july meeting of the board of trustees via zoom webinar ..._2020... · july meeting of the board of...

JULY MEETING OF THE BOARD OF TRUSTEES TUESDAY, July 21, 2020 @ 6:30 p.m.

Via ZOOM Webinar https://zoom.us/webinar/register/WN_OB01YCI3R52a63TdNT6eDA

A G E N D A

1. CALL TO ORDER & INTRODUCTIONS..................................................JOSEPH CZARSKE PRESIDENT

2. PRESIDENT'S REPORT...............................................................................JOSEPH CZARSKE

PRESIDENT

4. MINUTES ........................................................................................................FU-TIEN CHIOU OF THE MAY 19, 2020 MEETING SECRETARY 5. TREASURER'S REPORT.............................................................................RON BERGMANN

TREASURER

6. EXECUTIVE REPORT*..............................................................................PATRICIA DEL MONICO EXECUTIVE DIRECTOR

7. COMMITTEE REPORTS: a) ARCA……………………………………………………………..……JOE CZARSKE, LIAISON b) AUDIT…………………………………………………….LA VELLE GATES, CHAIRPERSON c) BOARD DEVELOPMENT .........................................................................TBD, CHAIRPERSON d) BOARD PLANNING...……………………………….................KIM VUONG, CHAIRPERSON e) CLIENT ADVISORY. ......................................................DAVID GAUTHIER, CHAIRPERSON f) CLIENT SERVICES.....................................................................KIM VUONG, CHAIRPERSON g) COMMUNITY RELATIONS...……….………..DR. MONICA SIFUENTES, CHAIRPERSON h) RETIREMENT......................................................................FU-TIEN CHIOU, CHAIRPERSON i) SELF-DETERMINATION………………………………………..........................TBD, LIAISON j) SERVICE PROVIDER ADVISORY......................................PAUL QUIROZ, CHAIRPERSON

8. PUBLIC INPUT/ANNOUNCEMENTS

9. EXECUTIVE SESSION……………………………………………………. .JOSEPH CZARSKE PRESIDENT 10. ADJOURNMENT – 8:00 p.m. *indicates “action” cc: All Board members HRC Receptionist

https://zoom.us/webinar/register/WN_OB01YCI3R52a63TdNT6eDA

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MINUTES OF THE MAY 19, 2020 MEETING OF THE BOARD OF TRUSTEES OF THE HARBOR DEVELOPMENTAL DISABILITIES

FOUNDATION, INC.

BOARD PRESENT: Mr. Ron Bergmann, Treasurer Mr. Fu-Tien Chiou, Secretary Mr. Joe Czarske, President Dr. James Flores, Board Advisor Mr. La Velle Gates, Board Member Mr. Jeffrey Herrera, Board Member Mr. Bob Irlen, Board Advisor Ms. Ann Lee, Ph.D, Board Member Mr. Christopher Patay, Board Member Ms. Paul Quiroz, Board Member Mr. Mariano Sanz, Vice-President Dr. Monica Sifuentes, Board Member Ms. Latisha Taylor, Board Member Ms. Kim Vuong, Board Member BOARD ABSENT: Mr. David Gauthier, Board Member Dr. Bobbie Rendon-Christensen, Board Member STAFF PRESENT: Ms. Patricia Del Monico, Executive Director Ms. Nancy Spiegel, Director of Information & Development Mr. Vincente Miles, Director of Community Services Ms. LaWanna Blair, Director of Early Childhood Services Mr. Patrick Ruppe, Director of Adult Services Mr. Mike Ikegami, Director of IT Mr. Richard Malin, Manager of IT Ms. Jennifer Lauro, Executive Assistant Mr. Jesus Jimenez, Executive Team Assistant

GUESTS: Ms. Susana Luviano Ms. Guadalupe Magdaleno Ms. Jeannine Meyer Ms. Ivonne Muniz Diaz Ms. Silvia Cadena Ms. Rosalind Hayden Ms. Mayra Jimenez Ms. Vianey Gomes Ms. Irma Ramirez Ms. Guadalupe Nolasco Ms. Silvia Macias Ms. Paula Martinez Ms. Maria Zavala Ms. Carina Hernandez Ms. Kathleen Keon, former HRC Staff Ms. Cendy Topete Ms. Juliana Martinez Ms. Elie Soto Ms. Alma Hernande Ms. Felipa Rodriguez Ms. Florencia Gonzalez Ms. Gilberta Castellanos Ms. Celia Pena Ms. Xochilt Pelayo Ms. Adriana Garcia Ms. Jo Mullins, DDS Ms. Nichole Mikkelson, DDS Ms. Megan Mitchell, DDS Ms. Brianna Reynoso, SCDD Ms. Terri Nishimura, Service Provider Ms. Cori Reifman, HRC Staff

CALL TO ORDER Mr. Czarske called the Board meeting to order at 6:35 p.m. PRESIDENT’S REPORT Mr. Czarske welcomed Board members, guests and staff. Mr. Czarske stated that the COVID-19 pandemic followed by the California State of Emergency stay at home order in mid-March resulted in the cancellation of our March meeting, but that we are coming together via ZOOM for our annual May

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meeting this evening and foresee that our meetings will continue to be held in this way for some time going forward. Mr. Czarske advised that this is the first time we are using a webinar format and asked for patience as we learn the proper techniques and develop a comfort meeting in webinar format. Mr. Czarske stated that for those who prefer to have interpretation in Spanish to please turn the “interpreter” at the bottom of your screen to Spanish.

