Broward County Children’s Services Council Monthly Meeting 6600 W. Commercial Blvd. Lauderhill, FL 33319

November 21, 2013 9:30 a.m.

MEETING AGENDA I. Call to Order Robin Bartleman, Chair

II. Roll Call Amy Jacques, Executive Assistant

III. Chair’s Comments Robin Bartleman, Chair a. Approve October 17, 2013, Council Minutes (Tab 1) b. Approve CSC Referendum Year of 2014 (Tab 2) c. The Oustanding Office Building of the Year d. Eliminating Schoolhouse to Jailhouse Pipeline (Tab 3) e. Council Vacancy Update (Tab 4) f. Reminder of Cancellation of December Meeting

IV. Executive Committee Report (Tab 5) Robin Bartleman, Chair a. Approve Carry Forward Budget (Tab 6) b. Approve President/CEO Salary Adjustment, Performance Pay, and Contract Revisions (Tab 7)

V. President’s Report Cindy Arenberg Seltzer, President/CEO a. Good of the Order (Tab 8) b. FYI - December Office Schedule

VI. CPO Report Karen Swartzbaugh Ghezzi, CPO a. Approve DV/SEN Training Recommendations (Tab 9) b. Approve Reallocation of 21st CCLC Funds (Tab 10) c. Approve Restoration of KID Allocation (Tab 11) d. Approve 2-1-1 Contract Amendment for Administrative Support for Common Eligibility System (Tab 12) e. FYI – New DAY & Civil Citation Update (Tab 13) f. FYI -- 21st CCLC Year End Report (Tab 14) g. FYI – Annual Program Performance Reports (Tab 15) 1. Family Strengthening (Tab A) 2. Maternal & Child Health/FIMR/Cribs (Tab B) 3. Kinship (Tab C) 4. New DAY (Tab D) 5. Youth FORCE (Tab E) 6. JAC/LAW/Firesetters (Tab F) 7. Transitional Independent Living (Future Prep)(Tab G) 8. Early Care & Education/PBS/AS@YL (Tab H) 9. MOST GP (Tab I) 10. Youth Employment (STEP/SYEP) (Tab J) 11. KidCare Outreach (Tab K) 12. School Health (Tab L) 13. Drowning Prevention (Tab M) 14. First Call for Help (2-1-1) GP/SN (Tab N) 15. Capacity Building (Tab O) 16. Healthy Families (Tab P) 17. Special Needs – MOST/Respite (Tab Q)

VII. RAP Report Sue Gallagher, Director FYI – Consumer Awareness Focus Group Findings (Tab 16)

VIII. COO Report Monti Larsen, COO a. Approve Resolution Opposing Unfunded Mandate of Uniform Chart of Accounts (Tab 17) b. Approve Renewal of SAMIS Collaborative Salary Agent Pass-Through (Tab 18) c. Approve Preliminary FY 12/13 Financial Statements (Tab 19)

d. Approve Invoices, P.O.s & Contracts (Tab 20)

IX. PAOD Report Sandra Bernard-Bastien, CCO a. Approve Communication & Outreach Rating Committee Funding Recommendation (Tab 21) b. Approve FY 13/14 Prosperity Campaign Public Awareness Expenditures (Tab 22) c. Approve Advocating for Tobacco-Free Parks (Tab 23)

X. Public Comment Robin Bartleman, Chair

XI. Council Members’ Comments

XII. For Your Information (Tab 24) a. Funders Forum Minutes b. CSC In The News c. Correspondence d. Attendance Report

NEXT MEETING DATE: January 16, 2014

Tab 1

CHILDREN’S SERVICES COUNCIL OF BROWARD COUNTY 6600 W. Commercial Blvd. Lauderhill, FL 33319

Minutes October 17, 2013 9:30 A.M.

Members in Attendance: School Board Member Robin Bartleman; Governor Appointee Emilio Benitez; DCF Circuit 17 Community Development Administrator Kim Gorsuch; Broward County Commissioner Sue Gunzburger; Governor Appointee Tara R. Philipp; Governor Appointee Ana Valladares

Counsel Present: Garry Johnson, Esq.

Counsel Absent: Judge Martin R. Dishowitz; School Superintendent Robert W. Runcie; Governor Appointee Maria Schneider; Health Department Director Paula Thaqi, M.D.

Staff in Attendance: Cindy Arenberg Seltzer, President/CEO; Monti Larsen; Karen Swartzbaugh Ghezzi; Audrey Stang; Sandra Bernard-Bastien; Sue Gallagher; Marlando Christie; Amy Jacques; Alice-Lydia Bird; Andrew Leone; Angie Michel; Beverly Sanders; Carl Dasse; Cynthia Reynoso; Ellis Chapman; Evan Goldman; Jasset Smith; John Jeyasingh; Katrina Louis; Laura Ganci; Melissa Soza; Melissa Stanley; Nancy Cohn; Sharon Cohen

Guests in Attendance: Attached

Agenda:

I. Call to Order: Chair Robin Bartleman called the meeting to order at 9:36 A.M.

II. Roll Call: The roll was called and a quorum was established.

III. Chair’s Comments:

a) Action Items:

ACTION: Ms. Gorsuch made a motion to approve Agenda Items a-d under the Chair’s Comments, as presented. Those items included the September 19, 2013, Council Minutes; the September 19, 2013, T.R.I.M. Minutes; the cancellation of the December 2013 meeting; and the 2014 Council Meeting Calendar. The motion was seconded by Ms. Valladares and passed with no opposing votes.

b) President/CEO Evaluation:

Ms. Bartleman asked Members to complete and return the President/CEO Performance Appraisal by October 25. She explained that the Executive Committee will meet in advance of the November Council meeting to review the performance appraisal results and consider any possible recommendations related to performance pay, salary, and employment contract. Those recommendations will be brought to the full Council at the November meeting.

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IV. President’s Report:

a) Good of the Order:

CSC was recognized as a “Good Partner in Education” at the School Board meeting on October 1, 2013.

Dr. Gallagher will participate in a panel on “Improving Outcomes for Youth: Lessons from Across the Country” at the Saigh Symposium on Teen Development, in St. Louis, on October 30, 2013.

Ms. Arenberg Seltzer drew Members’ attention to an email from WPBT Channel 2 TV concerning the KidVision VPK DVDs, of which CSC was a sponsor and provided the video introduction. Due to the great response and interest, they are making them available to non-VPK teachers and parents who are interested in them.

Ms. Arenberg Seltzer noted that while CSC funded 569 youth in its 2013 Summer Youth Employment Program (SYEP), a total of 977 youth were employed in the Summer of 2013 through WorkForce One as match to CSC funding. The City of Fort Lauderdale funded 69 youth, 250 youth were funded through the Welfare Transition Program; and 89 youth were funded through the Workforce Investment Act (WIA). She explained this was possible only through the infrastructure CSC built at WorkForce One to support summer youth employment.

CSC received 2nd place for “Best Analytical Presentation” in the South Florida GIS Expo’s data poster contest. Other entries were submitted by Miami Dade County, Broward County, University of Florida, and various city departments. The CSC poster showed the correlation between domestic violence witnessed by children and juvenile delinquency in Broward County. Ms. Arenberg Seltzer commended CSC Planning Manager Gloria Putiak, CSC Planning Specialist Michelle Coleman, and CSC Executive Assistant Angie Michel for their outstanding work on the data poster.

Council members briefly discussed the advantages of using data and technology to gauge the need for, and effectiveness of, community programs and services for children and families.

Ms. Arenberg Seltzer announced that Friday, October 18, 2013, will be Mr. Evan Goldman’s last day as CSC’s Assistant Director for Public Affairs and Organizational Development. He has accepted the position of Executive Director at HANDY. Members offered their congratulations and best wishes and cited some of his many accomplishments from his 11 years at CSC.

b) Scholastic Resource Center Report:

Ms. Arenberg Seltzer highlighted the successful partnership with Scholastic in creating a Parent/Family Resource Center at the New Mirawood Academy in the City of West Park. She hinted at the possibility of the community re-launching a Broward Literacy Coalition.

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c) Performance Partnership Pilot Update:

Information was included in the meeting packet.

d) Communication & Outreach Focus Group Update:

Ms. Arenberg Seltzer noted that the focus group interviews, as part of the Communication & Outreach survey conducted by Rose Research, were held on October 3, 2013. A report on those interviews is forthcoming and will be shared with the Council.

e) Council Vacancy Update:

The process to fill the vacant gubernatorial appointee seat on the Council is continuing at the County. There is hope that the County will notice their application process soon and will thereafter be able to send three names to the Governor for his consideration. Based upon the length of time for the last appointments by the Governor, Ms. Arenberg Seltzer estimated that it may be a while before the vacancy is filled and asked Members to be sure to mark the monthly Council meetings on their calendars to avoid any quorum issues at future meetings.

V. CPO Report:

A.D. Henderson Grant Report:

ACTION: Commissioner Gunzburger made a motion to approve the Annual Progress Report to the A.D. Henderson Foundation, as presented. The motion was seconded by Mr. Benitez and passed with no opposing votes.

VI. COO Report:

a/b) Disposal of Fully-Depreciated Items & P.O.s & Contracts:

Ms. Arenberg Seltzer noted that there was an addendum to the monthly/annual purchases that contained retainer fees for Meyer, Brooks, Demma and Blohm P.A. to provide legal representation in conjunction with the issues surrounding the reauthorization of the Children’s Services Council of Broward County through a ballot question which will be voted upon in an upcoming General Election. The addendum is attached. She explained that the Council is responsible for developing the language for the ballot question for the mandated referendum that must occur by 2016, and that a $2,500.00 retainer should be sufficient for this purpose.

Ms. Arenberg Seltzer explained that there is a separate political group that has formed and is currently conducting polling that will inform the Council’s decision at next month’s meeting as whether to bring the initiative in 2014 or 2016. She further explained that if the Council decided to bring the initiative to the voters in 2014, the statute requires that notice be given to the County nine months in advance. It was requested that the election consultant research the legality of removing the initiative from the 2014 ballot once it has been placed there.

ACTION: Mr. Benitez made a motion to approve Agenda Items a and b under the COO Report, as presented, with the addition of the attached Purchasing Addendum. Those items included the disposal of fully-depreciated items, non- 3

capitalized items and intangible assets no longer in use; and the CSC monthly/annual purchases, which included the addendum of legal representation by Meyer, Brooks, Demma and Blohm P.A. The motion was seconded by Ms. Valladares and passed with no opposing votes.

After the vote, Commissioner Gunzburger requested discussion on both items.

ACTION: Commissioner Gunzburger made a motion to reconsider Agenda Items a and b, under the COO Report. The motion was seconded by Mr. Benitez and passed with no opposing votes.

Discussion ensued clarifying the write-off of e-learning courses which were captured in “Work in Progress” per GASB 51 but were never put into production for various reasons.

ACTION: Commissioner Gunzburger made a motion to approve the disposal of fully-depreciated items, non-capitalized items and intangible assets no longer in use, with the addendum. The motion was seconded by Mr. Benitez and passed with no opposing votes.

Commissioner Gunzburger raised questions related to membership in individual chambers of commerce. She stated that with 31 cities in Broward, it was not feasible to join all of their chambers of commerce and it was not fair to pick and choose a couple to join, with the exception of Lauderhill where the Council office is located. Discussion ensued.

ACTION: Commissioner Gunzburger made a motion to amend the Purchases as presented to remove the Miramar-Pembroke Pines Chamber of Commerce membership. The motion was seconded by Ms. Valladares and passed with no opposing votes.

ACTION: Commissioner Gunzburger made a motion to approve the Purchases as amended. The motion was seconded by Mr. Benitez and passed with no opposing votes.

It was noted that the addendum to the Purchases was erroneously included in the motion on the disposal of fully-depreciated items, non-capitalized items, and intangible assets no longer in use.

ACTION: Commissioner Gunzburger made a motion to reconsider Agenda Items a and b, under the COO Report, in order to include the Purchasing addendum in the correct motion. The motion was seconded by Ms. Gorsuch and passed with no opposing votes.

ACTION: Mr. Benitez made a motion to approve Agenda Items a and b under the COO Report, as amended, and with the addition of the Purchasing addendum. Those items included the disposal of fully-depreciated items, non-capitalized items and intangible assets no longer in use; and the CSC monthly/annual purchases, as previously amended and with the addendum. The motion was seconded by Ms. Valladares and passed with no opposing votes.

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VII. PAOD Report:

a) Youth Advocacy Programs:

ACTION: Commissioner Gunzburger made a motion to approve $5,000 for YMCA of Broward’s Youth in Government Program and $5,000 for Broward Youth Shine, as presented. The motion was seconded by Mr. Benitez and passed with no opposing votes.

b) Childhood Anti-Obesity Town Hall Report:

Information was included in the meeting packet.

c) Community Outreach Report:

Information was included in the meeting packet.

VIII. Agency Capacity Building Committee Report:

Committee Chair Ana Valladares highlighted the Agency Capacity Building Committee meeting of September 24, 2013, noting new and exciting partnerships with Blacktie South Florida and the Community Foundation of Broward, and a presentation by Enroll America on the Affordable Care Act.

IX. Special Needs Advisory Coalition (SNAC) Report:

Committee Chair Robin Bartleman highlighted the Teens’ Transition to Life Summit, which had 257 attendees on a Saturday. She commended and thanked CSC Special Needs Systems Administrator Silvia Beebe, CSC Administrative Assistant Derek Tillman, and CSC Executive Assistant Angie Michel for their commitment and efforts toward making the Summit such a huge success, as well as the many CSC staff who volunteered on a Saturday.

X. Public Comment:

There was none.

XI. Council Members’ Roundtable:

XII. Adjournment:

The meeting adjourned at 10:29 A.M.

Kim Gorsuch, Secretary

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ATTACHMENT 1

MEETING ATTENDEES

*denotes speaker

Name Organization Keith London Individual Ceil Albert Pembroke Pines Police Department Alanna Mersinger Charter Schools of Excellence Courtnee Biscardi Urban League Linda Raybin Broward County Michelle Reese Healthy Mothers Healthy Babies of Broward Kerry-Ann Royes YMCA Valerie Kinnon Hispanic Unity of Florida

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hildren's ervlces List of Invoices, Travel, Purchase Orders, Sponsorships, etc. ouncil ofe- IN'dc-ry Submitted to the Children's Services Council C ~Q.tf OUI"r'OOJJ ~ October 17, 2013

Vendor ADDENDUM Amount Comment Back-up documentation is available upon request. Administration: Me}'er, Brooks,Demma and Blohm P.A. Legal Representation 2,500.00 I I

http://cscspt/Fiscai/Shared Documents/list of pos fy 14\A.ddendum 1 of 1 MEYER, BROOKS, DEMMA AND BLOHM, P.A. ATTORNEYS AT LAW

131 NORTH GADSDEN STREET TALLAHASSEE, FLORIDA 31301 www.meyerbrookslaw.com 850/878-5212 RONALD 0 . MEYER MAILING ADDRESS: THOMAS W. BROOKs'• POST OFFICE BoX I 547 ANTHONY D. DEMMA TALLAHASSEE, FLORIDA 32302 J'ENNIFBR S. BLOHM FAX: 850/6S6-67SO PATlUCIA A. DRAPER EMAIL: [email protected] LYNN C. HEARN MARTIN F. POWELL 'Board Cer1ifled in Labor and Employment law •certified Cin:uil Mediolor ALl!X VILLALOBOS OJ' COUNSEL LYNN T. THOMAS, FRP October 16, 2013 PARALEGAL ELIZABSTH A. RICHMOND, FR.P PARALEGAL

VIA EMAIL: [email protected]

Ms. Cindy Seltzer, President/CEO Children's Services Council ofBroward County 6600 West Commercial Boulevard, Lauderhill, FL 33319

Re: Legal Representation

Dear Cindy:

This letter sets forth the terms for the law fimt of Meyer, Brooks, Demma and Blohm, P .A. (hereafter the "Finn") to provide legal representation in conjunction with the issues surrounding the reauthorization of the Children's Services Council of Broward County through a ballot question which will be voted on in an upcoming General Election.

In compensation for the services provided hereunder, we require payment of a minimum fee of Two Thousand Five Hundred Dollars ($2,500.00), due upon acceptance of this agreement. Legal services shall be provided on an hourly basis and billed against the minimum fee. Pursuant to this agreement, the. hourly rate for partners is $400.00; other attorneys who may provide services under this agreement will be paid an hourly rate ofbetween $275.00 - $375.00; paralegal assistance will be provided at an hourly rate of $100.00. The fees for any services provided in excess of the minimum fee amount will be submitted on a monthly invoice which is payable upon receipt and delinquent thirty days thereafter.

Any costs reasonably incurred in the performance of this agreement will be separately itemized on a monthly statement and are payable upon receipt. No cost in excess of $250.00 will be incurred without prior authorization. You may withhold payment for any disputed cost charge until the dispute is resolved.

Either party may terminate the legal representation at any time by providing written notice to the other of the intention to do so and specifying a date that termination of Ms. Cindy Seltzer October 16,2013 Page Two

representation will become effective. The Finn agrees in such instance to cooperate with you in the transition to replacement counsel. Prior to the effective date of termination, you shall pay the Finn for any fees and costs which are or become due prior to the effective date of termination.

We are pleased to have the opportunity to provide legal representation to you. We look f01ward to a mutually agr~able and successful relationship.

Please acknowledge that the terms and conditions of representation set forth above are understood and agreed to by you and return a signed copy of the acceptance to us along with the minimum fee payment.

Sincerely yours, ~r RGM!ltt

ACKNOWLEDGMENT AND ACCEPTANCE

The undersigned authorizes legal representation by the law firm of Meyer, Brooks, Demma and Blohm, P .A. upon the terms and conditions set forth in the foregoing letter agreement.

DATED this __ day of October, 2013.

Read, Approved and Accepted By:

CHILDREN'S SERVICES COUNCIL OF BROWARD COUNTY

By: Cindy Seltzer President/CEO Tab 2

For Council Meeting

November 21, 2013

Issue: When to Submit the Question of CSC Retention or Dissolution to the Voters

Action: Approve the November 4, 2014, General Election for the Submission of the CSC Retention Question

Budget Impact: None

Background: Effective July 1, 2010, the Florida Statute authorizing the creation of an independent special district to provide children’s services throughout each county of the State was amended to require the question of retention or dissolution of such district be brought before the electorate in a general election. Per Statute, the Children’s Services Council of Broward County is required to submit a question of retention or dissolution to the County by the 2016 General Election.

In the past few months, a community group, comprised of individuals who possess a wealth of knowledge concerning elections and our community, has formed to spearhead the referendum campaign, as no tax dollars may be spent toward campaigning.

Current Status: The Council is required by statute to submit the question of retention for the 2014 General Election or the 2016 General Election no later than nine months prior to the scheduled election. After conducting research and thoroughly exploring the issue, the community group is recommending the Council submit the retention/dissolution question to the County by February 2014 to be included on the ballot of the 2014 General Election in November. Staff have confirmed that if the question is submitted to the County by February 2014, it could be withdrawn or revised up until August 2014. If it is withdrawn from the 2014 ballot, the Council must submit the question for the 2016 ballot.

Recommended Action: Approve the November 4, 2014, General Election for the Submission of the CSC Retention Question

Budget Impact: None

P:\Common\Council Meetings\Council Packets PDF Archive\FY 13-14\Council_11_21_13\Referendum Year.docx

Ch. 2010-210 LAWS OF FLORIDA Ch. 2010-210

ection 32. ParagTaph (b) of subsection (4) of section 1009.64, Florida Stat tes, is amended to read:

Certified Education Paraprofessional Welfare Transition

(4) The a ·encies shall complete an implementation plan that at least the fo wing recommended components of the pl'OgTam· (b) A budget r use of incentive funding to provid motivation to participants to succe d and exceL The budget for incentiv 1ding includes:

1. Funds allocated B the Legislature directly for e progTam.

2. Funds that may be ade available fro the federal Workforce Investment Act based on eli t eligibility or equested waivers to make the clients eligible.

3. Funds made available by im tation strategies that would make maximum use of work supplementa funds authorized by federal law.

4. Funds authorized by strate es to · ngthen participants' eligibility for federal programs such as M 1caid, &1:1- ·~ child care services, and transportation.

Incentives may includ a stipend during p iods of college classroom training, a bonus an recognition for a high a de-point average, child care and prekinder rten services for children of p ticipants, and services to increase a part· 1pant's ability to advance to higher vels of employment. Nonfinancial i entives should include providing a m or or tutor, and service ince ves should continue and increase for any articipant who plans to co plete the baccalaureate degTee and become a ce ·ified teacher. Services ay be provided in accordance with family choice b community colleg and school district career centers, through family service c ters and full ernce schools, or under contract with providers through entral

Section 33. Subsection (4) of section 125.901, Florida Statutes, is amended to read: 125.901 Children's services; independent special district; council; powers, duties, and functions; public records exemption.-

(4)W Any district created pursuant to the provisions of this section may be dissolved by a special act of the Legislature, or the county governing body may by ordinance dissolve the district subject to the approval of the electorate. (b)l.a. Notwithstanding paragraph (a). the governing body of the coJ!Jlty shall submit the question of retention or dissolution of a district with voter-,

43 Ch. 2010-210 LAWS OF FLORIDA Ch. 2010-210 approved taxing authority to the electorate in the general election according to the following schedule:

(I) For a district in existence on July 1, 2010, and serving a county with a population of 400,000 or fewer persons as of that date ...... 2014.

(II) For a district in existence on July 1, 2010. and serving a county with a population of more than 400,000 but fewer than 2 million persons as of that date...... 2016. (III) For a districtin existence on July 1, 2010, and serving a county with a population of 2 million or more persons as of that date ...... 2020.

b. A referendum by the electorate on or after J uly 1, 2010, creating a new district with t axing authority may specify that the district is not subject to reauthorization or may specify the number of years for which the initial authorization shall remain effective. If the referendum does not prescribe terms of reauthorization , the governing body of the county shall submit the question.. of retention or dissolution of the district to the electorate in the general election 12 years after the initial authorization. 2. The governing board of the district may specify, and submit to the gove1:rung body of the county no later than nine months before the scheduled election, that the district is not subsequently subject to reauthorization or may specify the number of years for which a reauthorization under this paragraph shall remain effective. Ift he governing board of the district makes. such snecification and submission, the .governing body of the county shall include that information in the question submitted to the electorate. If the governing board of the district does not specify and submit such information, the governing body of the county shall resubmit the question of reauthoriza­ tion to the electorate every 12 years after the ~rescrib ed in subpara­ graph 1. The governing board ofthe district may recommend to the governing body of the county language for the question submitted to the electorate. 3. Nothing in this paragraph limits the authority to dissolve a district as provided under paragraph (a).

4. Nothin g in this paragraph precludes the governing board of a district from requesting that th e governing body of the county submit th e question of retention or dissolution of a district with voter-approved taxing authority to the electorate at a date earlier than the year prescribed in subparagraph (b)l. If the governing body of the county accepts the request and submits the question to the elector ate) the governing body satisfies the requirement of that subparagraph. If any district is dissolved pursuant to the pl'evisioas-ef this subsection, each county must shall first obligate itself to assume the debts, liabilities, contracts, and outstanding obligations of the district within the total millage available to the county governing body for all county and municipal purposes

44 Ch. 2010-210 LAWS OF FLORIDA Ch. 2010-210 as provided for under s. 9, Art. VII of the State Constitution. Any district may also be dissolved pursuant to the provisions of s. 189.4042. Section 34. Notwithstanding s. 31 of chapter 90-288, Laws of Florida, the revisions made by this act to s. 125.901, Florida Statutes, a:pply to any special disti·ict having taxing authority to provide funding for children's services. and governed by a council on children's services, which is in existence on the effective date of this act and to any such district created on or after the effective date of this act. Section 35. Except as otherwise expressly provided in this act and except for this section, which shall take effect May 31, 2010, this act shall take effect July 1, 2010. Approved by the Governor June 4, 2010. Filed in Office Secretary of State June 4, 2010.

45 Tab 3

A huge thank you to each and every one of you who participated in the development, and in yesterday's groundbreaking signing of the Collaborative Agreement to Eliminating the Schoolhouse to Jailhouse Pipeline. We have proven to the Nation that Broward County stands united in efforts to develop all children into scholars, innovators, and leaders for our local and global community.

Much, much respect, and appreciation.

The Broward Schools Team.

Michaelle Pope, Executive Director Student Support Initiatives

X ~"'"' Broward County * ~ ·~....::::: v, Public Schools PROMytSE Juvenile Justice System of Care Referral Process

Refenal to Referralto Juvenile Justice System of Care Juvenile Justice System of Care

Notke to appear issued Notice to appear issued

Juvenile Justice System of Care Juvenile Justice System of Care ...._ __metting ,___ metting """'--' Tab 4 PUBLIC NOTICE

Broward County Seeking Applications for Children’s Services Council Nominations

The Broward County Board of County Commissioners is accepting applications from County residents interested in appointment to the Children’s Services Council of Broward County. To be considered, interested individuals must meet the following eligibility requirements:

• Be a resident of Broward County for the previous 24 month period. • Be a registered voter. • Have no affiliation with any agency funded by the Children’s Services Council.

The mission of the Children’s Services Council is to provide the leadership, advocacy and resources necessary to enhance children's lives and empower them to become responsible, productive adults through collaborative planning and funding of a continuum of quality care.

Applications are available online at Broward.org, Broward.org/Intergovernmental or from the Office of Intergovernmental Affairs and Professional Standards. The application consists of two parts: (1) a Broward County Questionnaire and (2) a Questionnaire for Gubernatorial Appointments. Both questionnaires must be completed and submitted together.

Applications may be mailed or delivered in person to Daphnee Sainvil to the Office of Intergovernmental Affairs and Professional Standards, Governmental Center, 115 S. Andrews Ave., Room 426, Ft. Lauderdale, FL 33301, phone 954-357-7575. Applications must be submitted no later than 5:00 p.m. on December 6, 2013.

Applications will be reviewed by the Board of County Commissioners. The nominations will be forwarded to the Governor for consideration and final appointment. For more information please visit the Children’s Services Council website at: www.cscbroward.org.

The two required documents are available in Adobe PDF format. If you need the free Adobe PDF, please visit the Adobe PDF Reader website: Click on the document title to download the PDF file:

• Broward County Questionnaire • Questionnaire for Gubernatorial Appointments Tab 5 CHILDREN’S SERVICES COUNCIL OF BROWARD COUNTY

Executive Committee Minutes November 13, 2013 6600 W. Commercial Blvd Lauderhill, FL 33319

Members in attendance: School Board Member Robin Bartleman, Chair; Dr. Paula Thaqi; DCF Circuit 17 Community Development Administrator Kim Gorsuch.

Staff in Attendance: Cindy Arenberg Seltzer, President/CEO; Monti Larsen, COO. Items Distributed: None.

Ms Bartleman called the meeting to order at 11:10 a.m.

1. Approve Minutes of 9/13/2013 Meeting Robin Bartleman reviewed the minutes and requested they be amended to correct an omitted item. The Committee had requested Counsel to meet with each Council Member to update them on the personnel issue. ACTIONS: Robin Bartleman made a motion and Kim Gorsuch seconded the motion, to approve the minutes as amended. The motion passed unanimously. 2. Carry Forward Budget The Executive Committee reviewed and discussed the Budget Carry Forward items including allocating salary lapse from FY 2012/13 into the new fiscal year to be allocated for staff performance pay. ACTION: Paula Thaqi made a motion and Kim Gorsuch seconded the motion, to recommend to the full Council approval of the carry forward items as presented. The motion passed unanimously. 3. CEO Evaluation and CEO Salary Increase Committee members reviewed the CEO evaluation summary. The Committee Members were complimentary of Ms. Arenberg Seltzer for all of her efforts this past year to engage various cultural groups and her interaction with the Council. Discussion ensued about how Ms. Arenberg Seltzer could improve the leadership/management training for supervisory staff and enhance individual performance accountability. The three items involving the President/CEO were discussed as follows: a. The Committee discussed giving Ms. Arenberg Seltzer the same 3% salary adjustment that staff received in October. b. The Committee discussed the President/CEO’s performance pay and ultimately decided upon $8,000 performance pay of the $10,000 allowed per the contract. c. The Committee approved the contract language change to meet the new legislative requirements limiting severance pay.

P:\Common\Council Meetings\Executive Committee\Executive Committee\FY13_14\11-13-13 Min..docx ACTIONS: Robin Bartleman made a motion and Paula Thaqi seconded the motion, to recommend to the full Council that Ms. Arenberg Seltzer be given a salary adjustment of 3% retroactive to October 1, 2013. The motion passed unanimously. Paula Thaqi made a motion and Kim Gorsuch seconded the motion, recommend $8,000 performance payment to Ms. Arenberg Seltzer and to accept the new contract language regarding severance. The motion passed unanimously.

The meeting adjourned at 12:40 p.m.

P:\Common\Council Meetings\Executive Committee\Executive Committee\FY13_14\11-13-13 Min..docx Children's Services Council of Broward County President/CEO Evaluation for Fiscal Year 2012-2013

Robin Emilio Martin Kim Sue Tara Robert Maria Paula Ana Ave Bartleman Benitez Dishowitz Gorsuch Gunzburger Philipp Runcie Schneider Thaqi Valladares Total Score I. PERFORMANCE COMPETENCIES Communication 5.0 4.0 4.0 4.0 5.0 5.0 5.0 32.0 4.6 Fiscal Responsibility 5.0 5.0 5.0 5.0 5.0 5.0 5.0 35.0 5.0 Consensus & Team Building 5.0 4.0 4.0 5.0 5.0 5.0 5.0 33.0 4.7 Diversity Commitment 4.0 5.0 5.0 5.0 5.0 5.0 5.0 34.0 4.9 Job Knowledge 5.0 4.0 5.0 5.0 5.0 5.0 5.0 34.0 4.9 Leadership 5.0 4.0 5.0 4.0 5.0 5.0 5.0 33.0 4.7 Judgment 5.0 4.0 4.0 4.0 5.0 5.0 5.0 32.0 4.6 Planning & Organization 5.0 5.0 5.0 5.0 5.0 5.0 5.0 35.0 5.0 Business Ethics 5.0 5.0 5.0 5.0 5.0 5.0 5.0 35.0 5.0 Community Relations 5.0 4.0 5.0 5.0 5.0 5.0 5.0 34.0 4.9 Board Interaction 5.0 3.0 4.0 5.0 5.0 5.0 4.0 31.0 4.4 Total 54.0 47.0 0.0 0.0 51.0 52.0 0.0 55.0 55.0 54.0 368.0 52.57

Managing People (Pass/Fail) P P P P P P P I assume so, but in reality I have no knowledge of this. Recruits, develops and retains excellent dedicated CSC staff. Although I feel that pass is merited, the fact that there seems to be some turmoil with staff, in that Council members received significant, albeit anonymous, complaints from staff suggests that some staff feel slighted.

COMPETENCIES: Communications - Cindy has established open lines of communication. Cindy's fault here is that she inserts herself into every conversation, often when it is not needed. Effective written and verbal communication. Some question on background of bond funding and cap sponsorships that needed clarification and additional communication.

Fiscal Responsibility - The budget process is very organized, facilitates great discussion and helps me make informed decisions. Budget packet based on RBA and incorporates Return on Social and Economic Investment as well as utilization and monitoring findings. Also, administrative rate remains very low for non-profit and as compared to other CSCs. The FY 12/13 audit earned an unqualified opinion with no findings - the highest level of accountability. Received GFOA Certificate of Excellence in Financial Reporting for the CAFR for the 11th year in a row. Also implemented EFT. Cindy runs a tight ship and has done more with less especially compared to other counties. 1 Consensus & Team Building - Cindy has hired a great team of individuals. See "Communications". The Board needs to find consensus. Builds consensus among the Board members and further strengthened relationships through the Schoolhouse Jailhouse effort. She is transparent and encourages Board involvement with agency staff.

Diversity Commitment - Cindy hires so well, that some of her staff move onto head other organizations. Diversity of Board, providers, staff and clients reflects the community. Despite circumstances that had to be dealt with this year within the agency Cindy still carried herself and her role with utmost sensitivity and respect for the employee and how it was communicated to the Board.

Job Knowledge - Excellent knowledge of CEO and staff re: evidence based interventions, provider outcomes, etc. She is a pillar of the agency and cares deeply about the children and families in Broward County.

Leadership - Asserts leadership role of CSC effectively in the community, state and nationally. Promoted CSC accomplishments as a speaker at national conferences. Partnerships provided over 1.32 million dollars from private foundations and over 3.8 million through governmental leverages.

Judgment - Supports and explains reasoning for decisions sometimes at great length!! Makes decisions based on data and good situational awareness.

Planning & Organization - Expanded Children's Strategic Plan Committees and launched website.

Business Ethics - Models CSC values. In my experience Cindy has been the picture of ethics and consistency when working with staff and the Board.

2 Community Relations - Cindy is very involved! Promotes CSC in the community, i.e., TV show, advocacy at the local, state and national level. Participation of staff in over 200 community events, double the prior year. Survey showed positive results regarding community awareness. Despite budget restraints for marketing and advertising, she is working hard to maintain and strengthen relationships.

Board Interaction - Keeps Board members informed. This year was particularly odd in the relation of the CEO with several members of the Board that perhaps reflects a disconnect from the Board and what staff is advising the CEO. Particularly, my experience with not appropriately addressing the transition from Vice Chair to Chair and then a demotion to Finance Chair and the explanation given was that I was on vacation was a poor excuse. Council members are very honored and privileged to serve and for the most part we feel welcomed and significant, but this year felt differently.

Strengths Noted: Cindy continues to facilitate effective and positive partnerships. She is admired in the community for the work that she and CSC does. As in previous years, the CEO leads a strong budget planning process with detailed information on program performance.

Future Performance Goals/Objectives: Cindy should continue to ensure that CSC is visible in the community. Must help spread the word of CSC so that it becomes better known. I believe that the Council is still not providing sufficient guidance or increased awareness of CSC to key stakeholders as the ballot initiative approaches.

Career Development Goals/Strategy: Learn to be more concise.

Strategy for Performance Improvement: Learn to be more concise.

General Comments:

3 CHILDREN’S SERVICES COUNCIL OF BROWARD COUNTY

Executive Committee Minutes As Amended September 19, 2013

6600 W. Commercial Blvd Lauderhill, FL 33319

Members in attendance: School Board Member Robin Bartleman, Chair; Dr. Paula Thaqi; DCF Circuit 17 Community Development Administrator Kim Gorsuch; Attorney Garry Johnson.

Staff in Attendance: Cindy Arenberg Seltzer, President/CEO; Monti Larsen, COO. Items Distributed: None.

Ms Bartleman called the meeting to order at 3:25 p.m.

1. Personnel Issue Garry Johnson laid out a personnel issue that could result in a potential lawsuit. Mr. Johnson conducted a full investigation and interviewed various staff members. Additionally, Mr. Johnson had been in contact with the former employee’s attorney wherein they were requesting a large settlement. Mr. Johnson’s concluded that there were no grounds for a lawsuit. The Committee directed Mr. Johnson to meet with each of the Council members individually and update them on the facts of the issue. ACTIONS: Kim Gorsuch made a motion and Robin Bartleman seconded the motion, to not continue discussion with the former employee’s attorney concerning a settlement. The motion passed unanimously.

The meeting adjourned at 4:00 p.m.

P:\Common\Council Meetings\Executive Committee\Executive Committee\FY13_14\9-19-13 Min..docx Tab 6 For Council Meeting

As Recommended by the Executive Committee Nov. 13, 2013

November 21, 2013

Issue: Budget Carry Forward for FY Ended September 30, 2013 in General and Special Revenue Funds.

Action: Approve Budget Carry Forward for FY Ended September 30, 2013 in General and Special Revenue Funds.

Budget Impact: $747,571 Additional Budget in Various Line Items for FY 2013/14.

Background: Each year there are Purchase Orders (“PO”) and contracts where the work may not have been completed during the fiscal year or the contract spans fiscal years. These POs and related budget amounts are “carried forward” into the new fiscal year. Current Status: Attached is a schedule detailing the requested carry forward items for FY 2013/14. This includes items from both the General Fund (GF) and Special Revenue Funds (SRF). Included in the GF are items within the Program Goals and these amounts, along with items in the SRF, are identified with an asterisk (*). All of these POs and contracts were presented to the Council and approved at various times during fiscal year 2012/13. With the new Kinship and Future Prep contracts beginning in September, many of these programs needed additional time to order and receive their supplies and gear up operations for their respective programs. Thus, staff is proposing carrying forward from FY 2012/13 to FY 2013/14 the underutilized dollars so that these programs can be successful this year. In the Administrative area, there was $336,000 of salary and fringe that lapsed. As we did last year, staff is recommending and the Executive Committee approved recommendation to the full Council to roll over $196,822 for one-time staff performance pay during the course of the fiscal year 2013/14, in accordance with the Council’s employee evaluation system, as well as $20,000 for recent departing employee’s vacation payout. The lapse dollars are the direct result of administrative efficiencies and conscientious accountability. The carry forward of salary lapse will not increase the Administrative rate over the Council’s threshold of 5% thereby continuing the philosophy of maintaining the proportionate share of Administrative costs to support the Programmatic Goals and Support. In addition to salary lapse, there are additional administrative, IT and facility related items that staff would like to carry forward. Most of the administrative items on the list are due to timing of ordering supplies that were unable to be delivered until after the cutoff date. The IT reserve is for capital expenditures that may be needed this upcoming year to improve our technologies. Finally, any underutilized facility related expenses are carried forward to build our reserves for replacement and/or repairs for the building. The current estimated Unassigned Fund Balance is $4.4 million, which is very close to the projections estimated in May/June. Thus, this $747,571 plus the $3.1 million previously approved would still leave an Unassigned Fund Balance of $3.7 million for future years.

Recommended Action: Approve Budget Carry Forward for FY Ended September 30, 2013 in General and Special Revenue Funds.

Budget Impact: $747,571 Additional Budget in Various Line Items for FY 2013/14. p:\common\council meetings\council monthly meetings\fy13-14\nov 13\budget cf fy14.docx CARRY-FORWARD FROM 12-13 Children's Services Council of Broward Budget Carry Forward from FY 12/13 to FY 13/14 General and Special Revenue Funds

Goal GOAL NAME PROVIDER DESCRIPTION CF Amount Service Goals: 1.1,1 Training Quick Start Training HR Toolkit Series 750.00 Sunshine Social Services Essentials for Youth on LGBTQ 1,500.00 - 2.1,2 Kinship Harmony Start Up for new RFP 444.00 Nat'l Youth Advocacy Start Up for new RFP 787.00

3.1,1 Youth Force City of West Park Contract Spans Fiscal Years 31,661.00 Firewall Ministries Contract Spans Fiscal Years 38,780.00

3.1,2 * 21st Century Barbara Litchner STAR Manual and Data Consultant 2,125.00 SPANS FISCAL YEARS Tribridge Data Portal Development 3,091.00 Mauskar Data Portal Development 9,609.00 CM Graphics Printing - Contract spans FY 3,000.00 UPS Postage - Contract spans FY 335.00 United Way Web Portal- contract spans FY 200.00 SBBC YMCA Contract 13-2302 6,796.00 FED Hispanic Unity Contract 13-2310 1,976.00 FED YMCA Contract 13-2308 19,032.00 CSC Match For FED and SBBC contracts 19,667.00

3.1,5 Continuum of Care SunServe Contract Spans Fiscal Years 56,000.00 - 4.1,1 Future Prep Camelot CC Start up for new RFP 7,200.00 Gulf Coast Start up for new RFP 4,809.00 - 5.1,3 Preschool PBS AD Henderson Grant - Family Central Contract Spans Fiscal Years 33,575.00 - 7.1,2 MOST Prime Time MOST Survey - Needs Assessment- Completed in October 5,000.00 Lights on Afterschool Supplies received in October 1,500.00 - System Goals: - 1.2,1 Strategic Plan Memorial PRC Quality of Life Survey 5,000.00 - 1.2,1 Promote Research Nova SE University Contract Spans FY 10,000.00 - 1.1,2 SAMIS Tribridge Enhancement-to be completed in FY 14 3,000.00 - 2.1,2 Educate Taxpayers Rose Research Focus Group and Final invoice received in October 25,000.00 Sun Sentinel Final Invoice received in October 2,519.00 - Total Goals 293,356.00

Administration: Purchase Orders that Span FY - Salary / Fringe Vacation Payout 20,000.00 * Salary/Fringe Performance pay for employees Total lapse was $336,000 196,822.00 - - AAJ Technology GP Upgrade to 2013 31,400.00 Biz Soft GP Cloud Financial System 16,800.00 Bridexton Inc. Data Warehouse Development / Staff Training 30,000.00 Comcast Business New RFP Voice and Data 5,000.00 Data Services Voice Mail Migration 1,400.00 New Prosys Communication Routers 13,461.00 QTS Data System Co Locators 11,685.00 Skillsoft Online MIS staff training 6,160.00 Speedy Gym Equipment repair 608.00 Suddath Moving IT equipment to Colocation 910.00 Sun Sentinel Final Invoice received in October 1,987.00 336,233.00 - Capital Outlay: - JC White Furniture for 1st FL - delivered in October 20,819.00 Toshiba Laptop for Training room - delivered in October 1,334.00 TBD IT Reserves 50,871.00 73,024.00

Facilities Related: - Valleycrest Landscape enhancements span FY 13,392.70 TBD Facility Reserves31,565.30 44,958.00

Total Administration, Capital Outlay & Facility Related 454,215.00

Grand Total Carry Forwards 747,571.00

*Includes Amounts in Program Goals and Special Revenue Funds

P:\Common\Council Meetings\Council Packets PDF Archive\FY 13-14\Council_11_21_13\Carry Frwd FY14.xlsxCF 13-14 Final - 11/15/13 Tab 7 For Council Meeting

As Recommended by the Executive Committee Nov.13, 2013

November 21, 2013

Issue: President/CEO Evaluation Results for FY 2012/13.

Action: Consider Salary Adjustment, Performance Pay and Contract Revisions for President/CEO.

Budget Impact: $12,285 Available in Salary Line Item for FY 13/14.

Background: The performance evaluation for the President/CEO is due each November and in keeping with past practice, the Executive Committee meets with the President/CEO to go over the evaluation. At this same time, the President/CEO’s contract is reviewed with any new items that may need to be revised or negotiated.

Current Status: The Executive Committee met November 13, 2013 to review the President/CEO’s evaluation summary and recommends that the President/CEO receive a 3% salary increase (the same as staff received) retro to October 1, 2013. The Committee also recommends an $8,000 performance payment from the prior year’s salary lapse dollars. Finally, the Committee approved revised contract language to meet the new legislative requirements limiting severance pay. The following items were approved by the Executive Committee and are put forth for full approval to the Council: a. Approve a 3% salary adjustment, retroactive to October 1, 2013. b. Approve performance pay for Mrs. Seltzer of $8,000. The contract states she is eligible for up to $10,000. The budget for this action would come from rolling over unspent salary and fringe from FY 12/13 as a result of cost containment strategies, in the Carry Forward Issue Paper under Tab 6. c. Approve revised contract updating the Termination-Without Cause section.

Recommended Action: Consider Salary Adjustment, Performance Pay and Contract Revisions for President/CEO.

Budget Impact: $12,285 Available in Salary Line Item for FY 13/14.

p:\common\council meetings\council monthly meetings\fy13-14\nov 13\ceo evaluation fy14.docx Tab 8 Government Finance Officers Association 203 N. LaSalle Street- Suite 2700 Chicago, IL 60601

Phone (312) 977-9700 Fax (312) 977-4806

10/1112013

NEWS RELEASE For Information contact: Stephen Gauthier (312) 977-9700

(Chicago)--The Certificate of Achievement for Excellence in Financial Reporting has been awarded to Children's Services Council of Broward County by the Government Finance

Officers Association of the United States and Canada (GFOA) for its comprehensive annual financial report (CAFR). The Certificate of Achievement is the highest form of recognition in the area of governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management.

