Board of Directors Meeting                                  April 12, 2012                                  JWB Program Fu...
RFP, as well as delivering quality child care to at-risk infants and toddlers. In addition, the Pinellas CountyHealth and ...
school success. Children in subsidized care essentially are less ready to learn than their peers, especially thosein speci...
City tax abatements for child care funding. The Council approved the application, which has been sent to theDepartment of ...
Iv a  jwb program funding strategies
Iv a  jwb program funding strategies
Upcoming SlideShare
Loading in...5

Iv a jwb program funding strategies


Published on

JWB Program Funding Strategies

Published in: Economy & Finance
  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Iv a jwb program funding strategies

  1. 1. Board of Directors Meeting April 12, 2012 JWB Program Funding Strategies Item IV.A.Background:Staff is in the process of preparing the budget for fiscal year 12/13, which will come before the Board foradoption in July and will be certified for the Truth in Millage (TRIM) notices, and for adoption of the millage inSeptember. The current ad valorem revenue projections show a continued reduction over the next two yearsresulting in children’s services being reduced by an additional $3,000,000. Since 2008, program funding hasbeen reduced by $10 million. 56 54 2008 52 50 Millions 48 46 44 42 2012 40 Childrens ServicesThe Board anticipated the impact to programs and, in 2008, directed staff to create a program stability fund andto manage the orderly reduction of programs over a multi-year process, verses a sudden precipitous cut whichwould have resulted in children being abruptly terminated from services. Staff anticipates the need to navigatethe budget through three more years of flat ad valorem revenues. The Board has received a vast amount ofevidence over the last several meetings which supports the need for a transformation of JWB’s role indelivering services to children. Many other child-serving collaborative partners are considering similarstrategies due to reduced revenues, systemic re-design, and most importantly, because the outcomes for childrenin Pinellas are not good enough. Future systems changes include: Eckerd Community Alternatives, Inc. issuingan RFP for all diversion services, the Early Learning Coalition of Pinellas County, Inc bringing subsidized childcare administration in-house, and the Pinellas County Schools (PCS) considering applying for the Head Start
  2. 2. RFP, as well as delivering quality child care to at-risk infants and toddlers. In addition, the Pinellas CountyHealth and Human Services department is seeking better ways to serve families.Over the past four years, the JWB Board has directed staff to increase efficiency and decrease administrativecosts by seeking economies of scale. This has been accomplished through the following strategies:Seeking new sources of revenue and leveraging JWB’s existing investments.Staff has begun the process of expanding the Administrative Services Organization (ASO) to administer fundspreviously contracted to Coordinated Child Care of Pinellas, Inc. (CCC) and Central Florida Behavioral HealthNetwork. This is in lieu of expanding individual contracts with human service providers. Removing theadministrative layer helps reduce costs and improves services while assuring Pinellas taxpayer dollars are spentwisely. Staff anticipates the ASO will be fully managing units of service reimbursements through Memorandaof Agreement for all childcare and wrap-around services through the Family Services Pool (FSP) by September2012. This will be accomplished via a fund transfer in July, as a part of the budget action.Approximately $17,857,496 or 29% of JWB funds, will be managed through the ASO when implementation iscompleted. It is anticipated that up to $5M will be transferred to PCMS to administer child care, (FSP), and theNFC’s. The CCEP match requires a non-profit entity make the donation to meet the level one priority.Transferring child care administration to the ASO is projected to yield a savings of $116K per year.The Family Services Pool has been evolving over the last 12 months, which was accomplished by Board actionsmoving some of the navigation function to 211Tampa Bay Cares, Inc. and streamlining service delivery, usingthe ASO as the fiscal mechanism for payment. Staff anticipates collaborating with Pinellas County toparticipate in the Community Help and Electronic Data Application System (CHEDAS) database, as well asimplementing biometric scanners for client tracking and accountability. One-e-App, a web-based systemdesigned to screen and enroll applicants in multiple publicly funded programs through a single application, isexpected to be operational during the later half of 2012.Facilitating and supporting mergersReductions are necessary to develop a three-year budget in absence of the program stability fund.The Board directed staff to encourage mergers as a means to achieve cost efficiencies. Over the past two years,Help- A-Child (2010) and Family Service Centers (2009) merged with Suncoast Center, Inc., which has resultedin improved service coordination and reduced costs. Staff recommends reducing the Suncoast Center allocationby $1,000,000, which will assist in further rightsizing the JWB program budget. Staff has discussed thisproposed reduction with Suncoast.Eckerd Community Alternatives, Inc. has released an RFP for all diversion services, with an implementationdate of July 1, 2012. In 2011, the JWB Board began a gradual planned divestiture of our investment in theChild Welfare Diversion program Emergency Response Team (ERT). It is anticipated that the programtermination will be completed in the 3rd quarter of 2012, which provides $750,000 for re-allocation.Building partnerships to leverage JWB’s existing investmentsStaff has proposed partnering with Pinellas County Schools (PCS) to improve quality child care for very at-riskchildren in Pinellas County. Presently, JWB supports child care for 712 children in our funded programsoffered through such programs as Healthy Families, a child abuse prevention program. There are 13programs/agencies that utilize these entitled slots in which children typically remain for an average of ninemonths. The Board has reviewed documentation over the last several months which supports a strategy ofproviding high quality services, at the market rate, for at-risk children to improve their school readiness and