Mr. Czarske encouraged any visitors who wish to address the Board at the end of our meeting during the time we have set aside for public comment to please make a request through the Chat. We will call upon any visitor who notifies us through the Chat feature that they would like to address the Board. PRESENTATION OF MINUTES Mr. Czarske informed the minutes of the January 21, 2020 meeting of our Board were included in the board packet which was provided to all Board members and posted for the general public on the HRC website. The MINUTES OF THE JANUARY 21, 2019 BOARD MEETING were presented and there were no questions and the minutes were received and filed. PRESENTATION OF FINANCIALS Mr. Czarske informed the financial statements for the month of March were also included in the board packet which was provided to all Board members and posted for the general public on the HRC website. Mr. Czarske referred the Board to slide 5 of the board presentation and advised the Projected Annual Expenses for Regular POS is based on actual expenditures through March and estimated costs of new programs, growth, pending service provider rate changes, and COVID-19 related expenditures. The FINANCIALS were presented and there were no questions and the financials were received and filed. EXECUTIVE REPORT

1. THE IMPACT OF COVID-19 ON HRC SERVICES TO DATE: Ms. Del Monico summarized a timeline since the March 4, 2020 declaration by California Governor Gavin Newsom of a State of Emergency as a result of the global COVID-19 outbreak. The timeline outlined the impact of COVID-19 on HRC Services to date and included all of HRC’s efforts to remain in contact with our clients, families, services providers and staff. Ms. Del Monico also described the development of “surge capacity” in anticipation there might be a need to provide temporary housing and care for clients who have been exposed or tested positive for COVID-19, or who may otherwise need quarantine sites for their safety. In addition, Ms. Del Monico announced, friends of HRC have contributed thousands of dollars providing us with the resources necessary to purchase grocery store gift cards for our neediest families. These generous and giving lifelong friends of HRC continue to help us to support more families experiencing unemployment and food insecurity due to the COVID-19 crisis with online donations to the Harbor Help Fund. Ms. Del Monico provided a link to HRC’s website so that those who still wish to contribute may do so via a donation through our site.

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Ms. Del Monico lastly advised that at its May 5, 2020 Executive Committee, the Committee recommended that the Board consider authorization of $10,000 from the Harbor Help Fund to supplement other funds raised in this effort. A vote of the full Board was required. Mr. Sanz moved to authorize $10,000 from the Harbor Help Fund to supplement other funds raised in HRC’s donation efforts and Dr. Sifuentes seconded the motion, which was unanimously approved by the Board.

2. THE IMPACT OF COVID-19 ON THE DEVELOPMENTAL SERVICES SYSTEM: Ms. Del Monico informed the Board that the Department of Developmental Services has been in regular communications with all regional centers during the COVID-19 pandemic and has provided at least twenty directives to date which have established guidance for regional center and service provider activities. Ms. Del Monico called the Board’s attention to one of the most discussed directives, which concerns the payment for absences from non-residential services and summarized pertinent provisions of this directive. Ms. Del Monico will continue to keep the Board and all in our community advised as we learn more.

3. THE IMPACT OF COVID-19 ON THE CALIFORNIA BUDGET:

Ms. Del Monico provided the Board with a brief summary of the impact of COVID-19 on the California Budget, indicating a projected deficit of more than $54 billion.

4. FY 19/20 BUDGET UPDATE: Ms. Del Monico reviewed with the Board the updated “POS Expenditure Projection” or (PEP) for 2019/20 for all regional centers based on expenditures through March, 2020 which showed a projected statewide deficiency related to COVID-19. Ms. Del Monico advised that as we near the end of the current fiscal year many centers are concerned there will be significant cash flow problems and a need to draw down on credit lines.

5. BORROWING RESOLUTION: Ms. Del Monico advised that, speaking of credit lines, it is necessary for HRC to have a line of credit in place in the event we have insufficient cash to ensure that our service providers are paid timely and to meet our other obligations. Our most recent revised LOC for $38,000,000 is in effect through June 30, 2020. We would like to extend the termination date to June 30, 3021. The principle amount needs to be increased to $41,000,000 to become available on July 1, 2020. Ms. Del Monico requested that the Board take action to renew its line of credit with Opus Bank to manage cash flow requirements as suggested above. BORROWING RESOLUTION: RESOLVED that Harbor Regional Center renew its line of credit with Opus Bank from $38,000,000 to $41,000,000 to manage cash flow requirements as needed. Mr. Gates moved to adopt the borrowing resolution as noted above and Ms. Vuong seconded the motion, which was unanimously approved by the Board.

6. PURCHASE OF SERVICE EXPENDITURE DATA: Ms. Del Monico reported that HRC had originally scheduled community meetings for late March to share data about HRC POS Expenditures, but due to COVID-19 has rescheduled to Friday, June 12, 2020 at 3:00 pm via ZOOM webinar. Ms. Del Monico advised the link to register for this webinar is posted on our website and encouraged Board members to attend if possible.

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7. CELEBRATING AN HRC STAR (AGAIN): Ms. Del Monico shared with the Board a link to a Hallmark commercial staring client Cristina Sanz, who also appeared in and won an Emmy for her role in the AMC television reality series “Born This Way”. HRC is proud of Cristina’s accomplishments.

COMMITTEE REPORTS

A. ARCA

Mr. Czarske reported that we have been kept advised of all of the various activities taking place in Sacramento by the staff of our ARCA office, but all in-person meetings for the foreseeable future have been cancelled.

B. AUDIT

Mr. Gates reported electronically via Chat that the HRC 2019 Form 990 was filed and copies provided to all Board members.

