients and the department efficiently and effectively. The third counselor, step out of the position due to personal matters. While this was happening the EDE Department was presented with the resignation of a counselors, the position was immediately posted, and the new hiring process began. Quarter 2 During the second quarter of the current fiscal year, Family Central was able to hire the candidates for the two counselors’ positions available, training process began. At this time the department is fully staff. Quarter 3 At this time the department is fully staff. Annual

c) Did external or environmental factors affect (e.g. hurricane, economic downturn, staffing shortage, etc.) the achievement of your performance

outcomes or anticipated goals/timeline? If yes, please describe and explain what you did to address these issues? Quarter 1 The new EDE counselors training process is a demanding and detailed oriented task that requires an extend period of time to be accomplished. Until the new counselors are ready to assess clients autonomously, caseloads need to be divided amongst department’s counselors. This is challenging; however, we continue providing services to our clients without disruption. Quarter 2 Staffing it’s being challenging maintaining quality improvement and productivity simultaneously. Quarter 3 Family Central did not anticipate the terminations of such a meaningful number of clients’ cases after the implementation of the instructions provided by the ELC of Broward County during the training held at FCI on September 2014. The task became overwhelming for the staff and the management team involved. The affected clients were contacted after the ELC of Broward County revised the policy and came with the idea of providing to those affected the “Change in Life” opportunity. Care could be reinstated as long as clients continue to be eligible for the period of time were services were interrupted. This represented a new task added to the ones currently in execution. Family Central continues to serve clients effectively while completing the new process. Annual

P a g e | 8

VPK: a) Briefly Report Results for clients served and activities that occurred during this period. Were there any unanticipated results, either positive or

negative that impacted service delivery? If so, please describe.

Quarter 1 The school year VPK program started Aug 18 for most providers. There are currently 474 child care providers offering VPK programs. We started to use the SPE for VPK parent registration this quarter. After a rocky first day start with the database, it has been hugely successful. This quarter we issued 5,809 school year VPK certificates for a grand total of 15,680 VPK certificates issued for the school year. Due to the overwhelming number of certificates issued, there was a backlog in the number of applications and certificates we were able to enter into EFS, causing some provider payments to be delayed. By the end of the quarter 85% of the certificates that had been entered. The registration process will begin earlier next VPK year which will enable us to reduce the backlog. In previous there were outside dollars for additional staff during peak periods but those dollars no longer exist. Outreach Report ----During the first quarter of the fiscal year, the Community Outreach Coordinator participated in a variety of community, business, and city events and activities to increase visibility and awareness of Family Central services as well as supporting valued community partnerships. Booths were manned at five visibility events with attendance ranged from 100-2500 people. Outreach participated at the Children’s Service Council and the School Board of Broward County’ annual Back to School Community Extravaganza held at the BB&T center in Sunrise, the City of Sunrise Back to School Round-up, and the always well attended Dept. of Health’s Florida KidCare Back to School Immunization Fair held inside the Lauderhill Mall. Participation at Kaplan University’s Resource Fair brought an opportunity to reach a broader audience with students and their respective families living through out the county. In additional, The Oasis Church of South Florida Women’s Ministry’ Family Expo afforded a new audience with whom to share our information as well as making valuable contacts with other community based exhibitors . The Community Outreach Coordinator distributed 3600 flyers and materials, 1250 magnets and 2050 brochures detailing Family Central services to community locations. The Community Outreach Coordinator also met with third party opportunities within the City of Pembroke Pines, charter schools and Cooper City businesses and service groups including Edward Jones Finance and Kiwanis. Each new contact allows further extension of outreach, broadening the range of families now aware of the benefits of Family Central services and programs. Outreach also include public speaking engagements and discussions with government entities and organizations including the Tamarac City Commission, City of Dania Beach officials, the Children’s Ability Center for Children with Special Needs, the VPK Symposium and the new Green Tree Charter School of Pembroke Pines. As the quarter ended, plans have been secured to continue our partnerships for outreach with government entities, Broward County schools and a variety of educational, community and service agencies. Quarter 2 During the second quarter of the fiscal year, the Community Outreach Coordinator participated in a variety of community and business events and activities that increased visibility and awareness of Family Central services and supported valued community partnerships and initiatives. Booths were manned at five visibility events with attendance ranging from 175-700 people. The annual Broward Early Childhood Educators Conference, held at Broward College North Campus, afforded exposure of programs and services to a vast audience of early childhood professionals, educational and nonprofit organizations and local businesses. In addition, participation in four community resource fairs held at Broward County Charter alternative high

P a g e | 9

schools provided Family Central a platform to expose a growing student segment of our county to the variety of services that are readily available to their extended families. The Community Outreach Coordinator distributed 5115 flyers, materials and magnets, and 2335 brochures detailing Family Central services to community locations and residents. The Community Outreach Coordinator continued to nurture and build upon third party opportunities to extend outreach by broadening the range of families aware of the benefits of Family Central services and programs. These opportunities included Family Law attorneys and mediators, The Knights of Pythias, Tamarac Mayor Harry Dressler, and the JCC of Fort Lauderdale. Of particular interest, the Coordinator is currently serving on a committee to plan and implement Broward County Library’s new early literacy grant initiative, Get Ready! Your Child’s First Teacher…You! This program gives Family Central an opportunity to work and share ideas with a variety of community partners including the Housing Authority of Fort Lauderdale, United Way, and Broward County Public Schools. Second quarter outreach also included public speaking engagements and discussions with community advocates and parents at such venues as FDLRS Active Parenting classes, The Lauderhill Community Residents Association, and a variety of Broward County Public Libraries. As the second quarter ended, the coordinator had a variety of outreach commitments scheduled that continue to nurture partnerships and extend the Family Central message within the community. Quarter 3 During the third quarter of the fiscal year, the Community Outreach Coordinator participated in a variety of community and business events and activities that increased visibility and awareness of Family Central services and supported valued community partnerships and initiatives.

The Community Outreach Coordinator distributed 3795 flyers and materials and 1255 brochures detailing Family Central services to community locations and residents. Outreach activities also included twelve public speaking engagements for government offices, realtors, and parent groups.