  3. 3. school success. Children in subsidized care essentially are less ready to learn than their peers, especially thosein specific, high poverty ZIP codes in Pinellas County. There is a need for persistence in ameliorating theimpact of poverty on academic success rates. These children need consistently high quality child care and wraparound services throughout their lives rather than episodic services that frequently devolve into moreexpensive, deeper end services later in life. The school system, St. Petersburg College, and JWB arecollaborating on a project to assure high quality child care in below-census or vacant schools that will meet thechildcare standards adopted by the Board last May. Staff is preparing a recommendation for the Board in Maythat would result in the majority of the child care budget being delivered in school system locations. Parentswould be issued vouchers for child care services for these sites. Staff is working with the school system toensure services in the at-risk ZIP codes. See attached maps.It is expected there will be cost sharing between the school system and JWB resulting in improved qualitystandards. Consequently, it is not yet possible to identify the exact number of children who will be served.Preliminarily staff projects approximately 600 infants and toddlers will need services. Although fewer childrenwill be served, the goal is to increase the number of those in subsidized care who are ready for school. Theoverall County average for school readiness is 67%; in subsidized care the average is 57%, and the Head Startaverage is 44%.The anticipated launch of this strategy is August 2012.The number of children served in the Out-of School-Time programs will be maintained through a collaborationbetween JWB and CCC due to added resources from the 21st Century Community Learning Center grants.Seeking non-ad valorem revenues to enhance servicesDuring the past two years, staff has secured grants totaling $737,150.00. In addition, JWB has providedtechnical assistance to external organizations resulting in $540,000 in grant awards. In that same time period,JWB has received $55,000 in grant evaluation contacts, and will carry forward unspent funds of $346K as one-time expenditures in year two of the Carerra grant. During the past five years, numerous JWB funded agencieshave leveraged our allocation as local match for federal grants.We remain focused on bringing resources into Pinellas County that benefit children and families, and JWB hascultivated collaborative partnerships with 211 Tampa Bay Cares, Inc, City of St. Petersburg, Coordinated ChildCare, R’Club Child Care, Inc., Seniors in Services, Inc., St. Petersburg College, The Science Center of Pinellas,and United Way of Tampa Bay.The IRS/VITA will be a three-year continuation grant, based on the 2012 performance, to intensify the WealthBuilding Coalition’s countywide reach. In addition, staff is assisting Neighborhood Family Centers inidentifying and applying for capacity-building grants.The revenue maximization component has shown dramatic increase in Targeted Case Management forMedicaid eligible at-risk youth. The recapture rate has grown from $181,791.21 in FY 09-10 to $333,396 in FY11-12. JWB receives a 65% share of these funds,with the remainder going to Healthy Families and PersonalEnrichment in Mental Health Services, the two current provider agencies. We have also attracted matchfunding from the City of St. Petersburg ($500k) for out-of-school-time services.Engaging new corporate business partnersLast year JWB partnered with All Children’s Hospital to facilitate the Intergovermental Transfer (IGT) for theMedicaid hospital rate which resulted in a $3.5M return and $350K in additional revenues available for in-school health clinics. Bayfront has also expressed interest in partnering next year. Also this year, staff delivereda proposal to the City of St. Petersburg which would authorize JWB to work with Corporations interested in
  4. 4. City tax abatements for child care funding. The Council approved the application, which has been sent to theDepartment of Revenue for approval. In essence, a corporation would be offered the opportunity to providechild care to a low-income employee. For every corporate dollar donated, a 50 cent tax credit would be issued,which a JWB and State dollar would match resulting in $3 available for child care in the St. Petersburgenterprise zone. It is possible that JWB could realize a cost savings as a result of this initiative should corporateinvolvement be significant and funds for the Child Care Executive Pool be limited. The State funds are cappedat $15M and traditionally, Miami and Palm Beach have outpaced other areas in delivering match for the pool.Achieve high returns on investments by emphasizing quality over quantityStaff is proposing expanding evidence-based programs. The Incredible Years program has been expanded withDirections for Mental Health, Inc. being added as a provider. The total cost of this initiative is $80K.Incredible Years is a Blueprint model program. The Washington Institute of Public Policy and has calculatedthe program delivers an ROI of $7.50 for every dollar invested. Last year’s efforts included the training andimplementation for two pilot sites at Suncoast Center, Inc. and Personal Enrichment for Mental Health Services.The inaugural cycle (20 weeks) of the parent and child groups concluded in March 2012, and data obtainedfrom the sites is undergoing analysis.Staff is proposing adding an additional team to the Nurse Family Partnership (NFP) program during FY2012/13. NFP is an evidence based blueprint model program which has been calculated to provide an ROI of$3.23 for each dollar invested (Washington State Institute of Public Policy, 2011).The School System and JWB are working together to expand the Children’s Initiative at Melrose ElementarySchool. FY 12/13 is a planning year for Melrose, to include the Children’s Initiative as a full school projectrather than a cohort like Fairmount Park Elementary.Grant funded programs, such as the 21st Century Community Learning Centers After-School program, and theCarerra Teen Pregnancy Prevention Program, continue next year. Matching funds are required for 21st CenturyCommunity Learning Centers, and sustainability funding for Carerra is proposed for FY 15/16.Budget for AdministrationStaff is budgeting to absorb the health insurance cost increases within the administrative budget. A “start fromscratch” budget approach has been directed for operating budget submissions this year. The ASO budget isexpected to be flat next year. The rent cost will be off set by $21,600 due to the addition of 2-1-1 to thebuilding.Reduced costs for technology were realized this year as a result of the partnership with the County on IT costs.We expect an approximately $77K reduction in costs as a result of discontinuing our involvement with theSAMIS collaborative. Preliminarily, the migration to CHEDAS is not expected to incur additional costs, withthe exception of fees for support services from Business Technology Services. Staff is projecting a reduction inthe overall technology budget, which is projected to be under $200K in FY 12/13.The shared collaboration between the County and JWB for funding the Health and Human ServicesCoordinating Council is expected to continue, with no increase. County fees for tax administration areprojected at just under $1M.