Loading...
HomeMy WebLinkAboutMINUTES - 01042005 - D.2 Contra TO: BOARD OF SUPERVISORS Costah, r John Sweeten, CountAdministrator FROM: y County �-coux~� DATE: January 4, 2005 bol SUBJECT: Submission of a Quality Improvement Plan(QIP) to the Federal Administration for Children and Families SPECIFIC REQUEST(S)OR RECOMMENDATIONS)&BACKGROUND AND JUSTIFICATION RECOMMENDED ACTION: :'TION: APPROVE and AUTHORIZE the County Administrator, or designee, to SUBMIT its grantee Quality Improvement Plan (QIP) to the federal Administration for Children and Families (ACF)regional office. Authorize the Chairman of the Board of Supervisors to sign a letter transmitting the QIP to ACF Region IX. FINANCIAL IMPAC- No net County cost. BACKGROUND: The Community Services Department received a comprehensive triennial federal review in March 2004. The department submitted 30-, 60- and 90-day corrective action plans to the ACF Region IX Office after that review, with the Board of Supervisors approving CSR's 90-Day Corrective Action Plan on July 20, 2004. Subsequently, and in connection with reported incidents involving child safety concerns at two of twenty child care sites, a special federal review conducted in October 2004 found a deficiency in the Department's human resources systems and noncompliance unrelated to that deficiency in the areas of facilities, program governance and ongoing monitoring. In response to the second review, during December 2004, the Department and the County Administrator's Office, with technical assistance from Region IX, developed a detailed Quality Improvement Plan (QIP). The QIP separately addresses both the deficiency in human resources management and non-compliance in other areas. The QIP proposes the addition of a department personnel administrator(1.0 FTE,budgeted), issuance of a Request For Proposals for transferring program operations at the Fairgrounds Center in Antioch to a third party, and timelines for taking other corrective steps necessary to ensure continuing compliance with local, state and federal rules and regulations, including Head Start Performance Standards. CONTINUED ON ATTACHMENT:_X YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF ARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON APPROVED AS RECOMMENDED -OT4fM VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT } AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED JO EETEN,CLR15K OF THE BOARD OF S VISORS AND LINTY ADMINISTRATOR Contact: PAT STROH,6-5458 cc: CSD CONTRACTS UNIT COUNTY ADMINISTRATOR BY DEPUTY AUDITOR-CONTROLLER ITh Board of Supervisorse John Sweeten County Administration Building Clerk of the Board 651 Pine Street' Room 106 Costa and Martinez,California 94553-1293 County Administrator County (925}335-1900 John Gioia,1st District Gayle B.Uilkema,2nd District . -.r_.`� _?_. Millie Greenberg,3rd District Mark DeSaulnier,4th District Federal D.Glover,5th District January 4, 2005 \C'U�CO i3T1%f Jan Len Director, Children and Youth Development Department of Health& Human Services Region IX 50 United Nations Plaza San Francisco, CA 94102 Dear Ms. Len: In response to your initial letter of November 30, 2004 and subsequent letter of December 28, 2004 which amends and supersedes it, the Board of Supervisors on January 4, 2005 took the following actions: 1. Approved the enclosed Quality Improvement Plan which will guide program management in correcting deficiencies in the Human Resources area; 2. Directed the County Administrator to work with Community Services Department and Head Start staff to implement the corrective actions needed to bring the program into full compliance; 3. Directed the County Administrator to calendar on the Board Agenda of February 8, 2005 a full report on the Human Resources deficiencies, including specific documentation that will allow the Board to certify that the deficiencies have been removed within the 45 day period; 4. Directed the County Administrator to calendar on the Board Agenda of March 1, 2005, a full report on correction of non-deficiency violations that will allow the Board to certify that these areas have been remedied within the 90 day period; and 5. Directed that a copy of the QIP be transmitted to the grantee's technical assistance advisor at the Region IX office. Sincerely, F eral D. Glover C air Enclosure cc: Board of Supervisors ADDENDUM D.2 January 4,2005 On this day, the Board of Supervisors considered actions to be taken to address deficiencies identified in the Head Start Program Facilities at the Fairgrounds Children's Center(Antioch) and the Brookside facility (Richmond). The staff report and summary of proposed actions were presented by the County Administrator, John Sweeten and the Chief Assistant County Administrator, Scott Tandy. Mr. Sweeten noted that Mr. Tandy will assume leadership of the Community Services Department during the recruitment process for a new Director, and that there may be additional recommendations forthcoming following the program review previously directed by the Board. Mr. Sweeten further noted that staff met with representatives of Public Employees' Union Local One, who provided valuable assistance with Human Resources matters. The Chair invited the public to comment. The following person presented testimony: Rollie Katz, Local One, 5034 Blum Road, Martinez. The matter returned to the Board for further consideration. The Board expressed its appreciation to staff and Local One for their efforts. The Board then adopted all recommendations of staff as follows: 1. APPROVED the Community Services Department Quality Improvement Plan(QIP); 2. AUTHORIZED the Chair of the Board of Supervisors to sign the Quality Improvement Plan transmittal letter to the federal Department of Health and Human Services; 3. DIRECTED that a copy of the QIP be transmitted to the grantee's technical assistance advisor at the federal Administration for Children and Families Region IX office; 4. DIRECTED the County Administrator to work with Community Services Department and Head Start staff to implement the corrective actions needed to bring the program into full compliance; 5. DIRECTED the County Administrator to calendar for the February 8, 2005 Board Agenda a full report on the Human Resources deficiencies, including specific documentation enabling the Board to certify that the deficiencies have been removed within the 45 day period; 6. DIRECTED the County Administrator to calendar for the March 1, 2005 Board Agenda full report on correction of non-deficiency violations enabling the Board to certify that these areas have been remedied within the 90 day period; 7. AUTHORIZED the County Administrator, or designee, to issue a Request for Proposals for the operation of the Fairgrounds Child Care Center, and to execute a contract with Interaction Associates, Inc., in the amount of$45,000 for management training services for the period December 20, 2004 through March 31, 2005; Addendum D.2 January 4,2005 page 2 of 2 8. and ADOPTED Resolution No. 2005/3 establishing the class of Community Services Personnel Administrator and allocating it to the Salary Schedule; establishing performance pay for the class; and adding one position in the Community Services Department. (AYES: I, I, III, V; NOES: None; ABSENT: IV; ABSTAIN: None) Contra Costa County Head Start Quality Improvement Plan Introduction and Background: While this Quality Improvement Plan (QIP) is not required to be provided to the Administration for Families and Children, this plan will serve as a blueprint to ensure corrective action steps are taken to eliminate the deficiency in Human Resources. The Head Start Director has been in contact with the Policy Council to advise them of the Quality Improvement Plan and the steps being taken to correct deficiencies in the program. Pursuant to the special on-site monitoring review conducted by the Administration for Children and Families (ACF) from October 26-28, 2004, and receipt of the determination that Contra Costa County Community Services Department, (CSD) Head Start is a grantee with a deficiency. The following Quality Improvement Plan has been drafted in accordance with Sec.641 A(d)(2)(A) of the Head Start Act. In this plan, CSD acknowledges the areas of non-compliance related to the deficiency in Human Resources, the root causes of the areas of non-compliance, the overall quality improvement strategies designed to correct areas of non-compliance and deficiency, and the actions to be taken to improve systems in order to prevent a reoccurrence. The narrative plan will also describe the specific key elements to be accomplished to achieve correction; evidence of correction and completion dates are specified. Evidence of completion described in this document will be compiled and available to ACF for review. The grantee understands that there will be a follow up review to be scheduled by ACF in mid-February 2005. The Contra Costa County Board of Supervisors, in its role as the governing board of the grantee, approved an urgency action to hire an independent consultant on December 7, 2004, to conduct a top to bottom review of CSD management