C. BOARD DEVELOPMENT Mr. Sanz referred the Board to the proposed slate of officers for fiscal year 2020-21 and to the re-election ballot of current board members and encouraged Board members to complete and submit to the Executive Assistant. Additionally, Mr. Sanz reported that due to COVID-19, plans for a Board Retreat and Recognition Dinner in June have been cancelled.

D. BOARD PLANNING Ms. Spiegel stated that the Board Planning Committee last met on February 28, 2020 and reviewed HRC’s 2019 Performance Plan year-end report.

E. CLIENT ADVISORY In Mr. Gauthier’s absence, Mr. Czarske reported that the Client Advisory Committee last met on February 8, 2020 and held elections for new officers for the positions of Vice President, Sergeant of Arms and Secretary. The Committee also discussed the latest DDS updates from Sacramento and from the DDS Task Force.

F. CLIENT SERVICES Ms. Blair reported that the Client Services Committee last met in January and February to continue the Therapy Services Service Reviews.

G. COMMUNITY RELATIONS

Mr. Czarske informed the Board that there has been no meeting of the Community Relations Committee since they made their last report to the Board.

H. RETIREMENT Mr. Chiou reported on the Harbor Regional Center Retirement Plan Balances as of March 31, 2020.

I. SELF-DETERMINATION ADVISORY Mr. Sanz updated the Board on the current status of the program.

J. SERVICE PROVIDER ADVISORY

Mr. Quiroz informed that the committee last met on February 4, 2020 and were updated on a variety of subjects, including HRC’s plan to host training for service providers, on the rate study, on the Self-Determination Program, on California Employment Law, on Medical Provider

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Enrollment, on the Electronic Visit Verification System, on HRC’s Request for Proposals and on HRC’s bi-annual DDS audit.

PUBLIC INPUT/ANNOUNCEMENTS Mr. Czarske advised that public input was next on the agenda. Mr. Czarske stated that he will call upon each person who has asked to address the Board and requested that he or she limit their comments to two minutes in order to accommodate everyone. Mr. Czarske indicated that seven attendees requested to address the Board through the Zoom Chat and invited each in turn to address the Board. EXECUTIVE SESSION Mr. Czarske advised that there will be no executive session tonight. ADJOURNMENT Mr.Czarske thanked all those who have participated in our Board meeting tonight. The next meeting of our Board will be on July 21, 2020 via Zoom Webinar. A link to the webinar will be posted on our website one week prior to the meeting.

Submitted by: ____________________________

Fu-Tien Chiou, Secretary Board of Trustees

Harbor Developmental Disabilities Foundation

HARBOR REGIONAL CENTERMONTHLY FINANCIAL REPORT

FISCAL YEAR 2019-20May-20

A-6 Y-T-D Proj. Annual Proj. FundsAllocation Month Exp Expenses Expenses* Available

OperationsSalaries & Benefits $26,308,516 $2,137,329 $23,318,009 $26,308,516 $0Operating Expenses $9,757,856 $713,498 $7,166,571 $9,757,856 $0 less other income ($509,067) ($43,327) ($492,480) ($509,067) $0Total Operations $35,557,305 $2,807,501 $29,992,100 $35,557,305 $0

Purchase of ServiceRegular* $227,016,031 $18,457,466 $195,726,545 $225,781,381 $1,234,650Compliance with HCBS Regulations $0 $0 $0 $0 $0

less other income ($3,248,099) ($318,438) ($3,091,685) ($3,248,099) $0Subtotal Regular $223,767,932 $18,139,028 $192,634,860 $222,533,282 $1,234,650

CPP** $2,750,450 $39,182 $55,534 $2,792,108 ($41,658)Total Purchase of Service $226,518,382 $18,178,210 $192,690,394 $225,325,390 $1,192,992

TOTAL $262,075,687 $20,985,711 $222,682,494 $260,882,695 $1,192,992

% of Budget 100.00% 8.01% 84.97% 99.54%

*

**

The Projected Annual Expenses for Regular POS is based on actual expenditures through May and estimated costs of new programs, growth, pending service provider rate changes, and COVID-19 related expenditures. POS includes an offset for other income for ICF SPA expenditures. ICF SPA expenditures are not funded through the contracted with DDS but billed separately. The Projected Expenses for Regular POS decreased by approximately $717,000 and for COVID-19 related POS expenditures by approximately $610,000 for a total decrease of approximately $1.3 million compared to the prior month financial report.

The letter of intent for the A-6 amendment was received from DDS on June 5, 2020. The A-6 allocation includes appropriately $266,000 in Operations funding for COVID-19 related expenses and $18,300 in CPP POS funds for Surge Capacity Start Up. HRC received approval for appropriately $42,000 in additional Surge Capacity Start Up funds to outfit non-traditional provider facilities to be used as temporary housing if needed which is still pending.