An Award of Financial Reporting Achievement has been awarded to the individual(s), department or agency designated by the government as primarily responsible for preparing the award-winning CAFR. This has been presented to:

Monti Larsen, Chief Operating Officer

The CAFR has been judged by an impartial panel to meet the high standards of the program including demonstrating a constructive "spirit of full disclosure" to clearly communicate its financial stmy and motivate potential users and user groups to read the CAFR.

Tbe GFOA is a nonprofit professional association serving approximately 17,500 government finance professionals with offices in Chicago, IL, and Washington, D.C. Children's Services Council of Broward County Our Focus is Our Children. 2nd Annual CSC Lights On Afterschool Children's Services LIGHTS B~~ARD Council J.:-. COUNTY of Broward County FLORIDA Our Focus is Our Children.

Live Entertainment • Food • Giveaways • Resources • Much More!

COME CELEBRATE LIGHTS ON AFTERS HOOL AT ROOSEVELT GARDENS PARK Powered by the Children's Services Council of Broward County

SPECIAL THANKS TO THE HAROLD ROSENBERG FUND FOR CHILDREN'S EDUCATION OF THE COMMUNITY FOUNDATION OF BROWARD FOR UNDERWRITING THE COST OF TODAY'S FOOD.

•. "•P•,Anp A COMMUNITY h ~ l",hFOUNDATION t e • fr ~ "'*'"""'""'~ 1f' 0 F B R 0 WARD I, ~~J IICSCLighls0n13 J FOf Good. F01 Ever. -..OIII .....,..CGU!il"f I'J t:J ~ @cscbroward Saigh Symposium on Teen Development Sue Gallagher, Presenter

SOUTH FLORIDA FEDERAL EXECUTIVE BOARD P.O. Box 267845 Weston, FL 33326 Telephone: (954) 792-1109 www.southflorida.feb.gov

OFFICERS

Chairwoman Dania Perdomo-Borras November 7, 2013 Dept. of Justice Vice-Chairman Mr. Arnold Jean-Baptiste "JB" Christopher Dennis Health & Human Services Community Outreach Manager Children's Services Council ofBroward County Treasurer Howard Friedman 6600 West Commercial Blvd. Dept. of Commerce Lauderhill, FL 3 3 319 Communications Director Armando Fana Housing & Urban Development Dear JB,

Former Chairwoman Teresa Gulotta-Powers On behalf of the South Florida Federal Executive Board (SFFEB) and the Federal Dept. of Justice Community, I offer you hearty thanks for serving as Co-Chair of our Humanitarian, Jaqueline H. Arroyo Innovative and Philanthropic (HIP) Committee for the duration of Fiscal Year 2013. Executive Director You have been an invaluable asset and much needed liaison between the Federal and BOARD OF DIRECTORS Local communities during this time. Scott Bower U.S. Postal Service Over the course of Fiscal Year 2013 the HIP Committee has engaged with the local Ron Demes communities through such programs as the English as a Second Language (ESOL) Naval Air Station Key West Outreach Initiative, the Government Investment in Future Talent (GIFT) Educational Juan Fuentes Federal Aviation Administration Outreach Program, the summer long Feds Feed Families food drive, and Summer RADM John H. Korn Youth Employment Program, among others. You have contributed personally and U.S. Coast Guard - D7 professionally especially to the ESOL Outreach Initiative and the Feds Feed Families Captain Steve McAiearney food drive by giving of your time and expertise in sharing community resources with Naval Air Station Key West the SFFEB. Capta in Hui K. Pak U.S. Southern Command In addition, you have helped lead the HIP Committee throughout the year by providing Captain James Pruett U.S. Coast Guard - CEU suggestions for Community initiatives we could undertake and providing ideas and Alana Ragoonan feedback on the many programs already underway. U.S. Post Office Paula Reid We thank you for your leadership and contributions to the partnership between the U.S . Secret Service Federal and Local communities, and hope that you will continue to serve as Co­ Paul Russo Chairman ofthe HIP Committee in Fiscal Year 2014. Miami VA Healthcare Center Linda Swacina Dept. of Homeland Security Sincerely, Charleen R. Szabo VAM C West Palm Beach Bob Walker Dept. of Commerce

Kevin Mahoney Department of Commerce

It is only through a team effort with each of us pitching in, that we can keep this network active to achieve success. HARVEST DRIVE DATES 2013

HARVEST DRIVE DROP OFF & DISTRIBUTION SITES/DATES/TIMES

CYPRESS BAY HIGH SCHOOL 11/12, 11/14 18600 Vista Park Boulevard, Weston 33332, (754) 323-0350 (75 + 75 families, Publix store 1079) *11/12 sorting and packing in am, food for 75 families to Sunrise Middle afternoon *11/14 family pick up of already packed food

GLADES MIDDLE SCHOOL GYM 11/19,11/20,11/21 16700 SW 48TH Court, Miramar 33027, (754) 323-4600 (200 families, Publix store 673) *11/19 drop off 10:00am-3:00pm *11/20 sorting 9:00am-3:00pm *11/21 packing 9:00am-3:00pm, family pick up 5:30-7:30pm

PLANTATION HIGH SCHOOL CAFETERIA 11/21 6901 NW 16TH Street, Plantation 33313, (754) 322-1850 (150 families, Publix store 1040) *11/21 packing during day for family pick up 6:00-7:30pm

LANIER JAMES EDUCATION CENTER 11/8, 11/14 1050 NW 7TH Court, Hallandale 33009, (754) 321-0000 (125 families, Publix store 402) *11/8 drop off 8:30am-3:30pm *11/14 family pick up 4:30-7:30pm

MCARTHUR HIGH SCHOOL 11/13, 11/14, 11/15 6501 Hollywood Boulevard, HOLLYWOOD 33024, (754) 323-1200 (75 families, Publix store 820 - 9359 Sheridan St. Hollywood, FL 33024 mgr. James Gooze) *11/13 drop off 8:00am-3:00pm *11/14 sort &pack *11/15 family pick up 4:00-7:00pm

POMPANO HIGH SCHOOL GYM 11/19,11/20,11/21 600 NE 13TH Avenue, Pompano Beach 33060, (754) 322-2000 (250 families, Publix Pompano Plaza 1405 S. federal Hwy Pompano Bch, FL 33062, mgr. Jeff Thorpe 954-784-3725) *11/19 community drop off 3:30-6:30pm *11/20 packing, sorting, boutique 7:00am-done, 4:00-7:30 boutique pick up *11/21 family food pick up 9:00am-12:00pm

SOUTH BROWARD HIGH SCHOOL AUDITORIUM 11/19, 11/20 1901 N Federal Highway, Hollywood 33020, (754) 323-1800 (Publix 267) *11/19 9:00am-5:00pm pack and sort *11/20 5:00-8:00pm family pick up

STRANAHAN HIGH SCHOOL AUDITORIUM 11/15, 11/19, 11/20 1800 SW 5TH PLACE, Fort Lauderdale 33312, (754) 323-2102 (75 families, Publix store 850 - 601 S. Andrews Ave, Ft. Lauderdale 33301 mgr. Joanne Mullery 954-728-8330) *11/15 drop off 3:00-6:00pm *11/19 sorting and packing 3:00-7:00pm *11/20 family pick up 5:30-7:30pm

SUNRISE MIDDLE SCHOOL 11/12, 11/13 7720 W. Oakland Park Boulevard, Sunrise 33351, (754) 321-0000 (125 families, Publix store 774) *11/12 drop off 8:00am-12:00pm *11/13 sorting and packing 8:00am-4:00pm, 4:30-6:30pm family pick up

JP TARAVELLA HIGH SCHOOL AUDITORIUM 11/22 10600 Riverside Drive, Coral Springs 33071, (754) 322-2300 (130 families, Publix store 242) *11/22 sorting and packing 8:00am-2:00pm, family pick up 4:30-6:30pm

WESTERN HIGH SCHOOL MINI GYM 11/22,11/25,11/26 1200 SW 136TH Avenue, Davie 33325, (754) 323-2400 (375 families, Publix Store 1079) *11/22 community drop off 3:00-9:00pm *11/25 sorting and packing 8:00am-10:00pm *11/26 family pick up 9:00am-1:00pm

WESTGLADES MIDDLE SCHOOL GYM 11/19, 11/20, 11/21 11000 Holmberg Road, Parkland 33076, (754) 322-4800 (230 families, Publix Store 568) *11/19 community drop off 4:30-8:30 *11/20 sorting and packing 9:00am-9:00pm *11/21 family pick up 9:00am-2:00pm Tab 9

For Council Meeting

November 21, 2013

Service Goal 2.1: Reduce the incidence of child abuse and neglect.

Objective 1: Provide effective family strengthening services to prevent child maltreatment.

Issue: New Family Strengthening Provider Training Initiative.

Action: Approve Homebuilder’s Training, by the Institute for Family Development, to Enhance Domestic Violence (DV) and Substance-Exposed Newborn (SEN) Intervention Services.

Budget Impact: $25,000 of $50,000 Available in Goal 2.1 for FY 13/14.

Background: At the May Budget Retreat, the Council approved a new training initiative for Family Strengthening providers to enhance skills and expertise when confronted with Domestic Violence (DV) and mothers of Substance-Exposed Newborns (SEN), two escalating service needs. It was also recommended that the training curricula and training vendor be vetted by the DV workgroup, a subcommittee of the Children’s Strategic Plan Child Abuse and Neglect Committee. Their training recommendations were to be brought to the Council for consideration. Current Status: In 2011, the Council expanded the Family Strengthening System of Care to include Homebuilder’s, an intensive, research-based in-home intervention model designed to improve family functioning, while maintaining child safety, to prevent/reduce out-of-home placements. The two Homebuilders programs funded by the Council operate under the stringent oversight of the Institute for Family Development and are highly regarded by Broward’s Child Welfare community. The Institute and CSC staff monitoring confirm high fidelity to the Homebuilder’s model and validate effective and high quality service delivery.

A DV workgroup, chaired by Women in Distress, have reviewed the Homebuilder’s DV training curricula and recommend the four day intensive workshop as the foundation for the Council’s Family Strengthening training initiative. In addition, the Homebuilder’s training model includes strategies for working with families with histories of substance abuse, including infants and children born substance- exposed. The Homebuilders model, provided by the Institute, is an effective approach to increasing the skills and abilities of Family Strengthening providers in both DV and SEN arenas.

Action: Approve Homebuilder’s Training, by the Institute for Family Development, to Enhance Domestic Violence (DV) and Substance-Exposed Newborn (SEN) Intervention Services.

Budget Impact: $25,000 of $50,000 Available in Goal 2.1 for FY 13/14.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\Family Strenghtening Training.docx

Tab 10

For Council Meeting

November 21, 2013

Service Goal 3.1: Reduce risk factors associated with delinquency, violence, victimization, school failure, teen pregnancy and other risky behaviors by strengthening protective factors and positive decision making skills.

Objective 4: Provide youth development and remediation programs that engage high school students attending high need schools to promote school success and community attachment.

Issue: Grant Proposal to Florida Department of Education (FDOE) to Expand 21st Century High School Initiative.

Action: Approve Reallocation of Funding from 21st CCLC to Unallocated.

Budget Impact: $100,000 Returned to Unallocated for FY 13/14.

Background: At the March Council meeting, a placeholder allocation of $100,000 was approved as match to a highly competitive FDOE grant process. The grant application was developed by staff with input from the School District and, if funded, would expand services from eight (8) High Schools to 11 High Schools.

Current Status: Due to an unanticipated reduction in federal funding, preference was given to rural counties and counties with no 21st Century programs, affected both Broward and Dade grant submissions. Therefore, CSC funding reserved as match will not be needed.

Recommended Approve Reallocation of Funding from 21st CCLC to Unallocated. Action:

Budget Impact: $100,000 Returned to Unallocated for FY 13/14.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\Reallocation of 21st CCLC Funds.docx

Tab 11

For Council Meeting

November 21, 2013

Service Goal 7.1: Improve the availability and quality of out-of-school time programs to promote school success of economically disadvantaged children.

Objective 2: Provide quality year-round out of school programs to support school success for economically disadvanted children.

Issue: Increased Capacity for Kids In Distress MOST Program.

Action: Approve Restoring Allocation for Kids In Distress for FY 13/14.

Budget Impact: $45,000 of $511,134 Currently Available in Unallocated for FY 13/14.

Background: Last year, Kids In Distress was allocated $169,455 to provide MOST afterschool and summer services for 50 children. The program remained under-enrolled throughout the 12/13 school year so, at the May Budget Retreat, a reduced contract allocation of $121,565 to serve 30 children year-round was recommended and approved.

Current Status: However, the Kids In Distress summer program experienced unanticipated over-enrollment, due in part to the sunsetting of a nearby aftercare program previously funded by the United Way. That over-capacity carried over into the 13/14 School Year and is expected to continue throughout the remainder of the fiscal year. To meet that unanticipated need, it is recommended that the KID contract be restored to $166,565 to serve 48 children year-round.

Recommended Action: Approve Restoring Allocation for Kids In Distress for FY 13/14.

Budget Impact: $45,000 of $511,134 Currently Available in Unallocated for FY 13/14.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\KID MOST Increase IP.docx

EXHIBIT A SCOPE OF WORK

Agency Name: Kids In Distress, Inc. Program Name: CSC Maximizing Out-of-School Time (MOST GP) Contract #: 12-2211

I. Method of Service Delivery

The Provider shall provide neighborhood out-of-school time programming for elementary school age children which will:

Provide a safe, positive environment for youth that enhances academic achievement, supports social and physical development and strengthens youth relationships with adults and peers within the context of their families, schools and communities, thereby strengthening youth protective factors and reducing risk factors.

As a CSC Maximizing Out-Of-School-Time (MOST) program, the program shall incorporate best practices and offer a safe, positive environment for children, including those with special behavioral, physical, or developmental needs. CSC MOST programs shall incorporate these research-based best practices:

• Qualified, enthusiastic, well-trained, and consistent staff. • Physical and psychological safety of all students. • Nutritious snacks and meals. • Strong family involvement. • Partnerships with students’ schools. • Acknowledgement and appreciation of diversity. • Age appropriate opportunities for students to grow and learn including a focus on academic learning and youth development, the learning of new skills, and the exploration of new interests.

CSC MOST programs shall adopt a 1:20 ratio for general population children in kindergarten through the fifth grade and 1:10 ratio for general population children in pre- kindergarten. Ratios for special needs students will be based on the individual populations within a program.

Provider shall provide services that accomplish the following: 1. Children will remain safe and not experience a serious injury (requiring emergency room attention) nor abuse while in care. 2. Children will improve basic reading, math and science skills. 3. Children will increase their activity levels and improve their ability to make healthy nutrition choices. 4. Children will improve their social skills and interaction with their peers and adults.

Kids In Distress, Inc. Maximizing Out-of-School Time (MOST GP) Contract #: 12-2211 Amendment 001 FY 13/14 Page 1 of 15

5. Children with special needs will be placed properly either in an inclusive setting or in a specialized program with policies and procedures in place to ensure appropriate medication administration and use of seclusion and restraint. 6. Children will develop interests in different domains including, art, reading for pleasure, leadership development, and participation in community activities.

A. Program Intent

KID’s afterschool and summer camp programming shall successfully integrate academics, including reading, math, and science curriculums, with art, music, drama, athletics, health, and social skills development. KID will utilize the components and theory of Positive Behavior Support with an emphasis placed on rewarding youth for positive behavior rather than using punishment as a means to stop or control behavior. Staff shall be taught to utilize a positive and consistent approach when responding to inappropriate behavior, which encourages relationship building.

B. Target Population

Target populations for CSC Maximizing Out-Of-School-Time (MOST) programs are children who are enrolled in a School Board sanctioned education program and who are NOT participating/ enrolled in other child care arrangements, AND who are

(1) children of low income families in the general population, and/or (2) children with behavioral health conditions, and/or (3) children with special physical or developmental conditions.

Wherever possible, programs will serve children in an inclusionary format that meets the needs of children of varying abilities and exceptionalities. The Provider shall extend the concept of “inclusion” by providing services to children with disabilities during the course of administering CSC MOST programs to the general population; to the extent that services can be provided in a safe environment, and incorporating as many of the critical factors for successful inclusion.

The Provider shall provide services to the following populations:

1. General Population School Year: MOST GP and Inclusionary programs must serve children ages 4 to 12 attending a priority Title I school where 80% or more of the students qualify for Free or Reduced Lunch (Exhibit C).

Summer: MOST GP and Inclusionary programs must serve children ages 4 to 12 from low income families. Priority should still be given to those children attending a priority Title 1 school where 80% or more of the students qualify for Free or Reduced Lunch (Exhibit C).

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C. Service Delivery - Core Services

Program Services shall be provided to address the specific needs of clients. They shall include: Service Name and Description # of Participants to # of Participants to be served School be served Summer Year

Homework/Reading Activities – A minimum of 60 minutes per day 30 48 30 48 of individualized tutoring, homework assistance, remediation, and/or academic enrichment activities must be offered during the school year. Homework shall be the primary focus of the afterschool academic hour. When a child’s homework takes less than one hour, a strong reading curriculum, Afterschool KidzLit, shall be delivered by a certified teacher for a minimum of four (4) days per week.

A minimum of 60 minutes per day of reading activities, using Finish Line Reading of the Common Core Standards shall be offered during the summer. Reading activities shall be delivered to elementary school students by a certified teacher for a minimum of four (4) days per week and shall be creative, fun, and designed to foster a love of learning.

Science – A minimum of two (2) weekly science activities 30 48 30 48 (approximately 15 to 30 minutes each) shall be offered during the school year. Science shall be included as an integral component, using Zula’s Afterschool Discovery Program curriculum delivered by a certified teacher and/or an experienced staff person. Science activities shall be creative, fun, and engaging.

A minimum of four (4) weekly science activities (approximately 15 to 30 minutes each) shall be offered during the summer. Science shall be included as an integral component, using Zula’s Afterschool Discovery Program curriculum delivered by a certified teacher and/or an experienced staff person. Science activities shall be creative, fun, and engaging.

Summer Math – A minimum of 30 minutes per day of math 30 48 activities using the Moving With Math curriculum shall be delivered by a certified teacher for a minimum of four (4) days per week. Math activities should be creative, fun, and engaging.

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Service Name and Description # of Participants to # of Participants to be served School be served Summer Year

Physical Fitness – A minimum of 30 minutes per day during the 30 48 30 48 school year and one (1) hour per day during the summer of structured physical fitness activities that meet the recreational needs of the population must be offered each day. The fitness component shall be implemented using the SPARK curriculum. Fitness activities shall be fun, engaging, and promote teamwork and cooperative play.

Drowning Prevention / Water Safety - Children shall participate in 30 48 water safety lesson provided by Swim Central. The lessons shall expose children to water safety and swimming skills.

Nutrition – The Provider is required to pursue participation in 30 48 30 48 available federal programs (Florida Department of Health’s National School Lunch Program and Supper Program, and the Department of Education’s National School Lunch Program and Summer Food Service Program) to provide cost effective, nutritious meals and snacks.

One (1) healthy snack must be offered to each child daily afterschool throughout the school year.

On summer days, two (2) healthy meals/snacks (breakfast and one (1) healthy snack) and lunch shall be offered to each child daily through a federally funded program. On non-school days parents should be alerted to send their child(ren) with lunch and snack provisions. The Provider is required to have emergency food provisions onsite to be used as needed.

In the summer, nutrition education shall be delivered weekly using the Choose My Plate curriculum in order to educate children about the importance of proper nutrition and a balanced diet. Snack times shall offer a forum for discussing good nutrition and healthy lifestyle choices.

Social Skills Building – Minimum of two (2) hours per week of 30 48 30 48 social skills activities shall be offered during the school year and during the summer. Components related to social skills building can be interwoven throughout the overall program design but shall follow the Promoting Alternative Thinking Strategies (PATHS) curriculum. The Giraffe Heroes Program will also be incorporated. Social skills activities shall be presented interactively, creatively and in a way that will promote positive self-esteem, pro-social peer associations, and good citizenship.

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Service Name and Description # of Participants to # of Participants to be served School be served Summer Year

Service Learning - A minimum of two (2) service learning projects 30 48 30 48 shall be incorporated throughout the school year and one (1) service learning project shall be incorporated in the summer. Activities shall include a partnership with Kids Ecology Corps (KEC), with a focus on environmental issues.

Family Involvement - A minimum of two (2) family involvement 30 48 30 48 initiatives shall be incorporated throughout the school year and one (1) family involvement initiative shall be incorporated in the summer. Activities shall include parent support groups; “Family Fun Nights” designed to strengthen families and the bond between parents, teachers and counselors; and a monthly newsletter.

Cultural Arts Education and Enrichment Activities– An array of 30 48 30 48 high quality opportunities and experiences that expose children to art and culture, music, social studies and science shall be offered. The program shall use cultural arts providers supported by the Broward County Cultural Arts Division.

Cultural Arts and Enrichment Activities shall be offered during the school year (including non-school days). At least four (4) of the activities must utilize cultural arts providers. Cultural Arts or Enrichment Activities shall be offered weekly during the summer. At least three (3) of the activities must utilize cultural arts providers.

Non-School Days – The provider shall offer MOST services on (10) 30 48 non-school days during the school year. A full day of structured activities on the non-school days shall be available. The provider may charge field trip transportation costs on no more than six (6) of the non-school days of operation. The provider will be open on the following (10) non-school days: October 25, 2013, November 11, 2013, November 27, 2013, December 20, 2013, February 17, 2014, March 21, 2014, April 18, 2014, May 23, 2014 and September 25, 2014.

The Provider shall ensure that a certified teacher is employed for every thirty (30) children during the Homework Help/Reading component and Summer Math component to ensure a ratio of 1:30 (smaller ratio’s for inclusion of children with special needs require CSC approval) teacher to child ratio. A certified teacher is identified as a teacher with a current or prior five year Professional Teacher Certificate or a current Temporary Teacher Certificate. During SPARK, Social Skills, Science, Cultural Arts and Enrichment Activities and during all other activities a 1:20 staff to child ratio must be maintained. Kids In Distress, Inc. Maximizing Out-of-School Time (MOST GP) Contract #: 12-2211 Amendment 001 FY 13/14 Page 5 of 15

D. Service Locations: The Provider shall provide program services at the following location(s): # # Site/School Name Street City Zip Served Served Address Code in in School Summer Year th Wilton 30 48 30 48 Kids In Distress 819 NE 26 Street 33305 Manors

Upon request, PROVIDER shall provide the CSC a copy of the agreement for the use of space from the site location owner to the PROVIDER authorizing use of the site for the program. PROVIDER shall obtain approval from the CSC in writing prior to any site change. Site changes are subject to CSC approval.

E. Dates/Days/Hours of Operation: The Provider shall operate the year round program from October 1, 2013 through September 30, 2014, Monday through Friday, on all school days (inclusive of early release days, teacher planning days, and agreed upon school holidays) in accordance with the School Board of Broward County’s official school calendar. Daily hours of operation shall be from 2:00 p.m. until 6:30 p.m. On early release days, the program shall begin immediately after school and end at 6:30 p.m. The hours of operation for school holidays, teacher planning days and summer days shall be from 9:00 a.m. until 5:15 p.m. (accommodations will be made for families that need to pick up their children after 5:15). The summer component shall operate June 9, 2014 through August 8, 2014, Monday through Friday, and be closed July 4, 2014. Schedule of Activities: The Provider shall provide services in accordance with the sample program schedule indicated in Exhibit B.

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II. Staff Qualifications Staff positions, qualifications and duties shall be as follows:

% of Time # of Minimum Position Minimum Devoted Job Title Duties Staff Education Code Experience to Position o Supervises program supervisor o Coordinates extra-curricular activities for students o Liaison between community partners and 5 years’ experience program staff Director working with special Monitors quality of services, oversight and 1 FT o YR BS Degree PM needs children. 4 years support to program supervisor, 12.5%

of supervisory recruitment of students including oversight experience. of marketing program o Monitors compliance of files and contracts o Provides additional support and training for MOST counselors

o Oversees MOST programming and monitors site on a daily basis • Recruits and supervises MOST staff 5 years’ experience Responsible for daily scheduling and staff working with special o Program schedule 1 FT needs children. 2 years Supervisor AA Degree PM Provides training and mentoring to program 25% of supervisory o YR counselors and aides experience. • School communication

• Parent communication o Collects, coordinates, and reports data for SAMIS integrity and invoicing o Provides daily programming for up to 20 children 1 year of experience MOST Provides and implements scheduled 2 3 HS DS/P/ working with children o Counselor activities 100% PT Diploma Coun from diverse YR Implements behavior and crisis Intervention populations. o program and trained in such o Works as a team player 3 years’ experience Performs all academic pre- and post- working with special o assessments BS Degree needs and behaviorally Certified Implements selected reading, math, and 1 2 Teaching DS/Pf/ challenged children and o 100% Teacher science curriculum PT Certificate Tch those who need YR Communicates with schools and reviews IEP academic assistance. o information Must be enthusiastic Assists with homework and able to motivate. o

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III. General Operating Information

A minimum of 30 48 unduplicated children shall be served during the school year and a minimum of 30 48 children shall be served during the summer. It is anticipated that a significant number of children will participate continually throughout the initial contract period, benefiting from all of the year round and/or summer components.

A. Partnership Recognition

The Provider shall make a concerted effort to promote the CSC and the Provider as partners for these program services in accordance with CSC guidelines on “How to Acknowledge CSC Funding” with prominent Provider and CSC logo displays on all funded program materials, on websites and other electronic venues, in Annual Reports, newsletters, etc. and at related events, etc. Program staff shall be fully aware of the partnership and able to articulate that their program is supported and funded by CSC.

B. Background Screening/Licensing

All staff working in the program must comply with Level 2 background screening and fingerprinting requirements in accordance with Sections 943.0542, 984.01, Chapter 435, 402, 39.001, and 1012.465 Florida Statutes and Broward County background screening requirements, as applicable. The program must maintain staff personnel files which reflect that a screening result was received and reviewed to determine employment eligibility prior to employment.

An Attestation or Affidavit of Good Moral Character, as applicable, must be completed annually for each employee, volunteer, and subcontracted personnel who work in direct contact with children. Provider shall re-screen each employee, volunteer and/or subcontractor every five years.

School based programs must follow all screening requirements as required by the School Board of Broward County.

C. SAMIS Data Integrity

The Provider shall make every effort to maintain SAMIS data integrity. Maintenance of data integrity shall include information in the Case Data Gatherer (CDG), Fiscal Module, and Performance Measurements (PM) modules. Performance Measurements (PM) Application: In the PM module, each participant shall be attached to the appropriate PM service component. Test results for each participant shall be entered through the PM service component.

Closing Cases: All cases must be closed in both the CDG and in the PM components of SAMIS upon the conclusion of services, with the appropriate termination reason. If a contract is terminating early, or if a contract is sunsetting, any remaining active cases shall be closed, with the effective date being no later than the last date on which the contract is active.

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Reopening Cases: In the event that a child leaves the program and comes back at a later date, the Provider shall reopen the old case, not open a new case.

D. Dual Enrollment

Children who are participating in 21st Century Community Learning Center programs cannot be dually enrolled in any CSC MOST program occurring during the same time period. This includes school year and summer.

If your organization, its affiliates or any other entity with shared resources provides Supplemental Educational Services (SES) to children in tax-supported CSC MOST programs, you will not be eligible for any reimbursement for those children on the day that SES services are provided. On a quarterly basis, an excel spreadsheet listing the children’s names, dates of SES services, and name of SES provider must be provided to the CSC Contract Compliance Officer and will be subject to financial monitoring.

E. Student Identification Number

To more effectively measure the effectiveness of programs, the CSC collects Student Identification Numbers in SAMIS. When enrolling school-age children for CSC-funded programs, Providers should request Student Identification Numbers for entry into SAMIS. If the Student Identification Number is unavailable or unknown, Providers should note this on the child’s registration/intake form and enter the appropriate pseudo Student Identification Number into SAMIS.

IV. Units of Service

A. The Units of Service are defined as follows:

Afterschool Unit One (1) unit of afterschool care is defined as a minimum of two (2) hours and a maximum of six (6) hours per child per day of afterschool care on regular school days or on days of early dismissal. Attendance of each participant must be timed in and out in writing each day by an adult. Days of Afterschool, Special Needs, partial attendance of one (1) or more hour may be billed at a single partial rate of 50%.

Non-School Day (School year) / Summer Unit One (1) unit of non-school day care is defined as six (6) or more hours per child per day on non-school days such as Teacher Planning Days and holidays, during the school year, and during the summer. Attendance of each participant must be timed in and out in writing each day by an adult. Days of Non-School Day, Special Needs/General Population, partial attendance of three (3) or more hours may be billed at a single partial rate of 50%, as needed for students attending a School Board sanctioned summer academic program.

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B. The maximum number of units to be provided under this contract is as follows:

FY 13/14

4590 6912 Units of MOST Afterschool services (180 days X 30 48 children X 85 80% attendance rate) invoice type #9220 GP at $14.72 not to exceed $67,564.80 $101,745.00.

1352.2996 1683.1804 Units of MOST Non-School Day services (44 summer days X 30 48 children X 80% attendance rate +9 non-school days X 30 48 children X 85 70% attendance rate) invoice type #9221 GP at $32.70 not to exceed $44,220.20 55,040.00.

Days of Non-School Day, partial attendance of three (3) or more hours may be billed at a single subunit rate of 50%, or $16.35, as needed for students attending a School Board sanctioned summer academic program.

Total for all units of service for FY 13/14 may not to exceed: $111,785.00 $156,785.00.

*Note that extended decimal places are necessary to account for partial units and ensure accuracy of dollar calculations.

V. Method of Payment

1. Unit Costs: Client services provided under this contract will be paid as Units of service at the rates and maximum amounts as defined above in Section IV. A. The maximum amount to be paid under this Scope of Work for units of service shall not exceed $111,785.00 $156,785.00.

2. Value Added Special Activity Fund: Value Added expenditures (unit # 8020) shall be on a cost reimbursement basis. The CSC will pay the PROVIDER for allowable Value Added expenditures in accordance with the approved Value Added budget and Value Added budget narrative, hereby incorporated by reference. Only Value Added expenditures incurred on or after the contract effective date and or prior to the termination date of the contract are eligible for payment. The maximum amount of Value Added expenditures to be paid for under this contract shall not exceed $8,160.00.

3. Other Cost Reimbursement Items: Other Cost Reimbursement Items (unit #8050) shall include client transportation to and from the program. The maximum amount of Other Cost Reimbursement expenditures to be paid for under this contract shall not exceed $1,620.00.

4. All payments shall be requested by the PROVIDER on a monthly basis in the format prescribed by the CSC. Approved payment will be derived from PROVIDER invoices reflecting services delivered in accordance with the contract. Agencies will not be paid for clients who do not attend sessions. Kids In Distress, Inc. Maximizing Out-of-School Time (MOST GP) Contract #: 12-2211 Amendment 001 FY 13/14 Page 10 of 15

Payment is contingent upon submittal of complete and accurate data in accordance with CSC requirements for the reporting of client and service data information. No invoices will be processed for payment if required backup documentation has not been provided in a complete and accurate manner. The PROVIDER is required to pursue third party, Medicaid, and client payments (where applicable). If the contract is with an agency which is subcontracting delivery of services to other PROVIDERS, the lead agency will be responsible for compiling all data necessary to submit a consolidated monthly invoice, and required reports. These funds shall not be used to supplant any other sources of funding including, Medicaid, private insurance, and/or, client fees.

5. Match: The PROVIDER agrees to match the dollar amount awarded by the CSC to the PROVIDER in an amount equal to the total approved match amount or the higher amount so specified in the Proposal. The match may be provided in the form of cash or in-kind contributions, in accordance with the approved budget, hereby incorporated by reference. In-kind contributions may only include a portion of staff salaries, volunteers, equipment, space and other in-kind contributions as agreed to in writing by the CSC. The PROVIDER shall provide proof of the match on or before the due date of the invoice(s). To the extent that the PROVIDER fails to provide such proof, then that amount shall be deducted from any amounts due and owing by the CSC to the PROVIDER under this contract or any other contracts between the parties. The total amount of Match to be applied to this Scope of Work shall be a minimum 5% of the total reimbursed contract amount through the end of the contract term in accordance with the approved line item budget, hereby incorporated by reference.

6. Sliding Fee Scale: In order to further the reach of CSC funding, PROVIDER shall utilize the CSC’s approved sliding fee scale as identified in the RFP, herein incorporated by reference. Collected fees shall be deducted from the invoice as third party payments. No child shall be denied services due to inability to pay. Fees may be waived based on documented individual circumstances.

7. Registration Fees/Deposits: In addition to sliding scale fees, with CSC approval, providers may charge a one-time registration or membership fee to families participating in MOST afterschool and/or the summer programs. This fee shall not exceed $30 per family per school year for the afterschool program (includes afterschool, early release, and non-school days). For MOST summer programs, this fee shall not exceed $12 for a single child or $18 for a family entering two (2) or more children in summer camp. All registration and memberships fees must be deducted on your invoice as a Third Party Reimbursement.

Refundable deposits may be charged when used as a reservation fee for summer camp or non-school day services. This fee shall not exceed $30 for a single child or $50 for a family. Providers may not charge other additional fees to families receiving MOST services, such as non-refundable deposits. Fees may be waived based on documented individual circumstances. No child will be denied MOST services for inability to pay any fees

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VI. Performance Measures

The PROVIDER will be required to submit client performance measure data, in the SAMIS Performance Measure (PM) Module, within the time frames specified by the CSC. The PROVIDER shall also report any barriers experienced in performance measure achievement, as required. The report should also include any noteworthy activities that have occurred during the term of this Agreement, as requested. PROVIDERS will use the CSC Data Quality Assurance Report to ensure administration points are completed and service components are attached.

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MOST YEAR ROUND PERFORMANCE MEASURES Kindergarten & Above

DESIRED RESULT: Broward children succeed in school. Results based accountability utilizes data to improve performance outcome measures to achieve the desired customer result. When applied, performance measurement answers the following key questions:

Ke y Council Performance Measure Evaluation Tool Admin Schedule Question Goal

Year Round: % of contracted children actually served 95% SAMIS data Trimester Summer Only: Post How Much Did We Do? Year Round: % of funded allocation utilized 95% SAMIS data Trimester Summer Only: Post

Meets School Year & Program Services Monitoring Monitoring and site visit reports Expectiation Summer Monitoring

How Well School Year & Level of Parent/Child Satisfaction 90% Satisfaction Survey Did We Do Summer Surveys It?

SAMIS Data Integrity 95% Trimester Quality Assurance Report

% of children not experiencing a serious Year Round: injury (requiring emergency room 100% Injury/Incident Reports. Trimester attention), abuse or arrest report while in Summer Only: Post care, during the contract period.

% of children who improve homework Parent satisfaction surveys 75% School Year Survey completion. administered by Council staff.

Is Anybody Better Off? % children who improve basic math skills. 75% "Moving with Math" grade level test. Summer Post

Year Round: "Dynamic Indicators for Basic Early % of children who improve basic reading Trimester 75% Literacy Skills (DIBELS)" skills. Summer Only: assessment tool. Pre/Post

% of improved social interactions (staff- School Year & 80% CSC Monitor Observation child; child-child). Summer Monitoring

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MOST YEAR ROUND PERFORMANCE MEASURES Pre-School & Pre-Kindergarten

DESIRED RESULT: Broward children succeed in school. Results based accountability utilizes data to improve performance outcome measures to achieve the desired customer result. When applied, performance measurement answers the following key questions:

Ke y Council Performance Measure Evaluation Tool Admin Schedule Question Goal

Year Round: % of contracted children actually served 95% SAMIS data Trimester Summer Only: Post How Much Did We Do? Year Round: % of funded allocation utilized 95% SAMIS data Trimester Summer Only: Post

Meets School Year & Program Services Monitoring Monitoring and site visit reports Expectiation Summer Monitoring

How Well School Year & Level of Parent/Child Satisfaction 90% Satisfaction Survey Did We Do Summer Surveys It?

SAMIS Data Integrity 95% Trimester Quality Assurance Report

% of children not experiencing a serious Year Round: injury (requiring emergency room 100% Injury/Incident Reports. Trimester attention), abuse or arrest report while in Summer Only: Post care, during the contract period.

Year Round: Is Anybody % of children who improve basic reading "Emergent Literacy/Literacy Tests" Trimester Better Off? 75% skills. assessment tool. Summer Only: Pre/Post

% of improved social interactions (staff- School Year & 80% CSC Monitor Observation child; child-child). Summer Monitoring

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Year- Round Administration Points:

The CSC Research Analysis and Planning Department will publicize the exact testing dates on the CSC Family Website. The general guidelines for the testing dates and data reporting deadlines are as follows:

• Pre-test to be administered within two weeks of program start. • Mid-test to be administered at the end of the first semester. • Post-test to be administered at the end of the 2nd semester. • Post-test scores will be used for Summer Pre-test scores. • Summer Post-test to be administered two weeks prior to the end of the summer program as indicated by CSC.

If it appears inappropriate to test a child with the General Population tools, please see the Special Needs tools on the CSC’s website at (cscbroward.org) and contact your CSC Program Specialist.

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Tab 12

For Council Meeting

November 21 , 2013

System Goal 3.1: Provide Leadership and Resources to Attract and Maximize Additional Resources at the Local, State and Federal Level.

Objective 1: Identify and pursue leveraged funds opportunities as they become available to maximize available funding and services for children and families

Issue: Administrative Support for Common Eligibility System

Action: Approve 211 Contract Amendment for Administrative Support for the Common Eligibility System.

Budget Impact: $10,000 of $10,000 Available in Goal 2.2 for FY 13/14.

Background: In early 2009, workgroups in Miami-Dade, Broward and Palm Beach counties met locally to identify tools to improve access to health and social services. To that end, a tri-County committee was formed and identified an effective Common Eligibility Tool for the Southeast Florida region. Broward’s workgroup, led by the Coordinating Council of Broward (CCB), provided a Gaps Analysis which described the enrollment opportunities and possible financial impact of implementing such a tool. In early spring 2012, CSC was one of eight funders who raised a total of $57,700 to implement the One- E-App system in Broward. The Council’s $10,000 commitment helped paved the way for a few CSC providers to be part of the pilot program to gauge how effective such a tool could be for providers and participants. Much of the initial funding was for one-time implementation costs incurred last fiscal year. Ongoing costs for the community effort should be primarily for additional licenses when the pilot program reaches maturity and the community wishes to expand capacity. As you will see below, the soft launch of the One-E-App system has been quite successful.

Current Status: In June 2013, Broward implemented a soft launch of One-E-App system with eight child serving organizations. To date, there are 47 users who have submitted into the One-E-App system 266 applications representing 592 children and family members. One concern that has been raised in this initial roll-out is the time constraints associated with the initial application submission, but once a family is entered into the system the number of potential programs that the family could be eligible for far outweigh the drawbacks. Additionally, re-certification for programs is much more effective as they are already in the system. An example of the effectiveness of this system, of the 592 children and family members mentioned above, as a group they are eligible for a potential 2,678 programs! The chart below details the agencies involved in the initial project and the types of potential programs family members may be eligible for.

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Provider # of Users One-E- App Programs # Potential Programs 2-1-1 1 Child Tax Credit 476 Family Central 2 Earned Income Tax Credit 769 Hepburn Center 2 Florida KidCare 15 Hispanic Unity 12 Medicaid 469 Hope Outreach 2 SNAP 527 Memorial Hospital 21 TANF 345 Urban League 5 Women, Infants and Children 77 Youth Co-Op 2 Total 47 2,678

As the pilot grows, administrative support is needed to coordinate various aspects of the initiative such as meeting coordination with trainers and users, running and analyzing reports, contract oversight with the vendor, etc. 2-1-1 has been identified by staff and other community partners to provide these services because of their role in the community as the gateway to community resources. Therefore, CSC’s FY 13/14 $10,000 commitment for the Common Eligibility project could be better used to help sustain the program by funding some of the administrative oversight.

Recommended Action: Approve 211 Contract Amendment for Administrative Support for the Common Eligibility System.

Budget Impact: $10,000 of $10,000 Available in Goal 2.2 for FY 13/14.

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Tab 13

For Council Meeting

November 21, 2013

Service Goal 3.2: Reduce the recidivism rate of low risk juvenile offenders and prevent the escalation of crime.

Objective 1: Reduce juvenile crime through increased youth participation in effective diversion programs.

Issue: Update on New DAY and Civil Citation Programs.

Action: For Your Information.

Budget Impact: None.

Background: Since 2003, CSC-funded New Diversion Alternatives for Youth (New DAY) programs have provided effective individualized services to divert low-risk juvenile offenders from the Juvenile Justice Court system. These highly-structured diversion alternatives offer timely interventions that are appropriate to the offense and protect public safety while decreasing the likelihood of repeat delinquency. New DAY services focus on individualized case assessment, counseling, personal accountability which includes apology letters and restitution, community service, victim impact awareness and youth development activities to promote healthy law-abiding behavior and reduce recidivism.

New DAY programs were originally developed to provide diversionary options for less serious juvenile cases referred by the State Attorney’s Office; but also served a small number of Civil Citation cases referred directly by law enforcement as an alternative to arrest. Over the past few years, Civil Citation has garnered more recognition and support as an effective and less harmful way to address youth misbehavior. According to DJJ, Civil Citation referrals in Broward County have increased 93% over the prior year as a result of these state and local initiatives. CSC’s New DAY programs have provided direct supervision and services for 86% of these referrals countywide!

At the May Budget Retreat Council Members Schneider and Gorsuch asked for a six month report-back on the progress of civil citation and the impact on New Day programs. To assess the impact of this growth in Civil Citation on CSC’s New DAY programs, staff has analyzed SAMIS data and monitoring results, conferred with and reviewed data from DJJ and the Broward County Office of Civil Citation, and conducted focus groups with CSC New DAY providers (Broward Sheriff’s Office, Camelot Care, Harmony Development, Henderson Behavioral Health, Juliana Gerena and Associates, Memorial Healthcare, PACE, Urban League) and with the Diversion Coalition. The following findings are noted as a result of these efforts:

Over the past decade, delinquency referrals in Broward have been significantly declining, a trend that is reflected by the numbers served at the Juvenile Assessment Center (JAC) and DJJ data. Diversion referrals continue to be a priority for New DAY programs and availability of immediate openings for diversion has been maintained. The ability to individualize program duration based on

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seriousness of delinquency episode and needs of youth has allowed more youth to be better served, over and above contract requirements. New DAY programs have helped reduce disproportionate minority contact (DMC) by diverting Black males at a greater rate than the arrest rate for this population. Current Broward data indicates Black males comprise 33% of 10 to 17 year olds but 54% of juvenile male arrests. Black males comprise 57% of New DAY participants and New DAY’s solid completion rates (88%) and low recidivism of completers (3%) are preventing many youth from further juvenile justice system involvement. As indicated in the charts below, the number of Civil Citation referrals has significantly increased and currently comprises 28% of all CSC-funded New DAY cases. In fact 89% of all Civil Citation referrals are served by CSC-funded diversion programs! This percentage is expected to continue to increase with increased law enforcement usage of Civil Citation in lieu of misdemeanor arrest. This very favorable trend addresses misbehavior without unnecessarily drawing youth deeper into the juvenile justice system, a recognized crimeogenic risk factor.

CSC - Funded

Diversion cases involving children under 12 and cases involving more serious delinquency issues have been increasing. SAMIS data reflects 169 referrals of youth under 12, comprising nearly 10% of diversion referrals. While New DAY programming is equipped to handle these cases using best practice models and practices, the need for additional intensive services seems to be increasing. New DAY data indicates that there are still a number of eligible diversions that wind up in court; roughly 44% of the 333 referrals returned (kicked back) to the SAO were due to parent and youth refusals, indicating a lack of information and understanding of diversion benefits. An independent helpline for youth and parents to provide a better understanding of diversionary options and benefits is an unmet community need.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\New DAY Civil Citation IP.doc

Current Status: As current New Day programs are in their final renewal year, CSC staff is in the process of developing its fourth New DAY RFP for delinquency diversion services and are closely monitoring the changing juvenile justice landscape to ensure the new procurement is staged to address, and anticipate, community needs.

Recommended Action: For Your Information.

Budget Impact: None.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\New DAY Civil Citation IP.doc

Tab 14

For Council Meeting

November 21, 2013

Service Goal 3.1: Reduce risk factors associated with delinquency, teen pregnancy, and other risky behaviors.