and operational practices. This consultant's report will be presented to the Board of Supervisors and Policy Council for consideration of its findings and recommendations in mid-January 2005. The QIP may be modified and strengthened after the results of the independent review as part of the grantee's overall improvement strategy. In addition to addressing the non-compliance issues leading to a deficiency in the area of Human Resources, there are other areas of non-compliance in Program Governance, Facility, and Ongoing-Monitoring being addressed. These other areas are being addressed in a process separate from this Quality Improvement Plan. The Board of Supervisors, on or before March 7, 2005, will respond to ACF with a certification of compliance letter on these other non- compliance areas. At the same time the non-compliance issues related to the deficiency will also be addressed on or before February 11, 2005. The grantee has been addressing the areas of concern at the Fairgrounds site for many months. The timeline from the first remedial actions to the present is noted below: • Beginning in July 2003 many facility changes have occurred, including the installation of cameras that scan both inside and out and the addition of new, alarmed gates inside and triple locks on some gates to the playground. • Parents and staff have been trained and alerted to the dangers of leaving children unattended. Training has been done at the Fairgrounds site monthly since September Contra Costa County Community Services Department Quality Improvement Plan December 2004 2003 due to the probationary status of the site. Some of the training that rotates monthly include: ■ Health& Safety ■ Title XXII Licensing Regulations ■ Principles and Priorities: Supervision, Health & Safety, Adult-Child Interactions • Beginning with the 2005 program year, there will be an annual review of the Head Start Standards of Conduct at pre-service and in-service training for all staff. Head Start managers and site supervisors will be responsible for this review. In addition the grantee will clarify its intent to take appropriate disciplinary action (including dismissal, suspension, temporary reduction in pay and demotion) to enforce the Head Start Standards of Conduct consistent with the authority contained in paragraphs e,h, and j of section 24.1 of the current Memorandum of Understanding (MOU) with Head Start employee representatives. Specific responsibilities for enforcement of the Standards of Conduct, coaching and corrective action will be assigned to site supervisors. Other training focusing on different areas of the policies and procedures will be required on a monthly basis. There will be annual behavior management training for all staff and strengthened staff orientation. The actions being implemented are key to a change in the organizational culture and demonstrate the County's commitment to protect the health and safety of children. • The grantee has implemented new monitoring procedures and analyzed reports from the two sites identified. The following corrective actions have been made or are in place: ■ Progress and issues are reflected in monthly management reports to the Head Start Director as of September 2003. ■ The training coordinator keeps track of all training at these sites and sends the reports to the Assistant Directors to track and monitor those who have taken the training as of September 2003. ■ Currently, a training binder is kept at the sites and the Assistant Director is responsible for keeping it current and to ensure that it reflects needs noted during on-going monitoring, and staff evaluation as of September 2003. ■ Site supervisors prepare incident reports and communicate how they will be handled, recommend follow-up actions, and assist in the enforcement of policy including employee discipline. These incident reports are then sent to the appropriate Assistant Director beginning September 2003. ■ The system for responding to incidents has been completely revised and is now much more effective. Now incidents are reported to the immediate supervisor within 8 hours, the department personnel unit is notified, an investigation is done in a timely manner, and shared with the Directors, program managers, and site supervisors for action. The Head Start Director will make timely reports to the County Administrator, Board of Supervisors and Policy Council as incidents are tracked and resolved beginning September 2003. ■ Program staff has started a comprehensive program of training and retraining on Chronological Supervision and rigorously utilize it. Staff knows what to expect if they do not follow the Standards of Conduct at all times effective July 2004. The grantee has been investigating each incident and taking increasingly stronger disciplinary action including letters of reprimand, suspensions, and terminations. The grantee has identified Contra Costa County 2 Community Services Department Quality Improvement Plan December 2004 the need for investigative experts who can expedite investigations with clear analysis and specific recommendations for action. Due to of the extraordinary measures the grantee has taken, there were no unusual incidents related to health or safety at Fairgrounds and Brookside for the last 6 months, and no incidents in the other 18 child care centers operated by the grantee during the prior two-year period. The QIP team that was formed December 9, 2004 to identify root causes and to lead in the corrective action steps includes: Senior Deputy County Administrator Dorothy Sansoe; Program Director Dr. Pat Stroh; Associate Program Director Mickey Williams; Analyst Ed Lerman; Assistant Program Directors Camilla Rand and Stephanie Seaborg; and Site Supervisor III Pam Arrington. This team will be an integral part in guiding change as the QIP is developed and implemented. These individuals work at various levels within the organization of the grantee. In addition, the QIP has been reviewed by County Administrator John Sweeten. Chief Assistant Scott Tandy is the lead administrator on the QIP team to ensure that corrective actions will be made. Areas of Non-Compliance Related to the Deficiency Human Resources Part 1304 — Program Performance Standards for Operation of Head Start Programs by Grantees and Delegate Agencies 1304.52 Human Resources Management (a)Organizational Structure (1) Grantee and delegate agencies must establish and maintain an organizational structure that supports the accomplishment of program objectives. This structure must address the major functions and responsibilities assigned to each staff position and must provide evidence of adequate mechanisms for staff supervision and support. Part 1304 — Program Performance Standards for Operation of Head Start Programs by Grantees and Delegate Agencies 1304.52 Human Resources Management (h) Standards of Conduct (1) Grantee and delegate agencies must ensure that all staff, consultants, and volunteers abide by the program's standards of conduct. These standards must specify that: (iii) No child will be left alone or unsupervised while under their care; and (iv) They will use positive methods of child guidance and will not engage in corporal punishment, emotional or physical abuse, or humiliation. In addition, they will not employ methods of discipline that involve isolation, the use of food as punishment or reward, or the denial of basic needs. Part 1304 — Program Performance Standards for Operation of Head Start Programs by Grantees and Delegate Agencies 1304.52 Human Resources Management .Ci)Staff Performance appraisals. Grantee and delegate agencies must, at a minimum, perform annual performance reviews of each Early Head Start and Head Start staff member and use the results of these reviews Contra Costa County 3 Community Services Department Quality Improvement Plan December 2004 to identify staff training and professional development needs, modify staff performance agreements, as necessary, and assist each staff member in improving his or her skills and professional competencies. Summary of the ACF Report on Non-Compliance Areas Related To the Deficiency 1. Organizational Structure It was found (on pages 3-4) that the assigned responsibilities for the site supervisor position at the Brookside and Fairgrounds Centers did not support the accomplishment of program goals and did not provide for adequate supervision. The site supervisors at the above mentioned centers were responsible for the direct supervision of 23 and 25 employees respectively. These employees included classroom teaching staff, clerical support staff, and family advocates. 2. Standards of Conduct It is clear that some of the classroom staff have either been unable or unwilling to abide by the Head Start Standards of Conduct, which require that no child be left alone or unsupervised, that promote the use of positive methods of child guidance, and that forbid the use of corporal punishment, emotional or physical abuse, or humiliation. Because some staff did not follow this mandate, it led to incidents where children were left alone, and inappropriate methods of child guidance were used. Department investigations were conducted by inexperienced staff and were not completed in a timely manner. Thirteen events occurred over a period of 18 months at the two centers, nine at Fairgrounds and four at Brookside. 