Annual Report Community Development Institute

Contract #HHSP233201700041CProject Option Year #3

May 22, 2020-May 21, 2021

OFFICE OF HEAD STARTINTERIM MANAGEMENT

Report ContentsSection OneAt a Glance – pg. 3Highlights – pg. 4

Services During COVID-19Remote ServicesIn-Person ServicesFamily Engagement and EnrollmentManaging Critical NIM Activities VirtuallySuccessful Multistate TransitionFacilities Accomplishments Using Data in Programs Transition Works HighlightsRPFI’s Expanded ScopeSF-429 Team Learnings

Trends Across Interim Management - pg. 14CAREs Act Funding in programs

Looking Forward - pg. 15In-Person Comprehensive ServicesInterim Management OperationsTransition Works Operations

Section Two Contract Task Fulfillment - pg. 16

1. Kick-off Meeting2. Develop Written Materials3. Working with Central Office Staff4. Monthly Travel Plan5. Problem Notification Reports6. Quality Assurance Meetings7. Annual Report8. Final Report9. Transition-Out Plan10. Assume Role of Interim

Management Grantee11. Operations and Monitoring 12. Technical Assistance and Training 13. Communication Systems and

Network 14. Grantee Transition

AttachmentNIM Monthly Report, May 2021

Executive SummaryThis Annual Report fulfills contract task 7 providing the Office of Head Start (OHS) with an update of Community Development Institute’s (CDI) past year of National Interim Management (NIM) services. The report begins by highlighting themes, major events, as well as accomplishments of note.

In Section One, we begin with facts and figures in At a Glance. Highlights, demonstrate how our programs have worked in service of children and families during the COVID-19 pandemic. Additional highlights include facilities realizations, use of data to monitor programs, and status updates from Transition Works (TW) and the Real Property Facilities Initiative (RPFI).

Trends Across Interim Management takes a closer look at how programs have used C3 CARES Act funding to support program operations. In Looking Forward, we share key areas of focus for the coming year.

Finally, in Section Two, we demonstrate how we are fulfilling the contract tasks by providing a response to each task. A history of programs CDI has served since 2000 is found in the final Attachment.

Front Cover: EHS Child enjoying a snack, West Central MO. 1

Section One

2

NIM At a GlanceFacts and Figures from the 2020-2021 contract year

29 Programsover the course of the year, 11 at contract year end

243 since 2000

CDI Head Start has employed 32,614early childhood professionals since 2000!

11 Regions All 12 since 2000

5 Startups 18 program transitions to 24 replacement grantees and 1 program closure

Head Start Program Operations $107

CDI Head Start Federal Funding Managed ($ Millions)

CACFP$6

Interim Management

Transition Works

Facilities Assessments68 Properties had Federal Interest

103

Service Areasacross 12 states, the District of Columbia and Puerto Rico

20

8 Regional Offices

Real Property Facilities Initiative

Properties with unprotected FI815

Properties Reviewed by experts

1,713

166 Properties with FI Discovered

DRS Cohort 2020

1,742 EHS

Funded Enrollment

16,788 HS

Check Out our New Video NIM Introduction!

Or visit:https://tinyurl.com/CDI-IntroScan Me!

$2

CARES Act COVID-19 Funds

Since inception in 2018 3

Program Services during COVID-19:Remote to In-Person

79% of children received in person services in April 2021, up from 34% in August 2020

23% increase in enrollment since February 2021

Child working on patterns, West Central MO

4

Providing for Children and FamiliesSupporting our children and families during the unprecedented, ever-changing, community circumstances during the COVID-19 pandemic is our priority. As the pandemic has unfolded, we’ve continued to find responsive ways to meet family needs within the communities we serve with a spirited focus to return fully to in-person services.

From top: prepping CACFP food kit for delivery; EHS child receives supplies; decorated bus for birthdays; pumpkin carving family night

Supporting Remote Services• Educational packets were provided to families with tools to engage their

children in learning activities. Materials ranged from white boards, crayons and pencils to science materials such as thermometers, shaking eggs for movement and music, and stacking boxes for fine motor and math skills.

• The Cape Cod program partnered with a local farmers market on the island of Nantucket to provide fresh foods such as apples, carrots, and potatoes to families during an island food shortage.

• Buses were still used for educational material delivery and were decorated on children’s birthdays to foster a sense of community and togetherness.

• Family Nights were organized via Zoom and thoughtfully crafted with fun activities for the whole family. In Lake County, IL, a fall-time virtual pumpkin carving event was a blast for all participants.

• Promoting movement and physical activity for children at home was a fun way to engage children and families. Class songs and dances, at-home obstacle course, and outside distanced events were ways programs kept children and families on the move.

Returning to In-Person Services• In person services required changes to drop-off and pick up procedures, as

well as increased documentation and safety measures.• Getting ready to re-enter the classroom, teachers helped children acclimate

to new health and safety procedures such as temperature checks and new handwashing protocols by including these items on the daily schedule.

• As children received meals, the CACFP team worked with staff members to modify mealtime practices to limit possible viral transmission, while maintaining the benefits of family style dining. This entailed pre-plating of food while keeping the staff-child interactions at the mealtime table.

• Each program designed and implemented a re-opening plan to work towards in-person services when it was safe to do so. In September 2020, 34% of children were served in person, 66% were served remotely. Towards the end of the school year, in April 2021, 79% of children were served in person, 21% were served remotely or hybrid.

Prioritizing Family Engagement + Enrolling New Families• CDI works with Family Advocates (FAs) to support families in setting goals.

FAs are trained to help families divide goals into smaller steps to make them actionable. Actions and follow-up are tracked in our electronic database.

• In Rockaway Beach, one parent’s goal was better health by lowering her blood pressure; program staff helped follow up to ensure she visited a Primary Care doctor, followed healthy eating and exercise habits and in May 2021, learned her blood pressure was back to normal levels.

• In Southeast Arkansas, staff helped a family set a financial goal of better personal money management. Over the program year, the family was able to establish an emergency savings fund and paid all bills on time for three consecutive months.

• Springtime is synonymous with heavy enrollment recruiting efforts. Since February, enrollment across CDI HS programs has increased by 23%.

5

Managing Critical NIM Activities Safely

18 programs transitioned to new grantees

359 employees were hired virtually during 5 remote Startups this year

Temperature Check, Lake County, IL

6

Remote Activities Keep Interim Management Moving During the summer of 2020, CDI managed five Startups. During these months, travel restrictions were tight across the country, which meant CDI had to re-create completely online, remote processes and protocols for Startups within a few weeks notice. Over the course of the five Startups, CDI hired 359 employees using paperless hiring processes, built rapport and developed relationships over Zoom video conferencing, provided pre-service trainings virtually, and licensed 30 centers.

The CDI team also managed 24 mostly virtual transitions of 18 program areas. We’ve continued to support and monitor program operations virtually using child tracking software and program monitoring data tools and resumed onsite visits as it was safe to do so. As a result of a year of mostly virtual support, we’ve refined our practices to determine when on-site travel is required, and when we can support programs effectively virtually. This is a long-term benefit to continue providing the Office of Head Start with exceptional interim management services.