This quarter, the third party opportunities emphasize was to refresh and update information with governmental offices and realtors, and establish a relationship with the legal community whose client base are children and families.

The Outreach initiative to foster partnerships with realtors and government offices has more than met expectations. Scheduled engagements to speak with ReMax Realtors helped extend this initiative. Realtors are a focal group since buyers and renters new to the county and neighborhoods rely on their expertise for advice and direction concerning schools and early childhood programs. Government offices are also advantageous since residents visit on a regular basis on to gain information and assistance for a myriad of needs. Both associations serve a dual purpose: Employees receive information regarding Family Central services and programs which they can personally use and share with family members and friends. Perhaps, more importantly, these same venues have employees now versed with information that they can readily impart to residents on an ongoing basis.

P a g e | 10

The Community Outreach Coordinator visited Broward Clerk of the Courts offices, located at all four Broward courthouses in Fort Lauderdale, Plantation, Hollywood and Deerfield Beach. Each visit was extensive and multidimensional. Supervisors asked employees at each venue to attend a general office briefing specifically held to receive the outreach information. This was followed by one to one meetings in conference or break rooms, allowing individual staff members to receive more personalized attention concerning Family Central programs and services for their family and friends. This year our partnership with the Clerk offices will add the dimension of having Family Central information available on its website for its employees. The Outreach coordinator will be communicating with Broward Clerk of the Court Howard’s Forman’s Chief Administrator on a regular basis, sending Emails and updates regarding Family Central services and programs to keep its staff current on our services. The Community Outreach Coordinator continued to expand beyond nurturing established third party opportunities by extending outreach to Family Law attorneys and mediators to broaden the range of families aware of the benefits of Family Central services and programs.. Third quarter outreach also included public speaking engagements and discussions with community advocates and parents at such venues as FDLRS Active Parenting classes and and a variety of Broward County Public Libraries. As an outcome of these appearances, several parents who were new to the community, drove to the Family Central offices to personally thank the Outreach Coordinator for bringing information regarding VPK and resource and referral services to their attention as they were not aware of the range of child care programs and services available to them in Broward County. As the third quarter ended, the coordinator had outreach commitments scheduled at community resource fairs, the Children Diagnostic Treatment Center Information Exchange, State Representative Shevrin Jones’s Health Expo 101 and other venues to continue to nurture partnerships and extend the Family Central message within the community. Annual

b) Staff Composition: If contracted compositions has not been met during the quarter, then indicate what position(s) are vacant; describe

recruitment activities, and plans for procuring staff positions for optimum program capacity.

Quarter 1 A customer service rep had resigned in July. As we move more registrations to the SPE, we will no longer require a file clerk. At that time we will reorganize some of the positions. Quarter 2 An SMP left her position at Family Central. The job was posted, interviews conducted and a replacements was named. She was a former CSR from the VPK department. We will be reorganizing the department. At that time a new CSR will be hired.

P a g e | 11

Quarter 3

At this time, due to the upcoming lose of the contract, we will not hire a CSR. Other staff has been completing the tasks of the CSR. We hired Part time temporary workers to assist entering VPK application data into EFS. They will also assist in reviewing parent applications.

Annual

c) Did external or environmental factors affect (e.g. hurricane, economic downturn, staffing shortage, etc.) the achievement of your performance outcomes or anticipated goals/timeline? If yes, please describe and explain what you did to address these issues?

Quarter 1 The lack of additional funding as we had in previous years hurt our ability to enter all applications and certificates as quickly as originally projected. We did pay overtime to staff that could work and also offered flex time. Slightly overspent budget due to overtime.

Quarter 2 We were able to catch up with VPK payments during the quarter. We continued to pay overtime to staff that could work and also offered flex time.

Quarter 3

We offer flex time to payment staff during the reimbursement period. We have been able to keep up with VPK payments and are working towards a two week turn around time for processing VPK applications. Annual

CLIENT SUCCESS STORIES Please provide client success stories (family/provider) during this period.

Quarter 1 Family Central’s client O.B. single mother of three children, two children in care has been receiving services since 2005. Entered our program by TCC referral process, after being on cash assistance and return to the work force. Client during this time frame has been working and also attending school. Client has successfully graduated from College with a Bachelor of Science from Nova Southeastern in the medical field. She is now applying for Medical School.

Quarter 2 Ms. Cadet is a working Grandmother that took over the responsibility of caring her son’s four children. Their ages now range between 4 and 12 years old. Ms. Cadet worked graveyard shift. She would ride public transportation from Broward to Miami Dade on a daily basis. A 4 to 5 hour commute, she would pick up the children from school spend the afternoon with them. In the evening, she would have them sleep at the provider’s home. The provider she selected would drop the children off at school for Ms. Cadet.

P a g e | 12

The youngest child was an infant when both parents were incarcerated. He did not even remember his mother. Ms. Cadet by taking on the children avoided them being placed in the foster care system. She maintained the children together for over 4 years. When the mother was released from prison, she proceeded to reunify the children with her. Ms. Cadet Son is still incarcerated. He carries a life sentence. She has stated that without Family Central’s help, she is not sure if she would have been able to care for her grandchildren. She was able to keep them in school, in a safe environment with loving family and devoted providers.

Quarter 3 Marah is a Family Central client that stated: “Family Central is helping me to reach my dreams! I am a single mother struggling to go through nursing school and raise my daughter. Because of Family Central my beautiful daughter is able to get the education she needs and I am able to continue with my School. There had been days when I had to beg people to help me to babysit her, but since I have this program, I can attend my classes, go to my clinical and study without worry. I would like t thank Family Central for the greatest gift, an education for my daughter and me”

Annual

P a g e | 13

CLIENTS TO BE SERVED

C. Clients To Be Served FCI Reported Results Actual Number Served LEGEND

On Target Monitor Closely Not on Target N/A QTR1 QTR2 QTR3 QTR4 YTD

New enrollments 838 745 1427 3,010 As measured by EFS

Verification:



Transfers (slot turnover) 1,108 533 479 2,120

Terminations performed 3,179 4,154 3,147 10,480

SCHOOL READINESS QTR1 QTR2 QTR3 QTR4 YTD ELC REVIEW

Target Number of Children to Be Served as set in Exhibit A is 9,445 9,518 9,518 9,518 9,518



Action Needed?

