NRCA Head Start SELF-ASSESSMENT

2018-2019

New River Community Action Head Start Program

Self-Assessment Report

2018-2019

Section 1: Introduction

PROGRAM DESCRIPTION New River Community Action Head Start (NRCA HS) is a program of New River Community Action, Inc. New River Community Action Head Start serves families throughout four counties and the City of Radford in the New River Valley. The New River Valley is located in southwestern Virginia amid the Blue Ridge and Allegheny Mountains. This 1,458-square mile region is bordered on the northwest by West Virginia and along the southeast by the Blue Ridge Mountains and is mainly very rural.

The NRCA Head Start program has eleven sites with nineteen classrooms in five jurisdictions. Program options include ten five-day full-day classrooms, five part-day classrooms for three-year old’s, and four Virginia Preschool/Head Start braided classrooms. All four of the VPI/Head Start classrooms are in public schools. One of the five-day full-day classrooms is located on the campus of New River Community College. NRCA has built strong relationships with the communities in which they serve and partnerships with local public school systems and universities. Total funded enrollment for FY 2018/2019 was 319 Head Start children.

New River Community Action Head Start has four broad goals for our five-year (2014-2019) project period:

• Goal 1: Program will close the achievement gap of children who have been with NRCAHead Start for atleast one full program year.

• Goal 2: Program will increase parent engagement by enlisting parents as partners.• Goal 3: Program will create a consistent and reliable monitoring system(s) that ensure

child, family, and health outcomes.• Goal 4: Program will provide staff with the training and support needed to retain

qualified staff and ensure high-quality services.

Context for Self-Assessment 1. The administrative team scheduled a meeting to review last year’s self-assessment and

Program Information Report (PIR). In addition, administrative staff scheduled times toreview children’s files and conduct surveys for parents and staff. Finally, In-kind sheets,center newsletters, and the Director’s Manage by Information reports were reviewed.

2. The NRCA Head Start and Agency Community Needs Assessment was conducted inJanuary 2017 and completed in August 2017 by the Planning Director for New River

1

Community Action, Inc. The NRCA Head Start and Agency Community Needs Assessment was reviewed in January 2019, and there were no updates to the children and family needs in any of our jurisdictions that were identified.

3. After meeting and reviewing the Self-Assessment and PIR from the previous programyear, the administrative team determined which areas of improvement had been metand what would qualify as strengths of the program. Members of the admin teamshared these strengths with members of their self-assessment committees in each ofthe service areas and the Head Start Management Systems.

4. Tri-annually, the Admin team reviewed the ongoing data collected to track theoutcomes of the program’s five-year goals. Most of the program’s goals were meetingor above the percentages targeted for the fifth year in the five-year goal cycle. However,the admin team has selected objectives from the broad goals that are ongoing and to beaddressed by the self-assessment committees during Self-Assessment.

The following documents include the Methodology, Key Insights (which include the Program’s Strengths, Systemic Issues, Progress in meeting our goals and Objectives), and Recommendations. These will include the following:

• PROGRAM MANAGEMENT & DESIGN

• FINANCE/HUMAN RESOURCES

• EDUCATION

• ELIGIBILITY, RECRUITMENT, SELECTION, ENROLLMENT & ATTENDANCE

• MENTAL HEALTH

• DISABILITIES

• HEALTH

• NUTRITION

• FACILITIES & TRANSPORTATION

• IT

PROGRAM STRENGTHS

• Nine Head Start Early Learning Center parents enrolled and completed college coursesat NRCC

• Partnerships continue to be active with four of the five public school systems in ourservice area. We have blended classrooms located in school buildings in three of thejurisdictions

• Completed on-going monitoring of all Head Start Management Systems on a tri-annualbasis and adjusted planning as needed

• All NRCA Head Start staff, policy council members, and board members received theProgram’s Five-Year Goals reports monthly

PROGRAM MANAGEMENT & DESIGN

2

• The program continues to improve upon collecting data, analyzing data, and using thedata outcomes for planning and monitoring purposes

• NRCA Head Start fully implemented the PIR, Self-Assessment, TSG, and CommunityNeeds Assessment to: set program goals, make program decisions, establish aprofessional development plan, and develop program training

• Local civic and religious agencies in Giles and Pulaski Counties continue to distributebackpacks filled with food items to Head Start children for the weekend