Objectives 3 & 4: 21st Century Community Learning Centers and Sustained LEAP High Schools.

Issue: Annual Performance Measure Attainment.

Action: For Information Only.

Budget Impact: None.

Background: The Council has long recognized the importance of offering high quality after school programming for teens at high risk for not graduating high school on time. With this goal in mind, the Council approved $484,302 for the 21st Century Community Learning Center (21st CCLC) program, and $460,021 for sustained LEAP High School programs. The 21st CCLC program blends $812,461 in FDOE funds with the CSC dollars to serve 564 youth year round at Blanche Ely High School, Boyd Anderson High School, Deerfield Beach High School, Miramar High School and Northeast High School. The LEAP High program sustains 21st CCLC programing that sunsetted two (2) years ago for 340 youth year round at Dillard High School, Hallandale High School, and Stranahan High School. The effectiveness of both programs has been maximized by the close collaborative partnership with the School District which provides year-round transportation to all students attending the programs; access to TERMS for assessing program performance measures; and BASIS reports to identify the highest risk students. Current Status: Both programs offer project-based learning activities that reinforce core academic subjects, and personal enrichment activities to re-engage students and to improve behavior. Overall success is very impressive with 1,277 students attending 30 or more days of afterschool programing and 866 youth attending ten (10) or more days during Summer 2012. Roughly 80% of all afterschool students improved their reading (82.6%), math (79.9%), and science (83.2%) grades, and almost all of these students (97.8%) had no external suspensions or decreased the number of suspensions from the prior school year. Finally, 424 youth identified through BASIS attended the Summer 2013 program, including 89 matriculating freshman! The CSC 21st Century and Sustained LEAP High Performance Measures FY 12/13 Report and Summer 2013 BASIS Report are attached for reference.

Recommended Action: For Information Only.

Budget Impact: None.

Children’s Services Council 21st Century Community Learning Centers (21st Century) & LEAP High Performance Measures FY 12/13

Dillard High School

The LEAP High program at Dillard High School has always been supported by the school administration, and the 6th - 9th Grade Administrator, Ken Walton, has served as the program’s Site Lead for seven (7) years. Attendance at the program has always been high, in part because the program is offered as an alternative to day school suspension. However, most students participate because they do not qualify for the day school’s magnet program and want to take part in the fine arts and music education opportunities offered by the 21st Century afterschool program. The program offers End of Course tutoring in Math and Science, Health and Wellness, and Credit Recovery. Dillard’s 21st Century has a strong “youth voice”, which is evident by the Youth Advisory/Leadership Council whose stamp of approval is evident throughout the program.

Roughly 79% of Dillard’s students improved their reading, math and science grades. Most of these students (94%) had no external suspensions or decreased the number of suspensions they had the prior year. More impressively, an Independent Samples Test showed that the impact of the 21st CCLC program on math and science grades is different for students that attend 30 or more days (i.e. regular attendees) than youth that attend 10 to 29 days (i.e. participants). A GLM Regression analysis found this difference to be statistically significant for math (F = 2.77), meaning regular attendees are more likely to increase their math grade (mean 1.49) than participants (mean 1.63) – a value of one (1) means improved grade, and a two (2) means maintain “B” or better.

In the summer of 2013, 30% (57 students) of Dillard’s 21st CCLC students were identified in BASIS as being at risk for not graduating on time, including 11 matriculating ninth graders.

Number of Students Contracted to serve: 120 Students who attended 30 or more days after school (12/13 SY): 170 Actual % of Students who attended 30 or more days after school (12/13 SY): 142% Students who attended 10 or more days during summer 2012: 58

CSC Allocation: $ 135,610

Performance Measures for Regular Attendees 2012/13 School Year 73.7% of youth improved Reading grades.

74.3% of youth improved Math grades.

70.2% of youth improved Science grades.

94% of youth had zero external suspensions in both school years.

Page 2 of 9

Hallandale High School

The LEAP High program at Hallandale High School is an integral part of the school’s culture. Fred Cromity, a math teacher, has been the program’s Site Lead for six (6) years. Teachers offer extra credit for attending the academic portion of the program and raffle tickets to school dances and activities as incentives for student participation. Program success is due, in part, to a strong “youth voice” in the decision-making process, which is apparent in the programming and staff commitment to the 21st Century Youth Advisory Council. Students feel ownership in the program and often return after graduation as volunteers to assist staff with afterschool activities.

The program is designed so that academic offerings occur (e.g. Credit Recovery, End of Course Math and Reading tutoring, Rosetta Stone for English Language Learners) first, before the extremely popular enrichment activities, which draw students into the 21st Century program. The enrichment components allow students to assume leadership roles by mentoring new students. In the Intro to Band Club, advanced students help new students learn to play instruments, upperclassmen mentor freshman and sophomores in Drama Club, and the Charger Student Initiative has elected officers that coordinate the program’s service learning projects.

Overall, the program is performing well and seven (7) out of ten (10) regular attendees improved their reading, math and science grades. Nearly all (96.8%) had no external suspensions. An Independent Samples Test shows that there is a statistically significant difference in the math grades for regular attendees and participants; this finding is re-enforced by the GLM Regression analysis, which shows regular attendees are more likely to increase their math grades (mean 1.63 value) than participants (mean 1.97).

In the summer of 2013, 26% (57 students) of Hallandale’s 21st CCLC youth where identified in BASIS as being at risk for not graduating on time, including eight matriculating ninth graders.

Number of Students Contracted to serve: 120 Students who attended 30 or more days after school (12/13 SY): 159 Actual % of Students who attended 30 or more days after school (12/13 SY): 136% Students who attended 10 or more days during summer 2012: 62

CSC Allocation: $135,584

Performance Measures for Regular Attendees 2012/13 School Year 69.2% of youth improved Reading grades.

71.8% of youth improved Math grades.

70.7% of youth improved Science grades.

96.8% of youth had zero external suspensions in both school years.

Page 3 of 9

Stranahan High School

The staff and administration at Stranahan High School continue to support and invest in the LEAP High program. Elvin Hazell, a day school Administrator, has been the Site Lead for the last year and each summer for the prior three (3) years. Most program components are project-based, making it more appealing to students. Innovative programming such as Robotics and Culinary Arts keep students engaged and enthusiastic. Each year, as a service learning activity, the dance club organizes various fundraisers that give students an opportunity to demonstrate what they learned while engaging parents at the LEAP High parent nights. The program offers End of Course exam tutoring for Math as well as ACT/SAT prep for upperclassmen.

Over 71% of Stranahan students improved their reading, math and science grades. The vast majority of students (97.9%) had no external suspensions or decreased the number from the previous school year. An Independent Samples Test shows there is a statistically significant difference in the reading and science grade performance for regular attendees and participants. This difference is also revealed by the GLM Regression analysis for reading, which suggests regular attendees are more likely to increase (mean 1.33) their reading grade than participants (mean 1.52).

Number of Students Contracted to serve: 100 Students who attended 30 or more days after school (12/13 SY): 153 Actual % of Students who attended 30 or more days after school (12/13 SY): 153% Students who attended 10 or more days during summer 2012: 111

CSC Allocation: $142,525

Performance Measures for Regular Attendees 2012/13 School Year

78% of youth improved Reading grades. 71.7% of youth improved Math grades.

73.1% of youth improved Science grades.

97.9% of youth had zero external suspensions in both school years.

Page 4 of 9

Blanche Ely High School

The school administration is very involved with Blanche Ely’s 21st Century program and two (2) of the school’s Assistant Principals, Tarachelle Thomas (11th Grade Administrator) and Antonio Womack (10th Grade Administrator), share Site Lead responsibilities. This 21st CCLC program incorporates project based learning into its academic offerings which include: Page Turners, International Zone, Solar Go-Cart Challenge, Showstoppers, and Blue Apple Poetry Club. Additionally, the principal developed the program to address the needs of: (1) English Language Learns (ELL Tutoring in Reading and Math); and (2) the post-secondary needs of upper classmen (All Star Chefs and Thinking Beyond High School). As an added incentive, students that regularly attend the Solar Go-Cart activity are given the opportunity to earn a .5 science credit afterschool.

Nearly seven (7) out of ten (10) students improved their reading, math and science grades. Almost all of the youth (99.4%) had no external suspensions and/or decreased the number of suspensions from the previous year. The Independent Samples Test is significant for math grades suggesting regular attendees (mean = 1.48) are more likely to improve their math grades than participants (mean = 1.60).

In the summer of 2013, 39% (60 students) of Blanche Ely’s 21st Century students were identified in BASIS as being at risk for not graduating on time, including 11 matriculating ninth graders.

This 21st Century program is funded by FDOE dollars awarded to the School District and CSC funds to support our joint management partnership with the District. This program is in its fifth and final year of FDOE funding, and due to the program’s success, the CSC will to fully sustain this program beginning August 2014.

Number of Students Contracted to serve: 97 Students who attended 30 or more days after school (12/13 SY): 109 Actual % of Students who attended 30 or more days after school (12/13 SY): 112% The Average Daily Attendance during the Summer of 2012: 162

CSC Allocation: $ 42,304 FDOE Allocation: $ 82,451 Total Allocation: $ 124,755

Performance Measures for Regular Attendees 2012/13 School Year 63.6% of youth improved Reading grades.

76.2% of youth improved Math grades.

75% of youth improved Science grades.

94% of youth had zero external suspensions in both school years.

Page 5 of 9

Northeast High School

The administration at Northeast High School designed the 21st Century program to fully engage students and motive them to learn, which is why all activities incorporate project-based learning. Erin Thompson, an English Teacher, has served as the program’s Site Lead for four (4) years. Academic offerings include: Math Mania, Weird Science, Wordz Ablaze, and Youth In Government. Personal Enrichment activities to reinforce core academic include: Hurricane Outreach, Wyman Teen Outreach, Fusion Dance, Techno Stylists and Music in Motion.

The program has outstanding attendance and nearly 60% improved their reading, math and science grades. Nearly all at Northeast students (97.5%) had no external suspensions or had fewer suspensions than they did in the previous year. The Independent Samples Test found a statistically significant result for external suspensions. Based upon the actual values (participants .03 and regular attendees .02) for each group, it appears as if regular attendees are less likely to be suspended (a value of 0 means no external suspension) than participants.

In the summer of 2013, 26% (69 students) of Northeast’s 21st CCLC students were identified in BASIS as being at risk for not graduating on time, including four matriculating ninth graders.

This program is in its fifth and final year of FDOE funding, and due to the program’s success, the CSC will to fully sustain this program beginning August 2014.

Number of Students Contracted to serve: 101 Students who attended 30 or more days after school (12/13 SY): 209 Actual % of Students who attended 30 or more days after school (12/13 SY): 207% The Average Daily Attendance during the summer 2012: 84

CSC Allocation: $ 39,776 FDOE Allocation: $ 103,000 Total Allocation: $ 142,776

Performance Measures for Regular Attendees 2012/13 School Year 70.4% of youth improved Reading grades.

56.9% of youth improved Math grades.

66.3% of youth improved Science grades.

94% of youth had zero external suspensions in both school years.

Page 6 of 9

Boyd Anderson High School

The school administration is very involved with the 21st Century program at Boyd Anderson High School, which they have embraced as a method for transforming the school culture to an environment that promotes student engagement in learning and literacy. This task has been eagerly accepted by the Site Lead, Alison Trautmann, who is also the school’s Intern Principal. All of the 21st CCLC offerings at Boyd Anderson’s incorporate project-based learning that reinforces core academics. Academic enrichment activities include MC Shakespeare: Poetry Slam; Weight Training, Fitness and Nutrition Education; The Art of Make-Up; Student Leadership Certification Program; Elements of Music; Debate It! Youth in Government; Music, Rapping and Step Production; and Conquering the Algebra End of Course Exam. The program is extremely popular with students and is well integrated with the day school; the music, songs, poetry and projects completed are often performed/demonstrated during Boyd Anderson’s Friday Lunch Open Mic event in the school cafeteria. This has created a sense of pride in the students and the 21st CCLC teachers who work with them, and has resulted in the program overflowing with youth!

The program’s attendance is outstanding because of the incentives employed by the administration to attend (e.g. students who attend 30 or more days earned free admission to the 21st CCLC Dance). Close to 75% of all students improved their reading, math and science grades, and most of the youth had no external suspensions! The Independent Samples Test showed that regular attendees (mean is 1.24) were more likely to increase their language arts grade than participants (mean is 1.48), suggesting the program’s focus on literacy is working.

In the summer of 2013, 35% (68 students) of Boyd Anderson’s 21st CCLC students were identified in BASIS as being at risk for not graduating on time, including nine matriculating ninth graders.

Number of Students Contracted to serve: 122 Students who attended 30 or more days after school (12/13 SY): 124 Actual % of Students who attended 30 or more days after school (12/13 SY): 102% Students who attended 10 or more days during summer 2012: 66

CSC Allocation: $ 24,915 FDOE Allocation: $ 191,950 Total Allocation: $ 218,865

Performance Measures for Regular Attendees 2012/13 School Year 85.8% of youth improved Reading grades.

75% of youth improved Math grades.

73.8% of youth improved Science grades.

98.5% of youth had zero external suspensions in both school years.

Page 7 of 9

Deerfield Beach High School

The school administration helped design the 21st CCLC program at Deerfield Beach High School to foster a love of learning in general (with a STEM focus) for the neighborhood students that walk to school. This segment of the student body includes the most impoverished families that reside in the school’s attendance boundary and many of these families are functionally illiterate and or speak a language other than English at home. Keith Roberson, Deerfield Beach’s 9th Grade Administrator, serves as the program’s Site Lead. The academic enrichment activities offered at Deerfield Beach include: Future Planning/LEAPS; Science Club-SECME/STEM; Health and Wellness; African-American History and Cultural Dance; Making the Grade; Credit Recovery; and Culinary Arts.

The attendance at Deerfield Beach’s 21st CCLC program has been outstanding. Roughly eight (8) out of ten (10) students improved their reading, math and science grades. Perhaps most impressive is that 99.4% of the students attending 30 or more days had no external suspensions in both school years. An Independent Samples Test finds that there is a statistically significant difference among regular attendees and participants in Math and Science grades. This suggest that regular attendees are more likely to increase their math (regular attendees = 1.70 and participants = 1.85) and science (1.46 for regular attendees and 1.60 for participants) grades than participants, which one would expect because the 21st Century program’s focus on STEM.

In the summer of 2013, 28% (76 students) of Deerfield Beach’s 21st CCLC students were identified in BASIS as being at risk for not graduating on time, including three matriculating ninth graders.

Number of Students Contracted to serve: 122 Students who attended 30 or more days after school (12/13 SY): 184 Actual % of Students who attended 30 or more days after school (12/13 SY): 151% Students who attended 10 or more days during summer 2012: 100

CSC Allocation: $ 27,740 FDOE Allocation: $ 220,204 Total Allocation: $ 247,944

Performance Measures for Regular Attendees 2012/13 School Year 70.3% of youth improved Reading grades. 69.7% of youth improved Math grades. 78.6% of youth improved Science grades. 99.4% of youth had zero external suspensions in both school years.

Page 8 of 9

Miramar High School

Two years ago, the school’s administration jumped at the opportunity to create an afterschool academic program that would engage students in school while providing them with differentiated instruction that targeted their academic needs. The 10th Grade Administrator, Shoni Thompson (21st CCLC Site Lead), works closely with the program’s Assistant Site Lead, (Selwyn Brown - 10th Grade Support), to create a 21st CCLC program that incorporates project- based learning activities. Activities offered include: Reading and Writing Literacy; Solar G-Cart; Bio-Medical/Forensic Science; Broward Virtual School; SAT/ACT prep; College Readiness, Pod Casting; and Technology/Engineering. The program also offers Club Fit, where students take part in sports and cardio-vascular exercise.

The program has outstanding attendance, and is so popular that the school maintains a waiting list of over 30 students who wish to attend. The differentiated project-based learning activities have helped over 73% of the students to improve their reading, math and science grades. The Independent Samples Test finds that behavior (i.e. external suspensions) and language arts grades vary among regular attendees and participants. These findings are further supported by the GLM Regression that finds: (1) participants are more likely to maintain (mean = 1.36) their language arts grades than regular attendees (mean = 1.63); and (2) participants are more likely (almost four times) to be suspended (mean .07) than regular attendees (mean = .02). The findings for external suspensions suggest that the program is helping to increase attachment with school by engaging students with after school activities they enjoy.

In the summer of 2013 16% (37 students) of Miramar’s 21st CCLC students were identified in BASIS as being at risk for not graduating on time, including four matriculating ninth graders.

Number of Students Contracted to serve: 122 Students who attended 30 or more days after school (12/13 SY): 169 Actual % of Students who attended 30 or more days after school (12/13 SY): 139% Students who attended 10 or more days during summer 2012: 223

CSC Allocation: $ 27,703 FDOE Allocation: $ 214,856 Total Allocation: $ 242,559

Performance Measures for Regular Attendees 2012/13 School Year 72.7% of youth improved Reading grades.

75.7% of youth improved Math grades.

73.5% of youth improved Science grades.

96.3% of youth had zero external suspensions in both school years.

Page 9 of 9

Tab 15

For Council Meeting

November 21, 2013

Service Goals: Crosses Multiple Service Areas.

Issue: FY 12/13 Annual Programmatic and Administrative Performance Summary Reports.

Action: For Information Only.

Budget Impact: None.

Background: The Council’s approach to program evaluation is comprehensive, multi-tiered and includes the following key elements:

 How Much Did We Do and How Well Did We Do It?

a. Programmatic Monitoring, conducted by Council staff and outsourced professionals with experience unique to their fields of practice, reviews a range of service elements including fidelity to the intervention model, client/family engagement, program effectiveness, cultural sensitivity, funding utilization and analysis of overall service delivery and documentation.

b. Administrative Monitoring, conducted by experienced Council staff accountants, reviews the fiscal aspects of the contract, including budget-to-actual, inventory verification, background screening compliance, insurance, audit compliance and invoice accuracy and back-up documentation.

c. Client Satisfaction, conducted by Council staff, is determined through individual, random client surveys in person and/or by phone.

 Is Anybody Better Off?

a. Performance measurement, conducted by experienced Council research analysts, begins with establishing appropriate targets based on national studies and baseline data collected over time. Performance measurement is evaluated using a variety of designs including validated pre/post-test measurement tools, single point administration and surveys to determine program effectiveness and provide data for comparison with local, state and national indicators.

Current Status: The following spreadsheets display year-end performance summarized by service area for FY 12/13. Monitoring and ongoing reviews verify that these Council-funded programs provide high quality services to at-risk and high-risk youth and families, with effective service interventions and sound fiscal management. As summarized in the adjacent chart, Council-funded programs continue to perform exceedingly well. Less than 1% demonstrated significant challenges in outcome achievement, as described in the Program Performance narrative. Utilization across all CSC service and system goals for FY 12/13 was 95%.

Recommended Action: For Information Only.

Budget Impact: None.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\FY 12-13 Program Performance IP.doc

Tab A Abuse & Neglect Prevention - Family Strengthening Annual Performance FY 12/13 CSC GOAL : Reduce the Incidence of Abuse & Neglect RESULT: Children live in safe and nurturing families

Program Description: Family Strengthening programs represent the communities most significant investment in child abuse prevention. Evidence-based best practice interventions are designed to stabilize families in crisis and families who are at impending risk for out-of-home placement and families at-risk for child abuse and neglect due to multiple risk factors. Effective parent education services improve family functioning to prevent involvement with the dependency system.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

79% of families participated in all program requirements. Contracted: Budget: The ARC Parents As Teachers (PAT) program, a national Best Practice model modified 324 $579,896 specifically for families with infants and children with special needs, provides in-home 81% of parents maintained and/or decreased their An excellent parent education and training. The duration of the program, in accordance with the model, experienced level of parenting stress. Actual: Actual: Administrative is long term, often spanning several years. Services are well-documented, highly ARC 220 $579,884 Monitoring with no responsive and provide unique supports to families through specialized knowledge of the 100% of successfully completing families did not findings. population served and linkage to available resources. Monitoring verifies that services are receive a verified abuse report within 6 months of Actual %: Actual %: effective with high levels of parent satisfaction and model fidelity. The influx of complex program completion. 68% 100% cases referred by BSO require more intensive services, impacting the #s served. 86% of families improved family functioning.

90% of families participated in all program requirements. Contracted: Budget: This Family Strengthening program utilizes the Boys Town In-Home Family Services Administrative 90 $159,046 Model, and is a 6-8 week intensive, home-based intervention program that serves families Monitoring finding 90% of parents maintained and/or decreased their at risk of abuse and neglect and families in crisis. Monitoring verifies that the program is in the area of experienced level of parenting stress. Father Flanagan's Boys Actual: Actual: providing effective and engaging services and parent surveys support a high level of audited financial Town 104 $105,764 satisfaction. This program also receives $156,200 in leverage funding through the Jim statements was Moran Foundation. Under-utilization was due to an agency re-organization; however, staff 96% of successfully completing families did not addressed in a Actual %: Actual %: worked diligently to ensure service quality remained excellent, as reflected in their receive a verified abuse report within 6 months of timely manner. 116% 66% program performance. program completion.

80% of families improved family functioning. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

73% of families participated in all program requirements.

58% of youth demonstrated reduction in Camelot's Family Development Program provides intensive, in-home therapeutic aggressive behavior to typical youth levels. intervention using the Functional Family Therapy (FFT) best practice model. Monitoring Contracted: Budget: Administrative verifies that the provider demonstrates stellar service delivery, a high level of 94% of youth did not obtain law violations 6- 72 $236,390 Monitoring finding attentiveness to family needs, and excellent documentation of services provided. The months following program completion. in the area of program is providing high quality services delivered with fidelity to the model. Additionally, Camelot Community Actual: Actual: audited financial parent survey results indicate a high level of satisfaction with the staff and the services. 98% of youth maintained/improved school Care 81 $199,095 statements was During the year, the program had one position turn over and one staff out on FMLA, which attendance or maintained employment during the addressed in a resulted in underutilization. program. Actual %: Actual%: timely manner. 113% 84% The population served is complex, with co-occurring disorders, which impacted the 100% of successfully completing families did not performance measure for levels of aggressive behavior. receive a verified abuse report within 6 months of program completion.

93% of families improved family functioning.

93% of families participated in all program requirements. Contracted: Budget: 20 $115,315 The CHC Family Strengthening program provides Cognitive Behavioral Therapy (CBT) 76% of parents maintained and/or decreased their A commendable and the Nurturing Parenting Program (NPP) best practice models to families impacted by experienced level of parenting stress. Center for Hearing and Actual: Actual: Administrative hearing loss who are at risk of, or have a reported case of, abuse and neglect. Communication (CHC) 20 $114,213 Monitoring with no Documentation is thorough, comprehensive and parent surveys reveal a high level of 100% of successfully completing families did not major findings satisfaction with the services received. receive a verified abuse report within 6 months of Actual %: Actual%: program completion. 100% 99% 73% of families improved family functioning.

75% of families participated in all program requirements. Administrative Monitoring findings Contracted: Budget: 95% of parents maintained and/or decreased their in the areas of 212 $654,020 The Children’s Harbor Family Strengthening program provides parent education services experienced level of parenting stress. personnel using the Nurturing Parenting best practice curriculum. While service delivery is variances, invoicing Actual: Actual: acceptable, staff turnover continued to plague the program which impacted utilization. The Children's Harbor variances and 235 $575,496 Provider has received technical assistance related to staffing issues and the integrity of 98% of successfully completing families did not audited financial performance measurement data related to family functioning results. A Performance receive a verified abuse report within 6 months of statements were Actual %: Actual %: Improvement Plan is in place and technical assistance is being provided. Parent surveys program completion. addressed in a 112% 88% indicate a high level of satisfaction with services received. timely manner.

87% of families improved family functioning. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

80% of families participated in all program Administrative The CHS Family Preservation Program provides in-home Cognitive Behavioral Therapy requirements. Contracted: Budget: Monitoring findings (CBT), parent education, case management and crisis stabilization for children at risk of 317 $1,183,079 in the areas of child abuse and neglect. The program is on a Corrective Action Plan to improve 90% of parents maintained and/or decreased their payroll variances documentation and progress is noted. Home visit observations reflect quality service experienced level of parenting stress. Children's Home Actual: Actual: and audited delivery. Staff supervision has been restructured to emphasize clinical interventions and Society 306 $904,964 financial ensure effective therapeutic services. Quality assurance strategies will remain in place to 99% of successfully completing families did not statements were support continued improvement of documentation. Under-utilization due to staff vacancies receive a verified abuse report within 6 months of Actual %: Actual %: addressed in a has since stabilized. Parent surveys support a high level of satisfaction with services program completion. 97% 76% timely manner. rendered. 86% of families improved family functioning.

97% of families participated in all program requirements. Community Based Connections (CBC) provides parent education services to at risk Contracted: Budget: Administrative families in South County, primarily in the City of West Park and adjacent communities. 55 $150,000 97% of parents maintained and/or decreased their Monitoring findings The Provider uses the Effective Black Parenting and Confident Parenting best practice experienced level of parenting stress. in the area of curricula and incorporates two value added components: father engagement and father Community Based Actual: Actual: audited financial mentoring in partnership with Koinonia Development Corporation. Services are well- Connections 47 $130,269 100% of successfully completing families did not statements were documented and reflect excellent quality and a high level of commitment to families receive a verified abuse report within 6 months of addressed in a served. Parent surveys indicate a high level of satisfaction with the program. Lower #s Actual %: Actual%: program completion. timely manner. served and under-utilization has been addressed through expansion of their service 85% 87% delivery area. 90% of families improved family functioning.

96% of families participated in all program requirements. Contracted: Budget: Family Central's Nurturing Parent Program (NPP) serves families with children ages 0-11 95% of parents maintained and/or decreased their 145 $327,999 years throughout Broward County. Services strengthen families, increase parental experienced level of parenting stress. A commendable Family Central, Inc. knowledge of appropriate expectations of children, and enhance child nurturing. Actual: Actual: Administrative (Nurturing Parent Monitoring verifies quality service documentation and strong family support. The program 136 $327,924 Monitoring with no 100% of successfully completing families did not Program/NPP) identifies and ensures that family needs are met through excellent knowledge of major findings. receive a verified abuse report within 6 months of community resources, accessing more or less intensive services, as appropriate. Overall, Actual %: Actual %: program completion. the program is providing a valuable parent education program to families in Broward 94% 100% County. 92% of families improved family functioning. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

Contracted: Budget: Family Central's Parents As Teachers program serves families with children birth to 5 60 $171,600 Data integrity must be re-verified prior to reporting years, focusing on families with substance abuse risks. The program is also the only A commendable on program performance measures. Program has Family Central. Inc. Family Strengthening program that targets substance exposed newborns and their Actual: Actual: Administrative experienced leadership staff turnover and new (Parents As families. Program monitoring identified concerns with intake assessments, family service 62 $171,599 Monitoring with no leadership is assessing data integrity concerns. Teachers/PAT) plans, case note documentation and PAT curriculum delivery. The program was placed on major findings. Program performance measure reporting deferred a Performance Improvement Plan (PIP), re-monitored later in the year and is Actual %: Actual%: to January 2014. demonstrating progress towards addressing the PIP issues. 103% 100%

95% of families participated in all program requirements. Contracted: Budget: Gulf Coast's Family Skill Builders program provides intensive in-home therapy, case 120 $453,500 management, parenting education, crisis stabilization and support. Services are provided 94% of parents maintained and/or decreased their An excellent for 3-4 months by Master’s level clinicians an average of two times per week. Families experienced level of parenting stress. Gulf Coast Jewish Actual: Actual: Administrative served range from moderate to high risk for child abuse and neglect. The Provider has Family and Community 112 $453,147 Monitoring with no established a strong relationship with BSO CPIS, who is their primary referral source. Services 98% of successfully completing families did not findings. Monitoring reflects stellar service delivery with engaging and effective therapeutic receive a verified abuse report within 6 months of Actual %: Actual %: services. Client evaluation and documentation is outstanding. Parent surveys indicate program completion. 93% 100% high levels of satisfaction with staff and services received.

92% of families improved family functioning.

95% of families participated in all program requirements. Henderson's Homebuilders Program is a research-based intensive, in-home family Contracted: Budget: therapy model which utilizes a wide range of counseling services, motivational 90 $490,883 91% of families demonstrated improvement in enhancement and cognitive behavioral interventions to increase life skills and improve A commendable family functioning. Henderson Behavioral individual and family functioning. Services are designed to keep children safe while Actual: Actual: Administrative Health helping the family reach a level of functioning at which it is possible for their children to 92 $490,849 Monitoring with no 80% of successfully completing families did not (Home Builders) remain safely at home. Monitoring confirms that program services are intensive and of major findings. receive a verified abuse report within 6 months of high quality. Homebuilder's National has been impressed with the quality and fidelity of Actual %: Actual%: program completion. the program and the staff's dedication to excellent delivery of services. Parent surveys 102% 100% indicate high levels of program satisfaction. 89% of children successfully avoided out-of-home placement within 6 months of program completion. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

95% of families participated in all program requirements. Henderson's Multisystemic Therapy (MST) program provides intensive in-home therapeutic services to high risk families. Monitoring verifies stellar client evaluation and 95% of families improved family functioning. service delivery, a high level of attentiveness to family needs, and excellent Contracted: Budget: documentation of services provided. The program provides high quality services delivered 64 $397,494 93% of youth maintained/improved school with strong fidelity to the model and has been particularly effective with teens with A commendable attendance or maintained employment during the complex behavioral issues. MST National has been impressed with the quality and fidelity Henderson Behavioral Actual: Actual: Administrative program. of the program and the staff's dedication to excellent delivery of services and one Health (MST) 63 $397,269 Monitoring with no therapist from this team was recognized as being in the top 1% in the world for MST major findings. 77% of youth demonstrated reduction in model adherence. Additionally, teams from Denmark visited both CSC MST programs to Actual %: Actual %: aggressive behavior to typical youth levels. observe their services because Broward's teams are continuously recognized as "elite 98% 100% teams" worldwide. Parent surveys indicate high levels of satisfaction with the staff and the 100% of successfully completing families did not services. The Council approved an increase to add one therapist to the program to receive a verified abuse report within 6 months of address the wait list for FY 13/14. program completion. 90% of youth did not obtain law violations 6 months following program completion.

Healthy Mothers/Healthy Babies' Prenatal-Infant Home Visiting Program provides in-home 41% of families participated in all program parent education utilizing the Nurturing Parenting Program best practice curriculum and requirements. case management services to a transient, high risk population of pregnant and parenting Contracted: Budget: teenage mothers. These teens lack a strong support system needed for a healthy 220 $408,889 Administrative pregnancy and nurturing of their children; many have histories of child abuse / neglect 96% of parents maintained and/or decreased their Monitoring findings themselves. The agency is on a Performance Improvement Plan to increase client experienced level of parenting stress. Healthy Mothers / Actual: Actual: in the area of engagement which will restructure the frequency and intensity of services to better Healthy Babies 139 $404,207 invoicing variances engage this high risk teen population. Although the provider served 221 families, were addressed in engagement issues resulted in 80 families receiving less than 10 hours of service. It 100% of successfully completing families did not Actual %: Actual %: a timely manner. should be noted that the agency also experienced turnover of half of their direct service receive a verified abuse report within 6 months of 70% 99% staff, related to new CQI processes, which impacted #s served. The agency continues to program completion. focus on delivering quality services, and are very receptive to technical assistance. The program's strong educational and father engagement components are impressive, and client surveys support a high degree of satisfaction with program services. 87% of families improved family functioning. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

100% of families participated in all program requirements. Contracted: Budget: The SAFE Program provides family-based, therapeutic in-home services to families with 30 $155,666 children exhibiting sexual behavioral issues. The Cognitive Behavior Therapy (CBT) 100% of parents maintained and/or decreased A commendable model is delivered by Master’s level therapists and includes comprehensive assessment, their experienced level of parenting stress. Actual: Actual: Administrative Gerena & Associates the development of a safety plan, individual and family counseling, case management, 38 $155,651 Monitoring with no and therapeutic parent and youth group sessions. Monitoring confirms high quality service 100% of successfully completing families did not major findings. delivery to this unique population. Referrals and services are highly valued in the receive a verified abuse report within 6 months of Actual %: Actual%: community and the Council approved an increase for FY 13/14 to address the wait list. program completion. 127% 100% 100% of families improved family functioning.

99% of families participated in all program requirements.

96% of families improved family functioning. JAFCO's Multisystemic Therapy (MST) program provides intensive in-home therapeutic Contracted: Budget: services to high risk families. Monitoring verifies stellar client evaluation and service 97% of youth maintained/improved school 74 $495,200 delivery, a high level of attentiveness to family needs, and excellent documentation of attendance or maintained employment during the A commendable services provided. The program provides high quality services delivered with strong program. Jewish Adoption & Actual: Actual: Administrative fidelity to the model. MST National has been impressed with the quality and fidelity of the Foster Care Options 88 $495,199 Monitoring with no program and the staff's dedication to excellent delivery of services. JAFCO's Director 72% of youth demonstrated reduction in major findings. has been nominated for awards by MST National and teams from Denmark visited both aggressive behavior to typical youth levels. Actual %: Actual %: CSC MST programs to observe their services because Broward's teams are continuously 119% 100% recognized as "elite teams" worldwide. Parent surveys verify high satisfaction with 93% of successfully completing families did not services provided. receive a verified abuse report within 6 months of program completion. 83% of youth did not obtain law violations 6 months following program completion.

88% of families participated in all program KID utilizes Homebuilders, a research-based intensive, in-home family therapy model requirements. which utilizes a wide range of counseling services, motivational enhancement and Contracted: Budget: cognitive behavioral interventions to increase life skills and improve individual and family 90 $489,013 Administrative functioning. Services are designed to keep children safe while helping the family reach a 78% of families improved family functioning. Monitoring findings level of functioning at which it is possible for their children to remain safely at home. Kids In Distress Actual: Actual: in the area of other Monitoring confirms that program services are intensive and of high quality. (Home Builders) 109 $478,789 invoicing issues 88% of successfully completing families did not Homebuilder's National have been impressed with the quality and fidelity of the program were addressed in receive a verified abuse report within 6 months of and the staff's dedication to excellent delivery of services. Parent surveys indicate high Actual %: Actual%: a timely manner. program completion. levels of program satisfaction. 121% 98% 93% of children successfully avoided out-of-home placement within 6 months of program completion. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Performance Measures Monitoring

78% of families participated in all program The KID First program provides home-based family preservation services which are requirements. Contracted: Budget: comprised of three components: case management, parent education and supportive 540 $1,086,654 Administrative counseling. BSO Child Protective Investigators are the primary source of referrals for this 94% of parents maintained and/or decreased their Monitoring findings program and there is excellent communication between the Provider and the experienced level of parenting stress. Kids In Distress Actual: Actual: in the area of other Investigators. Monitoring confirms high quality service delivery and parent surveys (Kids First) 410 $1,048,109 invoicing issues indicate high levels of satisfaction. The influx of complex cases, most with domestic 97% of successfully completing families did not were addressed in violence and substance abuse issues, are referred almost exclusively by BSO and require receive a verified abuse report within 6 months of Actual %: Actual %: a timely manner. more intensive services for longer periods, impacting the #s served. program completion. 76% 96%

90% of families improved family functioning.

93% of families participated in all program requirements. Contracted: Budget: Memorial's Family TIES Program provides comprehensive in-home intervention services Administrative 250 $580,000 using the Solution Focused Brief Therapy best practice model. Services are delivered in a Monitoring findings 94% of parents maintained and/or decreased their creative and engaging manner by Master’s level clinicians. The Provider demonstrates in the area of experienced level of parenting stress. Memorial Healthcare Actual: Actual: stellar client evaluation and service delivery, a high level of attentiveness to family needs, audited financial System 230 $579,995 and excellent documentation of services provided. The program consistently exceeds statements were 97% of successfully completing families did not expectations in program monitoring, performance measures, and service quality while addressed in a receive a verified abuse report within 6 months of Actual %: Actual %: maintaining a lower cost per family ratio. Parent surveys indicate high levels of timely manner. program completion. 92% 100% satisfaction with staff and services. 95% of families improved family functioning.

69% of families participated in all program requirements. Contracted: Budget: Smith's Alternatives for Families Cognitive Behavioral Therapy (AF-CBT) Program 216 $391,776 provides in-home therapeutic services designed to reduce child abuse and neglect, family 85% of parents maintained and/or decreased their An excellent conflict and child behavior problems. The evidence-based model is designed for families experienced level of parenting stress. Administrative Smith Community Actual: Actual: that are at moderate to high risk of abuse and neglect and where maltreatment may have Monitoring with no Mental Health 121 $377,521 already occurred. Observation of service delivery was excellent and client surveys 92% of successfully completing families did not findings. support a high level of satisfaction with the services received. An influx of complex cases receive a verified abuse report within 6 months of Actual %: Actual%: involving domestic violence and substance abuse required more intensive services for program completion. 56% 96% longer periods, impacting #s served and the # of successful completers. 84% of families improved family functioning. Tab B Maternal and Child Health - Maternal Depression and Fetal Infant Mortality Annual Performance FY 12/13 CSC GOAL : Ensure a continuum of maternal and child health services for at-risk families RESULT: Children are physically and mentally healthy

Program Description: (1) The Mothers Overcoming Maternal Stress (MOMS) maternal health programs are designed to decrease symptoms of pre/post natal depression, promote maternal/child bonding, increase parenting skills and reduce risk factors associated with child abuse and neglect. The population served presents significant clinical symptoms that require mental health treatment to improve functioning. The success of these cutting edge programs have been showcased at state and national symposiums. (2) The Maternal, Infant and Fetal Health Project is a long-term research project to ascertain causes of fetal and infant deaths; their Cribs for Kids component supports safe sleeping arrangements and education to low income families through Healthy Mothers/Healthy Babies.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

66% of families completed all program requirements.

The Healthy Mothers/Healthy Babies' MOMS program operates in North and Central 88% of mothers who participated in the program and Contracted: Budget: Broward County, and provides in-home services to pregnant women and women with reported fewer symptoms of depression. 110 $250,000 children less than one year of age who are experiencing pre and/or post-partum A commendable depression. In-home therapeutic services are provided utilizing Cognitive Behavioral Healthy Mothers / Actual: Actual: Administrative Therapy (CBT) and the Nurturing Parenting Program (NPP) curriculum for this high risk, 96% of infants and children scored within range for Healthy Babies 134 $249,999 Monitoring with no complex population. Client surveys support a high level of satisfaction with program developmental milestones; communication, gross Coalition major findings. services, and monitoring confirms provision of quality services by knowledgeable and motor, fine motor, problem solving, and personal social (MOMS) Actual %: Actual %: caring staff. skills. 122 % 100% The Provider experienced issues with client engagement due to staff turnover which is 100% of families demonstrated improvements in family reflected in their performance measure for families completing all program requirements. functioning (e.g., parenting skills, family interactions, and decrease in family conflicts).

The Memorial MOMS program operates in South County and provides in-home services 78% of families completed all program requirements. utilizing Cognitive Behavioral Therapy and the Nurturing Parenting Curriculum for pregnant Contracted: Budget: women and women with children less than one year of age who are experiencing pre 93% of mothers who participated in the program and Administrative 102 $250,000 and/or post-partum depression. The provider is delivering engaging and effective services reported fewer symptoms of depression. Monitoring finding to mothers who are experiencing maternal depression, a very high risk and complex in the area of Memorial Healthcare Actual: Actual: population. Client surveys support a high level of satisfaction with program services. audited financial 99% of infants and children scored within range for System 93 $249,994 Children are meeting developmental milestones and the mothers are forming healthy statements was developmental milestones; communication, gross motor, (MOMS) bonds with their children. Intensive individualized outreach and support has been effective addressed in a fine motor, problem solving, and personal social skills. Actual %: Actual %: in keeping these mothers with complex issues engaged in services. The program slightly timely manner. 91% 100% under-served due to the entended needs of some families. 100% of families demonstrated improvements in family functioning (e.g., parenting skills, family interactions, and decrease in family conflicts). How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

Contracted FIMR data supported a Broward County prevention Abstractions: Budget: program, the Mahogany Project, to reduce infant Healthy Mothers/Healthy Babies manages the Fetal-Infant Mortality Review (FIMR) 57 $96,493 mortality in 33311 and in specific groups (African Healthy Mothers- process to identify causes of fetal and infant death, and provide community education on A commendable America, Haitian, Hispanic) leveraging $200,000. Healthy Babies the causes of death. This project generates significant grant support including a CJ Actual Actual: Administrative Foundation grant to provide training for Broward Fire Rescue on safe sleep; a safe sleep Abstractions: $96,138 Monitoring with no (Fetal Infant Mortality training manual and resource guide and bereavement counseling for families. As FIMR FIMR data, which linked oral health to healthy birth 57 major findings. Review) data and the Black Infant Health Practice Initiative linked lack of father involvement to high Actual %: outcomes, also leveraged a $50,000 Health Foundation rates of infant mortality, the agency has implemented a Fatherhood Mentoring initiative. Actual %: 100% grant to improve dental health education to high risk 100% pregnant women, mothers and women of childbearing age.

Cribs for Kids provides low-income families with free GRACO Pack and Play cribs and one crib sheet, and counsels parents on the dangers of co-sleeping, a leading cause of infant Contracted # of 99% of babies who participated in the Cribs for Kids Budget: death. Education is also provided to childcare providers and other community agencies Cribs: program remained safe during their first year. $15,025 providing services to parenting women and their children. The Pediatric Associates 200 Healthy Mothers- A commendable Foundation awarded the provider $10,000 to provide additional staff support for safe sleep Healthy Babies Actual: Administrative education and crib distribution. The provider also leverages funding for 150 additional Actual # of Cribs: $14,927 Monitoring with no cribs through grants from the United Way, Wells Fargo, and BJ's Foundation. 200 CRIBS major findings. Actual %: During FY 12/13 the first child death for a Cribs for Kids client tragically occurred. The Actual %: 100% of parents and caregivers who participated in the 99% mother resided at the Salvation Army shelter and was provided with a crib and safe sleep 100% Cribs for Kids program improved their knowledge of education. Despite a 30 day follow-up contact, the mother resumed co-sleeping and safe infant sleep practices and SIDS risk reduction. suffocated her baby.

Budget: Administrative $30,000 Monitoring finding This is the first year that the Healthy Start Coalition managed the Community Action Broward Healthy Start in the area of Actual: Group, which implements FIMR initiatives to reduce infant mortality. This year was a Coalition (Community N/A audited financial N/A $28,051 planning year where they developed a comprehensive Community Action Plan for 2013- Action Group) statements was 2016, in collaboration with all maternal/child health stake holders. addressed in a Actual %: timely manner. 94% Tab C Abuse & Neglect Prevention - KINSHIP Annual Performance FY 12/13

CSC GOAL : Reduce the Incidence of Abuse & Neglect RESULT: Children live in safe and nurturing families

Program Description: The Council's Kinship program provides services to maintain stable homes for youth in relative and non relative care to prevent children from entering or re-entering the child welfare system. A new RFP for Kinship services retained Kids In Distress as the primary provider with Memorial as their new South County partner. Two new providers were also added with new funding leveraged through the Jim Moran Foundation: the National Youth Advocate Program (NYAP) with an exciting new focus on the Kinship teens and Harmony Development Center, with Genesis Christian Center as a partner, to enhance services in North County, for FY 13/14.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

99% of kinship children did not require foster or institutional care while receiving Kinship Support Services. Kids In Distress' Kinship program offers high quality, in-home family strengthening services, Contracted: Budget: extensive case management, parenting education services, support groups, respite, family 180 $434,000 Administrative 87% of caregivers completed at least two (2) building events and legal advocacy to assist non-parent caregivers in obtaining and Monitoring findings action steps identified in the Individual Service KINSHIP - maintaining a safe and stable home for children in their care. The program offers much Actual: Actual: in the area of other Plan. Kids In needed services to families that often lack resources and support. Monitoring confirms 170 $432,115 invoiceing issues Distress excellent service delivery and caregiver surveys support high satisfaction with services were addressed in received. Lower #s of families served reflects higher levels of need that warrant longer Actual %: Actual %: a timely manner. 94% of caregivers maintained and/or decreased service duration. 94% 100% their experienced level of parenting stress.