Vermilion, Iroquois, Ford Counties, IL Parent Meeting

Success in Managing a Complex Transition for Multi-StateThe Multi-State Migrant Seasonal program transitioned to five new grantees. The transition was complex due to the number of replacement grantees, large geographic area the program covered, number of centers, buses, and inventory. Thirty-nine buildings with federal interest were successfully transferred. One key to the success was having the Regional Office as an active partner on transition calls which allowed for real-time problem solving to keep the process moving forward.

Following the transition of the program, CDI continued the management of a small number of outstanding facility improvement projects. In April 2021, CDI completed a parking lot at Eagle Pass as well as replaced shade structures and fences damaged in storms just prior to transition. The final flooring refinishing projects at San Juan, San Benito, Mercedes, Pharr, and Alto Bonito centers are scheduled to be complete in August 2021.

The CDI team gave critical thought to supporting the replacement grantees to ensure minimal disruptions in services as they made preparations to get centers up and running. For example, in Texas, CDI kept utility contracts active and signed MOUs with the replacement grantees to avoid interruption of utility and internet services. Similarly, CDI paid upfront for health insurance for 391 employees transferring to United Migrant Opportunity Services (UMOS) while they went through the hiring process. The replacement grantee reimbursed CDI for these costs. Mutual trust and partnership were key to these successes.

COVID-19 Screening Protocol for Visiting Staff, Lake County IL

7

“If I were to have an opportunity to speak with staff from a program just starting up, I would say to them, ‘Embrace this opportunity’. CDI has offered me so many new experiences, including Appreciative Inquiry, Leadership Development, developing our Mission, Vision and Values and most importantly the friendships that I have built during these 2 ½ years.” - Regional Program Director, Multistate Migrant Seasonal

Innovations in Program Management and Operations

62 Facility Security Assessments have been completed

2 new web-based data systems in place, DataSay and ADP

Fine motor skill practice in the classroom, Lake County, IL

8

Facilities Accomplishments

CDI has implemented an improved system of digital tools for tracking data and monitoring program outcomes. The system is comprised of multiple online databases and tools allowing program staff and CDI staff to collaborate from anywhere. The digital nature of this system allows monitoring to happen anytime from anywhere. We’re also using dashboards to visualize the data and help us determine priority areas to address.

1. ChildPlus – for child and family services tracking

2. Intranet/Extranet – for tracking of facilities, licensing, and operations

3. DataSay – for visualizing and tracking progress and follow-up action items

4. ADP – an online HR tool allows us to hire staff completely paperless, and track their progress from application through on-boarding and orientation in real time

Utilizing increasingly digital tools, we’ve been able to monitor programs during pandemic travel restrictions and continue to spot trends and address concerns.

Using Data In Programs

During the past contract year, we have strengthened our Facilities capacity in two ways:

Facilities Security We now assess each center’s security measures and recommend security improvements and protocols. Our recently hired Security Specialist has 20 years of experience as a police officer and has worked in early childhood settings prior to joining CDI. The Security Specialist has provided staff with active shooter training and provides guidance to CDI staff on how to stay safe when traveling and entering new communities. These assessments and trainings are preventative work to enhance safety for our children, families and staff across the country. 62 centers in 7 programs (including the Wintergarden and RGV) have been assessed by our specialist, and approximately 280 staff members have been trained in Active Threat Training for Early Education Staff.

Investing in technology to support assessmentsremotely, a Matterport Camera was procured in order to allow a person to scan a facility, produce a 3D digital model with floor plans, and create high quality pictures and export the facility dimensions to a drawing. During COVID-19 restrictions, this allowed CDI Facilities, Licensing, Education and Management team members to collaborate on facilities related topics, without going onsite.

Handwashing, West Central MO

Drop-off using COVID-19 Protocols, Multi-State program, Texas

9

Transition Works builds on its experience

8 mapping requests fulfilled for Regional Offices

10 RO requested Facilities Research Studies resulting in Incumbent Facility Assessments on 103 properties in 9 states

9

Transition Works Map, San Juan Puerto Rico

Transition Works Virtual Excellence through Ingenuity and Resilience The Transition Works team launched an updated Toolkit for Successful Transitions with accompanying mini-kits for Incumbent Grantees and Awardees that are available in English and Spanish. These updated guides reference HSPPS and include revised checklists, action plans, and proven tips. The toolkits highlight documents useful throughout all phases of transition and provide a selection of sample documents available for the Regional Office Team.

As part of the DRS FY 2020 Cohort and FY 2019 reposts, our involvement comprises limited partial splits, challenging full transitions resulting in the complete loss of a service area, those that involve interim management (provided by CDI and alternate providers), and complex transitions with multiple awardees, such as the City of Chicago and the Municipality of San Juan, Puerto Rico.

This year, as the COVID-19 environment increased the team’s reliance on virtual communication, technology has played a pivotal role. To ensure high quality service to the regions, Transition Works coordinates with the Real Property Facilities Initiative (RPFI) team in supporting the work related to facilities with federal interest, including Disaster Relief funds, of particular importance on the island of Puerto Rico. Transition Works has adapted the Facilities Assessments which were historically completed on-site at the Incumbent Grantee to a “Facility Research Study”. The study is a detailed inquiry into available facility records on HSES, childcare licensing, and in the public domain, and may include discussions with the Incumbent Grantee. The team has recently upgraded our tools and applications which now provide an enhanced snapshot through the tracking and mapping of proposed changes in service areas, incumbent centers, and proposed HS/EHS slot allocations. Transition Works will continue to refine these resources throughout the DRS season.

Each season, Transition Works invites the Regional Office teams to provide feedback to help us enhance our services. In FY 2019, the online survey found three success factors that demonstrate value. These included early engagement with the Office of Head Start Regional Offices, better role clarity in Transition Works and RO partnerships, and increased collaboration and communication across Central Office, Regional Office, CDI Interim Management, and Transition Works.

“Not only did their [Transition Works] assistance help the grantees through the transition process, but it also served as a means of professional development for regional staff who worked alongside them.” - RO VIII Supervisory Program Specialist

11

Real Property Facilities Initiative

5 Additional SF-429 staff positions were added and filled

27% of disaster relief funded grantee properties discovered to have potential Federal Interest

12

Taking care of plants, Vermilion, Iroquois, Ford Counties, IL

CDI continues its work with University of Massachusetts – Donahue Institute on the mandate of the Real Properties Facilities Initiative (RPFI). This year, RPFI’s scope of work expanded to include close collaboration with Office of Grants Management’s (OGM) Real Property Unit to help move SF-429A applications towards approval. We hired 5 staff members to join the SF-429 team. A new effort for the RPFI team this year has been to research federal interest of grantees that have received disaster funding to identify properties with federal interest and track expenditures that may cause the creation of federal interest.