HARBOR REGIONAL CENTERFUNCTIONAL EXPENDITURES

May-20

A-6 Purchase of Service Salaries & Benefits Operating Expenses Total ExpendedAllocation Month Y-T-D Month Y-T-D Month Y-T-D Month Y-T-D

PROGRAM SERVICESIntake 6,080,790 360,354 3,931,416 120,296 1,208,284 480,649 5,139,700

Case Management 23,392,649 1,386,272 15,124,061 462,775 4,648,238 1,849,047 19,772,299

Program Development 800,673 47,449 517,660 15,840 159,098 63,288 676,758

Other Client Services 1,821,352 107,935 1,177,559 36,032 361,912 143,967 1,539,471

Out-of-Home Living * 94,471,145 7,897,755 84,325,262 7,897,755 84,325,262

Day Programs 72,174,961 5,835,414 61,489,844 5,835,414 61,489,844

Transportation 10,312,781 775,675 9,153,924 775,675 9,153,924

Other Services 50,057,144 3,948,622 40,757,515 3,948,622 40,757,515

CPP, PDF, Other 2,750,450 39,182 55,534 39,182 55,534

Total Program Services 261,861,945 18,496,648 195,782,079 1,902,009 20,750,696 634,942 6,377,531 21,033,599 222,910,307

SUPPORTING SERVICESAdministration 3,970,908 235,320 2,567,313 78,556 789,039 313,876 3,356,352

SUBTOTAL 265,832,853 18,496,648 195,782,079 2,137,329 23,318,009 713,498 7,166,571 21,347,475 226,266,659

Revenue (3,757,166) (361,765) (3,584,165)

TOTAL 262,075,687 20,985,711 222,682,494

*Net of Client Support

HARBOR REGIONAL CENTER

LINE ITEM REPORTMay-20

FY 2019-20 A-6 Net Expended Projected Proj Annual Proj. Funds

Allocation Month Y-T-D Expenses Expenses AvailablePURCHASE OF SERVICE

Regular320** Out-of-Home 94,471,145 7,897,755 84,325,262 9,098,939 93,424,201 1,046,944430** Day Programs 72,174,961 5,835,414 61,489,844 9,885,263 71,375,107 799,8546505* Transportation 10,312,781 775,675 9,153,924 1,044,569 10,198,493 114,288650** Other Services 50,057,144 3,948,622 40,757,515 8,744,888 49,502,403 554,741TBD COVID-19 Related 0 0 0 1,281,177 1,281,177 (1,281,177)TBD HCBS Compliance 0 0 0 0 0 0Subtotal Regular POS 227,016,031 18,457,466 195,726,545 30,054,836 225,781,381 1,234,650

Community Placement & Program Development 32010 CPP Start Up 2,675,000 0 0 2,675,000 2,675,000 0TBD Surge Capacity Start Up 18,300 18,300 18,300 41,658 59,958 (41,658)65*** Placement/Assessment 57,150 20,882 37,234 19,916 57,150 0Subtotal CPP 2,750,450 39,182 55,534 2,736,574 2,792,108 (41,658)

Revenue20090 ICF SPA Income (3,248,099) (318,438) (3,091,685) (156,414) (3,248,099) 0

TOTAL PURCHASE OF SERVICE 226,518,382 18,178,210 192,690,394 32,634,996 225,325,390 1,192,992

OPERATIONS Salaries & Benefits

2501- Salaries and Wages 20,440,629 1,689,458 17,970,253 2,470,376 20,440,629 02503- Benefits 5,867,887 447,870 5,347,756 520,131 5,867,887 0Subtotal Salaries & Benefits 26,308,516 2,137,329 23,318,009 2,990,507 26,308,516 0

Operating Expenses30020 Equipment Maint 382,479 21,513 319,788 62,691 382,479 030030 Facility Rental 4,516,233 372,904 4,430,897 85,336 4,516,233 030035 Facility Rent Subleases 359,457 29,866 358,224 1,233 359,457 030040 Facility Maint 304,911 87,392 264,000 40,911 304,911 030050 Communication 425,779 49,767 411,717 14,062 425,779 030060 General Office Exp 155,633 7,163 116,336 39,297 155,633 030070 Printing 144,538 3,657 114,436 30,102 144,538 030080 Insurance 182,842 0 102,445 80,397 182,842 030090 Utilities 13,748 1,279 11,537 2,211 13,748 030110 Data Processing Maint 130,675 1,070 26,079 104,596 130,675 030123 Interest/Bank Expense 10,494 245 2,219 8,275 10,494 030140 Legal Fees 33,000 0 17,779 15,221 33,000 030150 Board of Dir. Exp 16,004 0 6,222 9,782 16,004 030160 Accounting Fees 51,000 0 51,000 0 51,000 030170 Equipment Purchases 477,880 98 85,259 392,621 477,880 030180 Contr/Consult Services 292,863 8,523 139,618 153,245 292,863 030184 Clinical Services 51,735 4,523 49,903 1,832 51,735 030185 Employee Conferences 45,499 0 13,010 32,489 45,499 030186 CalFresh 49,992 4,999 39,994 9,998 49,992 030220 Travel in State 30,190 0 20,510 9,680 30,190 030223 Staff Mileage 126,235 1,214 95,148 31,087 126,235 030230 ARCA Dues 86,492 0 80,458 6,034 86,492 030240 General Expenses 935,199 8,176 126,589 808,610 935,199 030241 Diversity Funding 409,140 0 0 409,140 409,140 030247 General Exp C19 SOE 268,444 108,301 198,408 70,036 268,444 0TBD SDP Participant Supports 134,147 0 0 134,147 134,147 030183 Mental Health Services Fund 123,247 2,811 84,996 38,251 123,247 0Subtotal Operating Expenses 9,757,856 713,498 7,166,571 2,591,285 9,757,856 0

Other Revenue20040 Interest Income (208,929) (23,028) (206,626) (2,303) (208,929) 020050 Other Income (7,710) 0 (5,961) (1,749) (7,710) 020055 Other Income-Subleases (237,407) (15,574) (237,168) (239) (237,407) 020100 ICF SPA Admin Fee (55,021) (4,725) (42,725) (12,296) (55,021) 0Subtotal Other Revenue (509,067) (43,327) (492,480) (16,587) (509,067) 0