95% of caregivers were satisfied with Kinship services. Tab D Delinquency Diversion - New DAY Annual Performance FY 12/13 CSC GOAL : Reduce the recidivism rate of low risk juvenile offenders and prevent the escalationof crime RESULT: Youth will successfully transition to adulthood

Program Description: New D.A.Y. programs provide stringent and prescribed services to divert juveniles with low risk offenses referred by the State Attorney's Office (SAO) from the Juvenile Justice system and reduce recidivism by providing highly-structured diversion and civil citation alternatives that are offense- appropriate for public safety, with interventions that decrease the likelihood of re- offending. The programs also offer civil citation for lower risk offenses, an effort which has gained attention and increased use in the past year.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Adminitrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

96% of youth successfully completed the program. Contracted: Budget: Administrative 544 $785,665 Monitoring findings BSO provides restorative justice group conferencing and youth development activities for 87% of youth increased their level of protective in the area of typical juvenile offenders eligible for diversion or civil citation, as determined by the SAO or Broward Sheriff's Actual: Actual: factors and decreased risk factors. audited financial law enforcement. Program strengths include a solid restorative justice process that Offiice 561 $779,770 statements were involves victims and community volunteers together with meaningful service learning 97% of youth had no law violations during not addressed in a opportunities. Surveys reflect high client satisfaction with program services and staff. program participation. Actual %: Actual %: timely manner. 103% 99% 96% of youth had no re-offenses 3-12 months after program completion.

Camelot provides high quality Functional Family Therapy and case management to juvenile 78% of youth successfully completed the program. Contracted: Budget: Administrative offenders with serious behavioral health conditions referred by the SAO. Program strengths 100 $307,281 Monitoring findings include consistency in meeting stringent SAO program requirements, impactful therapeutic 76% of youth increased their level of protective in the area of interventions, strong focus on academic performance, extensive case management to meet Camelot Community Actual: Actual: factors and decreased risk factors. audited financial family needs and creative and engaging community service activities. Some performance Care 98 $296,979 statements were areas are impacted by the severe emotional issues; however, the gains achieved for this 88% of youth had no law violations during addressed in a population are significant. A larger number of State Attorney's Office behavioral health program participation. Actual %: Actual%: timely manner. referrals led to the Council approving an increase in funding for this program during FY 98% 97% 13/14. 100% of youth had no re-offenses 3-12 months after program completion. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Adminitrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

Gerena & Associates provides diversion services for youth charged with sexual offenses, 97% of youth successfully completed the program. Contracted: Budget: determined lower risk by the SAO. Services include comprehensive psychosexual 52 $234,337 evaluations and individual, family, and group sessions that are age, gender and 100% of youth increased their level of protective A commendable developmentally appropriate for youth and their families. Program strengths include Actual: Actual: Administrative individualized and comprehensive assessments; high quality therapy services; and parent factors and decreased risk factors. Gerena & Associates 53 $234,298 Monitoring with no groups that are supportive of youth and family needs. During FY 12/13, the Council 100% of youth had no law violations during major findings. approved two increases in funding to expand program capacity and eliminate a growing program participation. Actual %: Actual%: waiting list. This is the only diversion program in the County that serves this unique 102% 100% population of youth with sexual behavioral problems. An additional increase was approved 100% of youth had no re-offenses 3-12 months by the Council for FY 13/14 to serve this specialized population. after program completion.

95% of youth successfully completed the program. Contracted: Budget: Administrative 100 $131,589 Harmony provides high quality case management, group counseling, restorative justice Monitoring finding conferencing and youth development activities for typical juvenile offenders referred by the 84% of youth increased their level of protective in the area of Harmony Development Actual: Actual: SAO and law enforcement. Program strengths include effective treatment plans and close factors and decreased risk factors. audited financial Center 122 $130,887 communication with SAO. The Provider has struggled with consistent weekly contacts and statements was lower than expected referrals. The contract has been amended to allow Broward Schools to 96% of youth had no law violations during addressed in a Actual %: Actual %: refer youth for restorative justice conferences as a prevention strategy. program participation. timely manner. 122% 99% 98% of youth had no re-offenses 3-12 months after program completion.

79% of youth successfully completed the program. Henderson provides wraparound services to youth with severe behavioral health conditions Contracted: Budget: eligible for diversion or civil citation, as determined by the SAO or law enforcement. 45 $204,985 Services are tailored to the unique values and cultural needs of the youth, with a strong 74% of youth increased their level of protective A commendable emphasis on parental/family engagement. Program strengths include multiple contacts per factors and decreased risk factors. Henderson Mental Actual: Actual: Administrative week with youth, a strong emphasis on academics and interventions that empower families Health Center 94 $204,985 Monitoring with no to address their needs with community support. The program received a high number of major findings. referrals from the SAO due to their expertise in serving youth with severe behavioral health 91% of youth had no law violations during Actual %: Actual%: concerns during FY 12/13. Due to the high number of youth referred, the Council approved program participation. 209% 100% an increase in funding for FY 13/14 to absorb an increased number of Behavioral Health referrals. Some performance areas are impacted by the severe emotional issues; however, 95% of youth had no re-offenses 3-12 months after the gains achieved for this population are significant. program completion.

92% of youth successfully completed the program. Contracted: Budget: Administrative Memorial provides individual, family and group counseling, development activities and 375 $452,500 Monitoring findings restorative justice conferencing in partnership with Harmony Development Center for typical 88% of youth increased their level of protective in the area of juvenile offenders, as determined by the SAO or law enforcement. Program strengths factors and decreased risk factors. Memorial Healthcare Actual: Actual: audited financial include a thorough assessment process, monitoring of school attendance and progress, System 374 $452,498 statements were strong individual and family counseling services, creative and engaging group sessions, a 97% of youth had no law violations during not addressed in a gender-specific component and consistent urine analysis testing practices. The Council program participation. Actual %: Actual%: timely manner. approved an increase in funding for FY 13/14 to absorb the increased number of substance 100% 100% involved referrals from the State Attorney's Office. 94% of youth had no re-offenses 3-12 months after program completion. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Adminitrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

97% of youth successfully completed the program. PACE provides unique gender-responsive diversion and civil citation programming for girls Contracted: Budget: Administrative to address risk factors including physical or sexual abuse victimization, domestic and dating 60 $78,000 Monitoring findings violence, academic underachievement and family management issues. Program strengths 77% of youth increased their level of protective in the area of include comprehensive assessments and consistent monitoring of academic progress. The factors and decreased risk factors. Actual: Actual: PACE Center audited financial program has strong youth engagement strategies and a comprehensive service delivery 86 $77,990 statements were model. Strategies to establish youth rapport, prior to administration of pre-tests, and 97% of youth had no law violations during addressed in a throughout program participation, have improved performance related to risk factors and program participation. Actual %: Actual %: timely manner. completion rates. The Council approved an increase in funding For FY 13/14 to absorb the 143% 100% increased number of referrals from the State Attorney's Office. 96% of youth had no re-offenses 3-12 months after program completion.

73% of youth successfully completed the program.

Contracted: Budget: Urban League provides community group conferencing and youth development activities for 150 $174,481 typical offenders eligible for diversion or civil citation, as determined by the SAO or law 70% of youth increased their level of protective A commendable enforcement. Strengths include creative and engaging life management sessions, service factors and decreased risk factors. Actual: Actual: Administrative learning activities, and the quarterly Adventure Ropes Course. The program has resolved a Urban League 143 $155,357 Monitoring with no Performance Improvement Plan from the previous fiscal year through staffing changes and 98% of youth had no law violations during major findings. a greater focus on documentation. These and other program strategies are also expected program participation. Actual %: Actual%: to improve completion rates. Technical assistance, improved client engagement and lower 95% 89% staff caseloads are also expected to improve successful completion rates and increased protective factors. 95% of youth had no re-offenses 3-12 months after program completion. Tab E Delinquency Prevention - Youth Force Annual Performance FY 12/13

CSC GOAL : Reduce risk factors associated with delinquency, teen pregnancy, and other risky behaviors RESULT: Youth will succeed in school

Program Description: Under the current RFP, Youth FORCE programs began in Fall 2012 targeting middle schoolers in high-need schools to promote positive youth development and school and community attachment after school, on days of early release, holidays and during the summer. The Teen Outreach Program (TOP), a nationally recognized social skills curriculum, is a required component in all Youth FORCE and 21st Century programs; with oversight by certified CSC staff. All programs are robust and over capacity!

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

Performance for risky behaviors was not available due to problems with post-test administration and data entry; technical assistance is expected to correct this for FY 13/14. Contracted: Budget: Administrative ASP provides a year-round program targeting at-risk students at Deerfield Beach Middle 48 $180,480 Monitoring findings School. As a new Youth FORCE program, ASP partnered with Henderson Behavioral in the areas of Health to provide case management and counseling services. While some of the other 85% of youth improved their school grades or After School Programs Actual: Actual: personnel and program components are in need of strengthening, the program has clearly impacted the attendance. (ASP) 46 $130,628 invoicing variances students served. High client satisfaction levels reflect in surveys, strong youth engagement were addressed in and positive interactions between youth and staff. USDA resources are well managed to 100% of female participants did not become Actual %: Actual %: a timely manner. ensure all youth have well-balanced and nutritious food each day. pregnant and male participants did not cause a 96% 72% pregnancy.

99% of youth participants did not use alcohol or drugs.

88% of youth who decreased risk behaviors. Contracted: Budget: ASPIRA provides a year-round program targeting at-risk students at Margate Middle School 48 $160,320 using a positive youth development approach that is client-centered, comprehensive, and 89% of youth improved their school grades or A commendable culturally competent. As a new Youth FORCE program, ASPIRA has developed a solid attendance. Actual: Actual: Administrative programmatic framework offering a balance of academic, recreational and enrichment ASPIRA 100% of female participants did not become 68 $156,747 Monitoringwith no activities with strong counseling and case management services. Progress notes are major findings detailed, individualized and aligned with the goals indentified during intake; however, pregnant and male participants did not cause a Actual %: Actual%: documentation of group activities needs improvement. USDA resources are well managed pregnancy. 142% 98% to ensure all youth have well-balanced and nutritious food each day. 96% of youth participants did not use alcohol or drugs. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

96% of youth who decreased risk behaviors. Contracted: Budget: With the Dan Marino Foundation as the Fiscal Agent, the Center for Hearing and 30 $233,610 85% of youth improved their school grades or Center for Hearing and Communication's Youth Force program primarily serves students who are deaf or hard of A commendable attendance. Communication hearing attending the cluster program at Seminole Middle School. High participation is Actual: Actual: Administrative with Dan Marino maintained through fun and engaging club-like activities that promote positive decision- 31 $232,952 Monitoringwith no 100% of female participants did not become Foundation as Fiscal making skills and community engagement. The program also offers high quality academic major findings pregnant and male participants did not cause a Agent services and supports, as well as effective counseling, case management, prevention Actual %: Actual%: pregnancy. education, career exploration, fitness, and cultural arts activities. 103% 100% 100% of youth participants did not use alcohol or drugs.

Performance in the area of risky behaviors could not be measured due to late program implementation which impacted pre/post data Administrative This new leveraged funding initiative targets students at Perry Middle School through a collection; technical assistance is expected to Contracted: Budget: Monitoring findings partnership with Broward Sherriff’s Office (BSO). Programmatic monitoring findings, correct this for FY 13/14. 60 $73,806 in the areas of service observatons and technical assistance support the framework for academic services iinvoicing variances and supports, delinquency prevention, nutrition and fitness activities, and cultural arts and Actual: Actual: 100% of youth improved their school grades or City of West Park and audited enrichment activities. A Performance Improvement Plan was developed to address increase 73 $43,142 attendance. financial enrollment and utilization, operationalize all services components and to appropriately statements, were document each area of service delivery. The PIP was successfully completed and Actual %: Actual%: 100% of female participants did not become addressed in a enrollment and retention of youth during the summer was very robust. Efforts to increase 122% 57% pregnant and male participants did not cause a timely manner. their use of USDA resources are in process. pregnancy.

99% of youth participants did not use alcohol or drugs.

91% of youth who decreased risk behaviors. Contracted: Budget: HANDY's new Youth Force program at Lauderdale Lakes Middle was not able to open until Helping, 60 $240,000 90% of youth improved their school grades or late November 2012 due to delays in the School District's leasing process, which negatively Abused, A commendable attendance. impacted student enrollment and utilization. Despite the slow start, programmatic Neglected, and Actual: Actual: Administrative monitoring reflected strong counseling and case management components, with solid Disadvantaged 76 $168,181 Monitoringwith no 100% of female participants did not become provision of academic, fitness and TOP activities. Ongoing recruitment and retention Youth major findings pregnant and male participants did not cause a strategies included HANDY staffers available on campus during the regular school day and Actual %: Actual %: pregnancy. (HANDY) a robust summer component. Efforts to increase USDA resources are in process. 127% 70% 100% of youth participants did not use alcohol or drugs. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

94% of youth who decreased risk behaviors.

Harmony provides a year-round program targeting at-risk students at Rickards Middle School and Miramar Multi-Service Complex. The program at Rickards enjoys robust Contracted: Budget: Administrative enrollment and retention. The program at Miramar Multi-Service Complex has faced a 90 $360,000 81% of youth improved their school grades or Monitoring finding number of recruitment challenges, despite the City's overwhelming support. The Provider attendance. in the area of has leveraged its partnerships with the City and other community partners to provide limited Harmony Development Actual: Actual: audited financial transportation services to attract students attending neighboring Title 1 schools. Enrollment and Empowerment 147 $359,756 statements was has been growing consistently. Mandatory program components are on target and 100% of female participants did not become addressed in a delivered consistently. The Provider offers strength-based, solution focused, positive Actual %: Actual%: pregnant and male participants did not cause a timely manner interactions between case managers and youth; however, documentation of group activities 163% 100% pregnancy. needs improvement. USDA resources are well managed to ensure all youth have well- balanced and nutritious food each day.

100% of youth participants did not use alcohol or drugs.

93% of youth who decreased risk behaviors. Hispanic Unity serves at-risk students attending Apollo, Olsen, McNicol and Attucks Middle Schools using engaging "club" activities. A strong intake process, counseling and Contracted: Budget: Administrative connecting services. individual service planning, prevention education, community service 220 $879,340 91% of youth improved their school grades or Monitoring findings learning, cultural arts and enrichment, nutrition and fitness activities are well implemented. attendance. in the area of Case management provides holistic and individualized services to youth and their families. Actual: Actual: Hispanic Unity personnel Community and internal agency resources are utilized in lieu of flex funds, which helps 315 $879,050 100% of female participants did not become variances were ensure that these dollars are being used judiciously. Enrollment and retention of youth is pregnant and male participants did not cause a addressed in a very robust, as evidenced by the high average daily attendance rate and utilization of the Actual %: Actual%: timely manner. afterschool unit. USDA resources are well-managed to ensure all youth have well- pregnancy. 143% 100% balanced and nutritious food each day. 99% of youth participants did not use alcohol or drugs.

97% of youth who decreased risk behaviors.

Contracted: Budget: Memorial provides a year-round program targeting at-risk students at Gulfstream Middle 86% of youth improved their school grades or Administrative 48 $160,512 School.The afterschool program offers a project-based learning model integrating the use attendance. Monitoring finding of technology to offer engaging, hands-on learning opportunities for the students. The in the area of Memorial Healthcare Actual: Actual: Provider maintains a high level of student engagement evidenced by the on target overall audited financial 100% of female participants did not become Systems 86 $160,512 program utilization and attendance. The staff is caring, motivated and engaged in their work statements was pregnant and male participants did not cause a contributing to favorable participant satisfaction and engagement. USDA resources are well not addressed in a pregnancy. Actual %: Actual %: managed to ensure all youth have well-balanced and nutritious food each day. Additional timely manner 179% 100% funding to address the growing wait list was awarded for FY 13/14. 100% of youth participants did not use alcohol or drugs. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

87% of youth who decreased risk behaviors.

Contracted: Budget: Administrative Minority Development and Empowerment serves at-risk youth attending Pompano Beach 48 $187,336 75% of youth improved their school grades or Monitoring finding Middle School. The program offers a youth directed program with exemplary attendance. Minority in the area of implementation of youth development and community service learning. The program Actual: Actual: Development and audited financial maintains high engagement and positive satisfaction of participating youth. High quality 68 $187,292 Empowerment statements was case management and extensive informal counseling offer additional opportunities for youth 100% of female participants did not become addressed in a to gain self-confidence and learn the skills to succeed both socially and academically. pregnant and male participants did not cause a Actual %: Actual%: timely manner Additional funding to address the growing wait list was awarded for FY 13/14. pregnancy. 142% 100%

99% of youth participants did not use alcohol or drugs.

90% of youth who decreased risk behaviors.

Contracted: Budget: OIC's new Youth Force program at Silver Lakes Middle School was late opening in October Administrative 90% of youth improved their school grades or 48 $192,000 2012 due to school leasing delays; however, intensive recruitment strategies were quite Monitoring findings attendance. effective. Program strengths include successful engagement strategies for students with in the areas of Actual: Actual: multiple academic risk factors, and aligning remediation strategies with those provided OIC personnel and 59 $156,001 during the regular school day. Innovative use of iPads keeps students engaged while billing variances 100% of female participants did not become stimulating learning. Effective leveraging of the USDA program ensures that youth have were addressed in pregnant and male participants did not cause a Actual %: Actual %: healthy and nutritious food each day. Technical assistance is being provided to improve a timely manner. pregnancy. 123% 81% case file and group note documentation.

98% of youth participants did not use alcohol or drugs.

74% of youth who decreased risk behaviors.

Contracted: Budget: 85% of youth improved their school grades or 70 $350,000 The Smith program serves students with significant behavioral health issues at two A commendable locations: Cypress Run Alternative Center and at the Smith Headquarters in Sunrise. Staff attendance. Smith Community Actual: Actual: Administrative works with each youth to develop comprehensive individualized service plans to address Mental Health Center 85 $305,369 Monitoring with no barriers to success. High quality counseling and life skills classes assist youth in developing 100% of female participants did not become major findings. skills for independent living. Youth satisfaction surveys verify high levels of satisfaction with pregnant and male participants did not cause a Actual %: Actual%: the youth development programming provided. pregnancy. 121% 87%

98% of youth participants did not use alcohol or drugs. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

96% of youth who decreased risk behaviors.

Contracted: Budget: Urban League provides high quality individual counseling and case management 73% of youth improved their school grades or 96 $385,150 components include sessions with youth at school, with home visits to address more attendance. A commendable intensive needs and connect families with community resources. Small group counseling to Actual: Actual: Administrative address issues such as anger management and academic activities are designed to Urban League 156 $369,298 Monitoring with no increase school success. During the 2012/13 school year, Urban League served high-need 100% of female participants did not become major findings. youth at William Dandy and Arthur Ashe Middle Schools. Arthur Ashe has subsequently pregnant and male participants did not cause a Actual %: Actual %: closed and re-opened as an Adult Technical Center, so those services have been re- pregnancy. 162% 96% located to Dillard Middle School. Efforts to increase use of USDA resources are in process.

95% of youth participants did not use alcohol or drugs.

94% of youth who decreased risk behaviors.

The YMCA serves at-risk youth attending Lauderhill, New River, Crystal Lake and Parkway Middle Schools; with the latter three as new sites.The Provider is well known for quality Contracted: Budget: Administrative youth development programming, enjoys a long-standing presence in the community and 180 $720,000 79% of youth improved their school grades or Monitoring findings offers multiple enrichment activities to engage youth. The Y offers strong individualized attendance. in the area of assessments, intake processes, as well as academic services and supports. Individual Actual: Actual: YMCA personnel service planning, counseling, prevention education and community service learning 231 $711,981 variances, were activities are on target, well implemented, and delivered consistently with quality. Staff is 99% of female participants did not become addressed in a caring, motivated and engaged in their work, contributing to favorable participant Actual %: Actual%: pregnant and male participants did not cause a timely manner. satisfaction and engagement. USDA resources are well-managed to ensure all youth have 128% 99% pregnancy. well-balanced and nutritious food each day.

97% of youth participants did not use alcohol or drugs. Tab F Delinquency Diversion - Ancillary Services Annual Performance FY 12/13 CSC GOAL : Reduce the recidivism rate of low risk juvenile offenders and prevent the escalation of crime. RESULT: Children will succeed in school

Program Descriptions: Three program areas support CSC's diversion efforts: (1) Legal Advocacy Works (L.A.W.) provides legal advocacy services to youth who are dually involved in, or at risk of involvement with, both the delinquency and dependency systems. (2) The Juvenile Firesetter Prevention Program provides outreach, prescribed educational services and referrals for comprehensive mental health assessments and follow-up treatment as needed to reduce fire setting behaviors. (3) The Juvenile Assessment Center (JAC) is a partnership that includes CSC, the Department of Juvenile Justice, the State Attorney’s Office, the Department of Children and Families, Broward County government, BSO and the Clerk of Courts to support a 24/7 single point of entry for the juvenile justice system.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

86% of youth did not obtain any new law violations during the program.

89% of youth improved housing stability. Legal Advocacy Works (L.A.W.) provides strong advocacy, legal representation, case Contracted: Budget: management, and supportive services to dependent, delinquent and pre-delinquent youth, a 240 $259,560 unique service valued highly by our child welfare system and judicial community in Broward 93% of youth improved school/employment. A commendable County. Legal Aid continues to be an effective advocate for "cross-over" youth who have Legal Aid Actual: Actual: Administrative both dependency and juvenile justice involvement. Program staff have developed excellent Legal Advocacy Works 83% of youth reduced delinquency risk. 198 $259,560 Monitoring with no working relationships with the Courts and other key stakeholders to improve service (LAW) major findings. coordination and shorten system entanglement where possible. Lower numbers served has Actual %: Actual %: been a continuing trend due to longer duration of dependency court cases requiring lengthy 81% of youth successfully completed and did not 83% 100% adjudication procedures. As a result, the Council increased its funding to add another obtain any law violations 12 months after program attorney to the contract for FY 13/14. completion. 91% of youth remained in school, graduated from high school, obtained GED, or enrolled in college or in post-secondary education. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

86% of youth complete all program requirements BSO provides fire safety and prevention education through community outreach (assessment and workshop). presentations and intervention services for youth committing fire-setting behaviors. During Contracted: Budget: Administrative FY 12/13, the program provided fire prevention education presentations to over 14,600 BSO / Fire 150 $40,000 88% of youth were not referred for subsequent fire- Monitoring finding children and adults throughout Broward. Community outreach services also include Rescue setting or other law violation for six (6) months in the area of assistance with car seat and fire alarm installations. The Provider continues to utilize the Juvenile Actual: Actual: after completing the workshop. audited financial Juvenile Assessment Team, based at the Juvenile Assessment Center (JAC), for client Firesetter's 79 $27,478 satements was not assessments and linkages to behavioral health providers. Despite provider efforts, Prevention addressed in a intervention workshop referrals continue to decline, which results in under-utilization. CSC 100% of school age youth demonstrated a Program Actual %: Actual %: timely manner. and new BSO/Fire Marshall Administrators met and there is a renewed commitment on their decrease in incidents of the misuse of fire and 43% 69% part to ensure success. Entering its 5th year, this is the final renewal option under this interest in fire (per parent telephone survey 90 leveraged funding procurement exemption. days following completion of workshop).

The Juvenile Assessment Center (JAC) Collaborative project continues to be a critical 100% of juveniles presented by law enforcement component of the juvenile justice system in Broward County, with BSO as lead. As a single were admitted to the JAC. point of entry to the juvenile justice system, the JAC processed 4,747 law violation referrals on juveniles delivered to the facility by law enforcement in Broward County from Oct. 2012 thorough Sept. 2013, a positive and continued downward trend. The project ensures Budget: Administrative evaluation of each juvenile offender’s risk to the community, as well as ensuring physical $350,000 Monitoring finding health, mental health and substance abuse assessments are administered. The Juvenile 100% of juveniles admitted to the JAC were BSO / Juvenile Actual #s in the area of Assessment Team (JAT), funded by DCF, has significantly increased outreach, case Actual: assessed for risk to the community using the Assessment Processed: audited financial management and data collection on cases involving children with behavioral health issues. $335,672 PACT pre-screening. Center 4,747 satements was not Timely information is provided to the Courts and State Attorney’s Office to facilitate addressed in a diversionary and judicial processing, and to the Department of Juvenile Justice to facilitate Actual %: timely manner. appropriate follow-up services. Recently, the JAC became involved in civil citation as well, 96% housing DJJ assessment staff. The JAC Advisory Board, with CSC participation, strengthens partnerships and provides guidance and technical assistance to ensure efficient, effective operation of the JAC. Based on the declining arrest trends,the estimated 100% of cases were processed for judicial and/or number of youth processed through the JAC has been reduced to 5,000 for the contract non-judicial handling. renewal. Tab G Transitional Independent Living - Future Prep Annual Performance FY 12/13

CSC GOAL : Strengthen supports for youth aging out of foster care or living in KINSHIP care arrangements to successfully transition into adulthood RESULT: Youth will transition successfully to adulthood

Program Description: Transitional Independent Living Programs prepare youth aging out of foster care, youth in protective supervision and youth in relative or non-relative care for adulthood through provision of independent living skills training, vocational exploration and training, mentoring and case management and a range of other supportive services. The CSC budget allocation includes a $340,000 contribution from the Jim Moran Foundation in support of this CSC initiative. The 4th RFP, "It Takes A Village 2013" closed in April 2013 and a 5th provider, Gulf Stream, begins services October 1st, 2013. The Florida Legislature enacted new independent living options this year that allows youth to transition in and out of Road to Independence services throughout the state which may have implications for funded Providers in the coming year.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

90% of youth ages 15-19 did not become pregnant (females) or cause a pregnancy (males). Contracted: Budget: Camelot provides valuable services targeting youth with serious behavioral conditions who Administrative 72 $357,200 are transitioning out of the child welfare system. Well-qualified, dedicated staff provide Monitoring findings 88% of youth had no new law violations. strong academic support, case management, and housing support services. Program in the area of Camelot Community Actual: Actual: leadership continues to be very supportive and active in the TIL system of care and meets audited financial 84% of youth who increased basic employability Care Inc. 63 $322,795 the unique needs of youth with serious emotional conditions. Staff professional development statements were skills. is excellent and comprehensive. Lower numbers served have been consistent over time and addressed in a Actual %: Actual %: reflect the complex needs of youth who require longer, more intensive supports. Target timely manner. 79% of youth made progress in school, graduated 88% 90% adjustments may be considered at renewal. or obtained a GED, and/or are employed.

85% of youth have stable housing.

99% of youth ages 15-19 did not become pregnant (females) or cause a pregnancy (males). Contracted: Budget: 170 $600,000 HANDY provides valuable services to TIL youth, with strong educational and employment 97% of youth had no new law violations. Helping Abused, A commendable support, positive youth engagement practices and creative housing opportunities. The Neglected, and Actual: Actual: Administrative Provider continues to show growth in continuity of service delivery for all youth across 89% of youth who increased basic employability Disadvantaged Youth, 146 $596,224 Monitoring with no assigned program staff. The program serves as a family network and young adults return skills. Inc. major findings regularly to "give back." Lower numbers served have been consistent over time and was Actual %: Actual %: reduced accordingly for the FY 13/14 contract. 87% of youth made progress in school, graduated 86% 99% or obtained a GED, and/or are employed.

98% of youth have stable housing. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Monitoring

100% of youth ages 15-19 did not become pregnant Wilson Gardens is a supported housing program located in Hollywood for youth with severe (females) or cause a pregnancy (males). behavioral health needs aging out of the Child Welfare System. The 6-unit renovated apartment complex, with on-site Residential Life Coaches, opened in 2008 and has operated Contracted: Budget: Administrative as a CSC-leverage with the Jim Moran Foundation. In addition to the daily supports provided 71% of youth had no new law violations. 14 $75,000 Monitoring findings to these young residents, Life Coaches serve youth residing in other community living in the areas of arrangements, which is why the total number of youth served exceeds the number of Henderson Behavioral Actual: Actual: invoicing variances residential units. The goal of the program is to foster stable housing for residents and Health - 100% of youth who increased basic employability 20 $74,992 and other issues community youth whose behavioral conditions often make that stability more difficult to Wilson Gardens skills. were not sustain. The Residential Life Coaching component was funded for FY 13/14 under the Future Actual %: Actual %: addressed in a Prep RFP. 143% 100% timely manner. 75% of youth made progress in school, graduated Lower performance in the area of law violations is due to the increased risk of delinquent or obtained a GED, and/or are employed. behaviors seen in youth with severe behavioral and mental health conditions.

80% of youth have stable housing.

94% of youth ages 15-19 did not become pregnant (females) or cause a pregnancy (males).

Contracted: Budget: Administrative Memorial provides supportive and individualized services that positively impact teens and 99% of youth had no new law violations. 170 $550,000 Monitoring findings young adults transitioning to independence. Youth are empowered to take responsibility for

in the area of their transition. As such, these young adults are effectively taught essential life skills (e.g., 93% of youth who increased basic employability Memorial Healthcare Actual: Actual: audited financial food stamps application, job searches, doctor appointments) through hands on learning System 137 $549,999 skills. statements were experiences. The Provider offers robust assessment, educational supports, and case not addressed in a management, an effective array of services. Lower numbers served is due to extended staff Actual % : Actual %: 84% of youth made progress in school, graduated timely manner. leave and enrollment of new TIL youth after the summer. 81% 100% or obtained a GED, and/or are employed.

97% of youth have stable housing. Tab H Early Care & Education Annual Performance FY 12/13

CSC GOAL : Improve children's educational success RESULT: Children will succeed in school

Program Description: (1) Subsidized Child Care: CSC funding expands the availability of subsidized childcare slots for the "working poor", historically an underserved and lower priority population. These funds are also used as match to draw down additional State and Federal funding for Broward County. (2) Vulnerable Populations Child Care Slots: Specialized populations including TIL Youth and Kinship families are often unable to access subsidized child care due to ineligibility and/or long waiting lists; this program provides designated funds to allow them to place their children in quality child care settings. (3) After School @ Your Library (AS@YL) provides reading activities and homework assistance at 11 libraries serving low income neighborhoods in partnership with the County Libraries Division. (4) & (5) Positive Behavior Support (PBS) and AD Henderson PBS Enhancement: Using a combination of several evidence-based practices, PBS builds teacher capacity to effectively manage child behaviors and provide developmentally-appropriate activities that nurture the social/emotional growth of preschoolers. Effective environmental assessments and parental intervention and training are also key components. CSC has implemented PBS in high-performing child care centers to reduce the number of children expelled due to challenging behaviors.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

100% of the children remained safe. Contracted: Budget: Administrative Afterschool @ Your Library is an afterschool literacy initiative for elementary-age children at 11 library 338 $ 493,489 Broward County Monitoring finding locations serving lower socioeconomic neighborhoods during the school year. Council funding leverages a 100% of children improved homework completion. Libraries in the area of 69% in-kind match from the Broward County Libraries, primarily through use of space and staff supervision. Actual: Actual: After School @ Your audited financial Monitoring verifies that engaging services are provided by caring staff. A strong academic/homework 379 $476,521 Library statements was component focuses on use of library reference materials, calculators and technology. Children are 86% of the children improved their basic reading skills. (School Year Only) addressed in a encouraged to problem-solve with excellent staff support. Surveys indicate high parent and youth Actual %: Actual%: timely manner. satisfaction with program services. 112% 97% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

The Council has a longstanding commitment to increase the availability of subsidized child care for the 100% of child care providers who receive School working poor, in partnership with the Early Learning Coalition (ELC) and Family Central. CSC's allocation Readiness funds have partnered to support the ECE Contracted: Budget: leverages other state and federal funds; however, the need continues to far exceed the resources available mission. 1,205 children $5,415,700 and there has always been an insurmountable waiting list for services. To maximize the multiple funding A positive Early Learning streams, each with some variation in client eligibility, the program is structured as child care "slots". Federal Administrative Coalition (ELC) - Actual: Actual: and state funds are always expended first, followed by CSC and other local resources. Family Central does Desk Review with 75% of families reported using two or more quality Subsidized Child Care 1,230 children $5,414,784 an excellent job in managing the complex funding and reporting structures which are seamless to the no substantive strategies when selecting an early care provider. Slots families served. CSC and ELC jointly monitor Family Central, the State designated agency for School findings. Actual %: Actual %: Readiness eligibility and funding distribution and findings verify full compliance with all state-mandated 102% 99.9 % administrative and programmatic requirements. In FY 12/13, $500,000 from this contract was designated for a new initiative which provides subsidized childcare for special vulnerable populations including TIL and 75% of families were successfully linked to support Kinship placements. services identified through screening and assessment. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

100% of parents of children placed in subsidized care Contracted #: Budget: Due to a strong demand and long waiting list for subsidized child care, exceptionally vulnerable populations were able to maintain employment or 100 $500,000 are not receiving critical child care assistance including TIL youth and Kinship families with young children educational/vocational training. A commendable Family Central - (5 and under). In order to ensure these vulnerable families receive assistance, funding has been Actual: Actual: Administrative Vulnerable Populations specifically designated to allow them to place their children in quality child care settings. Family Central, as 59 $207,982 Monitoring with no Child Care Slots the competitively procured and designated agency for subsidized child care in Broward County, administers major findings. this new program. As this was the program’s start-up year, it is on-target with 59 children currently in care; Actual %: Actual%: 100 children are expected to be served in FY 13/14. 59% 42% 100% of eligible children have remained in quality childcare for a minimum of 6 months.

# of Children Served: 100% increase in verbal and non-verbal interaction of 1,211 The Council’s Positive Behavior Support (PBS) program continues to grow and enrich quality in Broward’s teachers with children and children with children. early education community. Ensuring teachers receive intensive coaching from rigorously trained coaches # of Parents Served: continues to be a highly effective initiative. The program has trained 59 centers to date. Although the target Budget: 198 in FY 12/13 was 17 new centers, 3 left the program due to changes in management and licensing $680,000 100% decrease in agency red flags (including chaotic concerns. With an intentional emphasis on parent engagement, the # of participating parents increased by A commendable transitions, children being reprimanded or children not Family Central - # of Teachers 57% from 126 in FY 11/12 to 198 in FY 12/13! Since implementation of PBS, there have been no Actual: Administrative participating in groups). Positive Behavior Served: expulsions of children from the participating child care centers. Additionally, PBS is now a major focus of $676,945 Monitoring with no Support 167 community efforts to strengthen relationships between the Child Welfare and Early Education systems of major findings care; referrals are made by BSO and ChildNet directly to PBS centers for child care placement of children Actual %: # of New Centers in foster care, as PBS centers are equipped to work with children who have experienced trauma and exhibit 50% of parents successfully completed parenting 99.5% 14 challenging behaviors. In FY 12/13, Council funding continued to leverage $85,000 additional dollars from classes. the United Way for centers serving the Sunland Park community. Continuation funding in FY 13/14 will add # of Sustained another 19 centers. Centers: 97% Parent Satisfaction. 45

Budget: $45,000 A.D. Henderson Foundation funds this enhancement of CSC's successful Positive Behavior Support (PBS) Henderson Foundation Administrative initiative. Funding is a July-June calendar so the first quarter allocation of $45,000 represents an annual Partnership # of New Centers: Actual: Monitoring slated budget of $180,000, which supports a PBS Sustainability Coordinator at Family Central to help ensure Program began July 2013; Too Soon to Measure. (Positive Behavior 3 $11,425 for FY 13/14. fidelity to the PBS method. Delays in hiring resulted in under-utilization which is expected to improve in the Support Enhancement) coming year. Actual %: 25% Tab I Maximizing Out of School Time (M.O.S.T.) Annual Performance FY 12/13 CSC GOAL : Improve the availability and quality of out-of-school time programs for economically disadvantaged children in the general population RESULT: Children will succeed in school

Program Description: Maximizing Out of School Time (MOST) programs provide a safe, positive environment for children that enhances academic achievement, supports social and physical development and provides educational field trips and cultural arts opportunities for economically disadvantaged children attending high need Title I Schools. Services are provided afterschool, on non-school days, days of early release and during the summer, with fees assessed based on family ability to pay. Rigorous performance measures and effective technical assistance and monitoring ensure high quality services are provided to students most in need. A new RFP was completed in 2012 for new programs that began in August 2012 for the 2012/13 School Year.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: School Yr.: 1,071 100% of the children improved basic math skills. Summer: 680 Budget: Under the MOST 2012 RFP, numbers to be served were reduced from 1,148 to 1,071 during Administrative $2,364,070 the school year and from 757 to 680 during the summer to ensure balance of providers and Monitoring findings Actual: geographic access. Services were provided at 17 sites during the school year and 12 sites 100% of the children improved their basic reading in the areas of After School Programs, School Yr.: 1,171 Actual: during the summer. Staff provided quality instruction and valuable interactions with the skills. personnel and Inc. Summer: 550 $2,363,360 children. Parents and staff have good rapport and parents were supportive. All program invoicing variances components are well-delivered and promote organizational and social skills to foster academic were addressed in 97% of the children improved homework Actual %: Actual %: progress, physical fitness, and engaging arts activities. The Provider leveraged USDA a timely manner. completion. School Yr:109% 100% resources very effectively to ensure all children had well-balanced and nutritious snacks and Summer: 81% supper each day. 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

100% of the children remained safe. Administrative Target: Budget: Monitoring findings Under the MOST 2012 RFP, numbers to be served were increased from 400 to 595 to address Summer: 595 $465,000 in the areas of three additional sites for a total of seven (7). Additionally, the provider secured leverage 100% of the children improved basic math skills. personnel funding in the amount of $110,000 from the Salah Foundation. All program components are Boys & Girls Club Actual: Actual: variances and well-delivered and safety meaures have been implemented with the inclusion of closed caption (Summer Only) Summer: 532 $425,512 90% of the children improved their basic reading audited financial monitoring, wristbands to easily identify the MOST participants from other Club members, and skills. statements were a single point of entry. Children continue to be activitely engaged in all activities during the day Actual %: Actual %: addressed in a and teachers are enthusiastic and make activities fun. Summer: 89% 92% timely manner. 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: School Yr.: 153 Summer: 353 Budget: Under the MOST 2012 RFP, year round services continued at two elementary schools in the 71% of the children improved their basic math Administrative $625,958 City of Margate, with increased capacity during the school year. Staff members use positive, skills. Monitoring finding Actual: respectful methods to redirect behavior and children are well supervised. Staff members are in the area of 81% of the children improved their basic reading Community After School Yr.: 168 Actual: enthusiastic, patient and use praise and encouragement to guide appropriate behavior. All audited financial skills. School Summer: 394 $625,958 program components are well-delivered and had a wait list. Funding for 20 additional School statements was Year slots beginning in August 2013 was approved. The Provider leveraged USDA resources addressed in a Actual %: Actual%: very effectively to ensure all children had well-balanced and nutritious snacks and supper each 97% of the children improved homework timely manner. School Yr.:110% 100% day. completion. Summer: 112% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

Target: 100% of the children remained safe. School Yr.: 47 Administrative Summer: 47 Budget: 91% of the children improved their basic math Monitoring findings Under the MOST 2012 RFP, services were expanded to include a summer component at the $137,251 skills. in the areas of same school-based location in Central Broward. Staff members are warm and welcoming and Actual: First Baptist Church of other invoicing engage children in conversations. All program components are well-delivered. The program 82% of the children improved their basic reading School Yr.: 47 Actual: Piney Grove with Urban issues and audited has recruited multiple volunteers to provide individual assistance to struggling readers. As the skills. Summer: 45 $131,502 League as Fiscal Agent financial program had a wait list, an additional 15 School Year slots and expanded summer services 100% of the children improved homework statements were from 8 weeks to 9 weeks were approved. The Provider leverages USDA resources very Actual %: Actual %: completion. addressed in a effectively to ensure all children have well-balanced and nutritious snacks and supper each School Yr.:100% 96% timely manner. day. Summer: 96% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

98% of the children remained safe. Target: School Yr.: 55 Administrative Summer : 340 Budget: 91% of the children improved their basic math Monitoring findings Under the MOST 2012 RFP, services continued at one (1) site during the school year and four $466,481 skills. in the areas of (4) sites during the summer; however, #s served were reduced from 64 to 55 during the school City of Hollywood with Actual: payroll variances year and from 446 to 340 during the summer to ensure a balance of providers and geographic Hollywood Art & School Yr.: 57 Actual: 90% of the children improved their basic reading and auditied access. All program components are well developed and staff works well together, are patient Cultural Center as Summer: 290 $379,835 skills. financial and attentive to the children. Children were treated with respect and their individual needs were Fiscal Agent statements were met. USDA resources were well managed to ensure all children had well-balanced and Actual %: Actual %: 100% of the children improved homework not addressed in a nutritious snacks each day. School Yr.:104% 81% timely manner. completion. Summer: 85% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: School Yr.: 43 Summer : 43 Budget: 65% of the children improved their basic math Under the MOST 2012 RFP, the target population for KID changed from behavioral health to $169,455 Administrative skills. general population and the six target schools require transportation to the KID facility in Wilton Actual: Monitoring findings Manors. Under-enrollment at KID's schoool year program resulted; however, the summer School Yr.: 27 Actual: in the area of other Kids In Distress component was very robust. All program components are well-delivered and an innovative 82% of the children improved their basic reading Summer: 62 $164,223 invoicing issues science component promotes hands-on learning. Staff members have excellent interpersonal skills. were addressed in relationships and classroom management skills. During the summer, the staff implemented an Actual %: Actual%: a timely manner. incentive program for children to earn camp cash to exchange for weekly rewards. Lower than 100% of the children improved homework School Yr.:63% 97% expected Math performance is being explored to determine technical assistance strategies. completion. Summer: 144% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

100% of the children remained safe. Administrative Target: Budget: Monitoring findings Summer : 85 $63,273 in the areas of The City of Lauderdale Lakes came in under a leverage funding request with the Broward 95% of the children improved their basic math invoicing variances, County Recycling and Community Development Block Grant funding. All program components City of Lauderdale skills. Actual: Actual: personnel are well-delivered. The staff communicate well with each other and serve as positive role Lakes Summer: 83 $62,999 variances and models for the children. Children are actively engaged in the academic lessons and the staff (Summer Only) audited financial does a good job in adapting lessons to meet the needs of the children. USDA resources were 97% of the children improved their basic reading Actual %: Actual%: statements were well managed to ensure all children had well-balanced and nutritious snacks each day. skills. Summer: 98% 100% addressed in a timely manner. 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

100% of the children remained safe. Target: School Yr.: 51 Administrative Summer: 100 Budget: 84% of the children improved their basic math Monitoring findings $140,430 Under the MOST 2012 RFP, services continued at one site during the school year and 2 sites skills. in the areas of Actual: during the summer. Staff members interacted with the children in a warm and encouraging invoicing variances School Yr.: 45 Actual: manner. As a result of excellent staff retention, academic supports are strong and social skills 85% of the children improved their basic reading City of Miramar and audited Summer: 106 $116,532 are well-presented. The Science component is innovative and impactful. Children are engaged skills. financial and enjoyed the learning environment. USDA resources are well managed to ensure all statements were Actual %: Actual%: children had well-balanced and nutritious snacks and lunch each day. 100% of the children improved homework addressed in a School Yr.: 88% 83% completion. timely manner. Summer: 107% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: Budget: Administrative Summer: 85 $110,000 Monitoring finding This Summer, the program provided children with clear structured routines and appropriate 85% of the children improved their basic math in the area of behavioral expectations. Staff were consistently observed providing positive feedback and skills. Memorial Actual: Actual: audited financial praise to the children. All program components are well delivered and the children appeared (Summer Only) Summer: 85 $107,488 statements was well-adjusted and have established positive relationships with staff and each other. USDA 79% of the children improved their basic reading addressed in a resources ensure all children had balanced and nutritious snacks and lunch each day. skills. Actual %: Actual%: timely manner. Summer: 100% 98% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

100% of the children remained safe.