Yes No


or TECHNICAL


Actual Number of Unduplicated Children Served 11,152 10,536 10,400 14,186

Average Number Children Processed for Enrollment each Month

10,667 10,093 9,261 10,007

VOLUNTARY PREKINDERGARTEN QTR1 QTR2 QTR3 QTR4 YTD ELC REVIEW Target Number of VPK Enrolled Children to be Served on a Monthly Basis during the VPK school year is 14,012 students

10,882 (paid) 14,385 14,499 15,178

Contract Manager Quarterly Desk Review Q1 N/A

P a g e | 14

(1) 100% CONTRACTOR's forecasts, trend analyses, and budget management shall result in fiscal year budgets that are balanced, with no

deficit spending and with no significant surplus of funds that have been contracted for services.


Actual Number of VPK Enrolled Children on a Monthly Basis

Q1 Q2 Q3 Q4 YTD New Enrollments

10,798 3587 532 14,917

Transfers Requested

163 290 278 731

Transfers Completed

157 278 278 713

Certificates Issued

15680 509 163 16,352

Month Children Served (Paid) Jul N/A Aug 5,093 (SY) Sept 10,798 (SY) Oct 13,348 Nov 13,942 Dec 13,930 Jan 14,185 Feb 14,133 Mar 14,097 Apr May Jun

Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No


or TECHNICAL

ASSIST


Q1 Q2 Q3 ANL

Target Number of VPK Enrolled Children to be Served during the Summer Program is 1,000 students.

QTR1 QTR2 QTR3 QTR4 YTD

Actual Number of VPK paid Children Served during the Summer Program

Summer 2014 1,050

1,050 Summer 2015 N/A N/A N/A

P a g e | 15

$ Total budget amount – School Readiness $2,993,060.00



Action Needed?

Yes No

ACTION TYPE:


or TECHNICAL

ASSIST


Q1 Q2 Q3 ANL

$ Actual $ spent $752,973.69

$741,614.63

$766,622.17 $2,261,210.49

Target 100%

% Target 25% 50% 75% 100%

Actual % spent 25.16% 24.78% 25.61% 75.55%

As Measured By Description of method for gathering data and measuring objective. Forecasts, trend analyses, and budget management are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services. All documentation is available for review.



$ Total budget amount – VPK $1,115,336


Q1 N/A Q2 N/A Q3 N/A

ACTION TYPE:


or TECHNICAL $ Actual $ spent $314,717 $272,668 $248,127.86 $835,611.48

P a g e | 16

Target 100%

% Target 25% 50% 75% 100%

Verification: Results DO NOT

match Invoice


ASSIST


Q1 Q2 Q3 ANL

Actual % spent 28.2% 24.20% 22.25% 74.92%

As Measured By Description of method for gathering data and measuring objective. Forecasts, trend analyses, and budget management are balanced, with no deficit spending and with no significant surplus of funds that have been contracted for services. All documentation is available for review.


GENERAL CONTRACT ADMINISTRATION OUTCOMES AND OUTPUTS

(1) 90% of families served shall report satisfaction with services, including cultural competency/sensitivity, sensitivity of services to specials needs, customer-

friendliness, usefulness of services provided, efficiency of service, and convenience of hours and location of services.* (GEN-OBJ1) SCHOOL

READINESS Report Actual Numbers

ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 90%

1a. Month survey distributed Jul-Aug-Sep 2014

Oct-Nov-Dec 2014

Jan-Feb-Mar 2015


ACTION TYPE:

Corrective Action

P a g e | 17

1b. Number of surveys distributed 955 930 1920 3,805

Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No

Adjustment REQ Follow-Up REQ

or TECHNICAL ASSIST

For Action Responses

See End of Report Q1 Q2 Q3 ANL

1c. Total number of families returning a survey 703 781 989 2,473

1d. Total Number of families reporting overall satisfaction 652 750 938 2,340

1e. Total Number of families overall satisfied 640 728 914 2,282

1d % Overall Satisfied 98% 97% 97% 98%

As Measured By:

Description of method for gathering data and measuring objective: Counselors distribute Customer Satisfaction Surveys to all client assessed to determine eligibility. Clients are advised that the survey can be completed anonymously and can be submitted by placing them in the “Surveys” box dedicated to that purpose in the reception area. Surveys are tabulated each quarter to verify the level of Customer Satisfaction achieved by FCI. FCI is proud to report an overall score above target; we share surveys outcomes during staff and team meetings.

Document sources reviewed: 1)Blank Satisfaction Survey; 2) Satisfaction Surveys from families; and 3) Summary of analyzed results tallied for individual categories.


NUMBER RESPONDED

NUMBER SATISFIED

PERCENTAGE Family Central provides CONVENIENT SERVICE LOCATION

Number Responded

Number Satisfied

Percentage

July-September 2014 666 644 97% July-September 2014 693 662 96% October-December 2014 737 715 97% October-December 2014 762 725 95% January-March 2015 941 914 97% January-March 2015 973 937 96% April-June 2015 April-June 2015

YTD 2,344 2,273 97% YTD 2,428 2,324 96%

Family Central staff is CUSTOMER-FRIENDLY

Number Responded

Number Satisfied

Percentage Family Central provides CONVENIENT SERVICE HOURS

Number Responded

Number Satisfied

Percentage

July-September 2014 695

675 97% July-September 2014 687 665 97%

P a g e | 18


Number Responded

Number Satisfied

Percentage Family Central staff demonstrates SENSITIVITY to the NEEDS OF “SPECIAL NEEDS CLIENTS”

Number Responded

Number Satisfied

Percentage

July-September 2014 695 675 97% July-September 2014 23 22 96% October-December 2014 773 749 97% October-December 2014 27 23 85% January-March 2015 976 954 98% January-March 2015 25 25 100% April-June 2015 April-June 2015