• Giles County Lion’s Club received a grant to teach Head Start families to garden andharvest foods, how to prepare the garden foods, and funding to transport the childrenand families to and from the garden location

• Family Health Advocates are utilizing the data Communication plan included in theProgram Planning Calendar

• Program Support and Data Technicians completed a MyHeadStart training to beginutilizing MyHeadStart capabilities the program has not used before

• Agency contracts outside agency to conduct an annual audit of agency financial systemsand controls. The auditee is considered a low-risk auditee. The audit for PY 2018/2019resulted in no findings

• Job descriptions for each NRCA Head Start employee were updated and were reviewedby the Board Personnel Committee

• NRCA contracted with WIPFLi to implement a new salary tool which went into effectduring the PY 2018/2019

• COO and Director of Early Childhood and Family Services attended a Head Start Fiscaltraining presented by Region III T/TA in Staunton, Virginia

• Children are making consistent gains between periods 1 and 3 in the main domain areasof Social-Emotional, Physical, Cognitive, Language, Literacy, and Math

• A system is in place to monitor gains in the main areas and subcategories of DLL, threes,fours, and children with IEPs

• A new coaching system with an in-house coaching specialist is ready to be launched• Teachers consistently ask for training about behaviors and support needed in

classrooms. We are starting to meet those needs through the PBIS system. This projectshould increase staff knowledge about setting the stage for quality classroomenvironments and relationships and increase their understanding of interventionstrategies as their toolbox is being built

• The Program Planning Calendar included planning time for professional development forPBIS

EDUCATION

FINANCE/HUMAN RESOURCES

3

• The Program is ready to implement a fidelity system next year assisting the monitoringof the curriculum

• The program met the non-federal match amount by April 1• The Program was able to increase the length of the day for the second half of the

program year for four Part-day classrooms• The Program introduced technology tablets into the classrooms• NRCA Head Start replaced all worn materials in all the classrooms and transitioned all

the classrooms to cots allowing children to rest more comfortably and to be off the floor

• 112 parents completed the parent survey (Worked very well having Policy Councilmembers at each center asking parents to complete the survey)

• 111 of the 112 parents said they would recommend the NRCA Head Start program• The duration classrooms, which offer 6.5 hour days and are in session two weeks longer

in the program year, have better attendance averages (most are located in publicschools)

• Three children had perfect attendance• Met overall 85% for program attendance• Families are being encouraged to participate in all areas of Head Start, including Policy

Council• The program continues the recognition of families with good/perfect attendance

• The Health Services Advisory Committee for NRCA Head Start is very committed andinvolved with the program. Seven dedicated, consistent serving members of the HealthAdvisory Committee from various scopes of health practices

• 96% of enrolled Head Start children were up-to-date with immunizations or hadapproved of an exemption

• 95.7% had a dental home at the end of the program year• 91.2% were up-to-date on their well-child schedules• 100% of the children needing medical treatment as a result of a diagnosed chronic

condition received treatment

• Therapeutic Day Treatment (TDT) is being implemented for the 4th year in both Pulaskiand Pearisburg Head Start centers, and has been added to the Head Start Early Learningsite at New River Community College.

ELIGIBILITY, RECRUITMENT, SELECTION, ENROLLMENT & ATTENDANCE

MENTAL HEALTH

HEALTH

4

• A continued high investment of NRVCS into the delivery of Mental Health Services atHead Start – flexibility, interest in delivering high-quality services to families andchildren, and a willingness to adapt services creates a strong collaborative relationshipwith Head Start

• Mental Health Consultant Supervisor attended PBIS out-of-area Trainings with HeadStart Administration and Staff and is a member of the Leadership team forimplementation.

• NRVCS Mental Health staff trained with Head Start staff for PBIS and attend monthlyCommunity of Learning activies

• Implementation of new ideas to reach children of trauma such as: targeted home visits,increased sensory activities and areas/rooms set up for break times for children.