3. Site Supervision Span of Control The site supervisors at the two sites were challenged by the task of fulfilling myriad administrative duties, including staffing, daily monitoring, completion of reports and regulatory compliance requirements. Because of the heavy administrative load, ability to directly supervise their subordinates and offer the necessary support to the classroom staff was affected. In addition, within the context of an environment where the site supervisors are represented by the same organization as line staff, they were. limited at times in their ability to effectively manage their sites. 4. Staff Performance Appraisal Although the grantee has a system for staff performance appraisal, it was not used uniformly to identify staff training and professional development needs. Staff development plans were only completed for staff with less than satisfactory performance ratings. Professional development plans were not required for all staff for the purpose of improving their skills and professional competencies. Staff development plans were in place for the 20 personnel cited either for direct or indirect involvement with the child safety incidents. There was no standard practice of linking performance appraisal to staff development planning. Contra Costa County 4 Community Services Department Quality Improvement Plan December 2004 Overall Quality Improvement Planning Strategy and Approach to Systematic Improvement to Achieve Quality Root Cause Analysis The Quality Improvement Plan Team met and found that the root causes of the HR deficiency are multifaceted. The elements of the root cause include site supervision and the current duties of the position of Site Supervisor III, the structure of the grantee's departmental personnel unit and its inability to create a collaborative work environment with the employee's organization, and the grantee's approach to performance appraisal and professional development. 1. Organizational Structure The duties required of a Site Supervisor III are varied, including but not limited to the supervision of subordinate staff. At the Fairgrounds and Brookside Child Care Centers, the typical tasks of a Site Supervisor III include a variety of administrative duties such as staffing, evaluations, State and Federal mandates and reporting, enrollment oversight, daily monitoring, materials management activities and training. This diversity of work responsibility, from administrative duties to classroom and curriculum compliance, coupled with the responsibility of direct supervision of large numbers of subordinate staff, contributes to the difficulty in managing the sites effectively. The grantee's personnel unit has experienced dramatic change over the past two and a half years with the retirement of the unit's Personnel Analyst III, and the transfer of the unit's Senior Clerk to another department. The resulting turnover in the unit led to the use of relatively inexperienced personnel staff unable to keep pace with the rapidly changing needs of the grantee. While there is a working knowledge of the basic regulations affecting labor relations and the steps to take in dealing with grievances and discipline, there has been a lack of understanding of the body of labor law, timely investigations, detailed analysis and appropriate recommendations for discipline. In addition, the unit lacked the ability to assess and develop a collaborative partnership with the labor organization representing front line staff: site supervisors, teachers, clerks, and others. 2. Standards of Conduct The grantee recognizes that compliance with the fundamental and non-negotiable Standards of Conduct for Head Start has been weakened due to a lack of clarity in the relationships between the teaching and administrative staff. As a result of inconsistent personnel management practices and poor communication with program staff, some employees were allowed to continue working with children although they had violated the standards required to ensure child health and safety. 3. Staff Performance Appraisal Staff development plans have been, by CSD tradition, used only to substantiate poor performance. A concerted effort to use the performance appraisal system and staff development plans as part of the ongoing system to improve skills, provide professional growth, and retain staff is not in place. Program management has identified that some staff still lack basic early childhood development knowledge to implement developmentally appropriate practices. In summary, program management has identified the root cause of incidents noted in both the state licensing report and the special federal review. Because of the internal analysis by the Contra Costa County s Community Services Department Quality Improvement Plan December 2004 grantee, increased oversight by the Board of Supervisors and the findings of external reviews, the grantee will take actions and put in place corrective measures that will prevent further incidents. Supervisors and managers have made a concerted effort over the last six months to correct inappropriate behavior and mentor and model in the classroom. These efforts will strengthen professional skills of subordinate staff. Supervisors will use the performance appraisal process for on-going feedback, training and professional development planning to strengthen skills of their staff. Overall Quality Improvement Planning Strategy and Approach to Systematic Improvement to Achieve Quality The key corrective action steps, completion dates, responsibility and evidence of completion of these action steps are described below: Organizational Structure-Changes in Site Supervision 1. Head Start Director and Administrative staff reviewed the current Site Supervisor I job description in November 2004 and found it still current and appropriate. Evidence: Site Supervisor Job Description. 2. CSD, with the assistance of the County Administrator and County Human Resources Department, is implementing a plan to reduce the span of control by placing positions classified as Site Supervisor I's at the three largest sites by February 1, 2005. Evidence: Assignment of acting or permanent staff. 3. CSD has developed and implemented a contract with Interaction Associates to conduct a special training for supervisors and managers called "Managing with Impact" by December 21, 2004. Evidence: Contract document. 4. The "Managing with Impact" training will commence in January 2005 for site supervisors at all sites and will focus on best practices and specific techniques to promote communication and develop working relationships that lead to increased productivity and effective delegation of authority. Evidence: Sign in sheets, assessments and Certificate of Completion. 5. Assistant Directors will monitor and provide ongoing support to implement this training beginning January 2005. Evidence: Training logs,monitoring reports. 6. Assigned managers will assist the Head Start Director and Chief Assistant County Administrator in evaluating the progress of the new site supervision structure during the annual Head Start programs self assessment period no later than February 27, 2005. Evidence: Self Assessment documents. Between September 2003 and December 2004 the Grantee initiated many personnel changes and other actions based on the unusual incidents identified by state licensing, and areas of non- compliance identified in the special federal review report. Evidence of these completed and pending actions are available for on-site review or will be sent upon request. There have been a number of training courses such as "Dare to Be You", "Children with Difficult Behavior", "Transitions",and"Teacher/Child Interactions", for staff at all 20 Head Start sites. The grantee recognizes that the span of control for site supervisors throughout the program should be no more than 10 to 12 subordinates. The grantee will revise the organizational structure that will support the accomplishment of program objectives while providing quality supervision by Contra Costa County 6 Community Services Department Quality Improvement Plan December 2004 J reducing the span of control and assigned duties at the three largest centers (six or more classrooms). Accomplishing this obj ective will entail the creation of a two-tiered structure for site supervision at each of the three largest sites. At each of these three sites,the Site Supervisor I will report to, and assist, the current Site Supervisor III with administrative responsibility for subordinate teachers, assistant teachers, clerical staff, and family advocates. This will allow the current Site Supervisor III's to provide the necessary support, feedback, coaching and general supervision to the staff that has been lacking. The result will be a strengthened management system. Additional frontline training, entitled "Managing with