TOTAL OPERATIONS 35,557,305 2,807,501 29,992,100 5,565,205 35,557,305 0

TOTAL 262,075,687 20,985,711 222,682,494 38,200,201 260,882,695 1,192,992% of Budget 100.00% 8.01% 84.97% 14.58% 99.54% 0.46%

HARBOR REGIONAL CENTERPOS CONTRACT SUMMARY

May-20

Fiscal Year Contract Fund POS Budget POS Claimed

Current Balance/ (Deficit)

Projected Expenses

Projected Balance/ (Deficit)

2019-20 A-6 Reg POS $223,767,932 $192,640,513 $31,127,419 $29,892,769 $1,234,650CPP $2,768,750 $55,534 $2,713,216 $2,736,574 ($23,358)HCBS Compliance $0 $0 $0 $0 $0TOTAL $226,536,682 $192,696,047 $33,840,635 $32,629,343 $1,211,292

2018-19 E-4 Reg POS $197,513,157 $195,764,990 $1,748,167 $133,554 $1,614,613PDF $77,443 $0 $77,443 $77,443 $0CPP $2,981,456 $1,171,903 $1,809,553 $1,809,553 $0HCBS Compliance $50,001 $0 $50,001 $50,001 $0TOTAL $200,622,057 $196,936,893 $3,685,164 $2,070,551 $1,614,613

2017-18 D-5 Reg POS $180,372,978 $179,183,068 $1,189,910 $35,055 $1,154,856CPP $2,732,358 $2,417,672 $314,686 $314,686 $0HCBS Compliance $349,045 $225,081 $123,964 $83,464 $40,500TOTAL $183,454,381 $181,825,821 $1,628,560 $433,204 $1,195,356

Harbor Developmental Disabilities FoundationHarbor Help Fund

Statement of ActivitiesFiscal Year 2019-20

FY 2018-19 FY 2019-20 Needy Families TOTAL YTD TOTAL Campaign

IncomeDonations

Employee Donations 11,538$ 11,588$ Employee Donations - masks - 4,330 4,330 Gift cards - in kind - 4,225 4,225 General Donations 8,949 12,080 10,000 *HRC 45th Anniversary Sponsorship 62,125 - Staff Appreciation Day - 5,000 Holiday Donations 29,653 26,570 Needy Families Campaign - 27,390 27,390

Total Donations 112,265 91,183 45,945

Interest 1,515 4,048 -

Total Income 113,779 95,231 45,945

ExpensesHoliday Giving Campaign 39,998 39,997 Needy Families - Gift cards - 17,525 42,725 **Mask purchase - 1,500 1,500 Autism Awareness Event - - HRC 45th Anniversary Event 53,811 - Grants to Clients 82 1,000 -

Total Expenses 93,891 60,022 44,225

Net Increase/(Decrease) 19,889$ 35,210$ 1,720$

Beginning Balance 165,676$ 185,565$

Income 113,779 95,231 Expenses 93,891 60,022

Ending Balance 185,565$ 220,774$

Ending Balance DetailCash 60,215$ 94,285$ Money Market - - CD 125,000 100,939 Gift card inventory - 25,200 **Receivables 350 350

Total Balance 185,565$ 220,774$

* HRC Board approved $10,000 for campaign 5/19/2020.

** Needy Families Campaign includes gift cards purchased but not yet distributed.

FY 19-20 HHF Quarterly Financials - updated through 6.30.20

HARBOR REGIONAL CENTER EXECUTIVE

REPORT JULY 21, 2020

CONGRATULATIONS KIM VUONG: HRC Board Member and client, Kim Vuong, has been honored with the Jerry Stein Independent Living Award by the Disabled Resources Center. This award was scheduled to be conferred at the 44th Annual Awards Dinner on August 20; we were sad to learn the event has been canceled due to the COVID-19 pandemic but pleased that it will be given virtually nonetheless. And further, we are taking the occasion of our Board meeting to celebrate Kim’s devoted service as a long time and dedicated advocate for people with disabilities and to recognize her work as a speech aide at the Tichenor Clinic always promoting the effective use of assistive technology and assistive communication. We pay tribute to Kim for these activities as well as her participation as a Commissioner on the Long Beach Citizen’s Advisory Commission on Disabilities. We are fortunate and proud that Kim has made the time to participate actively as part of the HRC Board. Thank you, Kim…and Congratulations!

2020/2021 BUDGET:

"In the face of a global pandemic that has also caused a recession across the world and here in California, our state has passed a budget that is balanced, responsible and protects public safety and health, education, and services to Californians facing the greatest hardships,” Governor Gavin Newsom.

The revised budget package of bills reflected the budget agreement reached at the end of the fiscal year that, among other things, rejected all the cuts to existing programs in health and human services and education - including cuts to developmental services. The budget deal also included temporary supplemental rate increases to independent living services and two Early Start service categories. These new rate increases will become effective on January 1, 2021. How the Budget Gap was Closed: For those of you who are interested in the overall state of California budget and are wondering how the budget gap was closed we are taking this occasion to summarize. You may recall that in January the state was projecting a surplus of $5.6 billion; by the May Revision the state confronted a staggering budget deficit of $54.3 billion – a four-month swing of $60 billion caused by the COVID-19 recession. According to the Governor's office, the 2020-2021 State Budget that was enacted at the end of June takes a "balanced approach" to closing the $54.3 billion budget deficit and sets aside $2.6 billion in the Special Fund for Economic Uncertainties, including $716 million for the state to respond quickly to the changing conditions of the COVID-19 pandemic. The 2020-2021 State Budget is balanced through the following steps:

• RESERVES – The 2020-2021 State Budget draws down $8.8 billion in reserves from the Rainy Day Fund ($7.8 billion), the Safety Net Reserve ($450 million), and all funds in the Public School System Stabilization Account.