• Strong working relationship with Pulaski County Public Schools (PCPS) – PreschoolSpecial Education Community Teacher works especially close with Head Start topromote individualized services for children

• We have continued to work with PCPS to provide services to children in Pulaski, with thesupport of a para in the classroom

• A 3rd joint Health Fair was held with Giles County Public Schools where screenings werecompleted before the start of the school year for those in attendance. We completedseveral joint referrals to the school systems at this time and were able to work oncombined services for a child

• The Disabilities and Mental Health Specialist continues to work closely with severalfamilies for additional support services and individualization of services

• Development, Speech, Social-Emotional screenings and services are now sent to themain office monthly and are being entered into MyHeadStart.com by the DataTechnician, providing more accurate and real-time information

• We have met the 10% mandated percentage for enrolled children with disabilities inearly fall for the past several years

• The facilities department has developed an excellent system for monitoring the healthand safety of children and staff at centers. Health and Safety checklists are completedweekly. Work orders are tracked by the Facilities and Transportation Coordinator toprioritize needs throughout the New River Valley

• The Facilities and Transportation Coordinator continues to use observations and safetyreports to address new safety concerns, such as active supervision on the playground.

• Maintenance costs in the Head Start program continue to decrease as the programmoves out of the older facilities to newer more energy-efficient buildings

DISABILITIES

FACILITIES AND TRANSPORTATION

5

• Community groups such as Rotary Club, Lions Club, Celco Corporation, and Lowes havedonated equipment and volunteered many hours to upgrade Head Start facilities andplaygrounds

• The IT Department trained staff on the confidentiality policy to ensure all electronic filesregarding Head Start families and children are being stored confidentially

• The IT department worked closely with Head Start staff to upgrade internet services. AllHead Start locations have changed internet providers

• IT department has created a monitoring system to ensure all computers have installedfirewalls

• New or updated equipment costs have been included in the yearly program budget

SELF-ASSESSMENT COMMITTEES PARTICIPANTS Program Management and Design: Sheryl Helm – Director of Early Childhood and Family Services, Kim Fernandez– Head Start Parent and Policy Council Representative to the Board, Kathy Harrell – COO, Tabitha Greenhalgh – HR Manager

Finance and Human Resources: Tabitha Greenhaigh – Human Resources Manager, Sheryl Helm – Director of Early Childhood and Family Services, Kim Fernandez– Head Start Parent and PolicyCouncil Representative to the Board, Kathy Harrell – COO

Education: Roni Fitch – Early Education and Program Planning Specialist, Jodi Roop– Disabilities and Mental Health Specialist, Katie Collins – Head Start Parent, Alison Harris – Teaching Practices and Coaching Specialist

ERSEA: Leah Hill - Family Services and ERSEA Specialist, County,Tonia Winn– Montgomery County Social Services and Board member, Cassandra Phillips – Pulaski Head Start Family Health Advocate, Samantha Scott – Head Start Parent

Disabilities/Mental Health: Roni Fitch – Early Education and Program Planning Specialist, Jodi Roop– Disabilities and Mental Health Specialist, Katie Collins – Head Start Parent, Alison Harris – Teaching Practices and Coaching Specialist

Health/Nutrition: Trina Porterfield – Health and Nutrition Advocacy Specialist, Rhonda Seltz – MS, DMAS Medicaid Outreach, Belinda Wright – Head Start Parent, Stona Steele – Head Start Parent, Dr. David Hudgins, Angie Nichols – CHIP Coordinator, Debbie Poff – Health Department, Hedy Ruohonemi – Health Department

Facilities/Transportation: Katie Collins – Facilities and Transportation Coordinator, Site Administrators; input from Head Start staff, Sheryl Helm - Director of Early Childhood and Family Services

IT

6

IT: Pierce Kuzior – Accounting/IT Specialist, Todd Fitch – IT Consultant, Sheryl Helm – Director of Early Childhood and Family Services

7

Self-Assessment 5-Year-Goal Chart PY 2018-2019 Goal 1: Program will close the achievement gap of children who have been with NRCA Head Start for at least 1 full program year.

Systemic Issues Recommendations Timeline Developmental levels for math are the lowest of all domains for children who meet or exceed. 87%

• Continue to monitor math activities in the classroomsand provide additional PD to teachers around mathconcepts.

• Goal Met. Next phase is look atindividual TSG objectives for mathand identify specific strengths andweaknesses.

Improve quality of feedback loops between children and adult staff

• Give teachers information on the progression ofdeveloping a feedback loop; model; practice; havefeedback loops as an option for community of learnersduring professional development days

• Goal Met. Next phase is coachingimplementation and ongoingprofessional development.