Impact", presented by Interaction Associates, will be provided to all site supervisors at all sites and will focus on productivity, communication, and delegation of authority. The grantee will strengthen the functioning of the site supervisors by ensuring that they are provided with the resources that will make it easier for them to remain at the sites at all times during the program day and manage with increased efficiency. All sites will be provided with teleconferencing capabilities to eliminate the need for site supervisors to travel to a central location for training and meetings. These resources include previously implemented software solutions such as COPA that facilitates monitoring at the sites and management tools such as computerized timesheets and work order requests that improve efficiency. Standards of Conduct—Training The grantee recognizes that the protection of children's rights is the paramount responsibility and to change the culture of the program new policies and procedures are required. The Head Start Code of Conduct, the National Association for the Education of Young Children"Personal Rights of the Child", and the State guidelines will be signed off by each employee as having been read and understood and placed in the their personnel file on a yearly basis. In addition, these standards will be posted in each classroom. Consequences of violations of children's rights will result in discipline up to and including termination of employment,will be clearly stated, and will be vigorously enforced. The Board of Supervisors and the County Administrator are committed to working with CSD to ensure full understanding of these standards so that both CSD management and employee representatives can work together to support the health and safety of children. Organizational Structure—CSD Personnel Unit Restructure 1. Restructuring has been started by assigning the Associate Director, who holds a Masters Degree in Human Resources and Organizational Development, as interim personnel administrator. She will work closely with the program and administrative staff to develop strong communication between the personnel unit and program staff effective December 17, 2004. Evidence: E-mail directing her to assume the position and stay until the position is filled permanently. 2. The County Administrator has placed on the January 4, 2005 Board of Supervisors meeting agenda for approval the addition of a personnel manager position to the department via a Position Adjustment Resolution. Evidence: Board of Supervisors Agenda and Minutes. Contra Costa County 7 Community Services Department Quality Improvement Plan December 2004 3. County Human Resources will begin the recruitment process for a CSD Personnel administrator on January 5, 2005 and a selection will be made from a list of candidates by April 30, 2005. Evidence: Recruitment documents, Policy Council approval, and new hire documents. 4. Transition the Interim Department Personnel administrator back to her position of Associate Director of Program Services. April 30, 2005. Evidence: Memo of reassignment. In mid-December 2004, CSD began restructuring the personnel unit to support essential human resources functions with the appointment of the current Associate Director of Program Services. She holds a Masters Degree in Human Resources and Organizational Development, and will act as interim personnel administrator within the department until a permanent Department personnel administrator can be recruited and hired by the central County Human Resources Department. The interim manager will be responsible not only for department functions but will also be the key contact with the County Human Resources Department for all personnel matters and labor relations issues. These interim department functions include effective recruitment, orientation, workplace safety and employee retention plans to reduce absenteeism and position vacancies, as well as developing strategies to reduce the frequency and duration of worker's compensation claims. These essential functions will result in direct improvement at the classroom level by ensuring the presence of permanent, qualified teachers and teaching support staff. This will also reduce the grantee's dependence on substitute teaching staff, resulting in improved continuity and quality of care. The Board of Supervisors will consider a recommendation by the County Administrator to recruit a permanent Department personnel administrator on January 4, 2005. This individual will be a human resources professional with advanced training in human resources as well as recent progressively responsible experience as a human resources officer with working knowledge of labor law. The CSD personnel administrator will work closely with the County Human Resources Department and County Counsel to provide the support resources of the county for correcting and improving the services provided to children and families. The Department personnel administrator will implement effective recruitment strategies and work closely with the County Human Resources Department to decrease the length of time required to fill vacant classroom positions. He or she will review and revise as needed the grantee's policies and procedures related to absenteeism and work place safety, and will work closely with employee representatives to ensure that any violations of the grantee's policies regarding children's rights will be strictly enforced. The grantee via the County Administrator, the County Human Resources Director and CSD program management will inform and educate department employees and their representatives regarding the mandatory nature of Head Start Standards of Conduct in relation to child health and safety. Contra Costa County 8 Community Services Department Quality Improvement Plan December 2004 Staff Performance Appraisal 1. The Interim CSD personnel administrator will develop a professional development system for all employees. January 31, 2005. Evidence: Written plan including responsibility,procedures and tools for professional development planning. 2. The Community Services Department Personnel Analyst will train, coach, and mentor supervisors on the contents and format of the new professional development plan by February 11, 2005. A request will also be made to Region IX staff to assist in the training. Evidence: Sign in sheets. 3. The Interim CSD personnel administrator and supervisors, assisted by the Personnel Analyst, will work with supervisors on a professional development plan for all staff during the annual performance appraisal process. It will begin with those employees whose annual performance appraisal occurs in the month of March 2005. Evidence: Random sample of evaluations beginning March 1, 2005. 4. Grantee has identified the need for basic classroom management skills and has started implementing training for all staff. The grantee started implementing this within the last two months by contracting with two Early Childhood Education (ECE) experts in November 2004. Evidence: Contracts for two ECE experts and sign in sheets and training records. The grantee will require professional development plans for all staff for the purpose of improving their skills,, professional cQuWtencies and retention. This will be accomplished by the assignment of an existing Personnel Analyst to develop, implement and track a system linking the performance appraisal process to professional development planning. This Analyst will work on an individual basis with supervisors and staff to develop a professional development plan that is individualized. Plans for professional development will be directly linked to elements of the performance appraisal. This system will provide the staff the opportunity, as well as the expectation, to set professional goals that are realistically achievable and that address situations that typically occur in the classroom. Finally, the grantee has identified the need for basic classroom management training. Beginning in November 2004 ECE experts have been contracted for site based training of all staff members to provide them with tools and strategies to insure that all staff members have an understanding and commitment to high quality services for children and families. The Role of the QUALITY IMPROVEMENT PLAN Team in Guiding Change in the Culture and Environment for Success: The Quality Improvement Plan team will be a key element in guiding change as the Quality Improvement Plan is implemented. These individuals work at various levels of the organization. They are professional administrators and educators that can communicate these changes to all levels of the grantee's organization. The Associate Director for Program Services has a Masters Degree in Human Resources and Organization Development, and brings the academic background and practical experience that will provide a new level of effectiveness to the interim CSD personnel administrator position. Contra Costa County 9 Community Services Department Quality Improvement Plan December 2004 r • As the Quality Improvement Plan is implemented and a new personnel