• TRIGGER CUTS – The 2020-2021 State Budget includes $11.1 billion in reductions and deferrals that will be restored if at least $14 billion in federal funds are received by October 15. If the state receives a lesser amount between $2 billion and $14 billion, the reductions and deferrals will be partially restored.

• FEDERAL FUNDS – The 2020-2021 State Budget reflects $10.1 billion in federal funds that provide General Fund relief – including $8.1 billion that have already been received.

• REVENUES – The 2020-2021 State Budget generates $4.4 billion in new revenues in FY 2020-21 by temporarily suspending the use of net operating losses and temporarily limiting to $5 million the amount of business incentive credits a taxpayer can use in any given tax year.

• BORROWING/TRANSFERS/DEFERRALS – The 2020-2021 State Budget includes $9.3 billion in special fund borrowing and transfers, as well as other deferrals for K-14 schools.

• CANCELLED EXPANSIONS - UPDATED ASSUMPTIONS AND OTHER SOLUTIONS - The remaining $10.6 billion of solutions includes: Cancelling multiple program expansions and anticipating increased government efficiencies; Higher ongoing revenues above the May Revision forecast; Lower health and human services caseload costs than the May Revision estimate.

As to the FY 2020-2021 budget for developmental services, please refer to the charts below which we will review and discuss at our meeting:

(dollars in millions)

Funding Policy Item Included in Final Budget? Enhanced Caseload Ratios for Children Ages 3-5 No Enhanced Behavioral Supports Homes with Delayed Egress and Secured Perimeter Yes

Performance Incentive Program No Rate Increases for ILS, Infant Development, Early Start Therapeutic Services Yes

Systemic, Therapeutic, Assessment, Resources and Treatment (START) Training No

Temporary Expansion in the Secure Treatment Area Yes Uniform Fiscal System (UFS) Modernization No Extension of sunset dates for Uniform Holiday, supplemental rate increases, etc. from 12/31/21 to 6/30/23

No

Increase in OPS and POS to cover additional costs resulting from COVID-19 response Yes

$30.0M GF reduction to Regional Center Operations No Cost Sharing for Higher Income Families No Reinstatement of the Uniform Holiday Schedule No $300.0 million GF reduction in POS to Implement Rate Reductions, Expenditure and Utilization Reviews

No

Elimination of optional adult Medi-Cal benefits, including dental No

Reduction in ICF rates No 7% reduction in IHSS hours No Elimination of CBAS programs No

BUDGET TRAILER BILL: The budget trailer bill this time was limited in scope as it affects the development services system. Nonetheless, there are some important changes, two of which are described below:

• The Penal Code has been modified with respect to regional center clients who are charged with criminal offenses and who may be eligible for diversion. New language makes diversion available to regional center clients irrespective of their regional center eligibility diagnosis and it broadens the charged offenses for which a client may be considered a diversion candidate;

• The Welfare & Institutions Code has been modified to require that IPPs must be held no later than 7 days after a request is submitted if necessary for the client’s health and safety or to maintain the client in their home.

CONTRACT APPROVAL: The Lanterman Act requires that any regional center contract which exceeds $250,000.00 be approved by the regional center board. Typically our clinical contracts are in excess of the threshold amount so we are requesting your approval for our clinical service contract. Details for your review and consideration are attached (Contract.pdf). INSURANCE SCHEDULE: Attached you will find the annual schedule of all HRC insurance coverage including information concerning type of coverage, coverage limits and annual premiums (Insurance Schedule.pdf). We will review this with you at the Board meeting and will be prepared to answer any questions that you may have. CONTINUING HRC COVID-19 INFORMATION AND ACTIVITIES: DDS reports weekly concerning various COVID-19 data as they relate to the developmental

services system. Below you will find some of the data recently posted on the DDS website:

NEWLY REPORTED POSITIVE COVID-19 CASES BY WEEK AND REGIONAL CENTER DDS started collecting surveillance data on 3/16/20 (week 12). The data labels below show the top five single-week new cases since week 12.

PPE distribution: As reported at the last Board meeting, all regional centers have been receiving Personal Protective Equipment in regular shipments from Sacramento as well as other sources since very early in the State of Emergency pandemic. At HRC our regular distribution system has placed heavy emphasis on ensuring that our group homes and our supported living providers and clients would have sufficient supplies. Now that it is clear supplies are and will continue to be plentiful, we are distributing supplies to our non-residential clients as well. Our

staff is preparing bags of supplies which are being loaded onto the buses typically used to transport clients and currently available to help with this effort. Deliveries are being made twice weekly in this way to our clients and their families. Here is a photo of the family pack that is being delivered:

Food Certificate Distribution: There are so many HRC families who have lost their jobs and are living with food insecurity every day. As we reported at our last Board meeting, HRC has been determined to help as we can. We have been grateful for all of the many donations to the Harbor Help Fund which have enabled us to provide grocery certificates for some of our neediest families.

Diaper Drive: Diapers are expensive…and especially for those families struggling to put food on the table. So the staff of the HRC Department of Early Childhood Services were determined to find a way to help. LaWanna Blair will share more at our Board meeting.