Goal 2: Program will increase parent engagement by enlisting parents as partners. Systemic Issues Recommendations Timeline

Measure Parent Engagement Accurately

• Monitor outcomes for centers to ensure systemoperating

• Monitor Entry Bi-Weekly entry of parent engagement• Staff will be given a data calendar to be aware of

entry deadlines.• Smaller increments of data to be entered in

MyHeadStart• Additional training provided to staff on

MyHeadStart.com

• Continue to monitor monthly toensure participation is being enteredin MyHEADSTART

• Data calendar is in place andindividual training or support isprovided

Increase parent and Board input and awareness

• Create an Education Advisory committee to assist inlooking at data and provide regular suggestions forSchool readiness and school readiness goals MeetFall Aug/Sept and Spring Feb/March

• Look at the possibility of the program providingincentives such as gift cards, children’s book, locallysponsored breakfast etc. to encourage participation.

• Use “Remind” calling system to remind parents aboutPolicy Council meetings.

• Consider changing the name of Policy Council inorder to make participation feel less formal andintimidating to parents.

• Provide staff training that reflects the diversity of thelocality to help them better understand families theyare working with.

• Increase positive relationships with families byproviding good customer service, in order to giveparents a reason to want to spend time with HS staffand their child at the centers.

• Continue to provide home visits outside the mandated4 visits to families that are facing challenges and areresistant to visit centers in order to build a morepositive and encouraging relationship.

• Goal Met. Education AdvisoryCommittee meets in June as part ofself -assessment and Early Spring aspart of planning for next programyear.

• Ongoing.

• REMIND is being utilized for schoolyear 2019/20

• Policy Council voted to keep thesame name.

• Ongoing.• Goal met through staffing.

Morning Greeters are stationed at thedoor.

• Continue addition of PBISimplementation Parent Coachprogram and Top Tier Support plans

Coverage at sites for attendance calls and nap

• Recruit and train parent and community volunteers.Develop trainings for specific volunteer job roles.

• First phase of identifying volunteerroles and training plans are beingdeveloped.

8

Self-Assessment 5-Year-Goal Chart PY 2018-2019 time coverage. Meeting new performance standards.

• Find money in the budget to increase staff hours tofull time.

• Add classroom aide approx. 16 hours per week soeach classroom has an aide.

• Most staff are full time. Staff not atfull time are within the part dayprogram option and 3 part timeteacher support aide positions wereadded for 2019-2020

Goal 3: Program will create consistent and reliable monitoring system(s) that will ensure child, family, and health outcomes.

Systemic Issues Recommendations Timeline Measuring data by sub groups to aid in program overall goals for achievement gap closure.

• Ed committee will review sub group data and makerecommendations for outcomes

• Charts have been developed for thenext 5-year goals for use by theEducation Advisory Committee.

Ensuring program fidelity to selected curriculum

Create a system whereby teachers and education specialists can: • Define what ‘fidelity to the curriculum” means• Can assess a classroom’s fidelity of the Creative

Curriculum using the fidelity tools created by TeachingStrategies

• Observations continue using thetool. The tool is a check list systemand difficult to use for datacollection for overall programoutcomes but works well forindividual classroom reflection andprofessional development.

Ensure program is meeting HS Performance Standards for children with disabilities

• Provide staff additional training on requirements andprogram protocols.

• Add statement to Green file cover sheet that parenthas been provided a copy.

• Administratively look at the time line for referrals andhow to monitor completion.

• Address timeline screening concerns with LEAs.• Work with PCPS to plan for classroom systems and

staff to coordinate support for children with disabilities.

• Continue to provide staff training onscreening and referral requirements

• Parents are provided a copy of theirchild’s referral as they sign thereferral for the school system -this isprovided by the DisabilitiesSpecialist – documentation is beingadded to Green file sheet

• timelines for LEA screenings andcompleted referral to IEP processwent much more smoothly this year,fewer issues with timelines

• *PCPS continues to provide parasupport as it is written in the IEP.No further discussions on blendingclassroom services for disabilitiesservices.

First Aid kits not readily accessible in all classrooms.

• N/HS will monitor the to ensure all classrooms havethe same required postings

• Goal Met 2018/2019 and monitored2019/2020

Refrigerator thermometers and temperature logs inconsistent availability

• Determine which thermometers need replaced• Determine approved VDH way to mount thermometer• Research funding for replacement thermometers.

• Goal Met 2018/2019 and monitoredrefrigerator thermometer data2019/2020 to determine if ourrefrigerators are having fluctuatingtemperatures in the unsafe zone forextended periods of time.