Some highlights of RPFI’s work: • Conducting background research on 1,756

properties with known or suspected federal interest

• Reviewed and provided technical feedback for 195 grantee 1303 applications to purchase, construct, and renovate Head Start facilities

• Staffed and trained subject matter experts in all 12 federal regions

• Participated in and supported Regional Office training

• Worked with OGM Real Property Unit to create a Field Guide for reviewing SF-429 A applications

Expanded Scope for Real Property Facilities Initiative

The SF-429 team has completed reviews of 52% of Real Property Status Reports Submitted in OLDC for Region IV. This encompasses 394 properties. The team discovered that incorrect or unverifiable Federal Share is a common issue. Also, more than half of reports do not include all properties with Federal Interest.

These discoveries validate that there is real need to review documentation, support grantees and ROs in filling out and submitting reports to OLDC to ensure Head Start and Early Head Start programs secure properties to use for these important services in perpetuity.

SF-429 Team Findings

86%

% Reports with Incorrect

Federal Share

51%

% Reports Missing FI Property

Restoration Storehouse Classroom, Rockdale GA

13

CARES Act Funding Across Interim Management

Each program that comes to interim management is shaped by the uniqueness of the community. This year, as the whole world rose to meet challenges of the COVID-19 pandemic in our communities, we saw some trends in how programs in interim management used C3 CARES Act funding to meet local needs. C3 CARES Act funding has allowed each program to make investments in equipment and supports to manage and enhance services to children and families throughout the COVID-19 pandemic.

Technology and connection devices

Especially early on, investments were made in hardware and technology to ensure teachers could effectively provide remote services, and families could easily gain access to services from home. Items such as wireless internet devices, Chromebooks, and laptops, iPads, etc. were purchased for staff and families.

Environmental improvements

Equipment and supplies were purchased to make our centers cleaner and safer for children and staff during in-person services. Investments included HVAC filters and air filtration improvements, additional cleaning contracts, cleaning supplies, washing machines for in-center laundry, and sanitizing equipment for toys (see photo).

Supplies to make in-person services safer

Supplies to ensure staff and children were personally protected was a common purchase across all programs. Personal Protective Equipment (PPE) such as masks, aprons, and face shields were purchased. Some centers acquired additional sets of certain toys to allow more children to engage with an item without needing to share toys and possible germs.

Health screening equipment

In some areas, families were not able to see medical providers as usual to obtain regular age-appropriate screenings. When feasible, our programs made investments in health screening equipment to provide some required health screenings to children and families within the program.

Zono Sanitizing Machine, South Central CO

Tablet workstations to support virtual work

TREN

DS

14

12

LOO

KIN

G F

ORW

ARD

Transition Works Operations Transition Works will continue to build upon its success utilizing Facility Research Studies, community mapping and demographic data research to further support Regional Offices in analyzing applicants’ proposals. Assessing proposed enrollments, including EHS conversions and delegate/partner service models and locations, ensures that there is a justifiable explanation for overall changes in Head Start communities due to DRS competitions.

In-Person Services to Children and Families CDI is excited to fully return to in-person, comprehensive services in the fall. We look forward to building on the efforts we’ve made this spring in recruiting and enrollment. Our collaboration and relationships with health officials will help us stay abreast of local health conditions and requirements. We are eager to expand on the lessons learned from investments in technology to provide program enhancements. One example is our integrated use of the “Ready Rosie” parent curriculum which has powerful connection to the classroom curriculum process, we will use it during parent meetings, taking advantage of the online components and resources. Bringing the education staff, Family Advocates, and Family Community Partnership Managers into the conversation will continue to strengthen family engagement services.

Interim Management Operations• We are in the process of procuring a national contract with an environmental

testing company to provide routine environmental tests such as lead and asbestos. This will allow us to more quickly complete needed environmental tests at a fair rate. The national contract provider will also help write management plans when environmental hazards are discovered to ensure proper handling of the issue.

• With the anticipation of increased grant funding to local programs, our central accounting team has been preparing systems to ensure proper management of these funds, i.e. regular Head Start grant funding, CACFP funding and state and local funding, CARES Act funding, CRRSA grants, and ARP grants.

Section Two

15

Contract Task Fulfillment

Task 1: Participate in Project Kick-off Meeting

CDI’s National Interim Management senior leadership team participated in a Kick-off Meeting with the Contracting Officer Representative (COR), and senior federal staff at the Office of Head Start to review, clarify and gain alignment on contract deliverable expectations. Additionally, to thoroughly review all requirements of the contract document, including technical approach and methods. CDI submitted a copy of the Kick-Off Meeting Report to the COR, which summarized and ensured a mutual understanding of expectations on all issues discussed and included action items based on the results of the Project Kick-Off Meeting.

Task 2: Develop Written Materials to Support Project Activities

CDI has developed extensive written materials and protocols detailing our approach in carrying out activities of this contract. These resources include program operations manuals, handbooks, training webinars, and internet-based forms, tools and procedures that support the delivery of high-quality services in programs assigned to interim management. These materials provide systems and structures pertaining to all aspects of interim management – communication protocols, startup procedures for NIM services, human resources management, fiscal management, monitoring, program day-to-day operations and transition procedures. CDI’s materials have been designed to address all Head Start service models as well as EHS Child Care Partnerships and Family Child Care Homes, program sizes and locations (including adjustments made for local and state laws for human resources and childcare licensing), and all have been translated to Spanish.

Additionally, CDI has developed tools and protocols for OHS Regional Offices (RO) and grantees (incumbents and awardees) assigned to NIM Model 2 - Transition Works. Specifically, the resources include the Toolkit for Successful Transitions, mini-kits for Incumbent Grantees and Awardees, checklists and transition action plans for grantees and ROs, and transition analysis tools to enable ROs to anticipate and plan for potential barriers.

16

Task 3: Develop Protocols for Working with Central Office Staff

CDI and the OHS Replacement Team maintain a strong partnership. Through scheduled weekly and ad hoc meetings, CDI and OHS jointly address hot topic issues in a timely manner to co-create an action plan. During startup and transition phases, planning calls are held along with RO staff, followed by calls with the existing grantee or replacement grantee when appropriate. CDI and OHS also come together for bi-annual meetings to discuss broader contract trends and considerations.

Beyond the standing schedule of regular meetings, the core of the CDI-OHS working relationship is based on daily, and sometimes more frequent, emails and phone calls between the two teams. This immediately responsive relationship provides a solid foundation for updates, program direction and extensive planning to guide the direction of interim programs, particularly those with significant immediate needs.

Task 4: Monthly Travel Plan

CDI submits a monthly travel plan for all long-distance travel, both prior to the beginning of the month and with the invoice submitted at the close of each month. CDI developed an electronic version of the plan to facilitate updates and easy access for approval by OHS. We also use this travel system to notify OHS of any expenses that are outside the norm – for example, high airline ticket prices due to immediate startup needs or other program needs that may arise.

Task 5: Submit Problem Notification Reports

CDI has developed a “Hot Topic Alert” online notification system, which serves as the Problem Notification Report specified in the contract. This system allows for an immediate email notification, sent to the COR, when a report is filed. Notifications include children’s service concerns (such as enrollment, service area or service model issues), fiscal (NOA, one-time projects and other funding issues), personnel issues, and potential disruption of services due to childcare licensing or other health and safety issues. Congressional inquiries or events, grantee activities and federal interest concerns are also captured. This system is one of the successful communication protocols in place that allows CDI and OHS to rapidly identify and manage issues that may arise in real-time.