administrator is selected, the team will work closely with the new manager to monitor the progress made in the restructuring of the grantee's personnel unit. The team will assess progress on the implementation of the Quality Improvement Plan and develop reports for consideration by the Policy Council and the Board of Supervisors on a monthly basis. The Head Start Director and the County Administrator will report on progress and issues in open session once a month to the Board and the Policy Council starting in January 2005. An element in sustaining the Quality Improvement Plan in a comprehensive approach to Continuing Quality Improvement will be to use internal training and technical assistance funds and the Region IX network resources to assist the grantee in reestablishing the environment and culture that will foster the vision and renew the philosophy of Head Start in supporting children and families. Utilization of these resources will be implemented post Quality Improvement Plan and made an integral part of the comprehensive program of service training for existing line staff, supervisors, and managers; new employee orientation, and included in training programs for the Board of Supervisors,Policy Council, community partners and volunteers. Many initiatives have taken place over the past year as the grantee dealt with issues and incidents at the Fairgrounds and Brookside centers. The experience in the last six months provides initial evidence of change in the culture of the organization. Now, with the development and implementation of this Quality Improvement Plan the foundation for sustained change in staffing structures,policies, procedures, and improved communication at all levels of the program will be put in place for the future. Contra Costa County 10 Community Services Department Quality Improvement Plan December 2004 SiRNO' F%TV1 I *N SEs. - `� Administration for Y w DEPARTMENT OF HEALTH & HU AN SERVICES Children & Families W 00 0 ryr'h, J,t 416, Region IX 50 United Nations-Plaza Refer to: 09CH0375!FY2005 San Francisco, CA 94102 CERTIFIED, RETURN RECEIPT REQUIRED DEC 2 8 2.004 AMENDED NOTICE OF MONITORING REVIEW FINDINGS Federal Glover Chairman Contra Costa County Board of Supervisors County of Contra Costa Community Services Department 651 Pine Street, Suite 106 Martinez, California 94553 prrllr ;IJ Dear Supervisor Glover: This letter amends and supersedes our notice to you dated November 30, 2004. Specifically, with this letter we are putting you on notice that you must take action immediately to correct the deficiencies described on page 3 of this letter and pages 3 and 4 of the Head Start Review Report. The deadline for correction of non-deficiency violations remains unchanged, i.e.,March 7,2005—ninety (90) days from your receipt of the original notice. In mid-October 2004, ACF was informed by officials from the Community Services Department (CSD)that the California Community Care Licensing Office had issued an order to revoke the licenses of two Head Start facilities in your County: Fairgrounds in Antioch and Brookside in Richmond. We were informed that this action stemmed from the number of child safety incidents that had occurred at these two centers. Based on review of the initial information provided by CSD and our meeting with County officials on October 20, 2004, we determined that an independent special review was warranted to assess compliance with Federal Head Start requirements at these sites. From October 26—28, 2004,the Administration for Children and Families (ACF) conducted a special on-site monitoring review of the Contra Costa County Head Start program for the purpose of reviewing child safety issues related to the Fairgrounds center in Antioch and Brookside center in Richmond. Our review was conducted using the Program Review Instrument for Systems Monitoring (PRISM). ACF conducted a special review of Contra Costa County Head Start program to determine compliance with Federal Head Start requirements related to the number of incidents involving child safety concerns. The Fairgrounds and Brookside centers represented the two largest of the 20 grantee-operated centers. The Fairgrounds center served 100 Head Start pre-school age children and 21 Early Head Start infants and toddlers, as well as other preschool-aged children in other programs. The Brookside center served 140 preschool-aged Head Start children. Although the special review focused primarily on Human Resources, Facilities, and Ongoing Monitoring Federal Glover— Page 2 relative to the child safety and supervision issues, other Core Questions in the Program Design and Management area were reviewed to ensure an analysis of the inter-relationship of multiple management systems. Review of the safety issues in relationship to other Core Questions in the Program Design and Management area included Program Governance,Planning, Communication, Record-keeping and Recording, and Self-Assessment. This letter and the enclosed Head Start Review Report constitute our notice to your agency of the results of the on-site program review. The report provides you with detailed information on areas reviewed and your program's performance in meeting Head Start Program Performance Standards and applicable laws,regulations, and policy requirements. A determination has been made that Contra Costa.County Head Start is a Grantee with Deficiencies. DEFICIENCY DEFINITION According to 45 CFR 1304.3(a) (6): (6)Deficiency means: (i)An area or areas of performance in which an Early Head Start or Head Start grantee agency is not in compliance with State or Federal requirements, including but not limited to, the Head Start Act or one or more regulations underparts 1301, 1304, 1305, 1306 or 1308 of this title and which involves: (A)A threat to the health, safety, or civil rights of children or staff; (B)A denial to parents of the exercise of their full roles and responsibilities related to program governance; (C)A failure to perform substantially the requirements related to Early Childhood Development and Health Services, Family and Community Partnerships, or Program Design and Management; or (D) The misuse of Head Start grant funds. (ii) The loss of legal status or financial viability, as defined in part 1302 of this title, loss of permits, debarment from receiving Federal grants or contracts or the improper use of Federal funds; or (iii)Any other violation of Federal or State requirements including, but not limited to, the Head Start Act or one or more of the regulations underparts 1301, 1304, 1305, 1306 or 1308 of this title, and which the grantee has shown an unwillingness or inability to correct within the period specified by the responsible HHS official, of which the responsible HHS official has given the grantee written notice of pursuant to section 1304.61. Federal Glover—Page 3 DEFICIENCY DETERMINATION This letter, in conjunction with the enclosed Head Start Review Report, serves as the legal notification that Contra Costa County Head Start has been designated a Grantee with Deficiencies as defined under 45 CFR 1304.3(a)(6)(i)(A)and 45 CFR 1304.3(a)(6)(i)(C),which involves: (A)A threat to the health, safety,or civil rights of children or staff. The following area(s) of noncompliance constitute deficiencies in the operation of the Contra Costa County Head Start program. Refer to the enclosed Head Start Review Report for a detailed listing and summary of the specific area(s) of noncompliance related to the deficiencies. Program Design and Management Core Question 7: Human Resources 1304.52(a)(1) 1304.52 (h)(1)(iii) 1304.52 (h)(1)(iv) CORRECTIVE ACTION REQUIRED TO REMEDY DEFICIENCIES Because these deficiencies threaten the health and safety of children, immediate correction is required,pursuant to section 641A(d)(1)(B)(i) of the Head Start Act, 42 U.S.C. § 9836a(d)(1)(B)(i). Correction of a deficiency requires that you come into full compliance with the cited requirements. Accordingly,within forty-five (45) days of your receipt of this amended notice you must submit to this office a written certification that the cited deficiencies have been removed. If we receive a timely and credible certification of correction we will conduct an onsite follow up review. Unless this follow up review verifies that you have come into full compliance with the cited requirements, we will initiate proceedings to terminate your Head Start grant pursuant to section 641A(d)(1)(C) of the Head Start Act, 42 U.S.C. § 9836a(d)(1)(C); 42 C.F.R. § 1304.60(fl. In addition, any future violation of health and safety requirements or incidents reported to Community Care Licensing must also to be reported to this office within five (5) days of the documented incident. NON-DEFICIENCY VIOLATIONS In accordance with our original notice dated November 30, 2004,which you received on December 6, 20049 the area(s) of noncompliance not constituting deficiencies must be corrected by March 7, 2005 unless an extension is approved by this office. Core Question 1: Program Governance 1304.50(g)(1) Federal Glover—Page 4 Core Question 5: Ongoing Monitoring 1304.51(1)(2) Core Question 