Target: Budget: Summer: 34 $54,426 Under the MOST 2012 RFP, summer services continued at one site. Staff created a safe and 98% of the children improved their basic math An excellent New Hope World fun summer for the children. The program implemented an incentive program for children to skills. Actual: Actual: Administrative Outreach earn camp cash to be exchanged for weekly rewards. All program components are well- Summer: 37 $54,318 Monitoring with no (Summer Only) delivered and USDA resources were utilized to ensure that all children had well-balanced and findings. 88% of the children improved their basic reading nutritious lunch and snacks each day. Actual %: Actual%: skills. Summer: 109% 100% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

Target: 100% of the children remained safe. School Yr.: 223 Summer: 65 93% of the children improved their basic math Budget: Under the MOST 2012 RFP, school year services were continued at two (2) North Lauderdale skills. $487,011 school sites and a summer site was added to expand capacity in North County. The staff does Actual: An excellent an exceptional job of working together to meet the needs of the children. There is a sense of 100% of the children improved their basic reading Samuel M. & Helene School Yr.: 229 Actual: Administrative value imparted by the staff to the daily homework and reading time, as well as physical activity skills. Soref Jewish Summer: 67 $486,398 Monitoring with no time. The children are extremely enthusiastic and enjoy all program components. All program Community Center findings. components are well-delivered and staff do a great job offering praise as positive discipline 100% of the children improved homework Actual %: Actual%: techniques. The Provider leverages USDA resources very effectively to ensure all children completion. School Yr.: 103% 100% have well-balanced and nutritious snacks and supper each day. Summer: 103% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: School Yr.: 38 73% of the children improved their basic math Summer : 145 Budget: Under the MOST 2012 RFP, services were continued at four (4) summer sites; one (1) new skills. $266,946 Administrative year round site in Coral Springs was added and three school year sites served by other Actual: Monitoring findings providers were eliminated. Despite some initial implementation issues at the new North South Cluster Children School Yr.: 34 Actual: in the area of location, all required curricula and components are operating well. The staff are warm and 80% of the children improved their basic reading Services Summer: 176 $264,512 payroll variances knowledgeable and provide clear structure and expectations for the children. Due to skills. were addressed in increasing needs in the City of West Park, an expansion of an existing Summer Only to Actual %: Actual %: a timely manner. include School Year services was approved to better serve that community. Efforts to increase 90% of the children improved homework School Yr.: 89% 99% USDA resources are in process. completion. Summer: 121% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

100% of the children remained safe. Target: School Yr.: 731 83% of the children improved their basic math Summer : 553 Budget: Administrative Under the MOST 2012 RFP, services were continued at eight (8) school sites during the skills. $1,304,459 Monitoring finding school year and four (4) school sites during the summer, both with increases in capacity. Staff Actual: 93% of the children improved their basic reading in the area of interactions were positive and respectful, allowing the children to express themselves Sunshine After School School Yr.: 704 Actual: skills. audited financial appropriately. All program components are well-delivered and the program has trained the Child Care Summer: 503 $1,195,252 statements was entire staff on positive behavior management techniques and created an employee recognition 98% of the children improved homework addressed in a system called "Shining Stars" which has been positive and motivating. USDA resources were Actual %: Actual%: timely manner. well managed to ensure all children had well-balanced and nutritious snacks each day. completion. School Yr.: 96% 92% Summer: 94% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate.

100% of the children remained safe. Target: Budget: Summer: 89 $128,000 Administrative Under the MOST 2012 RFP, summer services continued at one site. A location change 99% of the children improved their basic math Monitoring findings impacted utilization. All program components are well-delivered and children appear skills. Urban League Actual: Actual: in the area of comfortable in their surroundings and demonstrate interest in their peers. Staff provided (Summer Only) Summer: 83 $108,818 invoicing were children with choices allowing them the opportunity to make good decisions. Overall, the staff addressed in a has created a fun and interactive program for the children. USDA resources were utilized to 94% of the children improved their basic reading Actual %: Actual%: timely manner. ensure that all children had well-balanced and nutritious lunch and snacks each day. skills. Summer: 93% 85% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: School Yr.: 1513 81% of the children improved their basic math Summer : 939 Budget: Administrative Under the MOST 2012 RFP, services continued at 21 sites during the school year and 6 sites skills. $3,444,881 Monitoringfindings during the summer with increased capacity The majority of sites also serve children with 88% of the children improved their basic reading Actual: in the area of special needs and the program provides excellent inclusion in all activities. Although the initial skills. YMCA of Broward School Yr.: 1,503 Actual: personnel monitoring identified some program areas in need of improvement, with technical assistance, County Summer: 998 $3,339,671 variancies were all sites are currently performing well. Staff conduct activities with confidence and enthusiasm 98% of the children improved homework addressed in a and relationships between staff and parents are warm and supportive. The Provider leverages Actual %: Actual%: timely manner. USDA resources very effectively to ensure all children have well-balanced and nutritious completion. School Yr.: 99% 97% snacks and supper each day. Summer: 106% 100% of teacher-to-student and teacher-to-teacher interactions were positive and appropriate. Tab J Supported Training Employment Program for Special Needs (S.T.E.P.) Annual Performance FY 12/13 CSC GOAL : Strengthen the continuum of care for children with special needs RESULT: Youth will transition successfully into adulthood

Program Description: For the past six years, the Council has funded cutting-edge initiatives to prepare teens with disabilities for independence after high school completion. Programs operate afterschool, focusing on independent living skills with vocational exploration activities, volunteer internship opportunities and provide paid summer employment supported by on-site professional job coaches. The STEP 2012 RFP combined afterschool and summer work components into a seamless year-round program to increase job readiness skills and promote positive work experiences.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

Contracted: Budget: 83% of participants improved behavior skills. 32 $275,695 ARC offers teens with special needs transitional youth development and employment An excellent experiences to prepare them for post-secondary education, training and employment. Actual: Actual: Administrative 83% of participants improved job duty skills. ARC Broward Documentation and program observation reflect excellent, comprehensive service delivery. 43 $269,477 Monitoring with no Provider exhibits extensive efforts to engage and involve participants and their families in all findings. aspects of programming. Satisfaction surveys reveal a high level of parent and youth Actual %: Actual %: satisfaction. 134% 98% 83% of participants improved daily living activities.

Contracted: Budget: 80% of participants improved behavior skills. 20 $230,000 The Center for Hearing and Communication meets the needs of youth and their families by A commendable providing extensive case management. Opportunities for youth to participate in pro-social Center for Hearing and Actual: Actual: Administrative activities are maximized through active partnerships with schools and community-based 78% of participants improved job duty skills. Communication 26 $229,051 Monitoringwith no organizations. Extensive service delivery of youth development encourages independence major findings. and future success. Actual %: Actual %: 130% 100% 95% of participants improved daily living activities. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

Contracted: Budget: The Dan Marino Foundation has offered a comprehensive transition program for youth and 73% of participants improved behavior skills. 32 $275,695 their families by closely collaborating with community agencies to offer learning experiences An excellent and transition focused workshops. The program maintains high parent and youth Actual: Actual: Administrative satisfaction and provides hands-on, creative, interactive experiences with unique ways to Dan Marino Foundation 79% of participants improved job duty skills. 41 $241,499 Monitoring with no create a youth driven program. The agency declined renewal in order to focus their energies findings. on a new college campus venture for youth with special needs. A new site and increased Actual %: Actual %: capacity at other STEP sites minimized the impact on youth served. The Dan Marino 128% 88% Foundation chose to sunsett their program at the end of Summer and did not provide 81% of participants improved daily living activities. August and September programming which caused the underutilization.

95% of participants improved behavior skills. Contracted: Budget: 32 $275,695 Administrative Monitoring findings UCP offers transitioning teens youth development and employment experiences that Actual: Actual: in the area of other prepare youth with disabilities for post-secondary education, training and employment. 89% of participants improved job duty skills. United Cerebral Palsy 40 $275,128 invoicing issues Documentation and program observation reflect creative, comprehensive service delivery were addressed in with strong youth and parent engagement efforts. Satisfaction surveys reveal a high level of Actual %: Actual %: a timely manner. parent and youth satisfaction. 125% 100% 94% of participants improved daily living activities.

Contracted: Budget: 86% of participants improved behavior skills. 56 $434,360 The YMCA completes a comprehensive intake and assessment process to create a A commendable focused, results-based plan for each youth. Site-based youth advisory coalitions keep youth Actual: Actual: Administrative YMCA engaged while fostering leadership skills. Program service delivery is further enhanced 67 $429,081 Monitoringwith no 84% of participants improved job duty skills. through interagency and community collaborations which maximize employment major findings. experiences and community service learning opportunities. Actual %: Actual %: 120% 99% 78% of participants improved daily living activities. Delinquency Prevention - Summer Youth Employment Program Annual Performance FY 12/13 CSC GOAL : Reduce risk factors associated with delinquency, teen pregnancy and other risky behaviors RESULT: Youth will succeed in school

Program Description: The Summer Youth Employment Program (SYEP) provides economically disadvantaged youth ages of 16-18 the opportunity to gain employability skills and paid work experience. Services include a pre-orientation job readiness workshop and case management support to foster success in what is most often the first real exposure to employment for these teens. A year-round Coordinator has been able to leverage other funding to serve over 400 additional youth due to strong program foundation provided by the Council's funding.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

100% of youth did not experience a serious injury.

552 youth maintained gainful employment and In its 9th year of CSC funding, in Summer 2013, SYEP utilized CSC funding to provide work experience in a supervised and safe work employment for 569 at-risk teens, and also leveraged funding from the City of Ft. site. Contracted: Budget: Lauderdale, Welfare Transition Program and the Workforce Investment Act to serve an Administrative 538 $1,500,000 additional 408 youth at over 300 worksites across the county. Program enhancements Monitoring finding 91% of youth demonstrated proficiency in WorkForce One included a streamlined job placement process that factored in variables such as job in the area of employability and job retention skills. (Summer Youth Actual: Actual: preference, proximity to worksite, transportation, work hours, and background requirements. audited financial Employment Program- 565 $1,440,771 Training of worksite monitors was also enhanced to include more focus on case statements was not SYEP) management activities. Demand in the community for this program remains high, as over addressed in a 94% of youth successfully completed the program. Actual %: Actual %: 4,000 youth applied online during the 3-week application period. Program monitoring timely manner. 107% 96% reflects quality service delivery and improved documentation for the case management component. Employer feedback has been very positive, and youth job retention remains 98% of employers indicated high satisfaction with strong. the program support and youth employee(s).

99% of youth were very satisfied with their work experience. Tab K KIDCARE Outreach Annual Performance FY 12/13 CSC GOAL : Safeguard the physical health of children RESULT: Children are physically and mentally healthy

Program Description: Council funding supports outreach and personalized assistance provided to prospective KidCare enrollees by a small unit within the Broward County Health Department and answers the many calls to 954-INSURES. This effort helps Broward County residents enroll in KidCare services by navigating its often complicated application process.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

Broward County enrollement increased 5% this The Broward County Health Department continues to provide effective one-on-one fiscal year from an average of 188,062 in FY 11-12 •1898 online assistance to families ensure KidCare benefits are accessed for all eligible children. to 196,813 in FY 12-13. applications Outreach staff have developed strong partnerships with governmental and community- Budget: submitted based organizations to promote the program and serves as the leading source of $223,458 application distribution to Broward schools and child care facilities, venues with high A commendable 90 Community Events reached over 36,000 Broward County Health •2,272 paper volumes of potentially eligible children. Outreach staff also provide direct, on-site assistance Actual: Administrative potentially eligible residents. Department applications to employees slated for lay-off. This year, KidCare had a presence at the Florida Public $182,139 Monitoring with no KIDCARE Outreach distributed Health Regional Conference to educate professionals in the medical field. major findings. 49 Public Education/training sessions were Actual %: •36,317 families While the Health Department, in conjunction with other partnering agencies (Memorial, conducted with 100% participants very satisfied 82% were assisted at Broward Health, Family Central and others), completed over 1,800 online applications; with the quality of program and process community events KidCare staff were responsible for nearly half of Broward County's total submissions! information. 100% of participants were satisfied with the public education sessions. Tab L School Health Annual Performance FY 12/13 CSC GOAL : Safeguard the physical health of children RESULT: Children are physically and mentally healthy

Program Description: This CSC initiative targets school health services. In, 2009 the Department of Health, the School District and CSC implemented a Differentiated Staffing model for School-based Health Services. At schools with high levels of medically complex students, health services are provided by School District-funded RNs and LPNs. CSC funds Health Service Technicians supervised by RNs at 40 schools with students with moderate levels of medical need and the Department of Health provides RNs at 5 full service schools as well as on-call RN accessibility for the 126 lower-need schools

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

70,506 duplicated students received First Aid, MSN provides school health services at 25 schools identified as high need by the School Emergency Services, and services for prevention, District. The program offers basic, chronic and emergency health care, including daily acute and chronic health care needs (total clinic Contracted: Budget: diabetes and asthma management. Monitoring by the School District confirms that the Administrative visits). 25 Schools $678,574 Differentiated Staffing model continues to be effective in providing schools with quality, cost Monitoring finding effective health services on a consistent basis and that the health needs of students and Medical Staffing in the area of Actual: Actual: schools are being met in a safe and effective manner. 100% of the schools audited by the Network (MSN) audited financial 25 Schools $676,969 DOH and School District were in compliance with both health screening and tracking 84% of students returned to class after receiving Healthcare statements was requirements. Results also indicate that these health services decrease the number of School Health Services. not addressed in a Actual %: Actual %: students sent home from school and increase student time in a learning environment. timely manner. 100% 100 % Surveys completed by school principles indicate a high level of satisfaction with program services. Funding allocation for this program also satisfies the Coral Springs CRA 370 unduplicated students received school health requirement. Exemplary staff training and staff supervision are reflected in their overall services based on Individualized Health Care monitoring findings. Plans per semester.

37,589 duplicated students received First Aid, emergency Services, and services for prevention, Sierra Lifecare provides school health services at 15 schools identified as high need by the acute and chronic health care needs (total clinic Contracted: Budget: School District. The program offers basic, chronic and emergency health care, including Administrative visits). 15 Schools $407,144 daily diabetes and asthma management. Monitoring by the School District confirms that the Monitoring finding Differentiated Staffing model continues to be effective in providing schools with quality, cost in the area of Actual: Actual: effective health services on a consistent basis and that the health needs of students and Sierra Lifecare audited financial 84% of students returned to class after receiving 15 Schools $405,102 schools are being met in a safe and effective manner. 100% of the schools audited by DOH statements was School Health Services. and the School District were in compliance with both health screening and tracking not addressed in a Actual %: Actual%: requirements. Results also indicate that these health services decrease the number of timely manner. 100% 100% students sent home from school and increase student time in a learning environment. 328 unduplicated students received school health Surveys completed by school principles indicate a high level of satisfaction with program services based on Individualized Health Care services. Plans per semester. Tab M Healthy & Safety - Swim Central/Drowning Prevention Annual Performance FY 12/13 CSC GOAL : Safeguard the physical health of children RESULT: Children are physically and mentally healthy

Program Description: Two contracts support this Drowning Prevention initiative. (1) SWIM Central is a partnership between the County, the School Board, and CSC to provide water safety instruction and parent education for elementary school-aged children. The curriculum-based program is taught by certified water safety instructors and coordinated through SWIM Central. The success of this model has gained nation attention and is being replicated in other counties. (2) The Drowning Prevention Collaboration is a partnership between DOH and CSC to provide leadership, coordination and large scale social marketing and service initiatives to target families with young children under age 4, the population most at risk for drowning.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

100% children who participated in the swim program have not drowned 3 years after program completion. Administrative SWIM Central is a collaboration between the County Commission, School Board and CSC Contracted: Budget: Monitoring findings to prevent the drowning of children through water safety education, public awareness and 23,000 $553,100 72% of the participating children, completing in the areas of swimming lessons in-school, out-of-school and at community-based pools throughout the between 3 and 6 classes demonstrated an personnel County. SWIM Central has worked with Council staff to solidify outcomes, strengthen Broward County SWIM Actual: Actual: variances and individual child skills assessment and ensure background screenings of instructional staff. A improvement of one or more levels on the revised Central 26,123 $553,100 audited financial new Director started April 2012 and has made significant administrative changes to ensure Water Safety Skills Checklist. statements were greater accountability. Oversight improvements include revamping of forms and testing Actual %: Actual %: addressed in a sheets, stringent submission protocols, as well as hiring a cadre of part time aquatics 83% of the participating children, completing 7 or 114% 100% timely manner. personnel to do expanded and unannounced site monitoring visits. more classes, with a maximum of 10 classes, demonstrated an improvement of one or more levels on the Water Safety Skills Checklist.

*10,000 Water This initiative is guided by the Drowning Prevention Taskforce and focuses on families 100% of BSO Child Protection Investigators Smart Babies identified at high risk and the general population of preschool children ages birth to four. identified families were served. pamphlets Budget: The Coordinator works closely with BSO Child Protection and Family Strengthening distributed $90,000 Programs to educate families identified at risk for potential water hazards. Child Protection Broward County Health A commendable Investigators directly provide water safety information and equipment to identified familes. 100% of Aquatic providers increased the number *145 BSO Child Department - Actual: Administrative For the general population, over 10,000 Water Safety Prescription Plan booklets, "Water of Mommy & Me water safety instruction Investigations Drowning Prevention $73,670 Monitoring with no Smart Babies", in partnership with the Broward Pediatric Society and Joe Dimaggio participants. Referrals served Collaboration major findings. Children's Hospital, have been distributed. The program has been working with aquatics Actual %: providers in engaging mothers with toddlers and the community and continues to increase *144 PSAs 82% the number of "Mommy and Me" classes. Lower utilization is a result of the state hiring 100% of families identified from Water Safety did process. Overall, approximately 500 PSA's were conducted due to increased coordinated not experience a drowning incident within one *49 Community efforts among partners. PSA's were in radio, print, TV, and internet and were avilable in Outreach Events year. three languages. Tab N Simplified Point of Entry Annual Performance FY 12/13 CSC GOAL : Improve coordination of children's services RESULT: Families are self-sufficient

Program Description: The General Referral Hotline at 2-1-1 is collaboratively funded by community partners including CSC, Broward County, United Way, DCF, as well as individual cities, foundation grants and private contributions. The agency has a strong community presence, is active in the work of the Children's Strategic Plan and is expected to assume a lead role in the operation of the One E-App. CSC funding is the sole supporter of a dedicated special needs and behavioral health hotline for families with children with physical and developmental disabilities, as well as behavioral/mental health conditions. Both the Special Needs and Behavioral Health hotline are important components in Broward County's integrated system of care.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

100% of unmet needs based on caller requests are Budget: analyzed and reported. 94,355 General $282,448 The 2-1-1 Information and Referral Line is a valuable community service that provides Hotline Calls critical system linkages. The Provider synthesizes and analyzes a high volume of 98% of callers who contacted 211 for information Actual: information regarding unmet needs and utilization of services to assist with strategic were satisfied. 1,978 $282,288 systems planning. The agency’s collaboration with community partners has been essential Special Needs in service planning and raising system gaps. 2-1-1 continues to demonstrate 100% of callers who contacted 211 for information Calls Actual %: regarding Earned Income Tax Credit were referred An excellent 211 100% Administrative to a Volunteer Income Tax Assistance (VITA) site First Call Monitoring with no convenient to their home. For Help findings. Budget: Call usage of the 211 First Call For Help Special $211,246 1,261 Behavioral Needs and Behavioral Health Units have remained The Special Needs Unit of 2-1-1 continues to serve as a single point of entry for families Health Calls consistent over the past two years. Actual: and children with developmental, physical and behavioral health needs and continues to $211,011 play a pivotal role in the special needs system of care. The staff has provided a large 118,895 Website amount and variety of community outreach and education. Hits 305 community events educating the community Actual %: about 2-1-1 were conducted. 100% Tab O Capacity Building Annual Performance FY 12/13

CSC GOAL : Build provider agency organizational effectiveness RESULT: Communities are safe and supportive

Program Description: The Council funds a continuum of staff and organizational development to promote agency capacity building. Seven priority areas include Mission, Vision & Strategy, Board Governance & Leadership, Program Delivery & Impact, Strategic Relationships, Resource Development and Internal Operatins & Management. Training and technical assistance is provided using a multi-forum approach with classroom and on-site coaching, e-learning and volunteer supports.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

The Community Foundation provides the highly effective "Boards in Action!" (BIA) training 97% of participants would recommend the training 46 program. This program is designed to improve the organizational and administrative session to colleagues. Budget: Agencies capacity of nonprofit organizations through the professional development of Board $60,000 members and Senior Management. Agencies receive in-class instruction and individualized Community Foundation 8 Workshop professional consulting services throughout the training period. Upon successful completion Actual: 97% of participants indicated that their knowledge (Boards In Action and training sessions N/A of the BIA series, participating organizations receive mini-grants from the Community $54,905 of the subject matter was broadened. Leadership Series) Foundation for projects/purchases that enhance the agency's infrastructure and 148 participants effectiveness. Workshops and trainings also increase child-serving nonprofits’ Actual %: from child-serving organizational capacity. The FY 12/13 allocation was divided into two components: Board 92% agencies training and Leadership training. These initiatives continue to be an effective tool for the 97% of participants were highly satisfied with the NPO community. training.

660 OLC users represented a 20% increase over the prior year.

Budget: The Online Learning Center provides 24/7 access to e-learning options for child and family $57,551 serving agencies. In FY 12/13, seven (7) new courses were published for a total of 21 courses and 410 pre-developed courses. Completion rates of 87% are impressive and in 88% satisfaction with OLC course content. CSC Online Learning Actual: FY 12/13, 34 agencies renewed their OLC memberships for 660 users. CSC experienced Center (OLC) 660 OLC Users N/A $19,100 staffing issues and turnover which, in addition to some technical challenges, resulted in Multiple Vendors under-utilizatioon which has been resolved for the new fiscal year. Due to vendor issues, all 91% satisfaction with relevance of OLC courses to Actual %: custom courses will be available to all child-serving agencies through the CSC website. We work. 33% will no longer be limited to a certain number of seats.

88% satisfaction with OLC course quality. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

51,076 total volunteer hours provided, conservatively valued @ $510,000.

Budget: Hands On Broward conducts year-round volunteer placement campaigns that link civic- $229,125 minded citizens who want to become involved in their community with appropriate service 12,767 total volunteers engaged. An excellent opportunities. As a Council partner, Hands On Broward actively identifies eligible child 3,677 unduplicated Actual: administrative serving nonprofit agencies at all levels of organizational maturity to receive volunteer HandsOn Broward volunteers $229,113 review with no services that both promote the organization’s capacity building agenda and enhance recruited. findings service provision. They have demonstrated leadership regarding back-to-school efforts, 98% of volunteers report high satisfaction with Actual %: community gardens and youth engagement and are a valued partner in the Council's training sessions. 100% capacity building efforts.

33 project leaders trained and deployed.

94% of participants report high satisfaction with classroom courses.

Budget: $85,000 CSC offers high quality, affordable instructor-led professional development opportunities for 85% of participants reported use of new 137 Trainings child and family serving agencies in Broward County to improve organizational leadership, knowledge three months post training. Actual: Instructor Led Training N/A administrative oversight and direct care staff competencies. The Broward Training $62,468 1,856 Attendees Collaborative, a cadre of community source experts, provide leadership and guidance in 86% of participants reported use of new skills high-need training topics and identification of trainer consultants. Actual %: three months post training. 73%

87% of participants reported improved job performance three months post training. Tab P Abuse & Neglect Prevention - Healthy Families Broward Annual Performance FY 12/13 CSC GOAL : Reduce the Incidence of Abuse & Neglect RESULT: Children live in safe and nurturing families

Program Description: The Broward Regional Health Planning Council operates Healthy Families Broward, a long-term program that provides pre/post natal screening, assessment and in-home intervention services for at-risk families to improve infant and toddler health outcomes and reduce child abuse and neglect. CSC funding of in-home services is augmented by Ounce of Prevention funding of initial screenings and assessments.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off?

Administrative Agency #'s Served Utilization Programmatic Performance Annual Performance Measures Findings

94% of all assessments occurred prenatal or within the first two weeks after the birth of the baby. Under the direction of the lead agency, Broward Regional Health Planning Council, Healthy Families Broward (HFB) is the local replication of Healthy Families Florida and Healthy 78% of families completed the program with Families America, an evidence-based approach to support new mothers, promote improved/maintained self-sufficiency. maternal/child bonding and well baby care and reduce child abuse and neglect. As a collaborative with other providers and hospitals, HFB provides hospital-based pre and post 98% of families completed the program had no natal screening and assessment and in-home counseling, parent education, case findings of verified child maltreatment within Contracted: Budget: management and support services to at-risk families at-risk in nine Broward County high twelve (12) months. 400 $1,950,800 Administrative need zip codes. Additional funding, monitoring and technical assistance for HFB is provided Healthy Families Monitoring findings by the State’s Ounce of Prevention. Their monitoring for the current year, in partnership 99% of mothers enrolled in the project did not Broward - Actual: Actual: in the area of with CSC staff, verifies high quality service delivery to high need families with fidelity to the have a subsequent pregnancy within two years of Broward Regional 413 $1,948,368 invoicing variances model. Parent surveys indicate high satisfaction with services received. The program the target child’s birth. Health Planning were addressed in participates in federal claiming of Medicaid's Targeted Case Management (TCM) for Council Actual %: Actual %: a timely manner. Children At Risk of Abuse & Neglect. In FY 12/13, in collaboration with the Ounce of 91% of target children were up-to-date with Well- 103% 100% Prevention, CSC realigned program funding to increase in-home service delivery, while the Baby Checks by age four (4). Ounce's funding supports screening and initial assessments. This new structure allowed the program to provide in-home services to an additional 200 families and expanded the opportunity for TCM revenue. 97% of target children were up-to-date with Well- Baby Checks by age five (5).

100% of target children enrolled in the project six months or longer were linked to a medical provider. Tab Q Special Needs - M.O.S.T. & RESPITE Annual Performance FY 12/13

CSC GOAL : Strengthen and continuum of care for children with special, physical, developmental, and behavioral needs RESULT: Children succeed in school

Program Description: Maximizing Out Of School Time (MOST) programs provide a safe, positive environment for children and youth with disabilities that enhances academic achievement, supports social, developmental and physical activities and provides educational field trips and cultural arts opportunities. Flexible and individualized staff to child ratios promote inclusionary opportunities where appropriate. Respite programs provide facility-based care and supervised activities in the community to support caregivers of children with severe emotional difficulties that severely disrupt daily functioning in the home, school or community.

How Much Did We Do? How Well Did We Do It? Is Anybody Better Off? Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

Target: 100% of the children remained safe. School Yr: 59 Budget: Summer : 59 Administrative $531,855 These ASP services are provided to youth, primarily with autism spectrum disorders and Monitoring findings developmental delays. Under the 2012 RFP, ASP special needs sites increased from 1 to 3 After School Actual: in the areas of Actual: which contributed to lower #s served and under-utilization at the new sites. One site, which 90% of the children improved their reading and Programs School Yr: 42 personnel and $345,830 only averaged 2 children on a daily basis, was eliminated at contract renewal. A Certified language development. (ASP) Summer: 32 payroll variances, Behavior Analyst is on staff to design behavioral assessments and supervise complex were addressed in Actual %: behaviors with effective intervention methods. Staff consistently participate in activities with Actual %: a timely manner. 65% the children while providing positive praise and redirecting non-preferred behaviors. School Yr: 71% 100% of teacher-to-child and teacher-to-teacher Summer: 54% interactions were positive and appropriate.

Target: 100% of the children remained safe. School Yr.: 19 Budget: Summer: 19 Ann Storck serves children with very complex medical and developmental conditions at their $182,220 Administrative central Broward facility. The medically fragile population requires 24/7 nursing availability Monitoring findings Actual: and very low staff to child ratios. Physical, speech and occupational therapy are provided Actual: in the area of 97% of the children improved their reading and Ann Storck Center School Yr.: 20 and staff have created a supportive, welcoming and family-like environment. A dedicated $162,281 audited financial language development. Summer: 22 corps of community volunteers support the agency and provide value-added services for statements were the parents and children. Lower utilization is primarily due to the collection of $11,000 in Actual%: addressed. Actual %: parent payments, based on a sliding fee scale, which are deducted from CSC invoices. 89% School Yr.: 105% 100% of teacher-to-child and teacher-to-teacher Summer: 116% interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off? Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

Target: 100% of the children remained safe. School Yr.: 45 Budget: Summer: 69 $1,079,944 ARC serves a complex population of children and youth with co-occurring behavioral and An excellent developmental conditions that require staff to child ratios as low as 1:1. Youth are grouped Actual: Actual: Administrative by age and developmental level and receive specialized services including comprehensive 81% of the children improved their reading and ARC School Yr.: 48 $1,045,418 Monitoring with no behavioral assessments. Staff work well with each other and serve as positive role models. language development. Summer: 84 findings. Lower utilization is actually due to the collection of $103,000 in parent payments, based on Actual%: a sliding fee scale, which are deducted from CSC invoices. Actual %: 97% School Yr.: 107% 100% of teacher-to-child and teacher-to-teacher Summer: 122% interactions were positive and appropriate.

Target: 100% of the children remained safe. School Yr.: 36 Budget: Summer: 80 $618,615 Administrative The Broward Children's Center offers an outstanding program where children appear to Monitoring findings Broward Children's Actual: have fun and are provided with ample opportunities to learn. Staff members are well trained Actual: in the area of 100% of the children improved their reading and Center School Yr.: 32 and work hard to provide a nurturing environment to meet the very specialized needs of the $575,871 payroll variances language development. (BCC) Summer: 85 children. The program includes a strong family communication component with daily notes were addressed in including behavioral and academic progress towards goals. Actual%: a timely manner. Actual %: 93 % School Yr: 89% 100% of teacher-to-child and teacher-to-teacher Summer: 106% interactions were positive and appropriate.

Target: 100% of the children remained safe. School Yr.: 9 Services are provided at one school site for children ages 5 to 12 who are experiencing Budget: Summer: 34 deafness or hearing loss. Staff members genuinely enjoy interacting with the children and $213,780 provide praise as appropriate. The science and community service component are of high An excellent Actual: quality. The children have been participating in a waterway clean up activity for the past 3 Center for Hearing & Actual: Administrative 21% of the children improved their reading and School Yr.: 8 years that involves planting new tropical plants. Communication $194,668 Monitoring with no language development. Summer: 34 findings. While 79% of the children maintained reading and language development; only 21% Actual %: Actual %: showed improvement. Children who are deaf or hard of hearing utilize American Sign 91% School Yr.: 89% Language (ASL) as their primary form of communication which can impact comprehension 100% of teacher-to-child and child-to-child Summer: 100% as measured by the Emergent Literacy Tool. interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off? Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

100% of the children remained safe. Target: Budget: The City of Pembroke Pines is a new Special Needs MOST Provider with Summer services Summer: 30 $104,000 at one school site. The teachers and counselors are successful at modifying tasks and An excellent schedules for the children and provide extra supports to maintain adaptive environments. City of Pembroke Pines Actual: Actual: Administrative 46% of the children improved their reading and (Summer Only) Summer: 29 $82,960 Monitoring with no While 89% of the children/youth maintained reading and language development, only 46% language development. findings. showed improvement. Technical assistance will be provided to develop improvement Actual %: Actual %: strategies for Summer 2014. Lower utilization is primarily due to the collection of $16,000 in Summer: 97% 80% parent payments, based on a sliding fee scale, which are deducted from CSC invoices. 100% of teacher-to-child and teacher-to-teacher interactions were positive and appropriate.

Target: 100% of the children remained safe. School Yr.: 77 Budget: Smith has interwoven conflict resolution into its programming thru the “Peaceful Summer: 87 $713,660 Champions: Violence Prevention and Character Development through Martial Arts for 95% of the children improved basic math skills. An excellent Peace,” conflict resolution program. A strong family communication component, parent Actual: Administrative Smith Community Actual: support groups and unique service learning activities are program assets. Smith also School Yr.: 56 Monitoring with no 96% of the children improved basic reading skills. Mental Health $630,585 incorporates a strong family communication component, parent support groups and unique Summer: 108 findings. service learning activities. Despite a robust summer, school year enrollment was lower than 95% of the children improved homework Actual%: expected; a change in the program's target population is expected to improve utilization in Actual %: completion. 88% FY 13/14. School Yr: 73% Summer: 124% 100% of teacher-to-child and teacher-to-teacher interactions were positive and appropriate.

Target: 91% of the children remained safe. School Yr.: 34 Budget: Summer: 34 $481,092 Administrative UCP programming is provided at 3 sites, serving youth with a wide variety of disabilities Monitoring findings including autism, physical, intellectual and developmental delays. The enthusiastic and high- Actual: United Cerebral Palsy Actual: in the area of other energy staff provide praise, consistently encourage children and use positive verbal 74% of the children improved their reading and School Yr.: 35 (UCP) $480,959 fiscal issues were behavioral techniques for redirection. Art and music are incorporated throughout each language development. Summer: 39 addressed in a location with UCP hosting the “Behind Our Eyes” art showcase to highlight the children’s Actual%: timely manner. work. Actual %: 100% School Yr.: 103% 100% of teacher-to-child and teacher-to-teacher Summer: 115% interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off? Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

Target: 100% of the children remained safe. School Yr.: 298 YMCA services are provided at 20 sites during the school year and 5 sites during the Budget: Summer: 213 Administrative summer. A leader in inclusionary programming, many of these Y sites are inclusive and $3,902,663 Monitoring finding children with special needs participate in many activities with typically developing children, Actual: in the area of with flexible staff to child ratios based on individual needs. With the fluctuation of children at Actual: 88% of the children improved their reading and YMCA of Broward School Yr.: 275 personnel different ratios (1:2, 1:4, and 1:6) during the year, it is not unusual for the actual numbers $3,868,871 language development. Summer: 207 vacancies served to be lower than anticipated depending on how many children require the lower was addressed in a rates. Staff members maintain excellent attitudes toward all youth and demonstrate concern Actual%: Actual %: timely manner. for their well-being. 99% School Yr.: 92% 100% of teacher-to-child and teacher-to-teacher Summer: 97% interactions were positive and appropriate. How Much Did We Do? How Well Did We Do It? Is Anybody Better Off? Average Daily Administrative Agency Utilization Programmatic Performance Annual Performance Measures Attendance Findings

RESPITE

95% of caregivers demonstrated reduced care giving stress on the Caregiver Satisfaction Memorial's Respite program provides high quality therapeutic respite services that afford Contracted: Budget: Questionnaire. Administrative caregivers the opportunity for much needed personal time while their children are 80 $75,000 Monitoring finding appropriately supervised in a safe, fun and enriching environment. The program utilizes the in the area of evidenced-based “I Can Problem Solve” model to improve social skills, and decision making Memorial Healthcare Actual: Actual: 96% of caregivers demonstrated satisfaction on audited financial techniques. Facility-based recreational activities and outings are engaging for children System 80 $74,998 the Caregiver Satisfaction Questionnaire. statements was ages 3-13 yrs. Activities are scheduled on weekends to help meet the needs of the families. addressed in a Monitoring results and excellent Parent/Caregiver and Youth satisfaction verifies that Actual %: Actual %: timely manner. services are highly valued as an important component of the continuum of care for this 100% 100 % complex population. 100% of children demonstrated satisfaction on the Child Satisfaction Questionnaire.

98% of caregivers demonstrated reduced care Smith's Respite program provides high quality therapeutic respite services that afford giving stress on the Caregiver Satisfaction caregivers the opportunity for much needed personal time while their children are Contracted: Budget: Questionnaire. appropriately supervised in a safe, fun and enriching environment. Interventions and 80 $75,000 An excellent techniques are based on the best practice strategies of Cognitive Behavioral Therapy. A Administrative wide variety of outings and creative facility-based recreational activities are engaging for Smith Community Actual: Actual: 98% of caregivers demonstrated satisfaction on Monitoring with no children ages 3-13yrs. Services take place on weekends to help meet the needs of the Mental Health 60 $74,981 the Caregiver Satisfaction Questionnaire. findings. families. Monitoring results and excellent Parent/Caregiver and Youth satisfaction verifies that services are highly valued as an important component of the continuum of care for this Actual %: Actual%: complex population. Full utilization with lower #s served reflects the need for 70% 100% comprehensive assessments for a large number of children and youth who were new to the 99% of children demonstrated satisfaction on the program. Child Satisfaction Questionnaire. Tab 16

For Council Meeting

November 21, 2013

System Goal 2.1: Strengthen the Community’s Awareness of Available Resources and Advocacy Efforts on Behalf of Children and Families.

Objective 2: Educate Broward’s Taxpayers About the Work of the Council Through the Production of Outreach Materials Available Using the Full Spectrum of Media, Implementing Advocacy Campaigns and Expanding the CSC’s Reach through Mini-grant Sponsorships.

Issue: Update on Consumer Awareness Focus Groups.

Action: For Information Only.

Budget Impact: None.

Background: The goal of the CSC Consumer Awareness Survey was (1) to measure consumer awareness and perceptions of the CSC of Broward County and (2) the extent to which Broward County residents know about CSC activities, CSC funded programming and its image. The results of the study provides a benchmark that will be tracked and/or updated in to measure progress in increasing knowledge of the organization and its activities. The CSC has always promoted awareness about funded programs and has leveraged cost-effective opportunities to draw community attention to issues related to children and families. In keeping with CSC’s commitment to data-driven decision making, in February 2013, the Council approved a consumer awareness survey by Rose Research to measure the effectiveness of CSC’s outreach efforts. The survey was conducted in two phases. Phase I was the Quantitative, with over 1,100 online and telephone interviews conducted throughout Broward County. The sample aligned with the Broward population according to the US Census. Additionally, within this first phase, diagnostic “online chats” were conducted, with an online sample of respondents to assess consumer attitudes and perceptions of the CSC, CSC’s image, how that image could be enhanced and where they have seen or participated in CSC events. Results of the Quantitative phase were presented at the August 2013 Council meeting.

Phase II was Qualitative, using two focus groups with men and women 18 years of age or older. One group was conducted with respondents who were unaware of the CSC and the other included those who were aware of the CSC. Each group was balanced in terms of age, income, ethnicity and education, as well as property owners and renters. Focus group discussions were roughly two hours in length.

Current Status: The following is a summary of the focus group findings. Focus groups discussed CSC services, outcomes, property tax and public education campaigns. Overall, consistent with Phase I results, once residents knew about the CSC, they expressed appreciation for the services, outcomes, leadership and advocacy provided. • While the CSC elicits strong praise for its work (after an explanation was provided to respondents) – few knew of its mission or impact, even those previously familiar with the organization. • In fact, when respondents were informed of CSC’s high success rates (i.e. 91% of children improved their reading skills in the afterschool summer program, 96% of high risk families did not have a verified abuse report 6 months after completing a Family Strengthening program) they were quite surprised

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\Rose Research focus groups update IP.docx

and thought it sounded too good to be true – which created some skepticism. Statistics need to be supported by data that verifies their accuracy. • Regarding outcomes, respondents wanted more detail as to on what constituted improvement and needed more information to trust the high results across program areas. • CSC’s accountability, monitoring and evaluation were appreciated: “The agencies they give money to help and guide the children.” “They watch the funded agencies to make sure the money is being used properly and services are done properly.” • Regarding Out of School Programs, respondents in both groups felt that this was a positive activity to sponsor, as it provided under-privileged children with much needed assistance while keeping them busy/occupied in a formal setting; – keeping them out of trouble after school and during the summer. • Reaction to STEP was resoundingly positive, with respondents in both groups overwhelmingly in favor of a program designed to help youth with special needs develop skills to help them in and out of school. In fact, many of the respondents reported seeing programs like this in action at Publix – where many youth with disabilities are employed. • More than any other service, the “Family Strengthening Program” generated mixed reviews and was somewhat polarizing. On one hand, some found the program very appealing due to its stated goal of keeping children in their homes and out of the foster care system. However, others questioned the wisdom of (potentially) keeping a child in an abusive household. • New DAY elicited this positive response: “I think it’s great – I’ve been working in this office (as a DJJ probation officer) for 11 years and for the last 5 years there’s been a big turnaround with the youth that were getting in trouble with misdemeanors… a lot of them that went away for college, came back and visited the officers and thanked them for counseling them, helping and being a part of their life.” • Notably, while many of the focus group participants have heard of similar programs for children, none were aware that the CSC of Broward County sponsored any of them. Accordingly, as they had a favorable opinion of these children’s services, the respondents thought it was important for the CSC to promote them – in order to increase awareness of the programs and the CSC. Moreover, when asked where/how the CSC should promote these services, respondents mentioned the following – schools, online, TV commercials, sporting events, libraries and doctors’ offices. In addition, teachers were singled out as an influential target group for the CSC. • While public education campaigns tended to generate criticism for not having enough information about the CSC, its role, the services it supports and the outcomes achieved, Broward County residents felt that the Council should continue to promote itself, as it has a strong message to present to the community. Additionally, while TV is a medium that many feel the CSC should use, most respondents indicated schools, libraries, public areas, the internet, would be effective in educating the public. • A final, favorable reaction to the CSC was the number of respondents who felt that less than $.02 of every dollar in property taxes for the CSC should be higher. There was, however, some question about the actual $.02 contribution it should be better explained, including administrative costs.

Recommended Action: For Your Information Only.

Budget Impact: None.

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Tab 17

For Council Meeting

November 21, 2013

Issue: Uniform Chart of Accounts Legislation

Action: Approve Resolution to Oppose the Proposed Uniform Chart of Accounts Legislation

Budget Impact: N/A

Background: In 2011, legislation was passed requiring Florida’s Chief Financial Officer (CFO) to develop a uniform chart of accounts to be used by all governmental entities for the purpose of reporting assets, liabilities, equities, revenues and expenditures. In order to meet the legislative requirements, the Florida Department of Financial Services (DFS), led by CFO Attwater, is proposing using a Draft Uniform Chart of Accounts (UCOA) process to serve as the “mechanism” to comply with the statute. DFS has engaged KPMG LLP to administer an electronic web-based survey to collect, analyze and validate, and summarize UCOA cost estimates from Reporting Entities. CSC staff completed the survey and noted the additional cost and work burden of complying with the proposed requirements. In January 2014, DFS will present a UCOA recommendation to the Governor, the President of the Senate, and the Speaker of the House of Representatives. The recommendation will include a Draft chart of account listing, reporting requirements, and estimated statewide cost for implementing the UCOA. CSC staff and other local governmental entities share serious concerns regarding the proposed UCOA implementation and reporting requirements. The Council and staff have always had a commitment to transparent and understandable financial accounting and accountability as evidenced by twelve consecutive years of winning awards for Excellence in Financial Reporting. Additionally, staff publishes on the CSC web site for public viewing the comprehensive Monthly Interim Financial Statements as well as all twelve years of the Comprehensive Annual Financial Report (CAFR). Current Status: The proposed UCOA and reporting requirements are problematic for CSC for the following reasons:  Conflicts with current required monthly reporting requirements – CSC is currently preparing comprehensive monthly financial reports and the proposed UCOA monthly reporting will result in duplicate reporting and additional costs.  Quality of data provided to the public will be jeopardized without time for verification – the basis of accounting used to prepare monthly ad-hoc reporting may differ from the year end audited financial statements. The information may not be validated, resulting in compromised data that does not provide meaningful comparisons between organizations.  High costs of implementation – the level of detail required to comply with the proposed UCOA is far greater than that required in the current financial reports. Significant resources will be necessary to comply with modifying the current accounting systems, creating a crosswalk from the current systems to the proposed UCOA, and ongoing reporting. Implementation of the proposed UCOA and reporting requirements would be costly to governments, and ultimately the taxpayers, and will result in the delivery of inaccurate and confusing information. This is an unfunded mandate on local governments. p:\common\council meetings\council monthly meetings\fy13-14\nov 13\ip for ucoa resolution.docx

The Florida Government Finance Officers Association (FGFOA), in conjunction with the FL League of Cities as well as Broward League of Cities, recommends an alternative strategy that could accomplish the Legislature’s goal to ensure transparency and accountability while limiting the burden to governmental entities and preserving the autonomy of those entities. Legislation should be enacted that prescribes minimum desired transparency reporting by local governments, leave it to local governments to include such information on their websites, and does not impose significant financial burdens on local governments. To accomplish this they have drafted a model Resolution (attached) to be sent by each government to the legislature and staff is recommending the Council to pass the Resolution. Recommended Action: Approve Resolution to Oppose the Proposed Uniform Chart of Accounts Legislation Budget Impact: N/A

p:\common\council meetings\council monthly meetings\fy13-14\nov 13\ip for ucoa resolution.docx

A RESOLUTION OF THE CHILDREN’S SERVICES COUNCIL OF BROWARD URGING MEMBERS OF THE FLORIDA LEGISLATURE TO OPPOSE LEGISLATION THAT WOULD MANDATE THE USE OF A UNIFORM CHART OF ACCOUNTS FOR ALL GOVERMENTAL ENTITIES TO REPORT FINACIAL INFORMATION.