In addition to utilizing the online module, CDI’s NIM Project Director convenes weekly calls with the COR to discuss any outstanding issues requiring more in-depth discussion, joint decision-making or problem solving. Once an issue is resolved, the Program Alert is closed and archived for future reference as needed.

17

Task 6: Participate In Quality Assurance Meetings

CDI’s close partnership with OHS has been central to supporting open communication and continuous improvement of NIM contract activities. Semi-annual quality assurance meetings with the COR and other Central Office staff are instrumental in the ongoing refinement and realignment of project activities to ensure successful interim program management and replacement grantee services.

Task 7: Submit Annual Report

This report constitutes the required Annual Report for option year three.

Task 9: Develop and Implement a Transition-Out Plan

CDI will develop a Transition-Out Plan no later than 60 calendar days prior to expiration of the contract as applicable. The plan will include the following components:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Appropriate contractor to contractor coordination to ensure a seamless transition

• Transition of key personnel

• Identification of schedules and milestones

• Identification of actions required of the government

• Establishment of effective communication with the incoming contractor/government personnel for the period of the transition via weekly status meetings

Upon OHS’s acceptance of the Transition-Out Plan, CDI will begin implementation of plan.

Task 8: Submit Final Report

At the end of the 5-year contract period, a Final Report will be submitted, which will summarize all activities and assignments of the entire contract period, along with trend analysis, lessons learned and recommendations for continuous improvement.

18

Task 10: Assume Role of Interim Management Grantee for Selected Grantees

Per the NIM contract, CDI provides the following specific functions for all programs assigned to interim management:

• Program Operations. Provide oversight and ensure the continuity of Early Head Start and Head Start program operations that include performing day-to-day program activities in areas of management, personnel, fiscal, payroll and accounting.

• Head Start Program Performance Standards and Applicable Regulation Compliance. Comply with the Head Start Program Performance Standards and all applicable federal regulations in accordance with the agreed upon approach included in the Kick-Off meeting Report.

• Participate in Reporting. Participate in OHS grantee reporting requirements and data systems that include, but are not limited to, the Program Information Report (PIR) and monthly enrollment reporting in the Head Start Enterprise System (HSES).

• Facilities Assessment. Conduct health and safety assessments of facilities at startup to consider the safety status for occupancy or identify and plan for necessary repairs and upgrades Findings are sent in a report to the COR.

• Family and Community Engagement. Maintain and strengthen family and community partnerships by integrating parent and family engagement strategies into all systems and program services to support family well-being and promote children’s learning and development.

• Policy Council and Parent Committee. Include parents and community members as active decision-makers in policies, procedures and other important issues affecting their child’s education and how the program operates. Elect and train the local Policy Council and Parent Committee.

• Child Care Licensing. Ensure all facilities are licensed as applicable with state requirements and local regulations.

• Safe Environments. Maintain a safe environment for children, families and staff. Implement effective health and safety practices to ensure children are safe at all times.

• COR Program Status Reports. Submit to the COR regular program a summary status reports for each program assigned to interim management. Submit a facilities status report on each facility no later than 30 days after interim management assignment. Provided updated program and facilities report to COR at the time of program transition to a replacement grantee.

• Startup and Transition. Facilitate the startup phase with the RO and prior grantee, and support the smooth transition of programs to the selected replacement grantee.

19

Task 10: Assume Role Of Interim Management Grantee For Selected Grantees (continued)

CDI’s methodology for working with local programs in interim management follows an individualized, progressive framework approach. CDI’s tiered framework ensures that focus is on establishing the basics first – health and safety and the Head Start Program Performance Standards. Only when the program has reached proficiency in these areas do they begin layering on more advanced opportunities for program growth and development. The emphasis is to continuously build program quality.

Tier 1 – Establishment of Business and Program Assessment. Beginning with program startup under interim management, initial focus of engagement is to fully transfer sponsorship to CDI. We work to secure human resources, link communication systems, acquire facilities, obtain childcare licensure, establish food service and develop fiscal, accounting and payroll systems. In addition to those tasks, the startup team also assesses facilities, program staffing, overall management systems, health and safety practices, and transportation systems (if applicable). Local staff are introduced to and oriented on CDI’s basic operating manuals, handbooks, policies and procedures and systems of protocol.

Tier 2 – Stabilization of Operating Systems. In Tier 2, attention shifts to providing basic service delivery in all content areas with an emphasis on active supervision, staff capacity building, school readiness, and effective monitoring systems. During this time, programs begin to fully utilize CDI’s operating systems including handbooks, manuals, policies and procedures. Although the basics of these are introduced at startup, systems are checked to make sure they are fully operational.

Tier 3 – Foundational Framework Refinement. When local program staff have demonstrated consistent understanding and competence for providing basic services and are vigilant about child safety, we progressively move our focus toward expanding on and refining their knowledge and skills by providing additional training in areas such as curriculum enhancement. Content area support staff review program systems, side-by-side with program counterparts, and begin fine-tuning program routines and practices towards more efficiency, effectiveness and high-quality service delivery.

Tier 4 – Advanced Development. Once a program demonstrates readiness, we begin moving the program towards providing more advanced program opportunities. During this time, the focus is to strengthen program aptitude for self-sufficiency, including advanced leadership development training. It is also an appropriate time for planning and initiating program projects such as expanded community partnerships to add on additional community services and advance local initiatives. 20

Task 11: EHS/HS Interim Grantee Operations & Monitoring (Model 1)

Data Collection & Ongoing Monitoring

Over the years, CDI has developed and implemented robust data collection and monitoring systems to ensure accountability, oversight and compliance for programs assigned to interim management. The following section highlights those systems.

Program Checklist. CDI uses an online Program tracking system with detailed tasks and guidance to cover all critical phases of interim management. Integrated teams of CDI contract staff partner with local program staff and use the system to accurately assess and document program status and actions required at specific points in time (Startup, Expanded Startup, Self-Assessment, Pre-transition, and Transition). It is customized, focusing on a program’s current priorities.

Services Milestone Tracking. In 2021, CDI implemented a monthly data snapshot from our child and family tracking database allowing us to see progress and trends in key HSPPS indicators. The monthly snapshot is taken from ChildPlus and displayed in DataSay to show month over month trends. The dashboards enhance CDI’s ability to monitor key child and family indicators at the program level, identify areas in need of improvement, and provide targeted resources and support to improve program quality and compliance. This is a new process which replaces the preceding RAISE platform we used for a similar purpose.

Ongoing Assessment & Comprehensive Monitoring. Our overall approach to interim management includes a continuous cycle of program assessment, monitoring and follow-up. In addition, our systems include trending analysis, project-wide, to determine overall performance. This system of ongoing monitoring is accomplished by structured and unstructured on-site assessments and careful application of on-site and remote support based on program performance.

Structured On-Site Team Visits. CDI has designed a monitoring system which intentionally provides for multiple on-site monitoring visits and comprehensive assessments of program performance. We then use the results (captured in the Program tracking system) to individualize future interventions and target ongoing monitoring efforts. Beginning at Startup, CDI conducts a critical early assessment of a program’s active supervision, transportation and overall health and safety practices. Every program also receives a scheduled Expanded Startup visit, annual Self-Assessment visit, and Pre- Transition visit.