YTD 2,444 2,378 97% YTD 75 70 93%

(2) 85% of providers using ELC2 services shall report overall satisfaction with services, including cultural competency/sensitivity, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of access.*

(GEN-OBJ2) – SCHOOL READINESS

Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 85% 2a. Month survey distributed 0 600 0 600 Contract Manager

Quarterly Desk Review

October-December 2014 772

746 97% October-December 2014 765 741 97%

January-March 2015 980 951 97% January-March 2015 969 938 97% April-June 2015 April-June 2015

YTD 2,447 2,372 97% YTD 2,421 2,344 97%

Family Central provides EFFICIENT SERVICES

Number Responded

Number Satisfied

Percentage

July-September 2014 695 672 97% October-December 2014 765 744 97% January-March 2015 973 939 97% April-June 2015

YTD 2,433 2,355 97%

P a g e | 19

2b. Number of surveys distributed Q1 N/A Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No

ACTION TYPE:


or TECHNICAL

ASSIST


Q1 Q2 Q3

ANL

2c. Total number of providers returning a survey 0 47 0 47

2d. Total Number of providers reporting overall satisfaction 0 34 0 34

2e. % Overall Satisfied 0 74% 0 74%

As Measured By

Description of method for gathering data and measuring objective. Description of method for gathering data and measuring objective. Provider surveys are distributed twice a year, the target audience is the total of providers paid. Surveys are mailed to all SR providers along with attendance sheets and reimbursement back up documentation. As providers returned the surveys data is gathered and tallied in accordance to the individual categories. FCI is proud to report an overall score above target; we share surveys outcomes during staff meetings.


My call was returned w/in 48 HRS of initial CONTACT

Number Responded

Number Satisfied

Percentage Family Central provides EFFICIENT SERVICES

Number Responded

Number Satisfied

Percentage

July-September 2014 0 0 0 July-September 2014 0 0 0 October-December 2014 46 34 74% October-December 2014 45 41 91% January-March 2015 0 0 0 January-March 2015 0 0 0 April-June 2015 April-June 2015

YTD 46 34 74% YTD 45 41 91%


Number Responded

Number Satisfied


Number Responded

Number Satisfied

Percentage

July-September 2014 0 0 0 July-September 2014 0 0 0 October-December 2014 43 41 95% October-December 2014 46 44 96%

P a g e | 20


Number Responded

Number Satisfied


Number Responded

Number Satisfied

Percentage

July-September 2014 0 0 0 July-September 2014 0 0 0 October-December 2014 47 41 87% October-December 2014 45 41 91% January-March 2015 0 0 0 January-March 2015 0 0 0 April-June 2015 April-June 2015

YTD 47 41 87% YTD 45 41 91%

(3) 85% of providers using ELC2 services shall report overall satisfaction with services, including cultural competency/sensitivity, customer-friendliness, usefulness of services provided, efficiency of service, and convenience of access.*

(GEN-OBJ2) –VOLUNTARY PREKINDERGARTEN


Target 85%

2a. Month survey distributed Sept 2014

445 Dec, 2014

414 Mar,2015

441



Action Needed?

Yes No


or TECHNICAL

ASSIST


2b. Number of surveys distributed

2c. Total number of providers returning a survey 19 160

108

2d. Total Number of providers reporting overall satisfaction 16 137 95

2e. % Overall Satisfied 89% (with one no

91% (151 responses) 89%

January-March 2015 0 0 0 January-March 2015 0 0 0 April-June 2015 April-June 2015

YTD 43 41 95% YTD 46 44 96%


Number Responded

Number Satisfied

Percentage

July-September 2014 0 0 0 October-December 2014 46 42 91% January-March 2015 0 0 0 April-June 2015

YTD 46 42 91%

P a g e | 21

response)

Q1 Q2 Q3

ANL As Measured By

Description of method for gathering data and measuring objective. All VPK providers surveyed the last month of every quarter. Count taken of returns and count and % taken of Overall satisfaction and other questions


My call was returned w/in 48 HRS of initial CONTACT

Number Responded

Number Satisfied

Percentage Family Central provides EFFICIENT SERVICES

Number Responded

Number Satisfied

Percentage

July-September 2014

18

13

72%

July-September 2014 Question added to Q2

survey

October-December 2014 152 114 75% October-December 2014 71 59 83% January-March 2015 102 75 74% January-March 2015 107 84 79% April-June 2015 April-June 2015

YTD 272 202 74% YTD 178 143 80%


Number Responded

Number Satisfied


Number Responded

Number Satisfied

Percentage

July-September 2014 19 18 95% July-September 2014 18 16 89% October-December 2014 159 142 89% October-December 2014 151 137 91% January-March 2015 107 93 87% January-March 2015 107 95 89%


Number Responded

Number Satisfied


Number Responded

Number Satisfied

Percentage

July-September 2014 17

17

100%


survey

October-December 2014 143 133 93% October-December 2014 71 51 72% January-March 2015 98 90 92% January-March 2015 105 81 77% April-June 2015 April-June 2015

YTD 258 240 93% YTD 176 132 75%

P a g e | 22

April-June 2015 April-June 2015 YTD 285 253 89% YTD 276 248 90%

SCHOOL READINESS (SR) and/or VOLUNTARY PREKINDERGARTEN (VPK) PERFORMANCE SPECIFICATIONS

(1) 100% of parents/guardians receiving eligibility determination services (SR and VPK) shall also receive child care resource and referral services through the Child Care Resource and Referral and Family Education and Supports (ELC 1) Service Provider. (COALITION monitoring standard shall be 95%, but documentation must be corrected to 100% if errors are discovered at monitoring, where possible.)

(SR-VPKOBJ1) Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 100%

1a. Number of files reviewed School Readiness

40 44 40 124



Action Needed?

Yes No


or TECHNICAL ASSIST



VPK

N/A for VPK.

Parents enroll on

line

N/A for VPK.

Parents enroll on

line

N/A for VPK.

Parents enroll on

line

1b. Number of families in file review who were offered CCR&R services. School Readiness

40 44 40 124

VPK

N/A for VPK Parents

enroll on line

N/A for VPK.