Children being enrolled with incomplete immunization records; specifically missing all MMR and Varicella and pneumococcal and/or Hib. These children weren’t

• Family Services and Health Specialists will collaborateto remind FHAs assist families in making healthappointments and providing transportation to thoseappointments.

• Continue to monitor for 2019-2020;incorporate in the ISP process forobtaining a shot record which is asup to date as possible when shotsare missing to include F/Has willmake phone contact with child’s

9

Self-Assessment 5-Year-Goal Chart PY 2018-2019 allowed to attend due to these incomplete immunization records.

• F/HAs will make phone contact with child’s doctor todetermine if missing immunizations on shot recordwere inadvertently left off or not given

doctor to determine if missing immunizations on shot record were inadvertently left off or not given.

Children without a blood lead test at the age of 12 months or after.

• Completed 1 clinic Nov 2017, standing order physicianmoved out of area so a new plan for obtaining astanding order is being researched

• Goal Met. Completed new StandingOrder signed by NRHD Director. RUnursing department instructor hasagreed to provide the testing whichwith nursing student assistancebegan in 2019.

• Continue for 2019-2020.Partnership with NRHD and RUdepartment of nursing will continuethroughout 2019-2020 for on-sitechild lead and hemoglobin testing.The plan is to have an ongoingpartnership.

Goal 4: Program will provide staff with trainings and support needed to retain qualified staff and ensure high quality services.

Systemic Issues Recommendations Timeline Increasing numbers of children, born with addictions or experiencing trauma, enrolling in the program.

• Professional Development for Staff:o Plan On going trauma-based training for staff in

order that they understand both adult/familytrauma and child trauma and how they can plan forfamilies and children experiencing this.

o Include more training on autism and sensoryintervention for staff

• Continue to expand Therapeutic Day Treatment atsites.

• Look at ways to adjust or lower staff child ratios forclassrooms with multiple children exhibiting behaviorchallenges. Including exploring children in specialeducation classes and Individualized Support Plans.

• Explore new approaches to interventions:o PBISo Blending home and school interventions through

home visiting.o Create Trauma Team

• Additional monitoring and support for AL’s PalsCurriculum.

• Continue regular meetings with NRVCS to plan for anddiscuss service delivery and interventions.

• Participate in Pulaski County Best Practices Committee• Meeting with local child abuse State Coalitions to

continue to increase referrals coming to Head Start• Provide additional training on home visiting to FHA

position. In order to support services and referrals tofamilies.

• Family Services staff will complete SBIRT (SubstanceAbuse Brief Intervention to Treatment) training andbecome certified.

• Program continues with PBISplanning and implementation.Project addresses these issues overthe next 5 years.

• AL’s Pals is being phased out due tohigh cost of ongoing staff trainingneeds and PBIS is very similar inscope to AL’s Pals. Work is beingdone to build a scope and sequenceto PBIS classroom supports thatutilizes many of the concepts usedwithin AL’s Pals.

• Goal met.• Several supporting materials were

purchased to support PBIS andsocial emotional concepts for eachclassroom to include Comfort ZoneCubes and sensory items. *NRVCSmeetings continue

• Staff have received training on howto use ACE questionnaire

• Staff have continued to receivetraining on effects of trauma inchildren and adults.

10

Self-Assessment 5-Year-Goal Chart PY 2018-2019 • Family Services staff will continue trainings to support

home visiting certification through the Institute for theAdvancement of Family Support Professionals.

• Seek Family Service Staff input on their traininginterests.

• Utilize “ACE: to recognize trauma that may be creatingbarriers to families.

Lack of providing documentation for population served during application process.

• Continue to use a residency questionnaire during theapplication process.

• Continue to utilize DSS example letter to verifyhomelessness.

• Goal Met. Homeless families beingserved have increased due tocontinued use of student residencyquestionnaire

Ensuring data privacy and accuracy

• Anonymous Data survey to staff about entry time andsystem.

• Data training provided to staff for big picture not justsmall entry pieces.

• Improve Internet Services—personal wi-fi devices• Improving confidentiality of data by utilizing block out

screens, time out screens, monitors off

• Data calendar was created, andsights have been undergoingtechnology updates. E-fax systemhas been created and utilized bystaff to ensure client privacy.

Ensuring staff support • Return staff survey to format used in years 1,2, 3 of the5-year goal period in order to maximize participation bystaff

• Goal Met.

Meeting community Needs-- • Management staff meet in January to determine staffand classroom placement for next program year inorder to meet community and school system needs.