21

Task 11: EHS/HS Interim Grantee Operations & Monitoring (Model 1 –continued)

Unannounced Visits. CDI conducts unannounced site visits, focusing especially in the areas of active supervision, transportation and health and safety. Visits are randomly scheduled by the Safe Children’s Strategy team to provide a fresh pair of eyes on-site and verify child safety protocols. If warranted, an action plan is developed to make improvements.

On-site Presence Mixed with Remote Support. The program’s stage of development (per our Interim Management Framework), assessment results and current program needs determine the intensity of support for a program and how often site management and content area support staff are needed on-site. A program that is in Tier 2 with critical health and safety concerns will require almost constant on-site support from CDI staff and consultants. A program that is relatively stable but has not been able to hire qualified management staff in certain content areas may require targeted support and on-site presence. A program that is in Tier 4 may only require regular monthly visits by the Site Manager in addition to phone and email communication. CDI is continuously identifying new ways to strategically integrate state-of-the-art technology to support remote work. We have found creative ways to monitor and provide support to local program staff even from great distances and across all time zones. One example is our remote review of ERSEA files, which is completed for each program.

Developing Local Staff Capacity to Self-Monitor. CDI is committed to investing in and building local capacity, and strongly believes that monitoring is most effective when the local management team is engaged in creating a program culture of accountability. This effort involves engaging local staff as true partners in assessment and monitoring efforts, from fully participating in Expanded Startup and Self-Assessment visits, to receiving on-the-spot coaching, co-creating action plans and being held accountable for follow-up.

Partnership with OHS. Our close partnership with OHS is a central piece of this ongoing monitoring and reporting system. Maintaining close communication throughout interim management, utilizing our online problem notification system, and having at least weekly check-in calls about program alerts and other critical issues supports continuous improvement and oversight of our programs assigned to interim management.

Federal Monitoring. Additionally, OHS requires programs assigned to interim management to receive formal federal FA1 and or FA2 monitoring.

22

Task 12: Technical Assistance and Training (Model 1)

CDI provides coordination and planning to ensure programs assigned to interim management have access to national T/TA systems including the National T/TA Centers, Regional T/TA services. As such, programs in interim management have full access to national, regional, and local supports and tools. Each program in thoughtful in utilizing awarded T/TA funds.

The NIM Project Director and Program Specialist (co-located at OHS) coordinate with OHS Central Office staff in maintaining direct and regular communication with Regional T/TA Centers and with the National Centers. We have designated content area liaisons assigned to each National T/TA center to ensure center-specific resources are disseminated and used to support interim programs. They each attend OHS Professional Development T/TA meetings. In this manner, CDI remains in touch with new initiatives and can provide appropriate support for programs assigned to interim management.

In addition to the national systems for T/TA, CDI content area experts, Site Managers and Lead Site Managers provide direct support services to local programs to guide, monitor, train and reinforce programs in meeting Head Start Program Performance Standards and is continuously improving the quality of services.

Task 13: Communication Systems and Network (Model 1)

CDI has developed comprehensive systems for sharing information across all interim management programs, throughout CDI staff and consultant teams, and with the Office of Head Start. CDI’s use of technology has continued to expand, making it possible to accomplish the numerous complex tasks across the NIM. CDI’s Information Services team includes expertise vital to creating and maintaining state-of-the-art technology systems and processes that make connecting people easy, quick and cost effective.

Intranet/Extranet Platform. Our intranet/extranet system is a primary resource for much of the program data and tools, allowing all staff, consultants and local program staff to have access to the same updated information simultaneously. This system is our repository for checking program performance and for storing essential program information. The platform is continuously updated to provide for interim management needs.

Virtual Meetings and Webinars. Virtual meetings and webinars allow for immediate information access. This allows in-house staff, out-stationed staff and local program staff to conduct virtual meetings and attend or view recorded webinars. Meeting platforms include the integration of chat, whiteboards, sharing files and desktops of participants, videos, polling and web cams for each participant.

23

Task 13: Communication Systems and Network (Model 1 - continued)

Virtual Meetings and Webinars cont. CDI has a targeted library of pre-recorded webinars on every aspect of Head Start management, the HSPPS and program operations.

COVID-19 Remote Work. Utilizing our strong communication systems and collaboration technologies, CDI has developed virtual startup and transition protocols to continue interim management tasks while travel restrictions are in place and encouraging proper distancing for local staff.

Task 14: Grantee Transition (Model 2)

In 2017, the NIM contract provided funding for transition support in 20 communities. In preparation for a large FY ’19 DRS cohort, CDI’s contract was modified to support transitions in up to 30 communities. With this modification, Transition Works was identified as a distinct service within CDI’s interim management project. With the OHS focus on health and safety, additional resources were provided for conducting facilities assessments to determine the physical condition of facilities in use by incumbent grantees for HS/EHS services. Prior DRS cohorts had pointed to the need to strengthen capacity in the research of properties with federal interest in support of the transfer of such properties from an incumbent grantee to an awardee; the precursor to RPFI was funded through this contract modification.

Transition Works initial charge from OHS centered on seamless transitions and minimizing the disruption of services to communities impacted by DRS transitions. OHS Leadership clearly identified a path forward that focused on the support and capacity development of the Regional Office teams as well. During the past year, Transition Works has partnered with the central office DRS Program Specialists to ensure that our support services are customized to meet the unique needs of each Regional Office team.

The unprecedented COVID-19 environment has not impacted the ability of Transition Works to fulfil the task of supporting transitions in communities impacted by DRS. Due to the travel restrictions Transition Works was not able to complete on-site facilities assessments, and a new protocol referred to as the Facility Research Study (FRS) evolved. The FRS included a full review of information available on HSES and within the public domain from child carelicensing and provided references to the federal interest research completed by the team, including RPFI.

24

Attachment

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Active Programs

Reason 1 Program

NOA Start Date HS EHS

AnticipatedEnd Date of

Service (NOA End Date

if not in transition process )

R Rockaway Beach, NY (HS/EHS) 7/1/15 70 99 6/30/21R East Virginia (HS) 12/1/16 105 - 11/30/21R Dekalb and Rockdale Counties, GA (HS)2 7/25/17 172 48 4/30/22R Southeast Arkansas (HS) 4/1/19 365 - 3/31/22D Hendricks, Morgan, and Owen Counties, IN (HS) 6/1/19 257 12 2/28/22D West Central Missouri (HS/EHS)3 6/1/19 331 90 5/31/22T Eastern Oklahoma (HS/EHS) 12/1/19 1,323 16 11/30/21D Lake County, IL (HS) 7/1/20 299 - 6/30/21D Niagara County, NY (HS/EHS) 7/1/20 257 12 12/31/21D South Central Colorado (HS) 9/1/20 742 - 8/31/21T Vermilion, Iroquois, and Ford Counties, IL

(HS/EHS) 9/1/20 347 70 8/31/21Total 4,268 347

Number of Active Programs 11 1 D - DRS; R - Relinquished; S - Suspension; T - Terminated3 NOA outstanding