Parents enroll on

N/A for VPK.

Parents enroll on


Number Responded

Number Satisfied

Percentage


survey

October-December 2014 70 66 94% January-March 2015 107 95 89% April-June 2015

YTD 177 161 91%

P a g e | 23

line line

1c. Number of families who received CCR&R Services School Readiness

40 44 40 124

VPK

N/A for VPK Parents

enroll on line

N/A for VPK.

Parents enroll on

line

N/A for VPK.

Parents enroll on

line

1d. Percentage of families enrolled received CCRR services School Readiness

40 44 40 124

VPK

N/A for VPK Parents

enroll on line

N/A for VPK.

Parents enroll on

line

N/A for VPK.

Parents enroll on

line

As Measured By

Description of method for gathering data and measuring objective. N/A for VPK. For School Readiness purposes, Family Central has in place a system in which all clients received the CCR&R information prior to determine eligibility. Client acknowledgment of such activity is kept in client’s file.

Document sources reviewed:

(2) 100% of families’ eligibility determination (SR and VPK) and redetermination (SR) shall be determined accurately in accordance with the State of Florida applicable statutory, regulatory and local COALITION eligibility and re-determination policies and guidelines. (COALITION monitoring standard shall be 95%, but documentation must be corrected to 100% if errors are discovered at monitoring, where possible.)

(SR-VPKOBJ2) – SCHOOL READINESS Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 100%

2a.1. Number of SR client files reviewed

40 44 40 124 Contract Manager Quarterly Desk Review Q1 N/A

ACTION TYPE: Corrective Action Adjustment REQ

P a g e | 24

2b.1. Number of SR client files containing all required elements

35 29 32 96 Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No

Follow-Up REQ or

TECHNICAL ASSIST


Q1 Q2 Q3 ANL

2c.1. Number of SR client files which did not contain the required elements at time of review

5 15 8 28

2d.1. Number of SR client files corrected 5 15 8 28

2e. Percentage achieved prior to correction N=b/c

88% 65% 80% 78%

2f. Percentage achieved after correction in reviewed quarter N=b/d

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. Files are randomly selected to be monitored by the EDE Quality Assurance Liaison. Reports are completed and forwarded to management team and counselors to assure correction as well as to provide technical assistance as needed. During the second quarter of the current Fiscal Year, as a part quality assurance process, the files selected were processed by the new counselors. The error level is high as it is expected but the system served two purposes, identify areas of improvement and establish training priorities.

Document sources reviewed: FCI internal audit reports of randomly selected Client Files for eligibility monitoring

CONTINUED (SR-VPKOBJ2) – VOLUNTARY PREKINDERGARTEN


Target

100%

2a.2. Number of VPK client files reviewed

5,809 509 163 6,481 Contract Manager Quarterly Desk Review Q1 N/A Q2 N/A Q3 N/A Verification:

Results DO NOT match Key Data


or TECHNICAL ASSIST


See End of Report

2b.2. Number of VPK client files containing are required elements

5,809 509 163 6,481

2c.2. Number of VPK client files which did not contain the 0 0 0 0

P a g e | 25

required elements at the time of review

Report


Q1 Q2 Q3 ANL 2d.2. Number of VPK client

files corrected 0 0 0 0

2.e.2 Percentage achieved prior to correction N=b/a

100% 100% 100% 100%

3f. Percentage achieved after correction in reviewed quarter 100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. Review of client application before entering data into EFS.

Document sources reviewed: FCI internal audit reports of randomly selected Client Files for eligibility monitoring

(3) 100% of SR application processing and (SR and VPK), determination of co-payments and provision of financial assistance for school readiness child care to all families shall be performed in accordance with the State of Florida applicable statutory, regulatory and local COALITION service priorities; as funding permits. (COALITION monitoring standard shall be 95%, but documentation must be corrected to 100% if errors are discovered at monitoring, where possible.)


Target 100%

3a. Number of SR client files reviewed 40 44 40 124



Action Needed?

Yes No


or TECHNICAL ASSIST



3b. Number of SR client files containing all required elements

39 39 40 124

3c. Number of SR client files not containing the required elements at time of review

1 5 8 14

3d. Number of SR client files with all required elements corrected

40 44 40 124

P a g e | 26

3e. Percentage achieved prior to correction N=b/a

98% 89% 80% 89%

3f. Percentage achieved after correction within the reviewed quarter

100% 100% 100% 100%

3g. Number of SR client files accurately calculated and managed at time of review

39 38 32 109

3h. Number of SR client files not accurately calculated and managed at time of review

1 6 8 15

3i. Number of files corrected 1 6 8 15

3j. Percent achieved prior to correction

98% 89% 80% 89%

As Measured By

Description of method for gathering data and measuring objective. EDE files are randomly selected to be monitored. FCI reports a 100% of compliance as corrections are made and technical assistance is provided to counselors to correct the deficiencies. The final outcome must bring the files to a 100% of compliance as corrective actions are implemented as a part of the close loop process of files review. Elements reviewed are: all source of Income, proof of income, other income, SR application, D.O.Bs, birth certificates, transcripts and other pertaining documentation. Social Security numbers, proof of residence. Current phone ID. Provider authorization, Eligibility dates in accordance to referrals or authorization period. Income worksheet and it calculation. Parent fees. Terms and Conditions. Client rights and responsibilities. Client’s signatures and all pertaining documentation or counselor note verifying client signature is on file. Eligibility funding’s. Referrals if applicable. Client information form, family size back up documentation Child’s calendar, care level, funding match and enrollment verification from documentation on file vs. EFS. Provider’s rate. Parent/guardian contact information (address, phone number). Demographic Screen on EFS completion vs. documentation on file. Imaging of file. Follow ups reviews set and accomplished. History notes, tracking on EFS of all relevant actions pertaining case on EFS. Please note that files are in compliance and any corrective action must be implemented by counselor once the file review is completed and technical assistance is provided to

Document sources reviewed: 1) Copy of Enrollment procedures that delineates compliance with Coalition service priority groups; FCI internal audit reports of randomly selected Client Files for eligibility monitoring

P a g e | 27

counselor. The most meaningful part of the file review process is to bring the file to a 100% of compliance.