WHEREAS, in 2011 the Florida Legislature passed and the Governor signed Senate Bill 1292 requiring the chief financial officer to recommend uniform chart of accounts for reporting financial information for all state agencies, local governments, educational entities, and entities of higher education; and

WHEREAS, each entity of the state and local government is different, serves a different purpose and uses a different basis of accounting; and

WHEREAS, the purpose of the Chart of Accounts Project is to develop a uniform chart of accounts to be used by all governmental entities for reporting assets, liabilities, equities, revenues and expenditures; and

WHEREAS, the draft uniform chart of accounts will impact over 2350 governmental entities; and

WHEREAS, each of the impacted entities are currently accountable to the electorate, citizens and users of their services; and

WHEREAS, Florida governments are required to meet many reporting requirements, both at the state and federal level, including reporting to the Florida Department of Financial Services, Florida Equal Employment Opportunity, Florida Unemployment Compensation, Florida Retirement System, Federal Affordable Care Act, and payroll taxes and W-2 information to the Internal Revenue Service.

WHEREAS, the monthly reporting may be prepared on a basis of accounting that may differ from the basis of accounting used to prepare the year-end audited financial statements and that the monthly information will not be validated; and

WHEREAS, the new level of detail required at the object level for monthly reporting is far greater than the level of detail reported either in the audited financial statements or in the Annual Financial Report required pursuant to the provisions of Section 218.32(1)(a), Florida Statutes; and

WHEREAS, there will be no attempt to validate any of the data before it is posted for public viewing and this results in a high risk that the data will be inaccurate, invalid or incomplete; and WHEREAS, the establishment of a uniform chart of accounts without requiring uniformity in other areas such as in the basis of accounting and in the accounting treatment of various transactions in itself will not provide users with any meaningful comparisons between organizations; and

WHEREAS, regardless of the approach taken to implement the provisions of Section 215.89, Florida Statutes, significant resources will be required to achieve the goals of the chief financial officer; and

WHEREAS, the cost of implementing the Uniform Chart of Accounts far exceeds any benefit that taxpayers may accrue; and

WHEREAS, we believe that transparency and accountability of the use of public funds to citizens and other stakeholders is paramount but that it must be done while simultaneously limiting the burden to the entities and preserving the autonomy of each entity of government.

WHEREAS, we believe that legislation should be enacted that prescribes minimum desired transparency reporting by local governments, leaving it to the local governments to include such information on their web sites, and that such legislation should not impose significant financial burdens on local governments.

NOW, THEREFORE, BE IT RESOLVED BY THE CHILDREN’S SERVICES COUNCIL OF BROWARD

Section 1. That the Council Members are urging members of the Florida Legislature to oppose legislation that would mandate the use of a uniform chart of accounts for all governmental entities to report financial information.

Section 2. That a copy of this resolution be sent to Broward Delegation, CFO Atwater, and the Florida Government Finance Officers Association.

PASSED AND ADOPTED by the ______, this ___ Day of ______2013.

______

ATTEST: ______

Submitted by: Tab 18

For Council Meeting

November 21, 2013

Issue: SAMIS Salary Agent Pass Through Grant

Action: Approve Renewal of the SAMIS Collaborative Salary Agent Pass-Through for Revenue and Related Expenditures for Salary/Fringe/Travel.

Budget Impact: $115,030 of $115,030 Estimated revenue and equal expenditures for FY 13/14.

Background: SAMIS (Services Activities Management Information System) is the statewide shared client information system that was developed and is maintained from funding through a collaboration of all the CSC’s. The SAMIS system is designed as a flexible, comprehensive data collection system that collects client demographic data, tracks financial information and accumulates performance measures. This shared resource improves efficiencies and effectiveness for each CSC’s funded programs and provides each participating partner in the SAMIS Collaborative with more capability than they could have if operated independently. In order to accomplish the coordinated utilization and enhancement process of SAMIS among the partners, the SAMIS Collaborative is comprised of representatives from each of the participating CSCs known as the SAMIS Management Group (SMG), and it reports directly to the Executive Directors of each CSC. The SMG has been meeting regularly for the past 12 years and Broward is an active participant. The structure of the SMG separated the administrative duties into 3 functional areas: Operating Agent, Fiscal Agent and Salary Agent. This structure ensures that the administrative duties are not too onerous on any one organization as well as increases transparency and accountability for all entities. The CSC of Florida is the Operating Agent, CSC of Palm Beach is the fiscal agent, and CSC of Broward is the Salary Agent. The agreement between CSC Broward and the CSCF outlining the pass through nature of the SAMIS Collaborative is effective through October 1, 2014. Current Status: CSC Broward performed the role of salary agent for the one staff member dedicated to the SAMIS Collaborative and is on track to continue this function another fiscal year. All costs for this position are fully reimbursed by the SAMIS Collaborative so there is no net budget impact to CSC Broward. The staff is included on CSC Broward’s insurance and includes all base benefits. The SMG will continue to manage the SAMIS Collaborative with final budget approval from the Executive Directors of each CSC. Recommended Action: Approve Renewal of the SAMIS Collaborative Salary Agent Pass-Through for Revenue and Related Expenditures for Salary/Fringe for FY 13/14.

Budget Impact: $115,030 of $115,030 Estimated revenue and equal expenditures for FY 13/14.

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Tab 19

For Council Meeting

November 21, 2013

Issue: FY 2012/13 Year-End Preliminary Financial Statements for FY Ended September 30, 2013

Action: Approve Preliminary Financial Statements for Fiscal Year Ended September 30, 2013.

Budget Impact: None

Background: The year-end Interim Financial Statements through September 30, 2013 are attached for your review and approval. These statements are the basis for the Comprehensive Annual Financial Report (CAFR) for the fiscal year ending September 30, 2013. There should only be minor changes (if any at all) during the audit and the preparation of the CAFR.

Current Status: A summary of the major financial highlights of the fiscal year include the following:  CSC ended the year with a $13.8 million total Fund Balance, an increase of $756,139 from the prior year. Within this total includes the Minimum Fund Balance of $6.3 million, $3.1 million previously approved in May/June for program services in FY 13/14 and $734,189 which is being requested in this meeting to roll over into the subsequent year. The remaining Unassigned Fund Balance of $3.7 million will help to smooth future millage rate increases/decreases.  Total Tax Revenue was $148,000 more than budgeted due to the collections from prior year’s tax receivables. This is the result of the Tax Collector attempts to recoup delinquent taxes.  Total Program Services/Support Expenditures increased by $579,565 or 1% from the prior year. This was expected since the corresponding budget was $1.6 million higher than the prior year. Final program utilization was 94.46% overall.  General Administration came in well under budget with the total actual administrative rate of 3.5%. Philosophically, while budgeted amounts need to be set slightly higher to allow for unforeseen events during the year, it is a testament to prudent financial management when the actual expenditures repeatedly come in under budget.  As indicated in the Performance Measures, the individual programs had an excellent year utilizing most of their funds.

Recommended Action: Approve Preliminary Financial Statements for Fiscal Year Ended September 30, 2013.

Budget Impact: None

\\cscfs01\departments\common\council meetings\council packets pdf archive\fy 13-14\council_11_21_13\fin stmt cvr ltr fy13 stmts.docx BUDGET AMENDMENTS For TheTwelve Month Period Ended September 30, 2013

Submitted to November 21, 2013 Council Meeting Children's Services Council of Broward County Budget Amendments For September 2013

Beginning Budget Total Ending Budget Annualized Amendments Annualized Comments Budget Amendments as reflected in Financial Statements: Expenditures: Direct Programs: Goal 3.1 Obj 1 Youth Force 4,301,656 13,000 4,314,656 Increase for Youth FORCE for Minority Development & Empowerment C/A 9/19/13 Unallocated 21,154 (13,000) 8,154 Moved to Youth FORCE C/A 9/19/13

Fin Stmts fy13 2_Sep_13.xlsx budget amend (JM) Beginning Budget Total Ending Budget Annualized Amendments Annualized Comments

Fin Stmts fy13 2_Sep_13.xlsx budget amend (JM) PRELIMINARY FINANCIAL STATEMENTS For TheTwelve Month Period Ended September 30, 2013

Submitted to November 21, 2013 Council Meeting Children's Services Council of Broward County Table of Contents September 30, 2013

Page

Balance Sheet………………………………………………………………………………………….. 2

Statement of Revenues, Expenditures and Changes in Fund Balance……………………………………………………………………………3

Budget to Actual (Budgetary Basis) - Annualized Fiscal Year End………………………………………………………………………………..4-5

Contracted Programs Goals Budget to Actual - Monthly…………………………………………………………………………….…………………6-17

Notes to the Financial Statements………………………………………………………………………………..……………18

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Fin Stmts fy13 2_Sep_13.xlsx contents Children's Services Council of Broward County Balance Sheet September 30, 2013

Special Prior Year General Fund Revenue Fund General Fund September 30, September 30, September, 2013 2013 2012 ASSETS Current Assets: Cash $ 3,299,892.53 $ 79,985.94 $ 3,443,237.30 Investments (Note 3) 15,443,529.61 - 15,860,905.54 Accounts & Interest Receivable 5,710.77 - 26,624.47 Salaries & Wages Receivable - - 67,943.12 Due from Other Governments 105,604.16 171,253.45 114,909.58 Due from Other Funds 200,000.00 - 250,000.00 Prepaid Expenses 92,520.51 - 98,174.29 Total Current Assets $ 19,147,257.58 $ 251,239.39 $ 19,861,794.30 LIABILITIES and FUND EQUITY Liabilities: Accounts Payable 5,099,968.35 51,239.39 6,756,032.04 Salaries & Wages Payable (9,675.26) - (8,610.11) Due to Other Governments 27,373.06 - 9,820.30 Due to Other Funds - 200,000.00 - Deferred Revenue 169,025.00 - 125.00 Total Liabilities 5,286,691.15 251,239.39 6,757,367.23 Fund Equity: Committed for Carry forward FY 14 (Note #4) 734,189.00 - 747,891.00 Committed Fund Balance for FY 13/14 Programs (Note #5) 3,063,122.00 - 2,500,000.00 Unassigned Fund Balance: Minimum Fund Balance 6,349,955.00 - 5,985,150.00 Unassigned Fund Balance 3,713,300.43 - 3,871,386.07 Total Fund Equity 13,860,566.43 - 13,104,427.07 Total Liabilities and Fund Equity $ 19,147,257.58 $ 251,239.39 $ 19,861,794.30

Notes to the Financial Statements are an integral part of this statement

2 Children's Services Council of Broward County Statement of Revenues, Expenditures and Changes In Fund Balance For September 2013

General Fund Special Revenue Fund September , 2013 FY 2013 September , 2013 FY 2013 FY 2012 Prior Actual YTD Actual Actual YTD Actual YTD Actual (GF) Revenues: Ad Valorem Taxes $ (3,250.57) $ 59,584,505.18 $ - $ - $ 57,483,643.75 Interest on Investments 1,899.96 47,192.17 - - 57,803.07 Gain/(Loss) on Investments (Note #3) 23,612.05 43,458.45 - - 95,061.94 Federal through State 39,988.24 340,967.85 51,397.17 824,042.78 343,463.19 Local Foundation(s)/Grant 46,145.27 651,014.50 - - 422,246.88 Miscellaneous Local 44,037.00 121,471.80 - - 78,750.58 Training 2,315.00 22,208.99 - - 29,105.00 Youth Summit - - - - 38,750.60 Total Revenue 154,746.95 60,810,818.94 51,397.17 824,042.78 58,548,825.01 Expenditures: Total Program Services/Support 3,441,602.91 56,178,579.08 51,397.17 824,042.78 55,599,013.73 Total General Administration 186,874.41 2,048,235.90 - - 1,948,541.83 Total Non-Operating - 1,716,447.61 - - 1,679,586.36 Total Capital Outlay 1,885.23 111,416.99 - - 57,303.20 Total Expenditures 3,630,362.55 60,054,679.58 51,397.17 824,042.78 59,284,445.12 Excess of Revenues over Expenditures $ (3,475,615.60) 756,139.36 $ - - (735,620.11) Beginning Fund Balance 13,104,427.07 - 13,840,047.18 Ending Fund Balance $ 13,860,566.43 $ - $ 13,104,427.07

Notes to the Financial Statements are an integral part of this statement

3 Children's Services Council of Broward County Budget to Actual (Budgetary Basis) Annualized - Fiscal Year Ended September 30, 2013

% of Actual FY 2013 FY 2013 Budget to Actual Exp. of Annual Budget YTD Actual Variance Budget Revenues: Ad Valorem Taxes $ 59,436,662.00 $ 59,584,505.18 $ 147,843.18 100.25% Interest on Investments 50,000.00 47,192.17 (2,807.83) 94.38% Gain/(Loss) on Investments - 43,458.45 43,458.45 0.00% Federal Through State 300,000.00 340,967.85 40,967.85 113.66% Local Foundation(s)/Grant(s) 690,030.00 651,014.50 (39,015.50) 94.35% Miscellaneous Local 106,342.00 121,471.80 15,129.80 114.23% Training 10,000.00 22,208.99 12,208.99 222.09% Fund Balance 3,247,891.00 - - 0.00% Total Revenue 63,840,925.00 60,810,818.94 217,784.94 95.25% Expenditures: Program Services: Direct Programs 56,059,706.00 52,967,916.33 3,091,789.67 94.48% Monitoring 50,000.00 43,708.50 6,291.50 87.42% Outcome Materials 20,000.00 8,500.00 11,500.00 42.50% Total Program Services 56,129,706.00 53,020,124.83 3,109,581.17 94.46% Program Support: Employee Salaries (Note 6) 2,491,850.00 2,355,874.67 135,975.33 94.54% Employee Benefits (Note 6) 808,045.00 704,892.28 103,152.72 87.23% Consulting 8,000.00 570.04 7,429.96 7.13% Travel (Note 6) 31,663.00 27,530.55 4,132.45 86.95% Software Maintenance 52,700.00 34,466.78 18,233.22 65.40% Telephone 11,200.00 9,654.08 1,545.92 86.20% Postage 3,100.00 2,511.91 588.09 81.03% Advertising/Printing/Other 16,678.00 12,752.02 3,925.98 76.46% Material and Supplies 4,805.00 3,382.57 1,422.43 70.40% Dues and Fees 7,564.00 6,819.35 744.65 90.16% Total Program Support 3,435,605.00 3,158,454.25 277,150.75 91.93%

Total Program Services/Support 59,565,311.00 56,178,579.08 3,386,731.92 94.31%

4 % of Actual FY 2013 FY 2013 Budget to Actual Exp. of Annual Budget YTD Actual Variance Budget General Administration: Employee Salaries 1,185,860.00 1,119,480.60 66,379.40 94.40% Employee Benefits 335,899.00 303,606.13 32,292.87 90.39% Legal Fees 30,803.00 30,802.50 0.50 100.00% Auditors 34,000.00 33,000.00 1,000.00 97.06% Other Consultants 46,900.00 46,527.70 372.30 99.21% Insurance 38,293.00 35,647.72 2,645.28 93.09% Telecommunications 61,732.00 41,334.21 20,397.79 66.96% Rental - Equipment 23,685.00 18,449.53 5,235.47 77.90% Building Operations' Facilities Management 170,553.00 143,090.03 27,462.97 83.90% Utilities 67,860.00 63,344.32 4,515.68 93.35% Other 21,896.00 8,916.46 12,979.54 40.72% Equip/Software/Repair Maint 198,890.00 98,505.53 100,384.47 49.53% Travel 8,159.00 7,395.71 763.29 90.64% Postage 7,986.00 3,947.91 4,038.09 49.44% Advertising 8,521.00 625.00 7,896.00 7.33% Printing 9,708.00 4,934.37 4,773.63 50.83% Other Purchased Svc 65,605.00 46,596.52 19,008.48 71.03% Materials and Supplies 40,996.00 29,435.73 11,560.27 71.80% Dues and Fees 18,765.00 12,595.93 6,169.07 67.12% Total General Administration 2,376,111.00 2,048,235.90 327,875.10 86.20% Non-Operating Comm. Redevelop Agency 1,352,374.00 1,352,373.32 0.68 100.00% Property Appraiser Fees 391,749.00 364,074.29 27,674.71 92.94% Total Non-Operating 1,744,123.00 1,716,447.61 27,675.39 98.41% Capital Outlay: Computer Equip/Software 108,491.00 85,292.35 23,198.65 78.62% Furniture/ Equipment 46,889.00 26,124.64 20,764.36 55.72% Total Capital Outlay 155,380.00 111,416.99 43,963.01 71.71%

Total Expenditures $ 63,840,925.00 $ 60,054,679.58 $ 3,786,245.42 94.07%

Notes to the Financial Statements are an integral part of this statement

5 Children's Services Council of Broward County Programs Goals Budget to Actual (Budgetary Basis) For the Twelve Months Ending September 30, 2013

Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments Services Goals: 1.1-1 Training/Tech Assistance Trainers 26,481.00 6,150.00 88,000.00 65,468.08 22,531.92 74.40% CF $2,250 E-Learning 38,451.00 - 67,541.00 29,090.00 38,451.00 43.07% Community Foundation 16,179.00 8,945.82 60,000.00 54,904.84 5,095.16 91.51% Community Leadership 1,852.00 1,855.75 25,000.00 25,000.00 - 100.00% Sr Volunteers/BEACON 8,248.00 4,937.50 25,000.00 23,843.75 1,156.25 95.38% Total Training/Tech Assist 91,211.00 21,889.07 265,541.00 198,306.67 67,234.33 74.68% 1.1-2 Support Organization/Program Quality Sun-Sentinel Charities - - 50,000.00 50,000.00 - 100.00% Community Found Mini Grant - - 50,000.00 50,000.00 - 100.00% Total Support/Prog. Quality - - 100,000.00 100,000.00 - 100.00% 1.1-3 Volunteers Volunteer Broward 19,091.00 19,987.61 229,125.00 229,113.25 11.75 99.99% Total Training Collaborative 19,091.00 19,987.61 229,125.00 229,113.25 11.75 99.99%

1 Total Agency Capacity Bldg 110,302.00 41,876.68 594,666.00 527,419.92 67,246.08 88.69%

2.1-1 Reduce Abuse & Neglect/Family Strengthening ARC 48,466.00 47,765.97 579,896.00 579,883.86 12.14 100.00% Camelot Community Care 19,698.00 16,680.09 236,390.00 199,095.26 37,294.74 84.22% Staff vacancy & maternity leave Center for Hearing/Communication 9,611.00 13,495.44 115,315.00 114,213.07 1,101.93 99.04% Children's Harbor 54,509.00 44,890.95 654,020.00 575,495.53 78,524.47 87.99% TA for staffing/PIP for SVC delivery Children's Home Society 99,590.00 50,630.10 1,183,079.00 904,964.03 278,114.97 76.49% Staff vacancy resolved Community Based Connections 12,500.00 11,912.00 150,000.00 130,269.44 19,730.56 86.85% Expansion of Svc area going forward Family Central- PAT 14,300.00 12,634.34 171,600.00 171,599.37 0.63 100.00% Family Central- Nurturing 27,334.00 31,784.60 327,999.00 327,924.25 74.75 99.98% Father Flanagan's Boys Town 13,252.00 12,800.02 159,046.00 105,764.07 53,281.93 66.50% Agency re-organization

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Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments Juliana Gerena/Gate 13,284.00 5,725.00 155,666.00 155,651.01 14.99 99.99% Gulf Coast 37,799.00 15,545.27 453,500.00 453,146.79 353.21 99.92% Healthy Mothers/Babies 34,076.00 39,535.50 408,889.00 404,206.91 4,682.09 98.85% Henderson Mtl Hlth-Home Bldrs 28,752.00 18,460.34 490,883.00 490,848.65 34.35 99.99% Henderson Mental Health MST 33,060.00 36,416.42 397,494.00 397,269.06 224.94 99.94% JAFCO - MST 41,268.00 14,932.85 495,200.00 495,199.12 0.88 100.00% Kids in Distress - Home Bldrs 3,745.00 36,275.79 489,013.00 478,789.00 10,224.00 97.91% Kids in Distress - KID 1st 90,555.00 60,338.66 1,086,654.00 1,048,108.78 38,545.22 96.45% Memorial Healthcare SFBT 48,421.00 6,426.88 580,000.00 579,994.91 5.09 100.00% Smith Community MH 32,659.00 30,835.80 391,776.00 377,521.42 14,254.58 96.36% Starting Place 21,834.00 - 262,000.00 94,176.87 167,823.13 35.95% Contract mutually terminated 7/13 Total Reduce Abuse & Neglect 684,713.00 507,086.02 8,788,420.00 8,084,121.40 704,298.60 91.99% 2.1-2 Kinship/Non-Relative Care Kids in Distress 37,298.00 23,683.03 434,000.00 432,115.35 1,884.65 99.57% Nat'l Youth Advocate Program 6,726.00 5,328.22 6,726.00 5,328.22 1,397.78 79.22% CF $787 - New prog 9/1/13 start Harmony 2,000.00 1,555.72 2,000.00 1,555.72 444.28 77.79% CF $444 - New prog 9/1/13 start Total Kinship/Non-Relative Care 46,024.00 30,566.97 442,726.00 438,999.29 3,726.71 99.16%

2.1 Total Service Goal 2.1 730,737.00 537,652.99 9,231,146.00 8,523,120.69 708,025.31 92.33% 2.2-1 Prosperity EITC 912.00 934.88 42,500.00 42,498.89 1.11 100.00% Hispanic Unity - - 125,000.00 118,747.17 6,252.83 95.00% MDEI - - 100,000.00 97,975.78 2,024.22 97.98% Common Eligibility - - 10,000.00 10,000.00 - 100.00% VISTA 2,500.00 2,500.00 30,000.00 30,000.00 - 100.00% Hunger - - 1,000.00 1,000.00 - 100.00% Harvest Drive - - 10,000.00 10,000.00 - 100.00% NCJW - Summer food boxes 6,667.00 100.00 20,000.00 8,411.70 11,588.30 42.06% Contracting delays So FL Hunger Coalition 4,725.00 3,545.46 13,000.00 12,606.08 393.92 96.97% Hispanic Unity - Hunger 3,125.00 3,776.39 25,000.00 25,000.00 - 100.00% Total Prosperity EITC/Hunger 17,929.00 10,856.73 376,500.00 356,239.62 20,260.38 94.62%

2 Total Family Strengthening 748,666.00 548,509.72 9,607,646.00 8,879,360.31 728,285.69 92.42% 3.1-1 Youth Force ASP, Inc 14,607.00 17,575.60 180,480.00 130,628.21 49,851.79 72.38% TA for youth engagement ASPIRA 12,604.00 15,431.20 160,320.00 156,747.10 3,572.90 97.77%

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Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments Comm Reconstruction Housing Inc - - 12,800.00 12,800.00 - 100.00% Dan Marino Ctr for Hearing 16,961.00 18,695.68 233,610.00 232,952.02 657.98 99.72% Firewall Centers 42,520.00 5,148.21 50,000.00 11,218.88 38,781.12 22.44% CF $38,780 contract spans F/Y's HANDY 23,541.00 20,966.54 251,180.00 179,361.16 71,818.84 71.41% TA for new program/late start Harmony 27,425.00 36,619.68 360,000.00 359,756.00 244.00 99.93% Hispanic Unity 73,449.00 23,194.83 879,340.00 879,050.21 289.79 99.97% MDEI 26,565.00 15,806.00 187,336.00 187,291.91 44.09 99.98% Memorial 14,104.00 558.82 160,512.00 160,511.92 0.08 100.00% OIC 14,799.00 34,511.52 205,000.00 169,009.50 35,990.50 82.44% Late start due to sch access delays Smith Community MH 28,089.00 33,684.70 350,000.00 305,369.05 44,630.95 87.25% Lower enrollment @ 1 site Urban League 26,698.00 21,046.53 397,150.00 381,297.85 15,852.15 96.01% Urban League w/ Comcast - - 5,000.00 5,000.00 - 100.00% West Park, City of 68,388.00 2,273.20 136,928.00 42,144.61 94,783.39 30.78% CF $31,661 for Summer 14 YMCA 57,643.00 60,999.63 737,000.00 728,980.84 8,019.16 98.91% Wyman (TOPS) 8,000.00 - 8,000.00 6,000.00 2,000.00 75.00% Total Youth Force 455,393.00 306,512.14 4,314,656.00 3,948,119.26 366,536.74 91.50%

3.1-2 Summer Youth Employment Workforce One 36,968.00 10,797.75 1,500,000.00 1,440,700.83 59,299.17 96.05% Total Summer Yth Employment 36,968.00 10,797.75 1,500,000.00 1,440,700.83 59,299.17 96.05% 3.1-3 21st Century Ended July 31, 2013 Match for The School Board of Broward County Agreement YMCA 12-13 - - 76,960.00 65,036.99 11,923.01 84.51% Support - - 18,935.00 14,605.29 4,329.71 77.13% CF $2,500 contract spans F/Y's Ended July 31, 2013 Match for the Florida Department of Education Grant YMCA 12-13 - - 50,065.00 43,243.63 6,821.37 86.37% Hispanic Unity 12-13 - - 63,181.00 35,550.69 27,630.31 56.27% CSC is payor of last resort Support - 8,898.00 7,991.72 906.28 89.81% On going projects United Way-Web Site 800.00 200.00 2,400.00 2,200.00 200.00 91.67% CF $200 project spans F/Y's Web Portal - Web Site 13,501.00 33,819.75 46,520.00 33,819.75 12,700.25 72.70% CF $12,700 project spans F/Y's Web Portal - Manual 750.00 425.00 750.00 425.00 325.00 56.67% CF $325 project spans F/Y's Sub-Total 21st Century Ended 7/31/13 15,051.00 34,444.75 267,709.00 202,873.07 64,835.93 75.78%

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Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments Began August 2013 Began August 2013 Match for The School Board of Broward County Agreement YMCA 13-14 12,539.00 3,519.88 12,539.00 7,094.48 5,444.52 56.58% CF $5,444 contract spans F/Y's Support 150.00 6.28 266.00 6.28 259.72 2.36% CF $260 spans F/Y's Match for the Florida Department of Education Grant YMCA 13-14 17,933.00 5,384.98 17,933.00 8,889.45 9,043.55 49.57% CF $9,043 contract spans F/Ys Hispanic Unity 13-14 11,762.00 8,609.44 11,762.00 10,026.88 1,735.12 85.25% CF $1,735 contract spans F/Ys Support 114.00 14.76 3,476.00 14.76 3,461.24 0.42% CF $3,462 spans F/Y's Unallocated (Aug/Sept '13) 119,817.00 - 119,817.00 - 119,817.00 C/F $16,780 for additional support Sub-Total 21st Century Ended 9/30/13 162,315.00 17,535.34 165,793.00 26,031.85 139,761.15 15.70% ($100,000 for RFP to be returned to Unallocated in F/Y 13/14) Grand Total 21st Century 177,366.00 51,980.09 433,502.00 228,904.92 204,597.08 52.80%

3.1-4 LEAP High (Sustained High Schools) Hispanic Unity 13,486.00 9,094.94 142,525.00 141,972.52 552.48 99.61% YMCA 34,267.00 13,242.42 375,496.00 375,480.03 15.97 100.00% CSC Support 2,625.00 - 30,134.00 25,400.32 4,733.68 84.29% Grand Total LEAP 50,378.00 22,337.36 548,155.00 542,852.87 5,302.13 99.03% 3.1-5 Continuum of Care for LGBTQ Youth Sun Serve 64,000.00 7,411.10 96,000.00 37,234.70 58,765.30 38.79% CF $56,000 - spans F/Y 's Grand Total Contiuum of Care 64,000.00 7,411.10 96,000.00 37,234.70 58,765.30 38.79%

3.1 Total Service Goal 3.1 784,105.00 399,038.44 6,892,313.00 6,197,812.58 694,500.42 89.92%

3.2-1 Diversion Programs Broward Sheriff's Office 65,473.00 5,300.00 785,665.00 779,770.05 5,894.95 99.25% Camelot 25,620.00 30,364.27 307,281.00 296,978.84 10,302.16 96.65% Juliana Genera -Gate Program 24,495.00 19,312.41 234,337.00 234,298.12 38.88 99.98% Harmony Development Ctr 10,963.00 8,792.75 131,589.00 130,887.13 701.87 99.47% Henderson 17,333.00 18,612.09 204,985.00 204,985.00 - 100.00% Memorial 37,613.00 539.06 452,500.00 452,498.06 1.94 100.00% PACE Center for Girls 6,511.00 3,048.90 78,000.00 77,990.00 10.00 99.99% Urban League 14,552.00 13,915.75 174,481.00 155,356.81 19,124.19 89.04% Staff turnover resolved Total Diversion Programs 202,560.00 99,885.23 2,368,838.00 2,332,764.01 36,073.99 98.48%

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Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments 3.2-2 Juvenile Assessment Center Broward Sheriff's Office-JAC 29,174.00 27,803.30 350,000.00 335,672.38 14,327.62 95.91% Total JAC 29,174.00 27,803.30 350,000.00 335,672.38 14,327.62 95.91% 3.2-3 Team Child Legal Project Legal Aid of Broward 21,630.00 21,751.97 259,560.00 259,560.00 - 100.00% Total Team Child 21,630.00 21,751.97 259,560.00 259,560.00 - 100.00%

3.2-4 Prevent Firesetting Broward Sheriff's Office 3,337.00 2,086.92 40,000.00 27,477.78 12,522.22 68.69% New Admin reorg/TA provided Total Prevent Firesetting 3,337.00 2,086.92 40,000.00 27,477.78 12,522.22 68.69%

3.2 Total Service Goal 3.2 256,701.00 151,527.42 3,018,398.00 2,955,474.17 62,923.83 97.92%

3 Total Delinquency Prev & Div 1,040,806.00 550,565.86 9,910,711.00 9,153,286.75 789,842.22 92.36%

4.1-1 Independent Living Program Camelot 29,508.00 21,884.38 350,000.00 322,794.84 27,205.16 92.23% Handy, Inc 54,262.00 30,689.12 600,000.00 596,224.14 3,775.86 99.37% Henderson 6,261.00 5,160.99 75,000.00 74,991.77 8.23 99.99% Memorial 47,979.00 23,170.78 550,000.00 549,998.85 1.15 100.00% Total Independent Living Program 138,010.00 80,905.27 1,575,000.00 1,544,009.60 30,990.40 98.03%

4.1-1 Independent Living Program 2013-2016 Camelot 7,200.00 - 7,200.00 - 7,200.00 0.00% C/F $7,200 for Start Up Gulf Coast 38,000.00 32,998.17 38,000.00 32,998.17 5,001.83 86.84% C/F $4,809 for Start Up Total Independent Living Program 45,200.00 32,998.17 45,200.00 32,998.17 12,201.83 73.00%

4 Total Child Abuse & Neglect 183,210.00 113,903.44 1,620,200.00 1,577,007.77 43,192.23 97.33%

5.1-1 Subsidized Childcare Early Learning Coalition 451,308.00 132,198.58 5,415,700.00 5,414,783.61 916.39 99.98% Family Central (Special Pop) 41,674.00 29,287.36 500,000.00 207,982.43 292,017.57 41.60% New initiative;trending up Total Subsidized Childcare 492,982.00 161,485.94 5,915,700.00 5,622,766.04 292,933.96 95.05%

5.1-2 Increase Literacy Skills Brow Cty After Schl @ Your Library 41,136.00 50,754.86 493,489.00 476,520.64 16,968.36 96.56% Total Increase Literacy Skills 41,136.00 50,754.86 493,489.00 476,520.64 16,968.36 96.56%

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Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments 5.1-3 Early Childhood Ed Initiatives ECE-Literacy Project 18,559.00 17,901.41 160,000.00 159,973.20 26.80 99.98% Total Inc Literacy Skills 18,559.00 17,901.41 160,000.00 159,973.20 26.80 99.98% 5.1-4 Preschool Training FamilyCentral 56,668.00 55,242.87 680,000.00 676,944.86 3,055.14 99.55% Kidvision - - 12,000.00 12,000.00 - 100.00% AD Henderson Grant 45,000.00 9,225.00 45,000.00 11,425.00 33,575.00 25.39% CF $33,575 spans F/Y's Total Preschool Training 101,668.00 64,467.87 737,000.00 700,369.86 36,630.14 95.03%

5 Total Early Care & Education 654,345.00 294,610.08 7,306,189.00 6,959,629.74 346,559.26 95.26%

6.1-1 Adoptive/Foster Parent Recruitment NBC6-Forever Families 12,175.00 11,550.00 135,000.00 135,000.00 - 100.00% Heart Gallery 1,725.00 1,225.00 25,000.00 25,000.00 - 100.00% Total Adoptive/Foster Parent 13,900.00 12,775.00 160,000.00 160,000.00 - 100.00%

6 Total Child Welfare System Support 13,900.00 12,775.00 160,000.00 160,000.00 - 100.00%

7.1-1 Leadership/Quality in Out-of-School Programs FLCSC/Mott Grant - - 15,000.00 15,000.00 - 100.00% Total Leadership/Quality MOST - - 15,000.00 15,000.00 - 100.00% 7.1-2 Elementary Out of School Programs After School Programs 201,697.00 59,371.80 2,364,070.00 2,363,360.41 709.59 99.97% Hollywood Arts Center 14,203.00 8,715.01 466,481.00 379,834.57 86,646.43 81.43% Summer referrals lower than expected Community After School 17,347.00 10,480.32 314,656.00 314,656.00 - 100.00% Comm A.S./w-Margate 20,824.00 9,720.14 311,302.00 311,302.00 - 100.00% Hallandale CRA 2,189.00 - 293,776.00 291,587.00 2,189.00 99.25% Hollywood Beach CRA - - 228,665.00 228,665.00 - 100.00% Davie CRA 520.00 - 101,674.00 101,154.00 520.00 99.49% Kids In Distress 10,916.00 7,091.27 169,455.00 164,223.35 5,231.65 96.91% Miramar, City of 8,173.00 6,814.24 140,430.00 116,531.96 23,898.04 82.98% Sch yr engagemt lower than expected Soref JCC 45,503.00 29,296.05 491,011.00 490,398.30 612.70 99.88% South Cluster 10,554.00 9,028.76 266,946.00 264,511.72 2,434.28 99.09% Sunshine 3-13/Elementary 102,709.00 108,578.60 1,304,459.00 1,195,252.00 109,207.00 91.63% Urban League w/First Baptist Piney Grove 14,273.00 6,872.25 143,031.00 137,282.28 5,748.72 95.98% YMCA/GP 265,041.00 251,129.21 3,288,755.00 3,216,651.86 72,103.14 97.81% 11

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments YMCA/w-Deerfield CRA 17,358.00 12,960.56 156,126.00 123,018.88 33,107.12 78.79% CRA req met despite lower enrollmt Technical Assistance/Coaching 938.00 - 6,000.00 5,061.86 938.14 84.36% YMCA SPARK 3,102.00 3,103.80 40,000.00 38,875.38 1,124.62 97.19% Prime Time/Survey 15,000.00 10,000.00 30,000.00 25,000.00 5,000.00 83.33% CF $5,000 - final invoice pending Back to School Supplies 1,381.00 1,374.00 101,342.00 101,341.94 0.06 100.00% Lights on Afterschool 2,550.00 1,050.00 3,802.00 2,301.23 1,500.77 60.53% CF $1,500 - supplies rec'd in F/Y 14 Sub-Total Elem Out of Schl May 754,278.00 535,586.01 10,221,981.00 9,871,009.74 350,971.26 96.57%

7.1-3 Summer Only Programs Boys & Girls Club - - 465,000.00 425,511.57 39,488.43 91.51% Lauderdale Lakes - - 63,273.00 62,999.06 273.94 99.57% Memorial Healthcare System - - 110,000.00 107,487.68 2,512.32 97.72% New Hope World Outreach - - 54,426.00 54,318.07 107.93 99.80% Urban League - - 128,000.00 108,817.72 19,182.28 85.01% Location chg impacted recruitment Total Summer Programs - - 820,699.00 759,134.10 61,564.90 92.50% Total Out of Schl Time 754,278.00 535,586.01 11,042,680.00 10,630,143.84 412,536.16 96.26%

7 Total Out of School Time 754,278.00 535,586.01 11,057,680.00 10,645,143.84 412,536.16 96.27% 8.1-1 School Based Health Care Medical Staffing Network 57,000.00 58,226.07 570,002.00 568,397.35 1,604.65 99.72% MSN w/Coral Springs CRA 10,904.00 8,828.77 108,572.00 108,571.93 0.07 100.00% Sierra Lifecare 41,132.00 40,860.40 407,144.00 405,101.68 2,042.32 99.50% Total School Based Health Care 109,036.00 107,915.24 1,085,718.00 1,082,070.96 3,647.04 99.66% 8.1-3 Water Safety Swim Central/Broward County - - 553,100.00 553,100.00 - 100.00% Broward County Health Dept 7,500.00 17,899.84 90,000.00 73,669.60 16,330.40 81.86% Prolonged staff vacancy Total Water Safety 7,500.00 17,899.84 643,100.00 626,769.60 16,330.40 97.46% 8.1-4 Kid Care Insurance Outreach Kid Care Outreach/BC Health Dept 18,627.00 44,151.15 223,458.00 182,138.94 41,319.06 81.51% Total Kid Care Insurance 18,627.00 44,151.15 223,458.00 182,138.94 41,319.06 81.51%

8 Total Physical Health 135,163.00 169,966.23 1,952,276.00 1,890,979.50 61,296.50 96.86%

12

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments

9.1-1 Home Visiting BRHPC-Healthy Families 162,574.00 143,292.65 1,950,800.00 1,948,368.15 2,431.85 99.88% Total Home Visiting 162,574.00 143,292.65 1,950,800.00 1,948,368.15 2,431.85 99.88% 9.1-2 Support Maternal Child Health Healthy Mothers/HB 21,010.00 24,571.39 250,000.00 249,998.50 1.50 100.00% Memorial 20,917.00 23,399.78 250,000.00 249,994.30 5.70 100.00% Total Maternal Child Health 41,927.00 47,971.17 500,000.00 499,992.80 7.20 100.00%

9.1-3 Explore Fetal/Infant Mortality Factors Brow County Healthy Start 2,500.00 4,180.00 30,000.00 28,057.01 1,942.99 93.52% HM/HB- FIMR/Cribs 9,295.00 8,349.63 111,518.00 109,848.30 1,669.70 98.50% Total Infant Mortality Factors 11,795.00 12,529.63 141,518.00 137,905.31 3,612.69 97.45%

9 Total Maternal & Child Health 216,296.00 203,793.45 2,592,318.00 2,586,266.26 6,051.74 99.77% 10.1-1 Physical/Dev SN MOST After School Programs 38,797.00 20,800.40 531,855.00 345,830.37 186,024.63 65.02% Lower enrollment at new SN sites Ann Stork 10,287.00 7,258.46 182,220.00 162,281.12 19,938.88 89.06% Fragile pop effects attendance ARC 70,828.00 83,226.88 1,092,844.00 1,058,317.64 34,526.36 96.84% Broward Children's Cntr 32,430.00 25,276.82 632,515.00 589,770.52 42,744.48 93.24% Ctr for Hearing 13,424.00 13,267.45 213,780.00 194,668.48 19,111.52 91.06% City of Pembroke Pines (Summer) - - 104,000.00 82,960.00 21,040.00 79.77% Offset by parent fee collection Smith Community MH 51,613.00 53,954.53 713,660.00 630,585.44 83,074.56 88.36% Sch yr enrollment lower than expected United Cerebral Palsy 31,103.00 22,249.47 481,092.00 480,958.95 133.05 99.97% YMCA 303,987.00 262,887.41 3,902,663.00 3,868,871.22 33,791.78 99.13% Total MOST Programs SN 552,469.00 488,921.42 7,854,629.00 7,414,243.74 440,385.26 94.39%

10.1-2 STEP ARC 20,271.00 26,312.83 275,695.00 269,476.71 6,218.29 97.74% Ctr Hearing & Communication 17,448.00 8,490.53 230,000.00 229,050.51 949.49 99.59% Dan Marino Found 17,652.00 - 275,695.00 241,498.74 34,196.26 87.60% Provider declined renewal United Cerebral Palsy 18,525.00 9,636.94 275,695.00 275,127.97 567.03 99.79% YMCA 32,495.00 26,330.41 434,360.00 429,080.54 5,279.46 98.78% Sub-Total STEP 106,391.00 70,770.71 1,491,445.00 1,444,234.47 47,210.53 96.83%

13

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments

10.1-3 Information/Referral Network SN First Call for Help - SN 17,613.00 26,732.20 211,246.00 211,010.84 235.16 99.89% Total Inform/Referral Network SN 17,613.00 26,732.20 211,246.00 211,010.84 235.16 99.89%

10.1-4 Respite Services Memorial 6,250.00 3,700.88 75,000.00 74,998.18 1.82 100.00% Smith Community 6,261.00 4,727.00 75,000.00 74,980.50 19.50 99.97% Total Respite Services 12,511.00 8,427.88 150,000.00 149,978.68 21.32 99.99%

10.1-5 SN Parent Training SN Parent Training 18,157.00 14,165.00 25,000.00 23,007.73 1,992.27 92.03% Total SN Parent Training 18,157.00 14,165.00 25,000.00 23,007.73 1,992.27 92.03%

10.1 Total Service Goal 10.1 707,141.00 609,017.21 9,732,320.00 9,242,475.46 489,844.54 94.97%

11.1-1 Dating Violence Prevention Women In Distress 7,087.00 3,216.33 85,000.00 75,570.26 9,429.74 88.91% Program ended 9/30/13 Total Dating Violence Prevention 7,087.00 3,216.33 85,000.00 75,570.26 9,429.74 88.91% 11.1-2 Child Safety League of Cities (cell phone) 10,000.00 - 10,000.00 - 10,000.00 0.00% Program did not develop Van Alarm Project - - 165,000.00 164,873.62 126.38 99.92% Total Child Safety 10,000.00 - 175,000.00 164,873.62 10,126.38 94.21%

11 Total Child Safety 17,087.00 3,216.33 260,000.00 240,443.88 19,556.12 92.48%

Grand Total Service Goals 4,581,194.00 3,083,820.01 54,794,006.00 51,862,013.43 2,931,992.57 94.65%

Systems Goals: 1.1-2 SAMIS Improve Provider Reporting SAMIS Maintenance/Enhancements 11,016.00 - 74,291.00 63,273.52 11,017.48 85.17% CF -$3,000 for FY 14 Enhancement Total Improve Provider Reporting 11,016.00 - 74,291.00 63,273.52 11,017.48 85.17%

14

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments 1.1-3 Single Point of Entry First Call for Help 23,541.00 26,755.75 282,448.00 282,288.00 160.00 99.94% Total Single Point of Entry 23,541.00 26,755.75 282,448.00 282,288.00 160.00 99.94%

1.1 Total System Goal 1.1 34,557.00 26,755.75 356,739.00 345,561.52 11,177.48 96.87% 1.2-1 Community Strategic Plan

Strategic Plan/Results Training 5,000.00 - 14,320.00 9,320.00 5,000.00 65.08% CF - $5,000 for Survey Unallocated 35,680.00 - 35,680.00 - 35,680.00 0.00% Total Strategic Plan 40,680.00 - 50,000.00 9,320.00 40,680.00 18.64% 1.2-2 Promote Research Initiatives Nova-Family Str Research 10,000.00 - 10,000.00 - 10,000.00 0.00% CF - $10,000 - spans F/Y's Total Research initiatives 10,000.00 - 10,000.00 - 10,000.00 0.00%

1.2 Total System Goal 1.2 50,680.00 - 60,000.00 9,320.00 50,680.00 15.53%

101 Total Seamless System of Care 85,237.00 26,755.75 416,739.00 354,881.52 61,857.48 85.16%

2.1-1 Public Awareness - Sponsorships Sponsorships 364.00 - 34,396.00 34,031.75 364.25 98.94% Total Sponsorships 364.00 - 34,396.00 34,031.75 364.25 98.94%

2.1-2 Public Awareness - Educate Taxpayers BECON - Future First 13,020.00 13,020.00 28,400.00 28,400.00 - 100.00% KidVision/WPBT - - 50,000.00 50,000.00 - 100.00% Sponsorship-Resource Guides - - 111,000.00 111,000.00 - 100.00% Nova - Day for Children 7,500.00 7,499.63 7,500.00 7,499.63 0.37 100.00% Admin/Marketing 40,244.00 28,454.50 366,511.00 362,879.01 3,631.99 99.01% CF - $2,519 for SunSentinel Inv Rose Research - Survey 45,000.00 - 60,000.00 35,000.00 25,000.00 58.33% CF - $25,000 -Invoice pending Total Educate Taxpayers 105,764.00 48,974.13 623,411.00 594,778.64 28,632.36 95.41%

2.1-3 Public Awareness - Outreach Business Plan-FLCSC 20,000.00 - 70,000.00 50,000.00 20,000.00 71.43% HandsOn Broward 2,000.00 - 2,000.00 - 2,000.00 0.00%

15

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments Admin 1,211.00 - 4,200.00 2,308.99 1,891.01 54.98% Unallocated 5,800.00 - 5,800.00 5,800.00 Total Outreach 29,011.00 - 82,000.00 52,308.99 29,691.01 63.79%

201 Public Awareness & Advocacy 135,139.00 48,974.13 739,807.00 681,119.38 58,687.62 92.07% 3.1-1 Leveraged Resources Public Consulting Group, Inc 30,013.00 14,292.95 71,000.00 69,902.00 1,098.00 98.45% Unallocated 30,000.00 - 30,000.00 - 30,000.00 Total Leveraged Resources 60,013.00 14,292.95 101,000.00 69,902.00 31,098.00 69.21%

301 Total Leveraging Resources 60,013.00 14,292.95 101,000.00 69,902.00 31,098.00 69.21%

Grand Total System Goals 280,389.00 90,022.83 1,257,546.00 1,105,902.90 151,643.10 87.94%

Unallocated 8,154.00 - 8,154.00 - 8,154.00

Program Goals Grand Total $ 4,869,737.00 $ 3,173,842.84 $ 56,059,706.00 $ 52,967,916.33 $ 3,091,789.67 94.48%

* Ideal percentage has been adjusted to reflect the number of months that the agency has invoiced.