Funded Slots

Page 1 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Programs in Fiscal Close-Out Process

Reason 1 Program HS EHSR Frederick and Clarke Counties, VA (HS) 9/1/18 159 - 7/31/20T Chilton, Autauga, Shelby, and Elmore Counties, AL

(HS/EHS) 6/1/17 411 104 9/30/20R Sumter County, SC (HS/EHS) 6/1/19 - 79 9/30/20T Lafayette, Iberia, and St. Martin Parishes, LA

(HS/EHS) 7/26/17 1,130 264 12/31/20R Lower Manhattan, NY (HS) 9/1/20 110 - 12/31/20S Multi-State Migrant Seasonal (HS) 5/1/18 4,776 - 12/31/20

Total 6,586 447

Number of Programs in Fiscal Close-Out Process 6 1 D - DRS; R - Relinquished; S - Suspension; T - Terminated

Programs that are no longer under our sponsorship; financial close-out procedures are in process

Last Dayof Service

NOA Start Date

Funded Slots

Page 2 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHS0 Dalton, GA (EHS) 6/1/01 - 65 4/1/020 Charleston, WV (HS) 5/29/01 795 - 5/28/020 Winnsboro, LA (HS) 7/1/01 372 - 5/31/020 Lawrence County, PA (HS) 7/16/01 333 - 7/15/020 Newburgh, NY (HS) 5/1/01 227 - 7/31/020 Pittsburgh, PA (HS) 8/1/01 600 - 7/31/020 Grand Island, NE (HS) 10/1/01 153 - 7/31/020 Portland, OR (EHS) 8/13/01 - 74 8/12/020 Philadelphia, PA (HS) 8/20/01 460 - 8/19/020 SW Metro Atlanta, GA (HS) 2/15/02 495 - 8/19/020 Pueblo, CO (HS) 6/11/01 484 - 8/31/020 Houston, TX (EHS) 1/1/02 - 84 9/1/020 Gallipolis, OH (HS) 12/1/01 344 - 9/30/020 Lubbock, TX (HS) 2/1/02 197 - 9/30/020 Minneapolis, MN (HS/EHS) 9/1/01 75 - 10/31/020 Everett, WA (HS/EHS) 11/1/01 37 - 11/30/020 Wake, Orange County and Chatham Counties, NC

(Raleigh) (HS) 3/1/01 663 - 12/31/020 Meriden, CT (HS) 7/1/02 179 - 2/28/030 Central Oklahoma OK, (HS/EHS) 3/9/02 1,276 204 5/31/030 Crow Tribe, MT (HS) 9/17/01 304 - 6/30/030 Carbon County, PA (HS) 9/1/02 148 - 6/30/030 Culpeper, VA (HS) 7/29/02 128 - 7/31/030 Greensboro, NC (EHS) 11/1/02 - 100 7/31/030 Fairbanks, AK (HS) 10/1/02 136 - 1/2/040 White Plains, NY (HS/EHS) 10/1/02 234 - 1/2/040 Danbury, CT (HS) 8/1/02 307 - 6/30/040 Tom Green, TX (HS/EHS) 9/1/02 848 - 7/31/040 San Jacinto County, TX (HS) 9/1/02 94 - 7/31/040 Sussex County, DE (HS) 5/1/03 179 - 7/31/040 South Bend, IN (HS) 11/1/03 944 - 8/31/040 Oklahoma City, OK (EHS) 4/1/03 - 120 8/31/040 Yolo County, CA (HS/EHS) 9/1/03 403 - 8/31/040 Dorchester County, MD (HS) 11/5/03 150 - 9/15/040 East Carroll, LA (HS) 8/1/02 154 - 9/30/040 Sweetwater, TX (HS/EHS) 5/1/03 209 - 10/31/040 Beaumont, CA (EHS) 11/1/03 - 48 10/31/04

Last Dayof Service

NOA Start Date

Funded Slots

Page 3 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHS0 Berkley, Dorchester, and Charleston Counties, SC

(HS/EHS) 11/11/04 1,658 - 11/18/040 Calcasieu Parish, LA (HS) 7/1/03 691 - 12/31/040 Seminole Nation (HS/EHS) 12/1/01 159 - 1/31/050 New York City, NY (EHS) 5/21/04 - 88 4/30/050 Summers County, WV (HS) 2/1/03 79 - 6/30/050 Dougherty County, GA (HS/EHS) 7/19/04 773 - 7/18/050 Omaha, NE (HS/EHS) 1/1/04 1,013 - 8/15/050 Lafayette, TN (HS) 12/6/03 437 - 8/31/050 Camden, NJ (EHS) 8/1/04 - 90 9/30/050 Lake County, OR (HS) 8/26/04 21 - 10/31/050 Monmouth County, NJ (HS) 8/24/04 454 - 10/31/050 Saratoga County, NY (HS/EHS) 7/1/04 434 - 10/31/050 San Patricio and Aransas Counties, TX (HS/EHS) 11/4/04 548 - 11/30/050 Saginaw County, MI (HS) 12/17/04 1,011 - 12/31/050 Clay, Jackson and Platte Counties, MO (HS/EHS) 12/17/04 2,733 - 1/2/060 Juniata County, PA (HS) 1/28/05 128 - 1/27/060 Pawnee, Barton and Rice Counties, KS (HS) 7/1/04 105 - 1/31/060 Comanche County, OK (HS/EHS) 1/24/05 451 - 4/7/060 Hampshire County, MA (HS) 4/30/05 226 - 8/31/060 San Fernando Valley and Santa Clarita Valley, CA

(HS/EHS) 11/1/05 1,435 - 10/31/060 Union County, NJ (HS) 8/1/04 359 - 10/31/060 Butte County, CA (HS/EHS) 9/24/05 662 - 1/31/070 Northwest West Virginia (HS) (5 Counties) 6/13/05 579 - 1/31/070 Yazoo County, MS (HS) 8/15/05 469 - 2/28/070 Franklin County, OH (HS/EHS) 5/30/05 2,264 - 5/26/070 Knox County, ME (HS) 10/1/05 141 - 5/31/070 Cambridge, MA (HS) 12/1/05 166 - 6/30/070 Crow Creek Sioux Tribe (HS) 3/14/05 155 - 6/30/070 Metro Puerto Rico (HS) 8/1/05 816 - 6/30/070 McDowell County, WV (HS) 1/7/06 280 - 8/17/070 Portland, OR - East of Willamette (EHS) 6/1/05 - 208 8/31/070 Fairfield County, CT (HS) 11/24/05 406 - 9/30/070 Grant Parish, LA (HS) 1/1/07 167 - 10/31/070 Beauregard Parish, LA (HS) 6/5/06 74 - 11/17/07