7: Human Resources 1304.52(i) Core Question 17: Facilities, Material,Equipment 1304.53 (a)(1) Please refer to the enclosed Head Start Review Report for a detailed description of the non- deficiency violations. ACTION REQUIRED TO REMEDY NON-DEFICIENCY VIOLATIONS The area(s) of noncompliance cited in the enclosed report that are not deficiencies must be corrected no later than March 7, 2005, i.e., ninety(90)days from the date you received the original notice unless an extension is approved by this office. Once you have corrected the identified area(s) of noncompliance, a letter to this office certifying full compliance is required. This certification of compliance letter is considered separate from the QIP. The certification should describe the noncompliance situation(s), explain action(s) taken, clearly state that the problems have been remedied, specify the date(s) of such correction, and be signed by the Board and the Policy Council Chairpersons. Pursuant to 45 CFR 1304.61(b), a grantee that is unable or unwilling to correct the specified areas of noncompliance within the prescribed time period will be judged to have a deficiency that must be corrected. Further, if your program continues to have uncorrected deficiencies beyond the timeframes stated for correction, you will be issued, pursuant to 45 CFR 1304.600, a letter stating our intent to terminate your Head Start grant. We will continue to make assistance available to your agency throughout the coming months. We will determine, in partnership with you, a reasonable schedule of follow-up activities, which pursuant to Sec. 64 1 A(c)(1)(C) of the Head Start Act,will include a site visit to monitor your progress and validate your full compliance. The goal of ACF is to ensure that all Head Start and Early Head Start programs provide quality services to young children and their families. We look forward to supporting your efforts to reach this goal. Please feel free to contact Susan Honciano at(415) 437-8065 or me at (415) 437-8447 regarding any questions or concerns you may have. Sincerely, G Jan Len, Director Children and Youth Development Federal Glover— Page 5 Enclosure: PRISM Head Start Review Report cc: Celeste McCullough, Policy Council Chairperson John Sweeten, Chief Executive Officer Tony Colon, Executive Director Pat Stroh, Head Start Director Paul Blatt, Head Start Bureau Monitoring Lead Carol Robson, Regional Office T/TA Coordinator Steve Martin, Project Director, DANYA International Sharon M. Fujii, Regional Administrator Martin Tom, Grants Officer Susan Honciano, Federal Team Leader Maria Fort, Program Specialist Paulene Graham, Fiscal Specialist Mead Start Review Report 10/26/2004 CONTRA COSTA COUNTY COMMUNITY SERVI 09CH0375 / 000 / 2004 Overview Information Review Type: 1st Follow-up Organization: Government Agency Program Type: HS/EHS FTL: Susan Honciano, Program Specialist: Maria Fort Purpose: Special Review Child Development and Health Services Area Reviewer: Area Summary Review Decisions Prevention and Early Intervention: Not Reviewed Health Care Tracking and Follow-up: Not Reviewed Individualization: Not Reviewed Disabilities Services: Not Reviewed Curriculum and Assessment: Not Reviewed Child Outcomes: Not Reviewed Family and Community Partnerships Area Reviewer: Area Summary Review Decisions Family Partnership Building: Not Reviewed Parent Involvement: Not Reviewed Community Partnerships: Not Reviewed Program Design and Management Area Reviewer: L. Brown, M. Brand, K. Calhoun, S. Honciano Area Summary Review decisions are summarized below: 11/3012004 3:22:12 PM � CONTRA COSTA COUNTY COMMUNITY SERVI 0 / 000 / 2004 Review Decisions There were no areas of noncompliance in the Core Questions on Planning; Communication; Record-keeping and Reporting; and Self-Assessment. There were areas of noncompliance that require corrective action in the Core Questions on Program Governance; Ongoing Monitoring; Human Resources; and Facilities, Materials, Equipment, and Transportation. Fiscal Management: Not Reviewed Eligibility, Recruitment, Selection, Enrollment, and Attendance: Not Reviewed'- Areas of Noncompliance Program Governance Question Reviewer: Karin Calhoun, Linda Brown, Marie Brand PART 1304- PROGRAM PERFORMANCE STANDARDS FOR OPERATION OF HEAD START PROGRAMS BY GRANTEES AND DELEGATE AGENCIES 1304.50 Program Governance. (Q) Governing Body Responsibilities b (1) Grantee and delegate agencies must have written policies that define the roles and responsibilities of the governing body members and that inform them of the management procedures and functions necessary to implement a high quality program. Interviews with program management staff and County officials and review of documents related to improvement strategies revealed there had been communication between the Board and program management relative to the recurrence of child safety violations due to staff neglect at the Fairgrounds and Brookside centers. However, despite the Board's awareness, child safety violations, due to a lack of staff supervision, continued over a period of 18 months, as documented by the grantee's and state licensing agency's reports. Therefore, activities taken to date have failed to eliminate the recurrence of child safety violations. The Governing Board must be held responsible and accountable for ensuring the health and safety of program participants. Ongoing Monitoring Question Reviewer: Karin Calhoun, Marie Brand, Linda Brown PART 1304 - PROGRAM PERFORMANCE STANDARDS FOR OPERATION-OF HEAD START PROGRAMS BY GRANTEES AND DELEGATE AGENCIES 1304.51 Management Systems and Procedures. (i) Program Self-Assessment and Monitoring (2) Grantees must establish and implement procedures for the ongoing monitoring of their own Early Head Start and Head Start operations, as well as those of each of their delegate agencies, to.ensure that these operations effectively implement Federal regulations. The child safety incidents documented by the state licensing agency demonstrated ongoing issues with the grantee's oversight and monitoring. Review of the monitoring documents and interviews 11/30/2004 3:48:02 PM 2 CONTRA COSTA COUNTYPOMMUNITY SERVI 09CH0375 / 000 / 2004 with the monitoring team and management staff confirmed these child safety incidents. The grantee had written procedures for monitoring facilities and classrooms on a daily and.monthly basis for all centers as well as procedures for monitoring all program requirements. However, we also noted that the state licensing agency's report further documented repeated incidents of the same issue which.the grantee's monitoring failed to address. Human Resources Question Reviewer: Karin.Calhoun, Marie Brand, Linda Brown PART.1304 - PROGRAM PERFORMANCE STANDARDS FOR OPERATION OF HEAD START PROGRAMS BY GRANTEES AND DELEGATE AGENCIES 1304.52 Human Resources Management. (a) Organizational Structure (1) Grantee and delegate agencies must establish and maintain an organizational structure that supports the accomplishment of program objectives. This structure must address the major functions and responsibilities assigned to each staff position and must provide evidence of adequate mechanisms for staff supervision and support. The assigned responsibilities for the site supervisor position at the Brookside and Fairgrounds centers did not support the accomplishment of program objectives and did not provide for adequate supervision and support. Interviews with the site supervisors at the Brookside and Fairgrounds centers, the two largest grantee-operated centers, revealed that these two site supervisors were responsible for supervising 25 and 23 employees respectively. These employees included lead teachers, assistant teachers, teacher trainees, administrative/clerical staff, and family advocates. Follow-up discussions with management staff and a review of the organizational chart,job description and staff roster for each center confirmed these high levels of direct service staff/site supervisor ratios. The span of control for supervising large number of employees of different positions, coupled with their other responsibilities such as daily monitoring, daily staff scheduling and other administrative duties, directly impacted their ability to provide the necessary support, feedback, coaching, and general supervision to the staff at these two centers. Management staff stated that the job description for the lead teachers indicated that they were to provide input on the other classroom staff to the site supervisor for the development of the performance appraisals; however, that practice was viewed still as a work in progress. PART 1304 - PROGRAM PERFORMANCE STANDARDS FOR OPERATION OF HEAD START PROGRAMS BY GRANTEES AND DELEGATE AGENCIES 1304.52 Human Resources Management. (h) Standards of Conduct (1) Grantee and delegate agencies must ensure that all staff, consultants, and volunteers abide by the program's standards of conduct. These standards must specify that: (iii) No child will be left alone or unsupervised while under their care; and (iv) They will use positive methods of child guidance and will not engage in corporal punishment, emotional or physical abuse, or humiliation. In addition, they will not employ methods of discipline that involve isolation, the use of food as punishment or reward, or the denial of basic needs. 