(4). 100% families receiving VPK services or financial assistance for school readiness child care shall receive such assistance only for legally operating facilities.


Target

100%

4a. Number of SR client files reviewed 40 44 40 124



Action Needed?

Yes No


or TECHNICAL ASSIST



4b. Number of SR child care settings in review 40 44 40 124

4c. Number of SR settings found to be legally operating # Licensed

40 44 40 124

# Registered (substantial compliance) Not a category for licensing in Broward

0 0 0

0

# Informal 0 0 0 0

4d. Percent in legally operating facility _______________

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. FCI only contracts with legally operated childcare providers, therefore 100% of parents/guardians served by FCI

Document sources reviewed: 1) Copy of list of all legally operating child care facilities including addresses,

P a g e | 28

receiving financial assistance for child care only participate of this kind of settings. located in Broward County; and 2) FCI internal audit reports of randomly selected Client Files for eligibility monitoring evidencing children enrolled in legally operating provider sites.



Target

100%

4a.2. Number of VPK client files reviewed 5,809 509 163 6481



Action Needed?

Yes No


or TECHNICAL ASSIST



4b.2. Number of VPK child care settings in review 474 503 498 503

4c.2. Number of VPK settings found to be legally operating # Licensed

426 455 452 455

# Registered (substantial compliance)

15 15 15 15

# Public School 0 (33 in

school based sites)

0 (33 in school

based sites 31 33

4d.2. Percent in legally operating facility _______________

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. Review of approved VPK providers against CCR&R database by provider type.

Document sources reviewed: 1) Copy of list of all legally operating child care facilities including addresses, located in Broward County; and 2) FCI internal audit

P a g e | 29

reports of randomly selected Client Files for eligibility monitoring evidencing children enrolled in legally operating provider sites.

(5). Provider transfers shall be processed within three (3) to five (5) business days of initial completed request.


Target

95%

5a.1. Number of SR parent requested provider transfers 540 308 332 1,180



Action Needed?

Yes No


or TECHNICAL ASSIST



5b.1. Number of SR provider transfers processed 540 308 332 1,180

5c.1. Number of SR transfers processed within three (3) to five (5) days

540 308 332 1,180

5d.1. Percent of SR transfers processed within three (3) to five (5) business days

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. FCI’s appointment calendar is the tool used to track and depicts statistically and accurately the provider transfers executed. However, it is important to establish that even though the transfers are requested, there is a number of cases were the client does not supply to FCI the required documentation, specifically the “0” balance notice. FCI cannot complete a transfer unless it is provided. This may affects the percentage achieve even though once documentation is received transfers are completed. For (SR-OBJ11) FCI achieves 100% score as transfers are completed within the mandated three days once “0 balance notice is provided.


P a g e | 30

CONTINUED (SR-VPKOBJ5) – VOLUNTARY

PREKINDERGARTEN Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target

95%

5a.2. Number of VPK parent requested provider transfers 163 290 278 731



Action Needed?

Yes No


or TECHNICAL ASSIST



5b.2. Number of VPK provider transfers processed 163 290 278 731

5c.2. Number of VPK transfers processed within three (3) to five (5) days

157 278 276 711

5d.2. Percent of VPK transfers processed within three (3) to five (5) business days N=c/a

96.3% 96% 99% 97%

As Measured By

Description of method for gathering data and measuring objective. Review pf Transfer assignment log and EFS for completion date


(6) 100% of provider contract eligibility requirements shall be determined accurately according to State of Florida rules, policies and procedures and local COALITION guidelines. (COALITION monitoring standard shall be 95%, but eligibility documentation must be corrected to 100% if errors are discovered at monitoring, where possible).

(SR-VPKOBJ6) – SCHOOL READINESS Report Actual Numbers ELC REVIEW

P a g e | 31

QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target 100%

6a.1. Number of SR provider files reviewed 50 44 40 134



Action Needed?

Yes No


or TECHNICAL ASSIST



6b.1. Number of SR provider files determined accurately as having all the eligibility requirements

50

44

40

134

6c.1. Number of SR Provider files which did not contain the required elements at the time of review

0 0 0 0

6d.1. Number of SR Provider files corrected

0

0

0

0

6e.1. Percent achieved prior to corrections

100% 100% 100% 100%

6f.1. Percent achieved after corrections

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. .Files are randomly selected and the pertaining elements are checked, outcomes are reported on a tracking log.

Document sources reviewed: FCI internal audit reports of randomly selected Client Files for eligibility monitoring evidencing provider eligibility has been determined accurately.



P a g e | 32

Target 100%

6a.2. Number of VPK provider files reviewed 25 96 121 121



Action Needed?

Yes No


or TECHNICAL ASSIST



6b.2. Number of VPK provider files determined accurately as having all the eligibility requirements

25 95 121 121

6c.2. Number of VPK files which did not contain the required elements at the time of review

0 1 121 1

6d.2. Number of VPK files corrected N/A 1 0 1 6e.2. Percent achieved prior to corrections 100% 99% 100% 100%

6f.2. Percent achieved after corrections

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective: .Internal audit reports. Document sources reviewed: FCI internal audit reports of randomly selected Client Files for eligibility monitoring evidencing provider eligibility has been determined accurately.

(7) 100% of providers who receive VPK funds or serve children, whose families receive financial assistance from school readiness funds, must maintain a current executed Provider Service Agreements/Contract prior to enrolling children or receiving payment. Contractor Responsibilities: (1) The Contractor shall survey providers to determine if they will charge additional fees other than transportation and late pickup fees and those in accordance with the Parent Co-Payment Schedule as established by the Coalition. This information shall become a part of the Provider/Service Agreement. (2) The Contractor shall survey providers to determine if they will participate in Quality Improvement Supports (QIS) offered by the Coalition and its partners. This information shall become part of the Provider/Service Agreement. (3) The Contractor shall survey providers to determine what Curriculum is used by the program in accordance with Section 1002.82(2)(l), Florida Statutes and what child assessment tools are used in accordance with Section 1002.88, Florida Statutes to determine child progress in the program. This information shall become part of the Provider/Service Agreement.