Last Dayof Service

NOA Start Date

Funded Slots

Page 4 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHS0 Alachua County, FL (EHS) 8/15/06 - 75 1/7/080 Sumter County, GA (EHS) 7/1/05 - 75 1/20/080 Clark County, NV (HS) 2/18/06 1,723 - 4/15/080 Levy, Dixie and Gilchrist Counties, FL (HS/EHS) 5/8/06 374 - 4/30/080 Northeast Alabama (HS) 4/1/07 757 - 5/30/080 West Baton Rouge Parish, LA (HS) 8/31/05 136 - 5/30/080 Western Sussex County, DE (HS) 11/3/05 196 - 5/30/080 Arlington County, VA (HS) 3/2/06 204 - 6/16/080 Catawba Indian Nation (HS) 6/1/05 82 - 7/31/080 Polk County, FL (HS) 1/1/07 942 - 7/31/080 South Texas (HS/EHS) 3/1/07 807 - 9/2/080 Harnett County, NC (HS) 5/1/07 212 - 9/8/080 Spotsylvania County, VA (HS) 6/1/07 121 - 9/15/080 Central Ward Newark, NJ (HS) 10/24/07 123 - 3/31/090 Northeast Georgia, (HS/EHS)

2/1/06 930 -

10/31/07, 5/31/08, 3/31/09

0 Volusia County, FL (EHS) 4/1/07 - 48 3/31/090 Middlesex County, CT (EHS) 6/1/08 - 32 4/10/090 Point Coupee Parish, LA (HS) 3/1/04 163 - 4/30/090 Providence and Blackstone Valley, RI (HS) 10/24/07 1,001 - 6/15/090 Township of Union, NJ (HS) 7/1/02 48 - 7/31/090 Plainfield, NJ (HS) 7/1/02 272 - 9/21/090 Little Rock, AR (EHS) 5/1/07 - 48 9/30/090 Alamosa, CO (HS) 10/1/06 161 - 2/22/100 Northeast Harris County, TX (EHS) 9/1/08 - 66 2/22/100 North Philadelphia, PA (HS) 5/20/05 210 - 1/31/07, 3/31/100 Philadelphia, PA (HS/EHS) 7/15/07 449 100 5/1/09, 3/31/100 Monroe, Lee and Pontotoc Counties, MS (HS/EHS) 4/12/08 738 - 4/2/100 Middlesex County, NJ (HS) 3/7/06 650 - 4/30/100 Newark, NJ (EHS) 10/1/07 - 90 10/17/100 Anchorage Native Families, AK (HS/EHS) 5/30/09 227 - 10/31/100 Big Horn Basin, WY (EHS) 9/1/06 - 48 10/31/100 Dinwiddie County, VA (HS) 8/15/05 72 - 10/31/100 Fulton County, GA (EHS) 3/18/08 - 112 10/31/100 Hawaii County, HI (HS) 4/1/09 376 - 10/31/10

Last Dayof Service

NOA Start Date

Funded Slots

Page 5 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHS0 Wyoming Migrant and Seasonal (HS) 9/7/06 54 - 1/14/110 Mercer County, NJ (HS) 8/1/07 248 - 3/31/110 City of Meriden, CT (HS) 8/1/09 143 - 4/24/110 Bronx-Prospect Ave of the Bronx (HS) 2/1/10 120 - 4/30/110 Tri-County Area, SC (HS/EHS) 9/1/08 617 - 5/31/11, 6/30/110 Campo Band of Mission Indians (HS) 8/17/07 20 - 7/31/110 Kendall County, TX (HS) 6/1/07 93 - 10/14/110 Riverside and San Diego Counties, CA (EHS) 8/20/07 - 50 10/24/110 City and County of Camden, NJ (HS) 10/1/07 1,183 - 10/31/11, 11/30/110 Santa Isabel, PR (HS/EHS) 3/16/09 196 - 11/30/11R Northeast Puerto Rico (EHS)2 5/1/08 - 295 1/15/120 Abilene, TX (HS/EHS) 5/1/10 400 156 4/30/120 Hollandale, MS (EHS) 7/1/10 - 68 5/31/120 Bamberg County, SC (EHS) 2/1/11 - 45 6/15/120 DuPage County, IL (HS/EHS) 7/1/10 736 160 6/15/120 Madison County, IN (HS) 3/1/11 306 - 6/15/120 Brevard County, FL (HS)2 7/31/10 624 - 6/30/120 Frederick County, MD (HS) 3/1/11 262 - 6/30/120 Moca y San Sebastian (EHS) 9/1/09 - 60 6/30/120 North Metro Washington, DC (HS) 1/6/07 158 - 6/30/120 Olathe and Grand Junction Migrant and Seasonal

(HS) 11/7/08 95 - 6/30/120 The Texas Wintergarden (HS/EHS) 7/21/08 612 68 6/30/120 Weld County (HS) 1/1/10 562 - 6/30/120 Weld County Migrant and Seasonal (HS) 1/1/10 180 - 6/30/120 South Central Kansas (HS)2 3/7/11 259 - 6/30/12, 7/15/120 Delaware County, IN (HS/EHS) 1/1/11 257 48 7/15/120 Mid-Eastern, OK (HS) 1/1/11 615 - 7/15/120 Fort Greene in Brooklyn, NY (HS/EHS) 4/1/11 83 120 7/31/120 Southeast Texas (HS) 8/12/10 686 - 7/31/120 Germantown and Lehigh in Philadelphia (HS/EHS) 12/7/09 607 155 8/15/120 Jeff Davis Parish, LA (HS) 9/12/05 182 - 8/31/120 South LA County, CA (HS/EHS) 3/1/09 1,734 68 8/31/120 Northern San Diego County, CA (HS/EHS) 9/11/08 2,021 - 10/31/10, 9/15/12R Monroe County, MI (HS) 1/28/12 353 - 6/30/13R Pinellas County, FL (HS/EHS) 6/1/12 1,510 168 6/30/13

Last Dayof Service

NOA Start Date

Funded Slots

Page 6 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHSR San Juan, PR (HS) 9/17/11 484 - 6/30/13R Beaver County, PA (HS/EHS) 9/10/11 582 107 7/15/13R Otter Tail and Wadena Counties, MN (HS) 8/16/12 184 - 7/15/13R Northeast Arkansas (HS) 6/1/07 1,275 - 7/31/13T Pine Bluff, AR (HS) 4/16/11 517 - 7/31/13R San Gabriel Valley, CA (HS/EHS) 10/10/11 1,223 174 7/31/13R South St. Louis, MO (EHS) 9/1/08 - 64 7/31/13R South Vermont and Green Meadows in L.A., CA

(HS) 5/21/11 1,143 - 7/31/13S Southern Alameda County, CA (HS/EHS) 5/24/13 1,056 189 8/31/13R Waukegan, IL (EHS) 8/1/12 - 91 8/31/13R Atlantic and Cape May Counties, NJ (HS/EHS) 4/20/13 722 80 10/31/13S Norwalk, CT (HS) 10/1/13 217 - 1/31/14R Tri-Region, AR (HS/EHS) 2/11/12 945 232 7/31/13, 3/31/14S Duval County, FL (HS/EHS) 4/9/13 2,020 72 5/31/14T New Hanover County, NC (HS) 9/28/12 260 - 5/31/140 Northern Alabama (EHS) 7/1/13 - 60 5/31/14R Encinitas and Solana Beach, CA (HS) 6/1/12 250 - 6/6/14R Webster Avenue in the Bronx, NY (EHS) 11/1/12 - 114 6/15/14T Southwest Arkansas, (HS)2 12/17/12 177 - 6/30/14R Iberville Parish, LA (HS) 5/31/12 360 - 6/30/14R Wyandotte County, KS (HS) 9/1/13 835 - 6/30/14S Hampton Roads, VA (HS) 3/7/11 1,501 - 9/30/12, 6/30/14R Eastern Rivers, (Charles City County; King William