11/30/2004 3:22:13 PM 3 CONTRA COSTA COUNTY COMMUNITY SERVI 09CH0375 / 000 / 2004 In the two grantee-operated centers reviewed (Brookside and Fairgrounds), the lack of effective and appropriate supervision practices resulted in a number of incidents where child safety was compromised. This included incidents where children were left alone and unsupervised and incidents where staff had used physical force in dealing with children. A review of the grantee's incident reports for Fairgrounds and Brookside and a review of child incident reports used by the State licensing agency showed that over an 18-month period, the Brookside center had four incidents involving staff who had either left children unsupervised or had used physical force in dealing with children. Over the same period, the Fairgrounds center had nine incidents where staff had either left children unsupervised or had used physical force in dealing with children. One of these incidents involved a child being left unsupervised in the parking lot of the center. Another incident involved a child left in the playground while the class transitioned back to the classroom. Discussions with County officials, program director, other management staff, state licensing representatives and staff from both centers supported the occurrence of these incidents. Subsequent to the on-site review, a media report described a child who had fallen into a garbage can. Follow-up discussions with the grantee and review of addition documents revealed that the teacher had assisted the child,by holding his hand and lowering the can, in retrieving a plate/eating utensil which had been dropped into the garbage can by the child. Therefore, this situation had not been reported as a child safety incident due to lack of staff supervision. ACF also reviewed the grantee's tracking system report that listed all incidents for the other 18 centers it operated for a two-year period (April 2002 - September 2004), called the "Unusual Incident Report Log." Although the report showed a listing of incidents by center, these incidents did not reflect child safety issues due to either inadequate staff supervision or use of physical force by staff. PART 1304 - PROGRAM PERFORMANCE STANDARDS FOR OPERATION OF HEAD S'T'ART PROGRAMS BY GRANTEES AND DELEGATE AGENCIES 1304.52 Human Resources Management. (I*) Staff performance appraisals. Grantee and delegate agencies must, at a minimum, perform annual performance reviews of each Early Mead Start and Head Start staff member and use the results of these reviews to identify staff training and professional development needs, modify staff performance agreements, as necessary, and assist each staff member in improving his or her skills and professional competencies. The grantee did not use the results of the staff performance appraisal to identify staff training and professional development. A review of the 30 personnel files and interviews with management staff revealed that staff development plans were only completed for staff with less than satisfactory performance ratings. Professional-development plans were not required for all staff for the purpose of improving their skills and professional competencies. It was noted, however, that staff development plans were in place for the 20 personnel cited either for direct or indirect involvement with the child safety incidents. Facilities, Materials, Equipment, and Transportation Question Reviewer: Linda Brown, Marie Brand, Karin Calhoun PART 1304 -PROGRAM PERFORMANCE STANDARDS FOR OPERATION OF HEAD 11/30/2004 3:22:13 PM 4 CONTRA COSTA COUNTY COMMUNITY SERVI 09CH0375 / 000 / 2004 START PROGRAMS BY GRANTEES AND DELEGATE AGENCIES 1304.53 Facilities,Materials, and Equipment. (a) Head Start.Physical Environment and Facilities (1) Grantee and delegate agencies must provide a physical environment and facilities conducive to learning and reflective of the different stages of development of each child. The Early Head Start infant facility at the Fairgrounds center(for children 6-weeks to 18-months of age) did not provide a physical environment that was conducive to learning for this age group. There was one room with ahalf-wall divider to accommodate non-mobile infants on one side and the mobile infants on the other side. Thehighnoise and activity level made it difficult to support high quality care for each infant because it did not reflect a social and emotional climate conducive to learning. One infant was observed crying and could be Beard throughout the building. Similarly, at the Brookside modular facility,there was one large classroom divided by a low room divider to accommodate twenty children on each side. During the interview discussion,the site supervisor stated that the noise level was exceedingly high and that the teachers had requested help with child behavioral management issues. End of Report- 1113012004 3:22:13 PM 5 contra -. F SUPERVISORS TO: BOARD O _ . Costa FROM: John Sweeten, County Administrator ;,_ County DATE: January 4, 2005 SUBJECT: Request For Proposals For The Operation of the Fairgrounds Children's Center SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION R f OMM .NDF1D ACTION: APPROVE and AUTHORIZE the County Administrator, or designee, to issue a Request for Proposals for operating early childhood education programs at the Fairgrounds Children Center. FINANCIAL IMPACT: No net County cost. The administrative costs associated with completing a bid process and subsequent costs of I transferring some program elements to a successful bidder or bidders will be offset by current program funding streams, which include Federal Head Start, Early Head Start and State Pre-school revenue. BACKGROUND: CSD plans to transfer daily program operations of its Head Start, Early Head Start, and State Pre-school ro ams currently operating at the Fairgrounds Children's Center(1 Oth and L Street) in Antioch to a third party p � y p g � operator. The RFP is the formal bid process to select a third-party with which to affect this transfer, as part of the Department's Quality Improvement Plan with the Administration for Children and Families Region IX office and negotiated settlement with the State Department of Social Services involving violations of the probationary status of the Fairgrounds child care license. Currently, CSD directly operates 20 early childhood education sites and maintains seven partner sites. This transfer of operations will reduce the number of directly operated CSD sites to 19, and increase the number of partner-operated sites to eight. To the extent possible, the Department will attempt to avoid disruption of services to families with children currently placed at the center. The Fairgrounds center currently serves approximately 120 children and their families. The site will continue to offer comprehensive services to a similar number of children and low-income families after the transfer of operations. CONTINUED ON ATTACHMENT:_X YES SIGNATURE: V?�7 RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION F OARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON e �? APPROVED AS RECOMMENDED�_ O� VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED JOH EETEN,CLE THE BOARD OF SUCVISORS AND COUNTY ADMINISTRATOR Contact: PAT STROH,6-5458 cc: CSD CONTRACTS UNIT COUNTY ADMINISTRATOR BY ,DEPUTY AUDITOR-CONTROLLER Page 2 The timeline for this transfer will be as follows-, ➢ January 4, 2005 Board of Supervisors approve issuance of RFP ➢ January 5-7, 2005 RFP notice is published ➢ January 26, 2005 Mandatory bidder's conference is held at the Fairgrounds site ➢ February 11, 2005 RFP responses are due from bidders February 14-17, 2005 RFP responses are evaluated ➢ February 18, 2005 Letters are sent to bidders informing them of their selection/non-selection ➢ February 18 — March 4, 2005 Appeal period for those bidders not selected to be provider ➢ March 81, 2005 Board of Supervisors approves contract with winning bidder ➢ March 8,, 2005 Selected contractor applies to State Community Care Licensing Division for a child care operators license at Fairgrounds ➢ March 15, 2005 Contract start date ➢ April/May 2005 Contractor will hire and train staff and receive orientation ➢ July 1, 2005 Formal transfer of operations of Fairgrounds Children's Center A r , 1 Contra F SUPERVISORS TO: BOARD O � •��`� Costa FROM: John Sweeten, County Administrator County�'as; ____�_�, ' " COUNT DATE: January 4, 2005 SUBJECT: Authorization to Execute a Contract for Management Training Services Specific Request(S)or Recommendation (S)& Background and Justification RECOMMENDATION APPROVE and AUTHORIZE the County Administrator, or designee, to execute contract ##38-830 with Interaction Associates Inc. in the amount of$45,000 for management training services to Community Services Department employees for the period December 20, 2004 through March 31, 2005. FINANCIAL IMPACT: This contract is funded by the U.S. Department of Health and Human Services Administration for Children and Families (ACF). Funding for this contract is included in the Contra Costa County Community Services Department's FY 2004-05 budget. There is no net County cost to these contracts. CHILDREN'S IMPACT STATEMENT: The Community Services Department Head Start Program supports two of Contra Costa County's community outcomes: "Children Ready for and Succeeding in School" Y and "Families that are Safe, Stable and Nurturing." These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, health, and social services, along with a strong parent involvement focus, to low-income children throughout Contra Costa County. The overall goal of the program is to bring about a greater degree of social competence in preschool children from low- income families. CONTINUED ON ATTACHMENT: l/YES SIGNATURE: AA ------w .