16

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Sept Actual Expend Annualized YTD Actual Remaining % of Budget (for Sept Svc) Budget Expenditures Budget Budget Comments Summary of Special Revenue & Match (GF) for 21st CCLE School Board of Broward County (SBBC) Program Ended July 31, 2013 Summary of CSC Funded and SBBC Grant Funded 3.1-3 YMCA 25,064.00 42,888.38 250,639.00 233,040.22 17,598.78 92.98% SBBC $'s spent first Grant Administration 2,199.00 2,700.93 28,076.00 23,746.33 4,329.67 84.58% CF $2,500 for contract spans F/Y's Sub-Total 21st Century SBBC 27,263.00 45,589.31 278,715.00 256,786.55 21,928.45 92.13% Program Began August 1, 2013 Summary of CSC Funded and Grant Funded Portions (SBBC) YMCA - - 28,287.00 21,490.91 6,796.09 75.97% CF $6,796 - contract spans F/Y's Grant Administration - - 266.00 6.28 259.72 2.36% CF $260 - spans F/Y's Total 21st Century Summary - - 28,553.00 21,497.19 7,055.81 75.29% Total SBBC Funding & Match 21st Century Program 27,263.00 45,589.31 307,268.00 278,283.74 28,984.26 90.57% Florida Department of Education (FDOE) Program Ended July 31, 2013 3.1-3 Summary of CSC Funded and FDOE Grant Funded YMCA 43,695.00 - 436,324.00 407,428.16 28,895.84 93.38% FDOE $'s spent first Hispanic Unity 27,219.00 44,900.87 263,366.00 207,631.62 55,734.38 78.84% FDOE $'s spent first Grant Administration 17,459.00 4,670.97 71,411.00 58,877.38 12,533.62 82.45% 3.1-3 Sub-Total 21st Century FDOE 88,373.00 49,571.84 771,101.00 673,937.16 97,163.84 87.40% Program Began August 1, 2013 Summary of CSC Funded and FDOE Grant Funded YMCA - - 50,326.00 31,293.22 19,032.78 62.18% CF $19,032 - spans F/Y's Hispanic Unity - - 26,442.00 24,466.07 1,975.93 92.53% CF $1,976 - spans F/Y's Grant Administration - - 13,784.00 8,522.76 5,261.24 61.83% CF $5,262 - spans F/Y's Sub-Total 21st Century FDOE - - 90,552.00 64,282.05 26,269.95 70.99% Sub-Total FDOE Funding & Match 21st Century Program 88,373.00 49,571.84 861,653.00 738,219.21 123,433.79 85.67% Unallocated - - 119,817.00 - 119,817.00 C/F $16,780 for additional support Total 21st Century Unallocated - - 119,817.00 - 119,817.00 0.00% ($100,000 for RFP to be returned to Grand Total 21st Century Unallocated in F/Y 13-14) Federal Plus Match 115,636.00 95,161.15 1,288,738.00 1,016,502.95 272,235.05 78.88% 17

Fin Stmts fy13 2_Sep_13.xlsx prog goals 11/14/13 Ideal %'s are calculated on Program Design by Goal Area Children's Services Council of Broward County Notes to the Financial Statements September 30, 2013

(1) The Children's Services Council of Broward County ("CSC") budgets, as revenue, 95% of the property taxes levied, as allowed by state statute. (2) The modified accrual basis of accounting is utilized by CSC. Under the modified accrual basis, revenues are recognized in the accounting period in which they become available and measurable. Expenditures are recognized in the accounting period in which the liability is incurred, if measurable. (3) Funds invested in the SBA accommodate pool participants with readily available cash. A substantial portion of the portfolio is placed in short-term securities (“Fund A”) and with the downgrade of certain subprime investments a smaller portion of the pool includes longer maturities and higher credit risk (“Fund B”). The pool follows GASB Statement No. 31 which outlines two options for accounting and reporting for money market investment pools as either “2a-7 like fund” or fluctuation net asset value (“NAV”). Accordingly, the SBA has reported the same value as the pool shares allocated to Fund A and Wells Fargo Advantage funds; and the NAV value for shares allocated to SBA Fund B. At September 30, 2013, the Gain/(Loss) on Investments for Fund B was $23,612.05 and this amount was reflected within the CAFR. Accordingly, this amount is reversed in the current year and the NAV will be revalued at year's end.

(4) Carry forward expenditures (will not take place until 2014) Includes: Training/Technical Assistance, Kinship, Youth Force, 21st Century, Continuum of Care, Future Prep, Early Care & Education, MOST, Strategic Plan, Public Awareness, Etc.

(5) Fund balance commited to F/Y 13/14 Programs (6) Salary, Fringe and Travel budget and expenditures are included for the SAMIS Director Position that CSC serves as the Salary Agent. The revenue and related expenditures are considered Pass Through Funds and do not have an impact on CSC Broward's financial statements.

18

Fin Stmts fy13 2_Sep_13.xlsx Notes Tab 20

For Council Meeting

November 21, 2013

Issue: CSC Monthly Purchases for Administrative Operations

Action: Approve CSC Monthly/Annual Purchases

Budget Impact: See attached Report

Background: The State Statute creating and governing the CSC, Chapter 2000-461, as amended, states: Section 6: No funds of the council shall be expended except by check as aforesaid, except the expenditure of petty cash or the issuance of checks made payable for sums no greater than $5,000, shall be expended without prior approval of the council, in addition to the budgeting thereof. The Council’s procurement policies and procedures stipulate that expenditures are approved by the Council prior to being expended. As such, the financial system requires a Council Approval (CA) date at multiple points throughout the system including all processed payments. Internal controls for tracking expenditures in accordance with the statute are validated by auditors every year and there have been no significant deviations since the inception of the Council. Since 2004 at the Council’s direction, staff was instructed to only provide back-up material for purchases when the item is over $10,000. As always, back-up for purchases below $10,000 are available upon request.

Current Status: In accordance with policy, please find attached the Invoices, Travel, Purchase Orders, Sponsorships, etc. for the month of November, 2013. To facilitate reviewing the various purchases, staff has segregated the items into various categories. All purchases listed are with the budget approved by the Council at TRIM as amended from time to time. Please note that items over $10,000 have a specific Issue Paper or copy of the related back-up attached to further explain the expenditure. Additional information for any expenditure is available upon request.

Recommended Action: Approve CSC Monthly/Annual Purchases

Budget Impact: See attached Report

\\cscfs01\Departments\Common\Council Meetings\Council Packets PDF Archive\FY 13- 14\Council_11_21_13\Purchases cvr ltr Nov.docx

List of Invoices, Travel, Purchase Orders, Sponsorships, etc. Submitted to the Children's Services Council November 21, 2013 Vendor Amount Comment Back-up documentation is available upon request. Purchase Orders (greater than $10,000): Back-up documentation is attached: Community Redevelopment Tax: To be paid once tax revenue is received but prior to Dec. 31, 2013

Coral Springs Est. CRA Tax Increment 13/14 14,741.00 Will remit for Children's Services Davie Est. CRA Tax Increment 13/14 106,868.00 CRA will use for Children's Services Fort Lauderdale Est. CRA Tax Increment 13/14 481,695.00 Hallandale Beach Est. CRA Tax Increment 13/14 309,956.00 CRA will use for Children's Services Hollywood, Beach CRA Tax Increment 13/14 495,534.50 CRA will use $228,665 for services Hollywood, Downtown CRA Tax Increment 13/14 181,393.56 Lauderdale Lakes Est. CRA Tax Increment 13/14 45,388.00 Plantation CRA Tax Increment 13/14 37,575.00 Pompano NW Est. CRA Tax Increment 13/14 218,603.00

Administration: CDWG HP Printer - Used for check processing 1,435.00 Dell 4 Monitors 750.00 GFI Software Email Archiving for Office 365 ( 3 years) 8,320.00 Microsoft Office 365 ( 10 people for 6 months) for CSC pilot users 1,020.00 Shout Broward Early Childhood Education (BECE) web hosting 850.00 Verizon Business Phone - Land Lines & Data (2 months) 6,600.00 Svc through 12/20/13

21st Century Community Learning Centers (21st CCLC) Grant Funded:

Wells Fargo Gift Cards for STAR training participants 1,800.00 Grant Funded

Program Related Purchases: Microsoft Children's Strategic Plan- Software hosting for SharePoint 5,000.00 System Goal 1.2.1 Shout Website for Children's Strategic Plan 4,800.00 System Goal 1.2.1

Public Awareness Campaign Billmore Rater Bags 910.00 System Goal 2.1.2 Business for the Arts of Broward Print Advertisement 100.00 Consolidated Credit Counseling Talking Money with your Kids booklets 1,550.00 Hamberger Photography Annual Report 1,000.00 SMark Annual Report Design 11,225.00 SYSTRAN Software Translation software for Marketing advertisements (2 licenses) 1,715.00 Urban Drones Productions Inc. Videographer - Sleep related infant death campaign 3,000.00 Total $19,500

\\cscfs01\Departments\Common\Council Meetings\Council Packets PDF Archive\FY 13-14\Council_11_21_13\Nov Council Purchases.xlsx\NOV 1 of 2 List of Invoices, Travel, Purchase Orders, Sponsorships, etc. Submitted to the Children's Services Council November 21, 2013 Vendor Amount Comment Back-up documentation is available upon request.

Facilities Operations: Dash Door and Closer Repair side exit door 876.00

Employee Travel and Training: Andrew Leone FL Government Communicators Assoc.; 12/4-12/6/13; Clearwater 1,150.00 Sandra Bernard-Bastein FL Prosperity Partnership Meeting; 12/12/13; Orlando 241.00

Programmatic Monitoring: MOST & Summer Only (including ID Badge Renewals as necessary) Balachandran, Samuel 1,200.00 Gardiner, Joseph 1,725.00 Holste, Beth 1,725.00 Kosches, James 900.00 Nix, Tracy 400.00 Vangalis, Matt 450.00

Trainers/Materials (Service Goal 1.1, 1) (Provider names may be subject to change): Aha Process, Inc. Bridges Out of Poverty Foundation workshop 3,000.00 CM Graphics Printing Training folders 1,856.00

Sponsorship: Provides support for soldiers and families and Family Readiness Team Alpha Military Family Sponsorships, Ongoing FY 14 1,000.00 offer services connecting families after they return home from deployment. Thousand Youth March for Humanity, the Humanity Project Anti Bullying thru the Arts, FY 2013-2014 1,001.00 children's march against bullying to improve the living environment for S FL kids.

A celebration of the visual, performing and literary Young At Art Festival of the Arts Festival of the Arts, 4/12/14 1,000.00 arts.

Memberships: GASB 2014 GASB Subscription 225.00 GFOA FY 14 Annual Membership 160.00

Grants: ECE Henderson Grantor requested return of FY 13 unspent dollars 13.40 Service Goal 5.1,3

\\cscfs01\Departments\Common\Council Meetings\Council Packets PDF Archive\FY 13-14\Council_11_21_13\Nov Council Purchases.xlsx\NOV 2 of 2 Tab 21

For Council Meeting

November 21, 2013

System Goal 2.1: Educate the public about the availability of community resources and advocacy efforts on behalf of children and families.

Objective 2: Educate Broward's taxpayers about issues, resources and services available for Broward's children and families using the full spectrum of media and community outreach tools to improve community's awareness of available resources.

Issue: Selection of Communication and Outreach Consultant.

Action: Approve Communication and Outreach Rating Committee selection of Bitner Goodman to provide communication and outreach services.

Budget Impact: $50,000 of $50,000 Available in System Goal 2.1 for FY 13/14.

Background: In June 2013, the Council approved a Request for Qualifications (RFQ) to procure external professional marketing services to develop a Communication and Outreach Plan. The RFQ was advertised on September 22nd and closed on October 18th receiving a total of seven proposals. A panel of source experts previously approved by the Council are listed below for reference.

Source Experts Panel Lorna Walker Online Media Solutions Manager, Sun Sentinel Mary Alicia Johnson Vice President of Communications & Public Relations, YMCA Rachel Dippold Accounts Executive, COMCAST George Gadson Public Art and Design Sandra Bernard-Bastien Chief Communications Officer, CSC Kim Gorsuch Council Officer Ana Valladares Council Governor Appointee

Current Status: Applicant interviews were held on November 4th and the Rating Committee ranked the proposals in the following order:

Agency Total Final Score Bitner Goodman 676 AMBIT 653 Kip Hunter Marketing 584 Circle of One Marketing 578 RAV Communications 528 Blueprint Creative Group 461 AIFOS Agency 201

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\RFQ Recommendations.docx Staff is requesting approval of the top ranked firm of Bitner Goodman, and the authority to begin contract negotiatations for an amount not to exceed $50,000.

Recommended Action: Approve Communication and Outreach Rating Committee selction of Bitner Goodman to provide public awareness services.

Budget Impact: $50,000 of $50,000 Available in System Goal 2.1.2 for FY 13/14.

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\RFQ Recommendations.docx Tab 22

For Council Meeting

November 21, 2013

Service Goal 2.2: Strengthen the Community’s Awareness of Available Resources.

Objective 1: Lead Community Collaborative to Coordinate Local Prosperity Campaigns.

Issue: Allocation of the Prosperity Campaign Public Awareness and Free Tax Preparation Budget.

Action: Approve FY 13/14 Prosperity Campaign Public Awareness and Free Tax Preparation Expenditures.

Budget Impact: $60,000 of $60,000 Available in Prosperity Service Goal 2.2 for FY 13/14.

Background: The Earned Income Tax Credit (EITC) is available for people who work but earn low wages. In 2002, the CSC began promoting EITC through a county-wide public awareness collaborative and since that time, EITC returns in Broward have increased by over $475 million. Over the years the CSC’s focus has shifted from outreach to increased capacity at free tax-preparation Volunteer Income Tax Assistance (VITA) sites, where EITC recipients have their returns professionally filed at no cost. They also receive access to additional social services such as Food Stamps, KidCare, WIC, and Financial Literacy. During the tax season, VITA sites are operated by the Internal Revenue Service and community partners such as Hispanic Unity of Florida (HUF), Minority Development & Empowerment (MDEI) and the Center for Independent Living and staffed by volunteers preparers recruited by HandsOn Broward and trained by the IRS.

Current Status: In May, in addition to the funding for the HUF and MDEI to run the VITA sites, the Council approved $60,000 budget with vendors to be determined for awareness and outreach regarding EITC availability, VITA site locations, staff to organize volunteers/site operations, coordination of partners and preparing and distributing collateral materials to market EITC, the availability of free tax preparation for low income families and the second print run of the Prosperity Toolkit to now include the information on USB drives.

The United Way of Broward County will continue to donate the use of a recreational vehicle as the EITC Mobile Unit from February 4 to April 13 and pay for fuel, maintenance and insurance. CSC pays for the staff.

This year, under the auspices of HUF, the YMCA and Consolidated Credit Counseling will continue with their initiatives designed to expand services to new populations. The YMCA will host mobile tax preparation locations from January 21–March 29, assist the coalition in recruiting volunteers for tax preparation training through HandsOn Broward, integrate VITA into their “persons with disabilities program”.

Significantly, both HUF and MDEI, as part of the Broward VITA Collaborative’s (BVC) new plan, will operate less fixed VITA sites and institute a new model consisting of super VITA sites in addition to the Mobile Unit. These super VITA sites will be operate for longer hours during more days of the week. HUF will also operate a site at CIL specifically geared towards persons with disabilities. MDEI will increase VITA operations by implementing a tax preparation roving team that will provide services at various locations in the County. HandsOn Broward is currently recruiting volunteers for both agencies and managing tax certification training currently being held at various locations in the county to include CSC’s computer lab. Super Tax days are also

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\EITC Issue Nov 2013.docx planned for various private sector entities in our county. See below for the marketing budget allocation to support these efforts.

Action: Approve FY 13/14 Prosperity Campaign Public Awareness and Free Tax Preparation Expenditures.

Budget Impact: $60,000 of $60,000 Available in Prosperity Service Goal 2.2 for FY 13/14.

Budget Allocation (Estimated Expenditures Listed Below)

Item Vendor Cost Billboard CBS Outdoor $10,000 Collaterals Corporate Graffiti - magnets, hand sanitizers $2,000 Radio Clear Channel $4,000 Radio Cox Radio $5,000 Radio Caribbean Connection $1,000 Radio Caribbean Riddims $1,000 TV Haitian Broadcasting $2,000 Radio ESPN Español $1,500 Radio Koze Fanm Radio $1,500 Radio Radio Disney $2,000 Radio Achei USA - Portuguese $1,000 Misc 2-1-1 will produce the Prosperity Toolkit $20,000 Misc Family Dollar $4,000 Misc Travel and Mileage $3,900 Misc Postage $100 Misc Direct Media for bus wraps $800 CM Graphics printed materials such as flyers , postcards, $200 Misc and posters Total $60,000

P:\Common\Council Meetings\Council Monthly Meetings\FY13-14\Nov 13\EITC Issue Nov 2013.docx

Tab 23 Children's For Council Meeting Services Council November 21, 2013 of Broward County Our Focus Is Our Children.

System Goal 2.1: Strengthen the Community's Awareness of Available Resources and Advocacy Efforts on Behalf of Children and Families.

Objective 3: Advocate for all Children Representing Broward's Diverse Communities Through Public Awareness, Community and Legislative Outreach at the Local, State and National Level.

Issue: Support the Efforts of the American Lung Association to make all Broward Parks and Playgrounds Smoke-free.

Action: Approve Signing a Support Memo to the American Lung Association .

Budget Impact: None.

Background: · Since its inception, the Council has supported efforts to help improve the health and wellbeing of children and families in Broward. The American Lung Association has asked the Council to support its advocacy efforts in favor of instituting tobacco restrictions in all Broward parks and playgrounds.

Current Status: After a decade that saw a reduction in teen cigarette smoking, youth tobacco use is on the rise. The Surgeon General's 2013 report on Preventing Tobacco Use among Youth and Young Adults makes it clear that teen exposure to smoking and other tobacco products doubles the likelihood of tobacco initiation. Since children and adolescents are the primary users of parks and playgrounds, the restriction of tobacco use in these areas will create an environment where they will be less likely to be influenced by tobacco usage and accept it as social norm.

Accordingly, staff recommends that the CSC support the efforts by the American Lung Association to lobby the more than half the cities and towns in Broward County do not have smoking or tobacco restrictions to prohibit smoking in all parks and playgrounds.

Recommended Action: Approve Signing a Support Memo to the American Lung Association.

Budget Impact: None.

P:\Common\Council Mcetings\Council Monthly Meetings\FY 13-14\November 13\ALA Memo.docx MEMORANDUM

To : Local Community Leaders and Park Directors

Date: November 21, 2013

From: The Children's Services Council of Broward County

Subject: The need for tobacco free parks, playgrounds, and other public recreational areas.

The Children' s Services Council of Broward County joins other community entities in concern for the continued adolescent tobacco use. We believe that one way to discourage tobacco use among adolescents and teens is by local government action that limits tobacco exposure among children and youth, especially in areas, like parks and playgrounds, where children and youth congregate and engage in physical activities.

We encourage all local community leaders to contact the American lung Association and use their staff as a resource in designing tobacco free park and playground areas for children.

After a decade that saw a reduction in teen cigarette smoking, youth tobacco use is on the rise. "T:he Surgeon General's 2013 report on Preventing Tobacco Use among Youth and Young Adults makes it clear that teen exposure to smoking and other tobacco products doubles the likelihood of tobacco initiation. Since children and adolescents are the primary users of parks and playgrounds, the restriction of tobacco use in these areas will create one more place where they will be less likely to be influenced by tobacco usage and accept it as social norm.

More than half the cities and towns in Broward County do not have smoking or tobacco restrictions for their public parks. Accordingly, we applaud and support the efforts by the American Lung Association and other entities concerned with the health and wellbeing of children and youth of establishing restrictions prohibiting smoking in all parks and playgrounds.

Please contact Andrew Cuddihy with the American Lung Association for assistance on creating tobacco free parks, playgro':Jnds, and other public recreational areas. Mr. Cuddihy's direct office number: (954) 524-4931; email : [email protected]. Tab 24

Funder’s Forum Meeting Summary

October 1, 2013

Members Present: Chuck Hood, ELC; Desmond Blackburn, SBBC; Howard Bakalar & Maria Hernandez, United Way; Linda Raybin, County/CSB; Kim Gorsuch, DCF; Karen Swartzbaugh, Michelle Coleman & Sue Gallagher, CSC; Melanie Burgess, Jim Moran Foundation; Mike Elwell, County Human Services; Monica King, ChildNet; Norma Wagner, BBHC; Sherri Brown, Community Foundation Issue Discussion Follow-Up Welcome and September Minutes were reviewed and approved. Minutes County Health/Behavioral Health Care Assessment: Mike Elwell provided an overview of the Affordable Care Act (ACA) and discussed the potential impact on the County’s current service delivery system. As more residents are eligible for health insurance, it is expected that County contracts that currently reimburse service providers for a range of healthcare for the uninsured will see increased under-utilization. In addition to being a funder, the County is also a service provider (BARC, Community Care for the Elderly, etc.) so changes in Medicaid, Medicare and the transition to the Behavioral Health Managing Entity (Broward Behavioral Health Coalition/BBHC) are expected to significantly impact reimbursements. This new healthcare landscape raises important questions moving forward: . Should the County continue its current funding of health/behavioral health services or could funding be Mike can provide re-directed to other areas such as services to reduce the jail population? periodic updates System Gaps & . Should the County continue its current role as Community Care for the Elderly lead agency under to the Forum as Service Needs contract with the Area Agency on Aging? the Consultant’s . Given the reductions seen in residential treatment, is it prudent to continue to operate BARC as it is work progresses. currently structured? To better prepare for these significant healthcare changes, the County has procured an external Consultant to assess community needs and develop strategic recommendations in a report expected this summer.

Concurrent with the County’s healthcare strategic planning work, Norma (BBHC) and the Broward Regional Health Planning Council are in the process of identifying all existing community behavioral health services. Since the State did not provide Managing Entities with planning dollars, the work of the County’s Consultant should be helpful since both Mike and Commissioner Lois Wexler are also BBHC Board members.

1

Children’s Strategic Plan (CSP): Sue and Michelle provided a summary of the CSP’s Chairs Summer Retreat and distributed an updated visual of the CSP committee structure.

Coordinating, School District’s “Drop Back In” Initiative: Consolidating & Desmond discussed the renewed effort to re-engage out-of-school and out-of-work youth ages 16-21 Maximizing through expanding academic and career options at the Technical Schools (Atlantic, McFatter and Resources Sheridan) with an intentional emphasis on virtual learning and use of mobile labs. Arthur Ashe Middle School, which closed in June, has been re-purposed as a satellite campus for Atlantic Technical. These efforts will be shared with Representative Shevrin Jones and Representative Erik Fresen who are leading a process to develop a Statewide Mentoring Plan. The newly constituted Positive Youth Development Committee, co-chaired by Amalio (School District) and Sam Monroe (United Way), has convened twice. This group is also serving as the sustained governing board for the Project Bridge SAMSHA grant, which sunsetted last year. The committee is in the process of analyzing data from the bi-annual Youth Risk Behavior Survey and a District survey of teachers, Add Choose Sharing Outcomes, parents and students, with a new LGBTQ subset, and findings from that work will be shared with the Peace Evaluation Indicators Funders’ Forum when completed. to December agenda. The Choose Peace initiative, a sustained product of the Project Bridge SAMSHA grant, was evaluated by Dr. Ed Tucker, Barry University, with very promising results. The findings will be shared with the Funder’s Forum in December.

When the Department of Juvenile Justice (DJJ) required Counties to fund Juvenile Detention Centers, 28 counties including Broward filed suit. That litigation has been settled in favor of the Counties and Broward Other Issues is expected to recoup an estimated $16 million. Statewide, the cost to the Department is a projected deficit of $100 million.

Next Meeting: Friday November 1, 2013 2:30 pm @ United Way

2

~() ere are KiCJ October 2013

Learning About Healthy Lifestyles With Nabisco

On Friday, October l l, 2013, Natasha, using jump ropes made out of plastic Troy, and Dwayne from Nabisco joined trash bags. The children played a trivia aftercare to lead a fun afternoon of learn­ game about nutrition in the third station. ing about healthy lifestyles. This included All kids had a blast while learning the making healthy food choices and exercis­ important life lesson of being healthy. ing. Each of our three squads rotated They continue to use the jump rope.s through three stations. In the first station, they were provided almost daily. the children learned to make three healthy snacks. In the second station, the kids danced to Beyonce and jump-roped

"I Had ll Dream ... " Contest Winners:

At the beginning of the school year, we had a contest for children to write their own "I Had A Dream" speech in honor of the 50th anniversary of the March on Washington. The winners of the contest were Victoria, Ester, Kendrid, Wilkinson, Travon, & Isaiah. The winners were treated to blizzards at Dairy Queen. A Fun Afternoon With Kohl's

On Tuesday, October 8, 20 13, a group of volunteers from Kohl's joined altercare for the day to help support our children. The kids had fun interacting with the volunteers on the playground and had their extra support during homework time. This energetic group of volunteers know first hand how exhausting it can be to work with a group of 5·12 year olds for the day.

Did you know that every day in after­ care, your children participate in a SPARK FUN fun physical education activity? We use the SPARK cu:rriculum which em­ phasizes team- ~~~~ work and group participation. The children love some of the fun, creative activities that the staff organize for them. In SPARK, Generously Funded By: everyone is a winner! Children,s Services Council ef._.,C....Iy wr-;.0411'~ Page 3

Early Release Days Fun Days In Aftercare!

Our goal for Early Release Days is to make them fun and entertaining for the children. After completing home­ work and reading, the kids engage in all types of fun activities. On Septem­ ber 26, 2013, we had a fun water play day which included play in the water whale, water balloon fun, and other water games. Even though the after­ noon got rained out, the ldds had a lot of fun. a day filled with Halloween themed activities includ­ ing a scavenger hunt, a race, a relay race, and a "Thriller" dance off. Tennis Tuesday Update

Tennis Tuesday is in full swing thi.s school year. Twenty-four students get to participate in this wonderful opportunity at Hagen Park. Twelve students attend every Tuesday. The children's skill level is improving and they are moving towards playing 1:1 and 2:2. It is a delight to see the expressions on the children's faces when they hit a ball back to Coach Donna or a fellow student. This program is supported total­ ly by private donations from a group of caring individuals. One group lesson costs $75. If you know anyone who would like to make a dona­ tion towards Tennis Tuesday so we can contin­ ue lessons to the end of school year and during next year's summer camp, please contact Kevin at 954-390-7654 xl257. Checks can he made out to Kids In Distress with a designation for Tennis Tuesday. Any contribution would be greatly appreciated.

Homework Time

We encourage each child to work on home­ work during aftercare so that they won't have to worry about it when at home. Please encour­ age your children to take our home­ work/reading hour seriously. Our children are learning the skills of focus and self-discipline so they can get their homework completed in a group setting. Our teacher, our .staff, and several volunteers are always available to assist the children. Sometimes the older students even help our younger ones. South Florida 100: Local leaders share opinions - Sun Sentinel Page 1 of 12

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Home > Nlt'u >South Florida too South Florida 100 Oct. 13, 2013 100 of South Florida's most influential people weigh in on current events. Read their thoughts on the biggest stories of the week and see what thc.:y think South! will make headlines next Florida week.

Andrew Duffell president, Research Park at Florida Atlantic University

Last w~k: The federal government, sta1ved for cash, should look to the UK government for pointers on privatization. The British people are signing up to buy shtues in the privatized Royal Mail this week. It is estimated that the sale ofthis government run behemoth will raise up to 4.sl>illion GBP ($7.24bn) for Her Majesty's Exchequer. The U.S. Po,c;tal Service needs overhauling, and is seeing increasing competition from Fed Ex and UPS. Privatize it, and let market forces develop it into a more efficient enterprise.

Looking ahead: The U.S. debt is terrifying. Urgent refm1llB arc needed to Social Security, Medir.are and Medicaid. Now. Eliminating fraud and waste will help, but fundamental ref01m is necessary. One third, 33 percent, of federal spending goes to these programs already. Unchecked, these programs will overwhelm the federal budget very soon. There arc not enough workers paying into the system to pay for those receiving payments. The simple math doesn't work.

JorgeDuany director, Cuban Research Institute Last week: The Chilean people commemorated the 25th anniversary of the return to a democratically-elected government, after tht: defeat of the military regime led by Augusto Pinochet in a plebiscite held on Oct. s, 1988. Forty years ~~go, on Sept. 11, 1973, Pinochet had overthrown President S~:~ l vador Allende in a bloody coup d'~tat. Many Chileans still remember the numerous human rights violations during the years of militaty rule, including the assassination, torture, kidnapping, persc~'Ution, and dissapearaoce ofthousa nds of political dissidents.

Looking ahead: On Nov. 17, Chileans will go to the polls to elect a new president. Socialist Michelle Bachelet, the daughter of n high-ranking military officer who had opposed Pinochet's coup in 1973, is the favorite candidate. Ms. Bachelet represents a broad center-left coalitiion including Christian Democrats, Socialists, and Communists. If elected, she bas vowed to implement wide-ranging tax and educational refonns, legalize abortion, expa nd the health care system, create a state-11m pension fund, and draft a new constitution in Chile.

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Sue Gunzburger. commissioner, Browsrd County (September 3, 2013)

Sue Gunzburger was first elected to the Broward County Conunission in November 1992 by a landslide margin, running on a promise to empower the neighborhoods, protect the environment and clean-up county government. She was easily re-elected in 1994- In 1998, 2002 and 2006, Sne was re-elected without opposition. lu 2010, Sue won a hard fought re-election by an impressive margin. Her "people-powered" campaign fought for ethics reform and helped secure the implementation of the Broward Ethics Code.

Before her election to the County Commission, Sue served as a Holl)'\.vood City Conunissioner for ten years (1982-1992). She has also worked as a public school classroom teacher, a small businesswoman and a clinical marriage & family counselor. Sue and her late husband Geny (1931-2009), moved lo Holl)"vood in 1968. Married for just over 49 years, they are the proud parents of three grown children (Ron, Cindy and Judy) and three grandchildren (Emily, Joshua and Jacob).

http://www.sun-sentinel.com/news/opinion/south-florida~ 100/sfl-about-sue-gunzburger-s... 11112/2013 About Sue Gunzburger - Sun Sentinel Page 2 of3

Born in Buffalo, New York, Sue was raised in New Jersey and Michigan. She graduated from Wayne State University with a B.S. in Education, and received ber Master's Degree in Clinical Social Work from Barry University.

A dedicated community activist, Sue's cunent civic involvement includes Children's Services Council, South Florida Regio~;~al Partnership Sevenso, Florida Association of Counties, Broward County Cultural Cowtcil, Founding and Current Member FABI, Past President of National Council of Jewish Women Hills Section. Hollywood Women's Club, Hollywood Lakes Civic Association, member and Board Member of Temple Beth El

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Honte > New~ :>South Florida lt>o About Cindy Arenberg Seltzer

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Cindy Arenberg Seltzer, President/CEO, Children's Services Council of Browar

Cindy Arcnbt;rg Selt7.er is the first President/CEO of the Children's Services Council of Broward County. Created hy the voters in September 2000, esc pt'ovides leader.~hip, advocacy, and fuuding for scnicc.s for and on behalf of children and their families. CSC programs arc delivered by over 100 "provider" agencies that have clearly defined goals and outcomes and are regularly monitored for quality and performance. The esc funds programs that have been proven to work. On average, the esc gets less than 2 cents of every dollar paid in property taxes, which fund a wide variety of programs designed to help children lead a healthy, safe and produdivc life. And that, of course, makes a difference for all residents of .Browarcl County.

P1ior to her sewice at CSC, Mrs. Arc~tbcrg Selt:t.er was Director of the Children's Services Administration Division for Broward County. Other positions Mrs. Arenberg Selt;r.er has held include: Dit·eclor, Massachusetts Promise; Director, Legislative and Government Affairs at

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Day, Berry & Howanl, Attorneys-at-Law; Chief ofStaff to the Majority Leader, Connecticut House of Representatives; 6'h District Field Coordinator with Friends of (U.S Senator) Chris Dodd/Connecticut Clinton Campaign; Commercial Utigation and Bankruptl."Y Associate with Robinson & Cole; Director of Public Policy with the Gold Institute; and Director of Government Relations with the Industly Council for Tangible Assets.

Mrs. Arenberg Seltzer has a Bachelor of Arts in Psychology from the University of California at Irvine, a Juris Doctorate from Georgetown University Law Center, and a Masters in Public Administration from Harvard's John F. Kennedy School of Government.

Mrs. Arcnbcrg Seltzer serves on several boards, including the Early Learning Coalition, the Coordinating Council of Broward, the Children and Families LeadeJ"Ship Association, and the Pediatric.Associstes Foundation Advisory Council. She is a Woman of Tomorrow mentor at Stoneman Douglas High School, and she also hosts the local television show, Future First: Focus on Broward's Children, which air~ on BECONTV.

Mrs. Arenbcrg Seltzer's awards include: HANDY's Champion for Children (2011), Congres11ional Coalition on Adoption Institute's Angel in Adoption (2011), child advocacy award from the Jewish Federation of Broward County (2007), "Lead Vocalist" award from Big Brothers Big Sisters of Broward (2007), recognition on the floor of the U.S. House of Representatives by Rep. Debbie Wasserman Schultz during a tribute for Women's Histoty Month (2006), March of Dimes Woman of Distinction (2005), "Advocate ofthe Year" by First Call for Help (2004), and "Mother of the Year" by Healthy Mothers-Healthy Babies (2004). Home vaiUUWestlng 1£1 LooKup 1c.;oms l"'ropenyvatue... www.Leart.:a 11 t::nter tneA

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The Difference is YOU There's a simple reason lor the ti tle you just read. Without yn u, nnne of the accomplishments v11i thin this report wo uld have been possible. When you look at Lhe minor above you will see an engaged citizen. Open this book and se::e the re/lections of others who also made a diiien:nce this year. ('J~·~J-{ r w~ ul ~~.J . ~cr- ~ :" l rll~o; ~ ~ ~ . U~ll

Annual Report 2013 The Foundation's School is Cool Initiative goals were adopted by Broward County Public Sch ools, Welcomed our 19th and 20th Invested in the Broward Workshop Community Builders, those leadership skills and the Children's generous individuals who of more than Services Council of have endowed funds 640 nonprofit leaders. Broward County. of $1 million or more.

Awarded $5.2 million Legacy Society grew to in grants to causes 113 philanthropists who that matter. have made plans through their ~~ wills and trusts to care for Completed build-out of the their community, representing Foundation's new offices $144 million in future to create a town square community investment. for community members to come together to solve Broward's challeng¢s.

Annual RcporL ?.O l3 ll You

Three years ago Lhe Foundation completed a communit.y-\1\ri.de needs assessment through t:xtensive research, inlt:rvicws, information sessions and community conversations.

A common issue or concern was education. At thm ti me 25 U.S. school disuicts produced l/5 of all U.S. dropouts. Broward was one of them.

The Foundat ion responded by givi ng voice to different sectors and buildi ng consensus. l'rom that work, the School is Cool initiative was hom Wlth a target to increase high school graduation rates to 90% by focusing on middle school success.

This 1n iLiative draws from national statist.ics that show middle school as that fork in the r

Now, for the firsl time in the countys history, principals and nonprofit leaders have co-created new programs in nine public middle schools thal feed into lhe lowest performi ng high schools.

The programs range from literacy learning labs and suspension prevention programs, to extended school day tutoring for fail ing studenL'>.

The approach is also building communiLy-wide engagement. This year, both the Child ren~ Services Council and 'Broward Coumy Public Schools have incorporated School is Cool into thetr strategic plans and the Broward Workshop has adopted it as iLs number one p1iority - When I arrived in Broward, the Foundation was one of my first critical connection points to learn more abou·i this COI11munity " · Robe1t W. Runcie Superin tender~t Btowa1d Counfy Public School''"

Annu"lll• porl 1013 27 Broward Education Foundation Florida Initiative for Suicide Prevention - Expressions of Hope Take Paws TV Series $15,000 $20,500 Engages local organizations, residents, city government and This llroward Education Foundation, .KECON-TV and business leaders in a multi-media theatre production addressing Broward CounLy Animal Care collaboration produces suicide prevention and intervention to help reduce tbe suicide Take Paws TV to encourage pel adoption and responsible rate in the LGBT community of Wilton Manors.

per ownership. Support provided by the Robert frederick Gits~: fund, Str.ven Halmos fam oly fund and Supported by Helen and Frank Stoyk1N Chmitab!e huiClWmem Fund, Helen Viaoria rhr. Charles L Palmer Family fund rootc Fund, Pauida A. Shub Fund for Companion Anima! Benefit and j(l(;n Belt Mr.morial fund Child Net- Forest of Families $15,000 Humane Society of Broward County l3rings together Broward re..o:;idents to explore the meaning of family Low Cost Spay/Neuter Program through visual arts, usmg the symbolism of totems, to inspire for Owned Animals people to open their hearts and homes to children in foster care. $20,000 Supporu:d by fan Moran Um estrU:te.d fund, Edwin 1\ arnl]ane N. Huston fund Provides low-cost and free spay/neuter surgeries to and Dot and Keith Cobb hmd 15,000 Broward animals to help keep pets safe , healthy and in the ho me. City of Hollywood- Community Connection Supported by francis and Bessie McDwyer hmd cmd Helen Vic/oJia 1-'oote fund $100,000 Replaces sidewalks in need of repair with sidewalk art created Sawgrass Nature Center and Wildlife Hospital by artists in consultation wiLh community members to Critters Matter improve safety, community pride and resident engagement. $6,000 Supported by CommuniO> lmpaLI f1md, ]an Moran Unrr.slrkted Fund, fredrit.lr W ]aqua Fund Instructs 13roward residents on proper pet selection ar1d Robct t 1-:lmore Family fund and care and how to co-exist with native wildlife, emphasizing the importance of not re1 ~asing exotic Impact Broward - Encore Connect animals or pets into the envtronment. $43,000 Supported by Helen VicWria fllOie fund and Helen mul fottnk Sroyhov Provides group and one-on-one sessions lo both retued Clurritable r:Tli.!ClWment fund boomers and nonprofit staf[o:; w help many retirees' interests with nonpro6r needs within the community.

Bit-By-Bif Therapeutic Riding Center Supp01ted by Comm~.tnity lmpacr fu11d, Ann tlrlams Fund. Wilson B. GreatQn,]l: Fund, Boards In Action julia C. Baldwin Fwul, FrllJIII D. and /\nita M Butler &ldowment fund, Blod1bu.ster $5,000 Entertatnment UnresJricted Fund ll1ld I\11UliMttt .Sherman Fund To strengthen the strategic, governance and leadership capacity of the board of directors of Bit-tly-Bit Young At Art of Broward- The ArtHouse@ NW Gardens Therapeutic Riding Center, which uses therapeutic $100,000 horseback riding to help special needs clients become Empowers NW Garden~ residents to imagine, plan and create as independent. strong, and confident as possible ant] ·rhe An House, a duplex renovated with drawing/painting, provide a new home to horses in need, clay, photography, and printmaking studios to provide a common Supportf.ll hy Children\ Services Council Nonp1n{it Capadty fund space for communiLy engagement through art. - Surported hy fred W ]aqua Fund, David and fran cie Horvitz l'amily fund, Deinhardt Cluuiurb!c fund &Jd Fonda and H. Wayne Jfutzenga,)r. family In..<.~! Fund

:16 clbrow;orc( "'B Fort Lauderdale Independence Training & Education Center Program Support $20,000 FUTI-' Center is a centralized facility and resource for dq>endem youth and those who have aged out of the foster care system to karn the life skills needed for successful, indept~mkm living.

St 'f.lfJOr !ell by Tl L Le111 r1ing Ce111er Projca hmr.l. and l

Susan B. Anthony Center Stop the Cycle: Rehab for Substance Addicted $7,000 Provides mothers who stdh~r from substance ad diu ion a residential treatment. program where they can keep their children with them while recei\ring the treatment they need to le~rn to live their lives clean and sober. Stlppmted hy l

KidSafe Foundation - Program Infrastructure Support $3.000 To upgrade computer and database infrastructure to i rn prove program services lO second grade. children t.o protect them from abuse, bullying, abduction, peer pressure and cybt~r bullying while also educating their parent.'> and teachers about how to hep them safe.

~JO r1ed by Children~ Sr.n:ir:t·s Cour~ti! Nonprofit Capacitthuul

Hope South Florida - Program Support $3,500 Provicks housiqg, ment(ning relationships and community one-stop ~- service centers, focused on ku~ping families together and supporting • '* the homekss. Sr .. pporrcd /1y lou cmd May}ew1 Wolff F'1mily h>wtdl!lirm fund an1!}arnes 11r1d .'i1i1UI1 GPor1er C1Jar;1(.1/Jte hmd

i\nnuallkpur t 20;3 37 L eaders do not create followers, they create more leaders. ,.,, p f?'i , .. J u''l / /1 ,, ..,P_. ,i'PJ·,~· l_.. IJ

A COMMUNITY r~ h FOUNDATION ,~ OF BR OWARD For Good. For Ever. What will graduates learn?

We challenged a team of best-in-class consulting firms to design the Ready to LEAD program so it will have a lasting impact on graduates. To ensure the program's effectiveness, participants will set goals and action plans during training, benefit from personal coaching sessions, and build a cohort of nonprofit leaders representing a range of experiences and backgrounds.