(SR-VPKOBJ7) SCHOOL READINESS Report Actual Numbers ELC REVIEW

P a g e | 33

QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target

100%

7a. Number of providers who were paid with school readiness funds in Fiscal Year 2014-2015 Broward

558 556 548 594



Action Needed?

Yes No


or TECHNICAL ASSIST



Number of providers who were paid with school readiness funds in Fiscal Year 2014-2015 Dade

26 25 23 29

Number of providers who were paid with school readiness funds in Fiscal Year 2014-2015 Palm Beach 2 3 4 4

7b. Number of providers with executed service agreements serving children:

683 N/A N/A N/A 683

Total number of executed contract. Effective July 1st

671 N/A N/A N/A 671

Number of providers with executed service agreements serving children:

N/A 697 N/A N/A 697

Total number of executed contract. Effective October 1st

N/A 686 N/A N/A 686

P a g e | 34

Number of providers with executed service agreements serving children

N/A N/A 709 N/A 709

Total number of executed contract Effective January 1st

N/A N/A 699 N/A 699


N/A N/A N/A

Total number of executed contract Effective April 1st

N/A N/A N/A

7c. Number of providers with children enrolled Broward

586 574 562 620

7d. Percent achieved of providers with executed agreements prior to receiving payments

100% 100% 100% 100%

7e. Percent achieved of providers with executed agreements prior to enrolling children

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. Document sources reviewed: 1) Report and analysis of providers with signed service agreements including data regarding charges for additional fees, curriculum, and usage of child assessments tools; 2) EFS/R&R Report of Broward County providers who agree to serve school readiness children; 3) Excel analysis of all Broward Providers who received payment for serving a child in FY vs. providers with executed service agreements; and 4) FCI randomly selected Provider Files reviewed. (spreadsheet aggregate data of

P a g e | 35

attachments)

CONTINUED (SR-VPKOBJ7) VOLUNTARY PREKINDERGARTEN


Target

100%

7a.2. Number of providers who were paid with VPK funds in Fiscal Year 2014-2015 Broward

428 491 498 509



Action Needed?

Yes No


or TECHNICAL ASSIST



7b.2. Number of providers with executed service agreements serving children:

428 491 498 509

Total number of executed contract. Effective July 1st

501 514 528 528


428 491 498 509

Total number of executed contract. Effective October 1st

P a g e | 36

Number of providers with executed service agreements serving children :

428 491 498 509

Total number of executed contract Effective January 1st

Number of providers with executed service agreements:

Total number of executed contract Effective April 1st

7c.2. Number of providers with children enrolled Broward VPK

428 491 498 509

7d.2. Percent achieved of providers with executed agreements prior to receiving payments

100%

100%

100%

100%

7e.2 Percent achieved of providers with executed agreements prior to enrolling children

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. Review of EFS and Paid provider reports

Document sources reviewed: 1) Report and analysis of providers with signed service agreements including

P a g e | 37

data regarding charges for additional fees, curriculum, and usage of child assessments tools; 2) EFS/R&R Report of Broward County providers who agree to serve school readiness children; 3) Excel analysis of all Broward Providers who received payment for serving a child in FY vs. providers with executed service agreements; and 4) FCI randomly selected Provider Files reviewed. (spreadsheet aggregate data of attachments)

(8) 100% of providers (SR and VPK) shall receive on-going technical assistance and/or training on all policies, procedures and rules necessary to implement the program at their site; additionally, all newly contracted providers shall receive orientation information on SR and VPK programs prior to delivery of said services. (COALITION monitoring standard shall be 90%, but must be corrected to 100% if errors are discovered at monitoring.

(SR-VPKOBJ8) –SCHOOL READINESS Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target

95%

8a. Number of provider requests for assistance School Readiness

420 667 831 1,918



Action Needed?

Yes No


or TECHNICAL ASSIST



VPK

139 97 78 314

8b. Number of provider requests that received help within two (2) business days School Readiness

420 656 830 1,906

VPK

139 97 78 314

8c. Number of new providers (unduplicated) who attended orientation prior to delivering services School Readiness

15 9 5 29

P a g e | 38

VPK

9 7 0 16

8d. Number of orientations conducted School Readiness

15 9 5 29

VPK

2

1 2

5 8e. Percent achieved School Readiness

100%

100%

100%

100%

100%

100%

100%

100%

VPK

As Measured By

Description of method for gathering data and measuring objective. Orientation spreadsheet Document sources reviewed: 1) Service Agreement Daily Phone Log Report; and 2) Provider Call Tracking Log.

(9) SR and VPK Provider Service Agreements/Contract not monitored in the FY 2013-2014 contract year or previously monitored providers suspected of fraud shall be monitored for compliance. Deficiencies found through the monitoring process shall be documented and corrected within two weeks. Contractor Responsibilities: (1) The Contractor shall establish and maintain an approved internal quality improvement process to assess its performance and that of the early learning child care providers holding a Provider/Service Agreement. (2) Early Care and Education services under this Contract shall be purchased through the provision of a Provider/Service Agreement in accordance with Florida Statutes. The ELC 2 Service Provider shall develop written procedures for post-audit attendance monitoring of Providers providing services pursuant to Provider/Service Agreements. Post-audit attendance monitoring by the ELC 2 Service Provider must occur according to Coalition policy. (3) The Contractor shall conduct post-audit attendance monitoring of Providers to determine whether services which have been authorized and for which payment has been made were actually performed.