----_a------N__—~__-a--------—----------------------------------- _____ RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATI N F BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON APPROVE AS RECOMMENDED OT VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN h UNANIMOUS(ABSENT } AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. AYES: NOES: ABSENT: ABSTAIN: ATTESTED ' CONTACT: CSD (3 orig.,signed,sealed copies) J0WOETE:T4,CLE F THE BOARD OF CC: CAO RVISORS AND626NTY ADMINISTRATOR BY PUTY REASONS FOR RECOMMENDATIONS/BACKGROUND: The County Administrator and the Family and Children's Services Manager have recognized a need for enhancing management skills development for all Site Supervisors at all sites. This training helps fulfill the needs identified by the recent Head Start on-site review and is part of the department's Quality Improvement Plan (QIP). The Associate Directors and Children's Services Managers will also receive training. For this training, the Associate Directors, Children's Services Managers, and Site Supervisors will share a commonly understood model and set of frameworks of what it means to manage and communicate with people effectively. They will also share and use a set of skills for effective one on one managerial conversation with employees that will help employees perform at their best in service of the organizational objectives and increase employee satisfaction. ��-�S E-'L•. Contra TO. BOARD OF SUPERVISORS FROM: Leslie T. Knight, Assistant County oH�, :+;�I,Itilh� _:' = � Costa Administrator— Director of Human Resources �o•=: =----��~ sr.• County DATE: January 4, 2005 SUBJECT: ADOPT RESOLUTION 2005/ 003 Establishing the Class of Community Services Personnel Administrator and Add one position in the Community Services Department SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: ADOPT RESOLUTION number 2005/003 establishing the class of Community Services Personnel Administrator; Allocating it to the Salary Schedule; Add one position and Establish a Performance Pay Plan. FISCAL IMPACT: For fiscal year 2004-2005, the cost of this action is $59,166 which is 100% Federal Head Start Funds. BACKGROUND: This position will be responsible for providing management direction and leadership to the personnel unit of the Community Services Department. CONSEQUENCE OF NEGATIVE ACTION: If this class is not established, the department will be unable to effectively conduct long-range personnel planning and policy development. CONTINUED ON ATTACHMENT: YES SIGNATURE: / ;) RECOMMENDATION OF COUNTY ADMINISTRATOR RECCN-5ENWATION OF BOAR15 COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON APPROVED AS RECOMMENDED OT VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN AND ENTERED ON MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE SHOWN. /Y UNANIMOUS(ABSENT ) AYES: NOES: ABSENT: ABSTAIN: Contact: Larry Daniel,Personnel Services Supervisor,5-1716 Cc: Human Resources Department ATTESTED County Administrator Z 'V-eq 6-f-, Community Services Department SWEETEN,CLE F THE BOARD OFSUPERVISORS BY: J , DEPUTY THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this order on January 4 2005 , by the following vote: AYES: SUPERVISORS GIOIA, PIEPHO, GLOVER AND UILKEMA NOES: NONE ABSENT: SUPERVISOR DESAULNI ER ABSTAIN: NONE SUBJECT: In the Matter of Establishing the Class of RESOLUTION NO. 2005/3 Community Services Personnel Administrator; Allocating it to the Salary Schedule; Implementing a Performance Pay Plan; and Adding One Position in the Community Services Department. THE CONTRA COSTA COUNTY BOARD OF SUPERVISORS in its capacity as governing Board of the County of Contra Costa and all districts of which it is ex-officio governing Board RESOLVES THAT: A. Establishment of Class and Position: The class of Community Services Personnel Administrator is established and one 40/40 position is added in the Community Services Department effective on January 1, 2005. B. S_ ala_ Range: Effective January 1, 2005, the class of Community Services Personnel Administrator will be allocated on the salary schedule to salary range B82 1724 (Steps 1 through 11). C. Merit Salary Increment Review - On the employee's anniversary date, the appointing authority may, based upon an evaluation of work performance, award a merit increment of 5% for satisfactory performance of the employee. The salary advancement shall be granted only on the affirmative action of the appointing authority. In no case shall a step be awarded beyond step 9 of the salary range for satisfactory performance. The appointing authority may unconditionally deny a salary increment advancement or may deny the step subject to review at a specified date before the next anniversary date. D. Performance Review: The appointing authority may, based upon an annual evaluation of work performance, award either one (1) 2.5% step increment or two (2) 2.5% step increments for outstanding performance and/or the achievement of specific performance-based objectives (hereinafter referred to as outstanding performance) to the incumbent in the class of Community Services Personnel Administrator. If the employee does not receive outstanding performance pay on his/her annual evaluation date, an extra salary review date may be set by the appointing authority for six (6) months after the annual evaluation date. This date may be set by the appointing authority upon return of the Salary Review Report to the Director of Human Resources or at another time prior to the extra review date six (6) months after the employee's annual evaluation date. If the employee received an outstanding pay step of 2.5% on his/her annual evaluation date, the appointing authority may, based upon an evaluation of work performance, award an additional 2.5% outstanding performance pay step effective six (6) months after the annual evaluation date on the first of the month. If an employee was not awarded an outstanding performance step on his/her annual evaluation date, the appointing authority may, based upon an evaluation of work performance, award one (1) or two (2) outstanding pay step(s) effective six (6) months after the annual evaluation date on the first of the month. In no instance, however, shall an employee be awarded (or be receiving) more than two (2) 2.5% outstanding performance pay steps between annual evaluation dates. At the discretion of the appointing authority, effective the first of a calendar month, approval for outstanding performance pay may be rescinded, based upon an evaluation of work performance, at any time between annual evaluation dates. Any outstanding performance pay step(s) in effect on the employee's annual evaluation date are subject to evaluation by the appointing authority and must be affirmatively recommended by the appointing authority to continue or be increased. In instances where the employee is receiving outstanding performance pay at the time that a merit increment is approved, the employee's base salary step for satisfactory performance will be adjusted to reflect the 5% merit increase. The employee's salary step placement will then be further adjusted for the current outstanding performance pay that the employee had been receiving using the employee's new merit step as the base upon which the performance pay step(s) are added. No salary step beyond Step 9 may be awarded for satisfactory performance. Steps 10 and 11 are reserved exclusively for outstanding performance pay. No provision of this section shall allow salary placement beyond the uppermost step of the salary schedule/level to which the class is allocated. E. The annual evaluation date for outstanding performance steps for employees shall be set by the appointing authority. F. Other Provisions - Except as may be changed or modified by resolution hereafter, all provisions of the Salary Regulations are applicable to this class. CONTACT: Leslie Knight (5-1766) cc: Human Resources Department County Administrator Community Services Department ' here Auditor-Controller hY certify that this is a true and correct copy of an action tak n and entered on the minutes of the Boa of Supervisors on the date shown. ATTESTED.- JOHN TTESTED: JOHN TEN, C1 f the Board of Sup v' ors and county Administrator Ey ep