• Ongoing

Bus Repairs • Train staff to make simple repairs (oil, bulbs, etc.)that will prevent larger issues

• Significant staff turnover training isongoing for drivers.

Staff professional development

• Complete observations and job shadowing ofCenter Aides to gain a better understanding ofwhat is expected of the position.

• Create a professional development program forCenter Aide position to include trainings aroundtransportation, health and safety (food service,cleaning) and customer service.

• Goal Met. Shadowing occurred andindividual plans for center aides areneeded b/c of center needs andtransportation.

11

Service Area Additional Self-Assessment Recommendations Chart PY 2020-2021

Finance/Human Resources Systemic Issues Recommendations Timeline

• Paper copies, mileagecost, and travel time forSite Administrators tobring timesheets to thecentral office.

• Computerized payroll system for NRCA staff. PY 2020-2021

• Unpaid time off forHead Start staff.

• Revisit Policy for PTO hours given to Head Start staff that are off duringthe summer months.

PY 2020-2021

• Staff Motivation • Continue to offer a wide range of benefits at NRCA. Examine ways tomake staff feel more appreciated.

PY 2020-2021

Education Systemic Issues Recommendations Timeline

• Increase CLASS scores • Identify minimum thresholds for each CLASS Domain and provide ongoingprofessional development to increase scores

• Develop plans for intentional teaching practices during read-a-loud• Provide time for teaching teams to reflect on their classrooms

environments and practices and supports monthly with the SiteAdministrators

PY 2020-2021

• Teacher stress due tochildren’s behavioralissues and lack ofenough planning time

• Develop sensory break areas for children either within the classroom orwithin the center

• Increase planning time for teaching teams• Increase curriculum knowledge and quality by providing staff professional

development using My Teaching Strategies courses• Allow time for administrative staff to review lesson plans and give feedback

to teachers• Provide teacher breaks and lower staff-child ratios

PY 2020-2021

• Children’s process ofgrowth

• Ensure quality of experience regardless if it is a new teacher, veteranteacher, or mix of student’s needs, etc. Each child should get the samelevel of quality

PY 2020-2021

• Not enough Substituteteachers

• Develop substitute training plans• Increase the number of available substitutes for each center to 5

PY 2020-2021

Program Management & Design Systemic Issues Recommendations Timeline

• Increase staff’s Boardrecognition

• Star-spotlight on board members in agency Newsletter.• Invite board members to visit Head Start centers during the day when

children are in attendance.

PY 2020-2021

• Increase inprogrammatic andindirect costs

• Agency is looking into for-profit ventures• Hire a Grant Writer for the agency

PY 2020-2021

12

Service Area Additional Self-Assessment Recommendations Chart PY 2020-2021 Eligibility, Recruitment, Selection, Enrollment & Attendance

Systemic Issues Recommendations Timeline • Classroom Attendance

Averages• Revisit program planning calendar schedules to align with all school

systems• Consider increasing daily hours in part-day classrooms• Consider another bus route at the Pulaski Head Start center• Consider the NRCC Head Start ELC follow the school system schedule

instead of the college schedule• Ask the Board to provide attendance incentives for attendance• Laminate awards to children and families for attendance to value more• Provide random incentives for children and parents to engage children and

parents to attend• Extend grace to parents who are working with multiple schedules (Head

Start, Elementary, and Middle School)

PY 2020-2021

• Parent attendance atCelebrations of Learningand special events

• Offer a variety of times for Celebrations of Learning• Plan a back-to-school surprise in January• Give parents longer notices for special occasions to rearrange work

schedules

• Goal Met2019.

• Goal Met.Plans inplace forJan. 2020

Facilities & Transportation Systemic Issues Recommendations Timeline

• Not enough parkingspace at theChristiansburg HeadStart center for parentsand staff

• Revisit transportation at the Christiansburg center and provide one buscluster stop to pick up children

PY 2020-2021

• Staff with CDLs areretiring, and it is difficultto find bus drivers

• Research the agency providing CDL training to staff or bus driverapplicants without a CDL

PY 2020-2021

IT Systemic Issues Recommendations Timeline

Technology/Security Get rid of the costly monthly ANS firewall protection and install NRCA’s firewall protection

PY 2020-2021

Upgrade technology and equipment

Increase the budget line item for computers and other needed electronic equipment

PY 2020-2021

13