County; King and Queen county; New Kent County and Caroline County) VA (HS) 7/1/05 195 - 6/9/08, 6/30/14

T Avoyelles Parish, LA (HS) 3/15/14 272 - 7/31/14R Detroit - Detroit in Wayne County, MI (HS/EHS) 7/1/12 819 95 7/31/14R Detroit - Northwest Detroit, MI (HS) 7/1/13 936 - 7/31/14R Detroit Delegate - Detroit Public Schools (HS) 7/1/12 577 - 7/31/14R Detroit Delegate - Matrix Human Services (HS) 7/1/12 899 - 7/31/14R Detroit Delegate - Metropolitan Children and

Families (HS) 7/1/12 895 - 7/31/14R Detroit Delegate - New Saint Paul (HS) 7/1/12 629 - 7/31/14R Detroit Delegate - The Order of the Fisherman

(HS) 7/1/12 1,397 - 7/31/14R Lucas County, OH (HS) 7/1/13 2,043 - 7/31/14R San Francisco, CA (HS/EHS) 6/1/13 1,334 64 5/31/14, 7/31/14

NOA Start Date

Last Dayof Service

Funded Slots

Page 7 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHSR Southwest Philadelphia, PA (HS) 8/1/13 626 - 8/31/14R Ouachita Parish, LA (EHS) 11/1/12 - 68 9/29/14R Northeast Oklahoma (HS/EHS) 7/1/12 394 24 7/31/14, 10/31/14D Northern Utah (HS/EHS) 7/1/13 402 16 10/31/14R Rapides Parish, LA (HS/EHS) 8/1/13 918 82 1/31/15T Southwest Nebraska (HS/EHS) 11/1/14 298 52 5/31/15T Bucks County, PA (HS) 4/1/14 589 - 7/31/15R Costal Bend, TX (HS) 6/5/14 438 - 7/31/15R Mahoning County, OH (HS/EHS) 8/1/14 963 40 7/31/15R Montgomery County, PA (HS) 6/22/13 478 - 7/31/15D Orleans Parish, LA (EHS) 7/1/14 - 124 7/31/15D Southwest Texas (HS/EHS) 7/1/14 637 116 7/31/15S Forrest County, MS (HS/EHS) 7/24/14 700 126 7/31/15R Central Washington (HS/EHS) 6/1/13 734 80 8/31/15R Central Washington Migrant and Seasonal (HS) 6/1/13 677 - 8/31/15D Suburban Cook County, IL (HS/EHS) 7/1/14 2,539 399 8/31/15D Waterbury and Naugatuck, CT (HS/EHS) 7/1/14 253 40 8/31/15T Central Virginia, (HS) 12/8/12 366 - 9/30/15R Williams County, ND (HS) 6/1/12 85 - 9/30/15R San Sebastian y Moca, PR (EHS) 10/15/12 - 60 6/30/16R Northeast Puerto Rico (HS/EHS)2 5/1/08 772 180 7/31/16R Central Northeast Puerto Rico, (HS) 12/6/12 1,225 - 7/31/16D Somerset County, NJ (HS) 7/1/14 277 - 7/31/16D City of Newark, NJ (HS/EHS) 7/1/14 784 90 8/31/16T Southwest Arkansas, (HS)2 12/17/12 248 - 1/31/17D Kansas River Valley, KS (HS) 7/1/14 160 - 1/31/17R Brevard County, FL (EHS)2 7/31/10 - 96 8/31/16D Pitt, Martin and Beaufort Counties, NC (HS) 6/1/15 547 - 8/31/16R Rains and Franklin Counties, TX (HS) 7/29/15 85 - 12/31/16R Tecumseh, OK (EHS) 9/1/12 - 34 7/31/17D Western and Central Alabama (HS) 7/1/15 677 - 7/31/17T South Norwalk, CT 11/26/15 165 - 6/30/18D Hualapai Tribe, AZ (HS) 7/1/15 57 - 7/31/18D St. Landry Parish, LA (HS/EHS) 7/1/15 714 112 8/31/18T Prince George’s County, MD (HS) 9/1/16 300 150 8/31/18S Mid-Region Mississippi (HS/EHS) 11/15/15 720 196 12/31/18R Midland County, TX (HS) 6/1/15 204 32 5/31/19

Last Dayof Service

NOA Start Date

Funded Slots

Page 8 of 9

National Interim ManagementContract #HHSP233201700041CMonthly ReportMay 21, 2021

Programs Served and Funded Enrollment

Closed Programs

Reason 1 Program HS EHSR Cabarrus County, NC (HS) 6/1/17 170 - 6/30/19R Taylor County, FL (HS) 7/28/17 102 24 6/30/19R South Central Kansas (HS)2 3/7/11 89 - 7/31/19T Harrison County, MS (HS) 12/17/15 1,368 - 8/31/19R Milwaukee County, WI (HS/EHS) 12/1/17 448 94 8/31/19D Talladega, Clay, and Randolph Counties, AL (HS) 6/1/16 258 - 5/31/19D North Texas (HS/EHS) 7/1/16 891 294 5/31/19R Outer Wayne County, MI (HS/EHS) 8/1/18 357 146 8/31/19R Toa Baja, PR (EHS) 12/1/16 - 88 12/22/19R Santa Clara County, CA (EHS) 6/1/19 - 130 6/30/20R Kittitas County, WA (HS/EHS) 11/1/18 105 54 7/31/20R South and West Philadelphia, PA (HS/EHS) 7/1/18 570 - 7/31/20S Starr and Zapata Counties, TX (HS/EHS) 5/1/18 697 106 7/31/20R Hartford & Middlesex Counties, CT (HS/EHS) 8/15/18 540 138 8/31/20R Martin County, FL (EHS) 9/25/17 - 32 8/31/20R Mid-Cumberland Tennessee (HS/EHS) 9/1/19 838 60 8/31/20R Mid-Cumberland TN - CC Partnership 9/1/19 - 66 8/31/20R Western Georgia (HS) 11/1/18 771 230 8/31/20R Dubuque, Delaware and Jackson Counties, IA (HS) 8/1/19 225 - 9/30/20R Dekalb and Rockdale Counties, GA (HS)2 7/25/17 923 192 10/31/20T Cape Cod, MA (HS/EHS) 4/1/19 377 - 11/30/20T North/West Colorado Migrant (HS) 4/15/17 180 - 12/31/20

226

243

1 D - DRS; R - Relinquished; S - Suspension; T - Terminated2 A portion of the program remains in active status

Total Number of ProgramsNot including delegates with the exception of Detroit

Number of Closed Programs

Last Dayof Service

NOA Start Date

Funded Slots

Page 9 of 9