Target 9a. Number of PAID providers with executed Service 590 603 603 605 660



P a g e | 39

100% Agreement for FY 2013-2014 Number of PAID providers with executed Service Agreement for FY 2014-2015 Total number of PAID providers w/ executed Service Agreement for FY 2013-2014 and FY 2014-2015

586 584 575 627 Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No


or TECHNICAL ASSIST



679 693 709 709

9b. Total providers monitored only in FY 2013-2014 71 56 84 121 332

14c. providers monitored only in 2014-2015: 113 79 61 253 14d. Total Percent achieved 2013-2015: 66% 76% 83% 76%

VPK Target 100%

Number of PAID providers with executed Service Agreement for FY 2013-2014

505 505 505 505

Number of PAID providers with executed Service Agreement for FY 2014-2015

428 491 498 509

Total number of PAID providers w/ executed Service Agreement for FY 2013-2014 and FY 2014-2015

505 505 505 505

Total providers monitored only in FY 2013-2014 357 357 357 357

Providers monitored only in 2014-2015: 68 61 70 199

Total Percent achieved 2013-2015: 84% 96% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. # of providers compared against number of PAAM monitoring’s completed

Document sources reviewed: : 1) List of Providers with executed Service Agreements, including addresses and provider ID; 2) SR PAAM Activity Report 3) EFS

P a g e | 40

list of Providers serving children whose families receive financial assistance from school readiness funds 4) Data analysis report review of EFS report of paid providers during FY vs. total providers monitored for Fiscal years covered.

(10) 100% of providers serving children whose families receive financial assistance from school readiness funds adhere to immunization and health requirements per the Provider Service Agreement/Contract. (COALITION monitoring standard shall be 90%, but enrollment documentation must be corrected to 100% if errors are discovered at monitoring.)

(SR-OBJ10) Report Actual Numbers ELC REVIEW QTR 1 QTR 2 QTR 3 QTR 4 YTD

Target

100%

10a. Number of providers (all) who were paid with school readiness funds in FY2014-2015 Broward ___________

558 556 548 594



Action Needed?

Yes No


or TECHNICAL ASSIST



Dade ______________ 26 25 23 29

Palm Beach ___________ 2 3 4 4 10b. Percent achieved

100% 100% 100% 100%

As Measured By

Description of method for gathering data and measuring objective. Document sources reviewed: 1) List of providers FCI reviewed for immunization and health information compliance through PAAMs detailing number of providers who correctly obtained immunization and health information

(11). 100% of Voluntary Prekindergarten provider data shall be regularly shared with the ELC 1 Service Provider in order to ensure an accurate and up to date provider database.


Target 100%

11a. Number of approved VPK Providers 501 514 528 528



P a g e | 41

11b. Frequency of data sharing 1 4 15 20

Q1 N/A Q2 N/A Q3 N/A Verification:


Action Needed?

Yes No


or TECHNICAL ASSIST



11c. Method/Types of data sharing email

email email

11d. Percent achieved

100%

100%

100% 100%

As Measured By

Description of method for gathering data and measuring objective. E mails for changes with providers

Document sources reviewed: : 1) Copy of Procedures and/or Policy; 2) Copy of VPK provider profile lists, including addresses; and 3) Evidence of shared data on a regular basis.

42

ATT1: Required Action Responses ATT 1 Contract Name: Eligibility Determination, Application Processing, Slot Management and Provider Payment Contract Number: FCI-EDAP-14-ELC2 Service Provider: Family Central, Inc. (FCI) The following identified actions needing response, summarize issues that the Coalition’s Staff observed during reviews of Family Central, Inc. (FCI) activities. For all action types identified and needing either a corrective action, an adjustment/follow-up required, and/or technical assistance, Recommendations and Required Actions address the steps that the SERVICE PROVIDER should take to address/correct the observed issue or noncompliance and the numbered contract items on the attached Quarterly/Annual Program Performance Narrative Report. For corrective actions, process shall review and revise applicable policy and procedures and include the following: (1) identify the cause of the initial finding, (2) demonstrate how to ensure continued compliance, (3) how to ensure preventative future findings.

DEFINE MEASURE & ANALYZE IMPROVE CONTROL

Action # Date Contract Item Action Type Required Action Due Date FCI Response ELC Response

Approved/Denied Recommendations for

Improvement

Date Monitored for

Action Implemented

#1 FCI-EDAP-14-ELC2 02/23/2015 GENOBJ2


Describe the actions to be taken to improve provider satisfaction during the 3rd quarter?

Ongoing through the next quarter

#2 FCI-EDAP-14-ELC2

02/23/2015 SRVPKOBJ3 Technical Assistance

Although files have been corrected to 100%, describe what actions have been implemented to ensure co-payment fees are calculated per statute.

Include in the description on the 3rd quarter report

#3 FCI-EDAP-14-ELC2

02/23/2015 SRVPKOBJ2 Technical Assistance

Describe the actions that have been or will be implemented to ensure that clients are accurately determined /re-determined.

Include in the

description on the 3rd quarter report

#4 FCI-EDAP-14-ELC2 02/23/2015 SRVPKOBJ9 Technical

Assistance Describe what strategies are in place to ensure

Include in the

43

that providers receive a PAAM as outlined in the contract.

description on the 3rd quarter report

#5 FCI-EDAP-14-ELC2

02/23/2015 ClientsToBeServed

Results Don't MATCH KEY

DATA

Describe how FCI calculates the VPK children served on a monthly basis. The key data does not match the total number quoted in this report.

Include this description in the 3rd quarter report

#6 FCI-EDAP-14-ELC2

BRIEFSUMMARYOFSRSERVICESHIGHLIGH

T

Follow-Up Required

Describe what is being done by FCI to make the community aware of what is being done for early learning, school readiness and VPK


#7 FCI-EDAP-14-ELC2

SRVPKOBJ2 Follow-Up Required

Does FCI monitor EFS files for completeness and accuracy?

Include this response in

the 3rd quarter report

#8 FCI-EDAP-14-ELC2

SRVPKOBJ4 Adjustment Required

As all substantial compliance centers in Broward are considered to be registered, does the “0” indicate that there are no service agreements with registered providers for this year 2014-2015?



#9 FCI-EDAP-14-ELC2

SRVPKOBJ4 Follow-Up Required

Are the SR orientations one-on-one or are they


44

group sessions? How are they advertised?


# 10 FCI-EDAP-14-ELC2

SRVPKOBJ9 Adjustment Required

Verify the calculations in this objective and adjust the numbers accordingly.


Date post:	12-Jul-2020
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times