Graduates will learn:

''Leadership readiness is critical ro nonprofit Rrowth and somethinR every fumier looks for in its partners. " _Cindy J Arenberg Seltzer

1 President/CEO of the Children S Services Council of Broward County We thank the following organizations for th eir support of this important work:

.A COMMUNITY United j Children's r, hF OUNDATION Services ~f'" 0 F B R 0 WA RD Way . Council ~or Good. For Ever. of Broward County United Way of Broward County Our Focus is OUr Chlldrt!n, Hudson Family Fund of the Community Foundation of Broward

James K Oppenheimer Fund of the Community Foundation of Broward

11111111 I I 11111111111111111 The Bridgespan Group FARR

r 1 Community Foundation of 13roward 910 East Las Olas Boulevard. Suite: 200. Fort Lauderdale, FL 33301. 954.761 .9503 - cfbroward.org Broward Latino: Broward busca candidatos para las nominaciones al Consejo de Servicio... Page I of 3

Br- ward Latin~

•. - . I PRINCIPAl ! SUSCRIBASE Y GANE 1 PUBLICIDADIAOVERTISING DIRECTORIO 1BROWARD LATINO? PREGUNT AS FRECUENTES

Publlcoclone• d~llun&s 4 al vlernes 8 de noviembre del 20tl Broward busca candidates para las nominaciones al Consejo de Servicios para Niiios Esta semana en

La fecha limite de inscripci6n para la posicion designada por el gobernador es el6 de Broward Latino diciembre. ltunes a viernesl La Junta de Comisionados del Condado Broward esta aceptando solkit udes de los residentes del condado interesados en el nombramiento del Consejo de Servicios para Nhios (Children's Services Council o CSC por sus siglas en ingles). Para ser conslderadas, las BUSCAR EN ESTE BLOG personas interesadas deben cumplir con los siguientes requisitos de elegibflidad: Buscar • Ser residente del condado Broward en el periodo anterior de 24 meses. • Ser un votante registrado. • No tener afiliaci6n con ningun organismo financiado por el Consejo de Servlcios para ARCHIVO Niiios. IARCHIVO vi

La misi6n de CSC es propordonar el liderazgo, la promoci6n y los recursos necesarios para mejorar la vida de los nii\os y darles la posibilidad de convertirse en adultos responsables y NOTICIAS V EV£HTOS productivos a traves de la planificaci6n colaborativa y la continuaci6n de los prograrnas de Nolicias atenci6n de calidad. Even tos La cancf6ot de Ia semana las solicitudes estan disponibles en linea en Broward.org/lntergovernmental o a traves de Humor la Oficina de Asuntos lntergubernamentales y Estandares Profesion ales (Offfce of Intergovernmental Affairs and Professional Standards). La aplicaci6n consta de dos partes: Lunes de Gusto · Gusto Monday (1) un cuestionario del condado Broward y (2) un cuestionario para los nombramientos del gobernador. Ambos cuestionarios deben ser completados y presentados juntos. CIUDADES

Las solicitudes pueden ser enviadas por correo o entregadas en persona a Daphnee Sainvil Coconut Creek en la Oficina de Asuntos lntergubernamentales y Estandares Profesionales, Governmental Cooper City Center, 115 S. Andrews Ave., Room 426, Fort Lauderdale, FL33301, telefono 954·357·7575. CorDI Sp11nis las solicitudes deberan presentarse antes de las 5 p.m. del 6 de diciembre de 2013. Denla Beach Davie Las solicitudes seran evaluadas por Ia Junta de Comisionados del Condado. Las Deerfield ~ach nominaciones sera n enviadas al Gobernador para su consideraci6n y asignacl6n final. Para Fort Lauderdale mas informaciOn, vislte Children's Services Council. Hallandale Beach Hollywood Lauderdale Lakes Acompalie a Broward Latino en Facebook yen Twitter. Lauderdale· by-the-Sea • lauderhill Ent!kese de eventos en Broward, noticias, ofertas y mas, a traves del boletin informative • Lighthouse Point mensual de Broward Latino. Haga cllc aqui para suscribirse. Mafgate Miramu North Lauderdale •1 RecomM

http://www. browardlatino .com/20 13/11/broward-busca-candidatos-para-las .html 111612013 #CoLLective mpact Daily

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Awards Nomination « Broward 211

eSh.cOO by CSC Broward

211-broward.org- NEW AWARDS Children's Services Council of Broward Collective Impact for Youth Award Tijuana Flats Just in Queso Award NOMINATOR BENEFITS Attend VIP Announcement Party Those not chosen as a finalist... South Florida Caribbean News Page 1 of2

Last Updated Wednesday. September 16. 2013

Representative Shevrin Jones Calls on State Legislature For Additional Funds to Decrease Youth Violence in South Florida

University of West Park - Representative Shevrin Jones (D-West Park) and Senator Oscar Braynon, £I (D-Miami Gardens) announced Monday at their Choose Peace/Stop Violence Call to Action Miami MBA Press Conference and Community Town Hall that they will initiate a budget request for 0 Bus.Miami.Ed ... additional funding this Legislative Session towards: Parks and Recreation, After-School Programs and Social Services directly for students, young adults and out of school youth. Evening/Weekend Classes. Attend There was an overwhelming support of Elected Officials and Agencies in attendance at each 11121 Information event. They included: Representatives from Congresswoman Frederica Wilson Office and Session. Senator Bill Nelson Office, Vice Mayor Felicia Brunson (West Park), Commissioner Thomas Dorsett (West Park), Commissioner Sharon Fyfee (West Park), Mayor Lori Moseley (Miramar), Commissioner Yvette Colbourne (Miramar), Mayor Frank Ortis (Pembroke Pines),Commissioner Jay Schwartz (Pembroke Pines), Robert Runcie (Broward County Superintendent of Schools), Robin Bartleman (Broward County School Board Member), Patricia Good (Broward County School Board Member), Cindy Arenberg Seltzer (Children's Services Council of Broward County, CEO), Colonel Alvin Pollock (Broward Sheriffs Office), Captain Scott Russell (Broward Sheriffs Office), Kathleen Cannon (United Way of Broward County, CEO), Maria Schneider (Assistant State Attomey, In Charge of Juvenile Division), Kal Le Var Evans (Assistant State Attorney, Supervisor of Juvenile Division), Representatives from Hispanic Unity of florida and Miami-Dade Anti-Gang Strategy, and the parents of Daniel Torres and Michael Baker, who lost their lives to violence.

The agencies represented on Monday, spoke to the community about the programs that are currently working and making real strides with this issue of youth violence. Those programs included: 21st Century and Afterschool Title 1, Unity for Teens, Summer Youth Employment Program and other diversion programs.

"We have excellent programs in Broward County that are working; nevertheless, we do need additional funding to make more of an impact in the communities they service. l will work with their offices to get the data on specifics, so that, I can present them in my budget request", stated Representative Jones.

The community was also encouraged to get involved. With the 21 shootings today in Representative Jones' district and many more throughout Broward County, Representative Jones is hoping that these funds will help with existing programs that are working; nonetheless, still understands the need for more resources to help address the issue of youth violence.

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http://www.sflcn.com/story.php?id=l3073 11/5/2013 ' f ~ A • , November 2013 COMMUNITYNEWSPAPERS.COM WEST PARK CITY EVENTS

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jonu Pil INOEf'&.jj)EiiT SU1'11.EMENT BY MIA MEOlA & COMMI.INICATIONS GflOUP INC. TOTHE hi!AMI HERAtO MOOOAY. OCfOBffi 14, 2013

Scholastic Congratulates Miami-Dade and Broward Ed uv:-·;rlt~~ rs for ·rheir. . C.. ornrnit~t,~tr~t' tt.s ~- .. ".. 1 v ... ~~~ :·: "'? :~~.. .ie. S cces

PROVID~NG COMPREHENSIVE SOLUTIONS TO SUPPORT THE COMMON CORE STATE STANDARDS Educational Technology • Professional Development· Classroom Books • Family & Community Engagement

•• S C H 0 LAS T ·· 1 C i", Nc.Je~k:lu ~~ g..ot'3 18A I Sun Sentrn~l SunSentll'lel.com PN OpiniOD .,

ANOTHER VIEWPOINT . . Do not allow cuts in SNAP benefitS >l

BY 1'BD DBUTt:H, CINDY lies, .including par­ ARENBBRG SBLTZER AND BlliAN ents with young QUAIL children. Addition­ ally. this legislation Hunger and malnutrition do not denies 210,000 chil­ wait for a budget deal- they put our drenfree meals at most vulnerable populations at risk school In Broward now. While some in Congress pro­ Couniy,nearly60 pose masaive.cuts to the Supple­ percent ofstudents . mental Nutrition Assistance .Program qualify for free and (SNAP, otherwise lmo'Wn as foOd reduced-price mr stamps,) the SNAP program keeps school meals. · hunger at bay for many Broward SNAP helps more than 47.million es and charities cannotmake up for . Gounty residents. In June of this year low-income Americans. It is our thSt: the proposed SNAP cutS. Doingso •rl alone, SNAP helped approximately line ofdefense against h~ in would require every religious con· rlr 290,000 local residents put food 9n America. gregation in the nation•to spend_ , n the table. Of those, over ll3,000, or In 2012; SNAP lifted 4 million ne81111 $15,000\ea~ year f911 the.nextril nearly 40 percent, were children. people out ofpoverty. Itiscounterin- , io years•to offset { $~0 oillion.cut, anJq In 2012, more than one in five tuitive for members ofthe House to impossible expectation· children in the Miami-Fort Lau­ ewn conte~plate the proposed · In any~ decisiOns about gt>v- ·:•l derdale area were at risk ufgoing to SNAP cuts, since the legislation cuts emment spending, we mUSt priori· Ht. bed hungry, ranking 12th amongthe 17 million unemployed Americans tize programs like SNAP, whiCh save·,,' nation's metropolitan areas for food from the program-people who live lives and protect those living in pov· : !1 hardship. Yet the SNAJ? progt'l\lll in high unemployment areas and erty-includingve~ thework· faces a $40-billion cut that passed by want to work but cannot find a job or ingpoor, seniers and children. a narrow margin in the U.S. House of' a slot in ajob-trainingptogram. ~present:atives- on top ofthe ' Proponents ofSNAP cuts often Thd Deutch is a U.S. representative auromatic reduction in benefits that imply that faith-ba5ed and nonprofit · from Boca Raton, Giru:(y Arenberg ) affected all SNAP p:irticipants start­ organizations can make up the diffeJ;"­ Seltzer is'president ojehildren's ing Friday. The added cut would ence throu~the community serv­ Servias Couridl ofBroward County, mean millions would lose benefits or ices they provide. Jet as clergy from and Brian Qtun1 is president and CEO be removed from the program alto­ throughout the southeastern. states ofthe Bays and Girls Club ofBroward gether, affecting children an

BY SARA SHELL Staff Writer While other kids 11ead home and PROGRAM Continued from Pagfl J enjoy video game$ orTY,more thah I 120 students at Gulfstream Middle in HaDandale Beach stay at school giving them more access the program's first year. That relationships with kids late-by choice. through running coaches increased to 20 in the second through encouragement. The ~ are participating !,Uld ]J.eaith professionals," year. That makes an impact" in YouGRCE ~ends, Oppor­ said Lynne Kunins, presi­ "They were so into it," Youth FOR€E is funded tunities, Resources, Counseling Ed­ dent and CEO of FLIPANY. said Tim CUrtin, Memorial by the Children's Services ucation), a MemOrial Health~ "The idea is that the kids will Healthcare's director of Council ofBroward County. gystenHponsored~ of~ be more active at home on community youth services, Other after~school Youth round activities that include· aca­ the weekends, as well. They of last year's race. "Some FORCE programs at Gulf­ demics, culture, fitness \and out­ will come out of the house even placed arid were all stream include robotics, en­ reach. and off the couch and will fired up about it" gineering, drug and crime And for about 110 students. that enjoy being active and tak­ That enthusiasm, in turn, prevention and community time is spent lUI1Iliil& biking being ing steps toward their health helpea to inspire fellow stu­ outreach. active and lelll'lligg about new goals." dents. And though the club "Some ofthe easiest ways .. Perhaps the most exciting has a limited numoer .of to help a child is to help the sports. ~ 1!.-.:: train­ families," Correll said "[The "We wanted·them U> .lUlVe more part of the club is the members, anyone can join in than just soccer:' said AssiSbint ing. With help from ,fitness and run the races. children] definitely become Priil¢pa1 Thomas Correll ·~we experts, tb:e kids lace up and "A lot of it is kids that you well-rounded" wanted to sive the kids access to train for two area 5K races. wouldn't nonnally see par­ sportS

School's Youth FORCE program growing

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By Sara Shell, Forum Publishing Group

October 25,2013

While other kids head home and enjoy video games or TV, more than 120 students at Gulfstream Middle in Hallandale Beach stay at school late - by choice.

The youngsters are participating in Youth FORCE (Friends, Opportunities, Resources, Counseling, Education), a Memorial Healthcare System-sponsored program of year-round activities that include academics, culture, fitness and outreach.

And for about 40 students, that time is spent running, biking, being active and learning about new sports.

"We wanted them to have more than just soccer," said Assistant Principal Thomas Correll. "And we wanted to give the kids access to sports that they wouldn't otherwise experience. We felt we really needed to find the physical component of learning ...

For the first time, the school has partnered with the velodrome at Brian Piccolo Park in Cooper City, and 14 students, through funding and grants, will be able to train and compete there. With funding from the Joe DiMaggio Children's Hospital Foundation, 16 new bikes will be purchased and ready for the school club.

Last year, school administrators partnered with FLIPANY to form a fitness and running club. Each Friday, 25 students meet to learn about the importance of physical fitness and nutrition. FLIPANY brings in a chef to teach the kids how to eat healthy.

"I wanted kids to get moving by giving them more access through running coaches and health professions," said Lynne Kunins, president and CEO of FLIP ANY. 11The idea is that the kids will be more active at home on the weekends, as well. They will come out of the house and off the couch and will enjoy being active and taking steps toward their health goals."

Perhaps the most exciting part of the club is the training. With help from fitness experts, the kids lace up and train for two area 5K races.

Kunins said there were about eight participants in the progran1's first year. That increased to 20 in the second year. "They were so into it," said Tim Curtin, Memorial Healthcare's director of community youth services, of last year's race. "Some even placed and were all fired up about it."

That enthusiasm, in turn, helped to inspire fellow students. And though the club has a limited number of members, anyone can join in and run the races.

"A lot of it is kids that you wouldn't normally see participating," Correll said. "And I think [the club] builds relationships with kids through encouragement. That makes an impact."

Youth FORCE is funded by the Children's Services Council ofBroward County. Other after­ school Youth FORCE programs at Gulfstream include robotics, engineering, drug and crime prevention and community outreach.

"Some of the easiest ways to help a child is to help the families," Correll said. "[The children] definitely become well-rounded."

Sara Shell can be reached at [email protected].

Copyright © 2013, South Florida Sun-Sentinel

sun-senti n eI. com/news/browa rd/h aII anda le/fl-cn-g ulfstream-102 7-2013102 5,0,3 936602 .story

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apdcares.org

OQency ;~~~~fep, dlw;t~ disabilities "~ 1 da Barbara Palmer Director

apdcares.org November 2013

Dear Children's Services Council,

The Harvest Drive would like thank you· for your very generous donation of $10,000.00 in helping to stamp out hunger in our community. Your support enables us to better the lives of over 2000 families across Broward County. Harvest Drive families are provided with Thanksgiving groceries, plus an additional week of food. The families also have the opportunity to choose toys, clothing, and books. In addition, we are striving to set up food pantries in our distribution schools as well as to provide additional assistance at the holiday season and spring.

The Harvest Drive is a 501(c)(3) and a totally volunteer project. It is our goal to teach our students that their contributions can make a difference in the lives of others by facilitating their direct participation in the project. "Children Helping Children" is our motto and at the heart of the Harvest Drive.

We remain a 100% volunteer charity staffed by ~orker Bees/' students and community sponsors.

Your time and support has been invaluable. It is through your philanthropic efforts that the Harvest Drive is able to continue to assist families at Thanksgiving and throughout the year. Please mark your calendars for the Harvest Drive's 21st Anniversary in November 2013. For more information, please visit our site at www.harvestdrfveflorida.com.

Renee Herman, founder Amy Freund, Kim O'Neill, Patti Bradley, Jodi Samson, & Susan Gross Harvest Drive Chief Worker Bees 954-444-5548 hildren's Services Council of Broward County Our. Focus is Our Children.

CHILDREN'S SERVICES COUNCIL MEMBERS: November 4, 2013

Robitt Bart/eman, Cllair Melanie Burgess, Executive Director Board Member The Jim Moran Foundation Broward County Public Schools 100 Jim Moran Blvd Judge Martin R. Dishowitz, Vice Clruir Deerfield Be ch, FL..33442 Judicial Member

Kim G~rsuclt, Secretary Community Devewpment Administrator, Circuit 17 1 would like to thank The Jim Moran Foundation for its continuing Department ofCitildren & Familia commitment to serving Transitional Independent Living (TIL) Youth and its Dr. Paula Thaql, Immediate Pa.ft Cltair willingness to again partner with the Council to jointly fund these Future Prep Director programs!. Our collaboration continues to enhance the Council's ability to Broward Cou11ty HealJI1 Departmeltt serve this underserved population. Council staff continue to be a leader in Emilio Benitez the TIL arena by helping to further develop a comprehensive system of care Governor Appoitttee that. best addresses the needs of youth aging out of foster care and youth in relative and non-relative caregiver living arrangements. Sue N. Gunzb~~rger Broward County Commission Please find attached our annual budget reports for the Transitional Tara It Philipp Independent Living programs and copies of provider monitoring reports for Governor Appointee the Future Prep and Wilson Gardens grants, which sunsetted on September Robert W. Runcie 30, 2013. The reports highlight a variety of performance areas with Superintendent summaries of strengths, as well as identified areas for improvement. In Broward County Public Sc!roo/s June, the Council awarded new funding to five providers under the recent MariaM. Schneider Future Prep RFP: Camelot, Gulf Coast, Henderson, HANDY, and Memorial. Governor Appointee I will send you a copy of the year-end provider outcome and · utilization A11a M. Valladares performance in November, once that analysis has been completed. Govemor Appf>intee We are very proud of these successes and remain committed to continued Vacant Governor Appointee excellence in Transitional Independent Living programming. The Council wishes to again thank The Jim Moran Foundation for its continued commitment of $340,000 to fund these services as our partner to continue STAFF services to youth through the age of 21. We look forward to another great Cindy J. Arenberg Seltzer year serving the TIL youth of Broward County! President/CEO Should you have any questions or concerns, please do not hesitate to give LEGAL COUNSEL call me at 954-377-1670.

Jolin Milledge Garry Jolm.fon J)~ ~~n Swartzbaugh Ghezzi, MA Chief Program Officer

Attachments

6600 West Commercial Boulevard • Lauderhill, Florida 3331 9 • Phone 954-377-1000 • Fax 954-377-1683 www.cscbroward.org hildren's Services Council of Broward County Our Focus is Our Children.

CHILDREN'S SERVICES COUNCIL MEMBERS:

Rabin Bartleman, Chair November 4, 2013 Board Member Bruward County Public ScJrools Melanie Burgess, Executive Director Judge Martin R. Disftowit~, Vice Chair Judicial Member The Jim Moran Foundation 100 Jim Moran Blvd. Dr. Charlene M. De.~ir, Secretary Deerfield Beach, Fl.,..33442 Governor Appointee

Dr. Paula Tltaqi, Immediate Past Chair Director Dear~ /Jroward Cor111ty Health Department Thank you for The Jim Moran Foundation's continued support to jointly Emilio Benitez fund young adults to successfully transition from foster care to independent Govemor Appoinlec living. We are thrilled with the positive impact our services are having for Kim Gorsuch this very under-served population and greatly appreciate the confidence Community Develbpment and funding that you have placed with us. Additionally, we are excited to Administrawr, Circuit/7 Dtpartme/11 ofChildren & Families partner with The Foundation to expand funding for 9ur Kinship (KISS) services. This new partnership allows us to extend our reach to more Sue N. Gunzburger kinship families through Broward County. Broward County Commission TaraR. Philipp Please find attached the invoice for Future Prep and KISS services for FY Governor Appointee 13/14. Robert W. Runcie Superintendent Again, thank you f~r Y.our support of our young people and their families. Broward County Pltblic Schools Should you have any questions or concerns, please do not hesitate to give MariaM. Sclmeider me a call at 954-377-1670. It is a pleasure working with you! Govemor Appointee

Ana M Valladares Governor Appointee Sincerely,

SfAFF

Cindy J. Are11berg Seltzer Pre.fident!CEO Kar n Swartzbaugh, MA Chief Program Officer LEGAL COUNSEL

John Milledge

Garry JofiiiSon Attachment

Cc: Cindy Arenberg Seltzer, PresidenUCEO

6600 West Commercial Boulevard • Lauderhill, Florida 33319 • Phone 954-377-1000 • Fax 954-377-1683 www.cscbroward. org Karen, As you can see from thee-chain below, a Sun Sentinel article on the esc Youth Force at Gulfstream last week has made it to the Governor's office. Also, we will be doing a show on BECON about our YF site and we want you to be present to get the credit you deserve and discuss CSC's critical role in this program. We will keep you posted as to the date of BECON and of any additional correspondence with the Governor's office. Timothy G. Curtin MBA, MSW, CAP Administrative Director, Community Services Memorial Healthcare System

From: Thomas J. Correll [mailto:[email protected]] Sent: Wednesday, October 30, 2013 10:13 AM To: Brian G. Kingsley Cc: Wood, Jamie; Curtin, Tim Subject: Re: Fwd: Youth Force Program Mr. Kingsley, I am in meeting throughout the day and off campus. I will get all of this inform ation to you later today. Jamie -Is there anyway you can assist me with this? We discussed the Velodrome, Flippany, and the Fitness program Lori is running. I have this information at my school and will be off campus. Also I will be in contact with BEACON today. Please let me know what day works best for you for them to come out. Thanks for everything and I will call you later today. In fact, I will try to stop by the program when I get out of training.

Mr. Correll, The article that you help facilitate has reached the desk of Governor Scott. Proudly, his office called and em ailed me yesterday congratulating us on the great work we are doing for kids. Can you kindly share with me the full names of every participant in this Youth Force Event, so I can share them with his office. They will all be rec.Jilillilg ~ personalized letter from him. Thanks again to the entire Memorial Team and CSC for what you all have done to help make this happen. Gulfstream is going Viral'-= Brian G. Kingsley, Principal Gulfstream Middle School

Subject: Youth Force Program To: Brian G. Kingsley Good Afternoo_p Mr. Kingsley, I hope this email finds you well. My name is Danielle Alvarez and I am with Governor Rick Scott's office. Congratulations to you and the students of Gulfstream Middle School who are involved with Youth FORCE program. I am reaching out to you because we would like to send the students letters from Governor Scott's office. Would it be possible for you to provide our office with the names of the students who participate in the Youth FORCE program? Having done this in the past we know that you are unable to provide us with students mailing addresses, however, we would like to send the letters to Gulf Stream Middle School and have them distributed from there. Please feel free to contact me if you have any questions or concerns. IP.S. Congratulations,- again,. on being chosen Principle of the Year in the school district of Broward County! Danielle Alvarez Executive Office of the Governor Sent: Friday, October 25, 2013 7:36AM To: Silvia Beebe Subject~ Thank you.

Silvia,

It was wonderful to have you attend the WorkForce One Disability Workshop on Wednesday, October 23, as a panel member for our conversation, Community Organizational Support Systems for Employing People with Disabilities. Your contributipn made the discussion very interesting and informative and I know the group appreciated learning about the Children's Services Council of Broward County's programs, partnerships and services that are provided, specifically the Special Needs Advisory Committee {SNAC), 2-1-1 as a resource and how esc Broward works in concert with providers and advocates to map current services and system gaps for children with special needs, excluding those with social and emotional conditions better served through the behavioral health continuum.

We sincerely appreciate you taking the time to attend and bringing your enthusiastic expertise to the table. It was great to see how all of the panelists combined to form a very positive and effective blend of knowledge about and passion for the topic!

Thanks so much, again, for being there. Your support and expertise is greatly valued.

We look forward to continuing to work together!

Sincerely, Melanie Magill and Julie Kreafle

Julie Kreafle Disability Program Business Development Manager

Have you found employment? tjftt' Tell Us Here! ~ · COMMUNI1Y FOUNDATION OF BROWARD For Good. For Ever.

Executive Commil1ee October 29, 2013 Wendy S. Ma si chairman Ms. Cindy Arenberg Seltzer James B. loBate vice chairman Children's Services Council of Broward County 6600 W. Commercial Blvd William A. Snyder secretary Lauderhill, FL 33319 Karen Mitchell Curran treasurer Dear Cindy: Joan K. Crain at large

Armando leighton Jr. Soon you will receive the Community Foundation of Broward's annual report, which at Iorge chronicles the most successful year in the Foundation's history. It could be said that there

Bootd of Directors are many reasons for this: Bob Avian Gory Bitner ~ Our new office has created a "town square" for community conversations and a Margarita T. Castellon hub for innovative collaborations Bocardi L. Jackson ~ Assets grew by a record $54 million Janel C. Jordon ~.. Our work in education, arts and civic engagement are now part of Broward' s Michael G. Landry JoreH S. Levan DNA and making an impact like never before Alan J. levy ~ Grants made reached a new high of $5.8 million Cori Flom Meltzer ~ The Foundation welcomed our 19th and 20th Community Builders Major Generai!Ret.) James W. Monroe tf? We completed OneBroward - raising $2 million for our operational endowment Ramon A Rodriguez ~ Mary N. Porter's estate gift of $43 million marked the largest gift in our history Jacquelyn Rogow Tony Segreto These are great reasons, but ultimately they are not why we've accomplished more than Paul C. Tanner ever before. What made the difference this year is simple. The difference is you. Without Undo B. Corter you, none of the accomplishments chronicled within the annual report would have been president/CEO possible. When you read it, please let us know what you think. We hope you too will see Elizabeth C. Deinhordt John B. Deinhardl how it reflects your contribution to a better Broward for all ... For Good. For Ever. founders

910 E. los Olos Boulevard Suite 200 Fort lauderdale, FL 33301 Linda B. Carter President/CEO T 954.761.9503 f 954.761.7102 Enclosure cfbroword.org ~ COMMUNITY ',h FOUNDATION ~f" 0 F B R 0 W A R I? ror Good. fur Ever. Children's Services Council ofBroward County Charitable Fund

Year To Date - July 1, 2013 to September 30, 2013 BEGINNlNG FUND BALANCE, 07/01/2013 $29,630.09

ADDITIONS TO FUND: Contributions 18,161.38 Investment Income, Net 4.09

TOTAL ADDITIONS TO FUND 18,165.47

FUNDBALANCEBEFOREGRANTSAND 47,795.56 EXPENSES

GRANTS & FUND EXPENSES: Grants Disbursed 40,562.00 Foundation Administrative Fees 0.00 Other Expenses 0.00

TOTAL GRANTS & FUND EXPENSES 40,562.00

ENDING FUND BALANCE, 09/30/2013 $7,233.56 BALANCE AVAILABLE FOR GRANT MAKING $7,233.56

Annual Audit - Financial Control System Based on Best Practices We are extremely pleased and proud to tell you we earned an unmodified audit opinion on the financial statements for the year ended June 30, 2013. This is the highest level of assurance by independent CPAs. The audited financial statements can be viewed on our website dbroward.org.

Through the years, we have designed an outstanding system of internal controls that includes investment & audit committees, policies & procedures and a formalized approval for transactions. We regularly update our system of internal controls to maintain best-in-class. In addition to compliance controls, we continually improve key aspects of the financial operation by:

• Updating software to its latest version release to use new features. • Educating employees to design d epartmental financial and statistical reports from our central database. • Managing working capital to maximize investments. • Automating of treasury management system. • Frequently reviewing manual processes for automation.

If you have any questions about your Fund statement, please contact Michael Vizzi, Chief Financial Officer at 954.761.9503 x107 or email [email protected].

9 I 0 E. Los O los Boulevard, Suite 200 I Fort Lauderdale, FL 3330 1

T 954.761.9503 I F 95.4.761.7102 I clbroword.org Children's Services Council ofBroward County Charitable Fund

Below is a listing of gifts between July 1, 2013 and September 30,2013:

Donor Date Amount Harvest Drive, Inc. 07/03/2013 1,000.00 Running with Sole Inc. 07/17/2013 500.00 Publix Super Markets Charities, Inc 07/23/2013 5,000.00 Molina Healthcare ofFL 07/31/2013 2,500.00 Myatt Law Center, LLC 07/3112013 90.00 Waste Management 08/06/2013 2,500.00 Lorraine B. Hotheinz 08/13/2013 30.00 Janis and Alan McKendry 08/13/2013 30.00 Diane and Duncan Bossie 08/13/2013 90.00 ~ ··~ ... • "" i CafeofLife 08/13/2013 150.00 . Sherri L. and Jon H. Hall 08/13/2013 90.00 Sherri L. and Jon H. Hall 08/13/2013 30.00 Amy A and Charles G. Heywang 08/13/2013 30.00 BBX Capital Foundation 08/14/2013 5,000.00 Carol A and Joseph R. Hadvab 08/14/2013 30.00 Samuel Morrison 08/16/2013 100.00 Andrew T. Mittelmark 08/16/2013 30.00 Neighbors 4 Neighbors 09/13/2013 288.00 Neighbors 4 Neighbors 09/24/2013 673.38 ***Total Gifts: 18,161.38

Below is a Usting of grants between July 1, 2013 and September 30, 2013:

G~~ ~~ Amount Descr Children's Services Council ofBroward County 09/06/2013 40,562.00 Back to School Campaign ***Total Grants: 40,562.00

.. Fund Statement Explanation·: .. , ~·

Contributions: Gifts addoo to your fund. lnvestruent lncome, net: Interest, dividends, realized and Wlfealized gains & losses net of investment fees.

Grnnts Disbursed: TI1e amount of grants paid from your fund. Foundation Administrative Fees: Fees paid to the Community Foundation of Broward. Other Expenses: (only ifapplicable)

Balance Available for Graotmaking: Amotmt available to grant. This may be expended during the fiscal year. Balances will carry-forward from year to year. 60% MSCJ All World/40% Barclays Capital Aggregate Perfom1ance benchmark using Global Equity as a strategic asset class.

All Activity is based upon the Foundation's fiscal year which is July I, 2013 through June 30,2014 ~ COMMUNITY , -"h FOUNDATION ~f" 0 F B R 0 WARD fur Good. For El•er. Children's Services Council Nonprofit Capacity Fund

Year To Date- July 1, 2013 to September 30,2013 BEGINNING FUND BALANCE, 07/01/2013 $3.09

ADDITIONS TO FUND: Contributions 0.00 Investment Income, Net 0.00

TOTAL ADDITIONS TO FUND 0.00

FUND BALANCE BEFORE GRANTS AND 3.09 EXPENSES

GRANTS & FUND EXPENSES: Grants Disbursed 0.00 Foundation Administrative Fees 0.00 Other Expenses 0.00

TOTAL GRANTS & FUND EXPENSES 0.00

ENDING FUND BALANCE, 09/30/2013 $3.09 BALANCE AVAILABLE FOR GRANT MAKING $3.09

Annual Audit- Financial Control System Based on Best Practices We are extremely pleased and proud to tell you we earned an unmodified audit opinion on the financial statements for the year ended June 30, 2013. This is the highest level of assurance by independent CPAs. The audited financial statements can be viewed on our website cfbroward.org.

Through the years, we have designed an outstanding system of internal controls that includes investment & audit committees, policies & procedures and a formalized approval for transactions. We regularly update our system of internal controls to maintain best-in-class. In addition to compliance controls, we continually improve key aspects of the financial operation by:

• Updating software to its Latest version release to use new features. • Educating employees to design departmental financial and statistical reports from our central database. • Managing working capital to maximize investments. • Automating of treasury management system. • Frequently reviewing manual processes for automation.

If you have any questions about your Fund statement, please contact Michael Vizzi, Chief Financial Officer at 954.761.9503 x107 or email [email protected].

910 E. Los Olas Boulevard, Suite 200 [ Fort Lauderdale, FL 3330 I r954.761.9503 I F954.761.7102 [ dbroward.org Conlinned in Compliones wilh N::!Jlorol SI:Jndotd.for U.S. Commonily fovndaliCfl> Children's Services Council Nonprofit Capacity Fund

There were no contributions during this statement

There were no grants during this statement

Fund Statement Explanation:

Contributions: Gifts added to your fund. Investment Inoomo, net: Interest, dividends, realized and unrealized gains & losses net of investment fees.

Grants Disbursed: The amount of grants paid from your fund. Foundation Administrative Fees: Fees paid to the Community Foundation of Broward. Other Expenses: (only ifapplicable)

Balance Available for GI3Iltmaking: Amount available to grant. This rnay be el\'Pended during the fiscal year. Balances will carry-forward from year to year. 60% MSCI All World/40% BaiClays Capital Aggregate Perfunnance benchmark using Global Equity as a strategic asset class.

All Activity is based upon the Foundation's fiscal year which is July I, 2013 through June 30,2014 hildren's Services unci I of Broward County Our Focus is .Dur Chlfdren.

CHILDREN'S SERVICES COUNCIL MEMBERS: November sth, 2013

Robin Bartlem(llt, Choir Board Member Broward Count)! Public Schools Mr. Dan Schevis, Chair Judge Martin R. Di.shqwitz, Vice Cftair Children's Services Board Judicial Member 115 S. Andrews Avenue Kim Gorsuch, Secretary Ft. Lauderdale, Florida 33301 Comnumily Development Administrator, Circui/17 Deparlnwtt ofChildren & Famili~

Dr. Paula Tl1aqi, Immediate Past Chair DearM~ Director BroiVard Cowrty Heall/1 Department It is with great pleasure that l write th is letter com mending Shawn Eager for

Emilio Benitez his exceptional act of courage and compassion at the Teen Transition to 5 Governor AppoinJee Life Summit held on September 21 \ 2013. Mr. Eager assisted staff in

Sue N. Gunzburger descalating a young participant's challenging behaviors using guided Broward County Commission instructions from behavior experts to ensure the safety of the individual as

Tara R. Pf1ifipp well as staff. His swift response in support of the youth was admirable as Governor Appointee he was participating as an exhibitor for the Civil Citation Program. Due to Robert W. R11ncie Mr. Eager's efforts in conjunction with staff's, the young man was stabilized Superintendent Broward Co11nty Public Schools and picked up by his parents without police intervention or disruption of the event. MariaM. Schneider Gowmwr Appointee Please join me in commending this compassionate young man as we Ana M. Valladares present him with a Certificate of Appreciation for his assistance at the Teen Governor Appointee Transition to Life Summit. Yacllllt Govenwr Appointee !(~ Cindy J. Are11berg Seltzer President/CEO Karen Swartzbaugh, MA Chief Program Officer LEGAL COUNSEL

Jolin Milledge

Garry Jofrnson

6600 West Commercial Boulevard • Lauderhill, Florida 33319 • Phone 954-3 77-1000 • Fax 954-377-1683 www.cscbroward.org Florida Philanthropic Networl{

a

W\a;,vb~ r [rJ ~ {L_ R.,.ii"' ?&:lv.~'c.. IJL-1-wovk.. . WIL- uolv-L J tAff''~Je._ you-f CwJ~ <1\u.t~ S'f?Gk. ~k yti.A .l;;r yr:J.J-{

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.. -/;;jiij -~- - LEADERSHIP BROWARD fOUIIOATIOII. lt.IC. October 29, 2013 Mission: To develop and inspire individuals to setVe our community. I(C'JcH~SI;-.Brl•ld'1JNUVl~PI11 Ob Ms. Sandra Bernard-Bastien EXECUTIVE COMMITIEE Michael Berry Children's Services Council of Broward County Chair 6600 W. Commercial Blvd. Cindy Schutt Past Chair Lauderhill, FL33319 .• t/ Sean Dannelly Chair Elect Nancy Tanner -Bas7. _ . Secretary Charles Sparano It is with ·ncere grat itude that we thank you for sponsoring eight students to attend the Treasurer 1 h Annual Youth Leadership Summit, which took place October 24-26, 2013. This year's Barbara Burnette 8 Vice President-Aivmni Activities Summit was the largest yet, with 59 students representing 20 private and public Broward Roger Hicks County high schools. The entire event was extremely successful and well-received by Vice President-Communications Tom Loffredo everyone who participated. Vice President-Governance Carole Tolomeo Without your generous $1,000.00 sponsorship, students from Atlantic Technical Center Vice President-Membership Matt Korshoff High School, Boyd Anderson High School, Cardinal Gibbons High School, Fort Lauderdale Vice President-Outreach High School, and Nova High School would not have been able to take part in this valuable linda Wood leadership program. We also appreciate you taking the time to speak at the Summit and Vice President-Programs JeffCato sharing information about the Children's Services Council. Vice President-Special Events Tanya Bower Legal Counsel The mission of the Leadership Broward Foundation is "to develop and inspire individuals Laurie Sallarulo to serve our community." It would not be possible for us to be as successful as we are in Chief Executive Officer achieving that mission without the help of our sponsors. Thank you for all that you do! DIRECTORS Blair Adams Emerge Broward Co-Chair Thank you, once again, for your commitment to promoting leadership amongst the youth Penelope Blair in Broward County, and please do not hesitate to contact us if we can ever be of service LB XXXII Program Chair to you! John Brown David Coddington Jennifer Bales Drake Warm regards, Jamie Edgemon Founder linda Flynn ~~ \Y\.t.(~ Terry Frank Laura McRell lauren Heunls ~~ Emerge Broward Co-Chair Chief Executive Officer Programs Coordinator Jeffrey Hirsch Founder TeriKaye Ginger Martin Ellice Martinez YLB XXVII Program Choir Gail Meltzer Malena Mendez Clinton Perkins THIS IS YOUR RECEIPT. PLEASE SAVE FOR YOUR TAX RECORDS. Marty Shuham Charles Sparano LEADERSHIP BROWARD FOUNDATION, INC. IS A NON-PROFIT CHARITY AS DEFINED WITHIN SECTION SOl (c) (3) OF SEO Program Chair THE INTERNAL REVENUE SERVICE CODE AND IS A REGISTERED CHARITY WITHIN THE STATE OF FLORIDA (#CH8416). Jessica Urbanski A COPY OF THE OFfiCIAL REGISTRATION AND FINANCIAL INFORMATION MAY BE OBTAINED FROM THE DIVISION LB XXXI Class Representative OF CONSUMER SERVICES BY CALLING TOLL-FREE (800-435-7352) WITHIN THE STATE OF FLORIDA, OR 850-410- Randall VItale 3800 WHEN CALLING OUTSIDE THE STATE. REGISTRATION DOES NOT IMPLY ENDORSEMENT, APPROVAL OR John Walsh, Sr. RECOMMENDATION BY THE STATE. THE AMOUNT OF YOUR DONATION THAT EXCEEDS THE TOTAL VALUE OF President Emeritus GOODS AND SERVICES RECEIVED MAY BE DEDUCTIBLE FOR INCOME TAX PURPOSES. PLEASE CONSULT YOUR TAX 1640 w. Oakland Park Boulevard PROFESSIONAL FOR FURTHER GUIDANCE. Sulte400 Fort Lauderdale, FL 33311 Phone (954) 767-8866 www.leadershlpbroward.org Thank You For Your SeiDess Time And Service To The Eighth Annual Youth Leadership Summit

urie Sallarulo, CEO Lau•·a McRell, Programs Coordinator Leadership Broward Foundation, Inc. Leadership Broward Foundation, Inc. From: Sandra Bernard-Bastlen Sent: Monday, November 11, 2013 1:55 PM To: All Staff Subject: The "Behind Our Eyes" Art Exhibition by UCP of BC featuring student artwork by artists aged 4-22 is now in the CSC Board Room

Team CSC, please note that a new exhibit has gone up in the Board Room.

The "Behind Our Eyes" Student Art Exhibition by United Cerebral Palsy of Broward County features art works by students ages 4-22 with varying physical and cognitive disabilities who attend the Unlocking Children's Potential After-School Programs at UCP funded by the Children's Services Council.

The title of the exhibit, "Behind Our Eyes" is telling because many of the student artists are nonverbal and their art is one means of communication. Creative art projects provide students with a means to share their visions and tell personal stories.

The students attend the Unlocking Children's Potential After-School Programs at three sites throughout Broward County: UCP Broward-Main in Ft. Lauderdale; UCP at Bright Horizons in Pompano; and UCP Hollywood. Weekly art activities provide them with a chance to explore varied art media and materials and to demonstrate their creativity through open-ended art experiences. The children work with Acrylic and watercolor paints on paper and canvas panels, pastel, chalk, pencil and line drawings, collage, and other tactile materials.

Many children need guidance through hand over hand methods of art assistance due to fine motor difficulties. Others may need special tools or varied materials to work with. The goals of the program are to establish the value of art experiences and to provide children with rich educational and social knowledge. Art practice can also be just pure fun .

It is quite beautiful and so I encourage you to go take a look and share with our visitors to the building

Sandra Bemard-Bastien Chief Communications Office-r

1 From: Tiyl Sherman [mailto:[email protected]] sent: Tuesday, November 12, 2013 11:11 AM To: Sue Gallagher Subject: Judicial Training

Hi Sue

I just wanted to say thank you for all your assistance and Your participation with the judicial training. I feel your contribution made it a huge success. It was a pleasure working with you and I look forward to collaborating with you in the future!

Sincerely Yours,

Tiyi Y. Sherman InVEST Advocate Office: (954)760~9800 ex 1424 Email; tsherma n @womeni nd istress .o rg Website: www.womenindistress.org Crisis Line: (954) 761-1133 TIY/TDD: (954) 527-5385 Mailing address: Women In Distress of Broward County, Inc. P.O. Box 50187 Lighthouse Point, FL 33074 WOMEN IN DISTRESS Of UOWA~O COU N TY , INC.

J)M & JAN MORAN F-A.Mil Y CENTER From: Leicht, Julie [mailto:[email protected]] Sent: Tuesday, November OS, 2013 6:30PM To: Sue Gallagher Subject: RE: FY13/14 Budget Packet

Sue,

Thanks so much for the information. BTW, great job on you presentation last week. St. Louis County has a lot to learn from your success. Sometime in the near future, I would like to have another conversation with you to learn more about your work in greater detail.

Julie Leicht Interim Executive Director St. Louis County Children's Service Fund P: 314-615-5851 F: 314-615-5858 E: [email protected] K~ K-1-d.Y ~~

From: Sue Gallagher [mailto:[email protected]] Sent: Tuesday, November 05, 2013 9:40AM To: Leicht, Julie Cc: Derek Tillman Subject: FW: FY13/14 Budget Packet

Good morning, Julie-great meeting you last week! Below is access to all our May 2013 Budget sheets with community indicator, program performance measure and return on investment research and data. Please note this will be available for 7 days so feel free to download and save as many as you like. Please let me know if you have any questions. Thanks! Sue

Sue Gallagher Director of Research & Planning Children's Services Council of Broward County Tel. 954-377-1671 I Fax. 954-377-1683 [email protected] I www.cscbroward.org Eartners In Education BUSINESS, COMMUNITY AND SCHOOLS WORKING TOGETHER

In recognition of our Premier Partner In Education The Children's Services Council of Broward County

For your service to the Student s of Broward County Schools

Your efforts make a world of difference each day. Thank you for your service. £ IJ1:L~ . ~ President Council Members Attendance

October 2013 - September 2014 A = Absent; X = Present 2013 2014 Council Member Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep.(T.R.I.M. I) Sep. Sep.(T.R.I.M. II) Robin Bartleman X Emilio Benitez X Martin R. Dishowitz A Kim Gorsuch X Sue Gunzburger X Tara R. Philipp X Robert W. Runcie A Maria M. Schneider A Paula Thaqi, M.D. A Ana Valladares X

P:\Common\Council Meetings\Council Packets PDF Archive\FY 13-14\Council_11_21_13\Attendance Grid14.xls