NON-RESIDENTIAL SERVICES: DDS has continued to re-issue directives as well as “guidance” memoranda because typical operations in the developmental services system seem unlikely to be reestablished in the near term. Here we have attached a list of all of the directives and their extension dates so far (DDS Directives). But once again we are concerned about the long term stability of our non-residential services given that, at this writing, there has been no clarity from DDS as to the future funding for non-residential services. Given the restrictions related to the COVID-19 pandemic, will these programs continue to provide needed services notwithstanding the significant modifications that may be necessary? Will clients/families continue to access these services and supports? And will these programs be here when we return to “normal”? So far regional centers have been given the flexibility needed to pay non-residential service “retainer” payments during this time but the future availability of these payments is in question. ARCA has sent a letter to DDS expressing the urgent need for attention to this matter going forward. Below is an excerpt from that letter which is attached (ARCA Letter.pdf): “To prevent losing critical ground, during this brief period of retooling and reimagining the following is needed:

• Sustainable daily funding for non-residential services when a meaningful daily service is provided;

• A structure of funding that: 1) does not unintentionally create a revenue incentive to ill-advisedly increase in-person services too quickly; and 2) creates incentives to individualize the safest service modalities;

• Flexibility to continue remote service delivery when that is the preference of the person being supported;

• Fiscal resources to help those served and their families to close the digital divide through the purchase of technology; and,

• A commitment to prioritize health and safety over all else.

Public policy should support the sustainability of service providers while they plan and prepare support services that address both the needs and aspirations of the individual served and protect and support their health and safety during this unprecedented time. The thoughtful planning for each person and their family, which is the cornerstone of the Lanterman Act, depends on this.”

“RE-ENTRY” ACTIVITIES: The Developmental Services system is struggling with whether to continue the “retainer payments” as discussed above or to design and implement “re-engagement” plans that could be implemented such that all services, including non-residential services, could be safely provided in a manner that is consistent with the guidance and rules issued by public health authorities. DDS has designed various plans, to be implemented over time in phases, to the end that all service areas could be fully re-engaged. We have attached the preliminary DDS draft re-engagement materials (DDS Re-Engagement.pdf) as well as an excerpt below:

SERVICE AREAS FOR RE-ENGAGEMENT SERVICE AREA GENERAL DESCRIPTION OF RE-ENGAGEMENT

RESIDENTIAL: ARFPSHN, ICF/DD-N, ICF/DD-CN, ICF/DD-H

Visitors return to the home and residents resume integration in the surrounding community

RESIDENTIAL: LICENSED Visitors return to the home and residents resume integration in the surrounding community

RESIDENTIAL: UNLICENSED Visitors return to the home and residents resume integration in the surrounding community

DAY SERVICES: SITE BASED (REINVENTED)

In-person services are reinvented and resume on-site and in other settings

DAY SERVICES: UNLICENSED COMMUNITY-BASED

In-person services resume in community settings

DAY SERVICES: EMPLOYMENT In-person supports resume in consumer work settings

TRANSPORTATION SERVICES Services resume in all settings

EARLY START In-person services resume including evaluations and planning meetings

IN HOME SERVICES In-person services resume including evaluations and planning meetings

ELIGIBILITY & INTAKE In-person services resume including evaluations and planning meetings

RC & DDS MONITORING In-person monitoring visits resume in facilities and other settings

Of course, any thought of full re-engagement, even over time and taking precautions into account, has risks which must be addressed. Attached (DVU.pdf) you will find “Questions and Comments from Disability Voices United” related to the DDS preliminary plans for re-engagement. EMPLOYMENT UPDATES: As all Board members are aware, HRC has been fiercely committed to assisting our clients find and maintain competitive integrated employment in accordance with the HRC Employment First Policy for many years now. Although we have experienced a setback in this initiative during the pandemic we continue our efforts as much as possible. The data below are through April, 2020 and represent only a small portion of activity during the State of Emergency. Nonetheless, we are taking this opportunity to share this data with you as it is the most recent available:

PURCHASE OF SERVICE EXPENDITURE DATA: On Friday, June 12, HRC held a community meeting to share data about HRC POS Expenditures. This is an annual meeting which typically occurs in March but which was delayed due to the pandemic. Although we were able to use ZOOM technology to present the data, we experienced difficulties with the translation feature of the technology which interfered and ultimately prevented effective translation. Accordingly, we plan to repeat our presentation of this data on Thursday, August 27, at 3:00. We plan to notify all those in attendance at the first meeting as to this additional opportunity to review the data and provide comment. For those interested, a copy of the POS expenditure data can be found here:

http://www.harborrc.org/files/uploads/FY_2018-19_Expenditures_Report_Intro_FINAL.pdf HRC ADDITIONAL SUPPORTS FOR FAMILIES DURING THE COVID-19 SOE: The State of Emergency caused by the COVID-19 pandemic has resulted in exceptional and intense pressures on all families but has had increased impact on families that include loved ones with disabilities. All regional centers, including Harbor Regional Center, have been here to reach out to them, to understand their special needs related to COVID-19, and to provide extra supports as necessary. In addition to the extraordinary efforts by HRC staff involved in the frequent distribution of personal protective equipment (PPE) to our hundreds of service providers and our many families in need; in addition to the special campaigns we have initiated to address food insecurities among our neediest families; in addition to our drive to provide fundamental baby supplies for those who would otherwise do without; and, in addition to identifying, securing and equipping more than 300 temporary housing resources for those in need who have been diagnosed with COVID-19 or those who have been exposed…HRC staff have managed to have contact with virtually all of our 15,000 clients, some of them many times over the course of the past 4 months, in order to assess their special needs and to provide supports as identified. We have been keeping track of each of these contacts since mid-April and are exceedingly impressed and amazed that our dedicated service coordination staff, themselves struggling with the vicissitudes and challenges imposed upon their own families by the pandemic, have been able to accomplish so much and to assist so many. In addition, our records indicate that by June 15 HRC staff had authorized more than $3.6 million in special supports (including primarily child care, personal assistance and respite) for our clients/families related to the pandemic. So we are taking this opportunity to shout out to all HRC staff, essential workers all, in recognition of their extraordinary work on behalf of all of our clients and their families. We appreciate them and we are grateful for their service! At our May Board meeting some parents addressed the Board concerning their feelings of lack of support from Harbor Regional Center especially during this stressful and challenging time for families providing care and supervision at home for their loved ones with disabilities. We have been deeply troubled to learn that these families believe needed supports have not been provided and we are encouraging each and every one to discuss their needs with their service coordination teams in the hopes we may be able to support them. If there remains any instance in which it is not possible for us to resolve concerns to their satisfaction, we want to provide whatever assistance is necessary to ensure they have access to all due process rights available to them. This is a priority of ours and a commitment we make to all.

http://www.harborrc.org/files/uploads/FY_2018-19_Expenditures_Report_Intro_FINAL.pdf

I, the undersigned, , Secretary of Harbor Regional Center, do certify that the foregoing is a true, exact, and correct copy of the amended contract(s) presented to and approved by the Board of Trustees on the 21st day of July, 2020.

Signature: Date:

HARBOR REGINOAL CENTER CONTRACT REQUIRING BOARD APPROVAL

JULY 21, 2020

PURCHASE OF SERVICE

Professional Services

The Columbus Organization 500 E. Swedesford Road, Suite 100 Wayne, PA 19087

Description of Services: Professional services Rate of payment: Hourly rate based on position Pricing includes salaries, taxes, benefits and indirect costs Positions include (average bill rate):

Nurses-R.N. (4 FTE) $ 88.07 Psychologists (2 FTE) $ 92.62 Bi-Lingual Psychologist (1 FTE) $ 96.00 Forensic Specialist (1 FTE) $ 71.01 Pharmacist (1 FTE) $107.63 Occupational Therapist (1 FTE) $ 95.68

Original Contract period: July 1, 2019 to June 30, 2021 (approved July 16, 2019) Amendment to Contract period: July 1, 2020 to June 30, 2021

Projected annual amount: not to exceed $1,750,000.00

CERTIFICATION:

of 9

HARBOR DEVELOPMENTAL DISABILITIES FOUNDATION, INC. DBA: HARBOR REGIONAL CENTER

IINNSSUURRAANNCCEE SSCCHHEEDDUULLEE AASS OOFF JJUULLYY 11,, 22002200

COMPANY & POLICY NUMBER

POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Philadelphia Indemnity Insurance Co. # PHPK2153429 (Best's Key Rating 2020: A++; XV) Admitted

7/1/2020 to

7/1/2021

Package Location #1: 21231 Hawthorne Blvd., Torrance, CA 90503 Location #2: 21307 Hawthorne Blvd., Torrance, CA 90503 Location #3: 1155 E. San Antonio Dr., Long Beach, CA 90807 Location #4: 21311 Hawthorne Blvd., Ste. 100, 101, 102, 103, 105, 106, 107, 108, 109, 200, 210, 220, 230, 250, 300, 320, 325 & 330 Torrance, CA 90503 Location #5: 15415 W. Pioneer Blvd., Norwalk, CA 90650 Location #6: 12222 Cuesta Dr., Cerritos, CA 90703 Location #7: 1870 Atlantic Ave., Long Beach, CA 90806 (Liability only)

$38,213.00

Location #8: 329 W. Torrance Blvd., Carson, CA 90745 (Liability only)

Property Coverages Included See Attached Summary of Values $22,824,475 Total Insured Values Deductible: $1,000 Business Personal Property & EDP $1,000 Valuable Papers Crime Included $500,000 Employee Dishonesty Deductible: $5,000

HARBOR DEVELOPMENTAL DISABILITIES FOUNDATION, INC. DBA: HARBOR REGIONAL CENTER (See Named Insured Schedule) INSURANCE SCHEDULE JULY 2, 2020

Page 2 of 9


POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Philadelphia Indemnity Insurance Co. # PHPK2153429 (Best's Key Rating 2020: A++; XV) Admitted

7/1/2020 to

7/1/2021

$3,000,000 $3,000,000 $1,000,000 $1,000,000

$100,000 $5,000

$1,000,000 $3,000,000

$3,000,000 $1,000,000

$1,000,000 $1,000,000

Healthcare General / Professional Liability General Liability: (Claims-Made) General Aggregate Products/Completed Operations Personal & Advertising Injury Each Occurrence Rented to you Limit (any one fire) Medical Expense (any one person) Employee Benefits Liability Employee Benefits Aggregate Deductible Per Occurrence: None Retro Date: 9/30/02 Professional Liability: (Claims-Made) Aggregate Each Occurrence Deductible Per Occurrence: None Retro Date: 9/30/02 Sexual or Physical Abuse or Molestation Aggregate Each Abusive Conduct Limit Deductible Per Occurrence: None Retro Date: 9/30/02

$62,647.00


Page 3 of 9


POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Major Exclusions: Pollution Asbestos Dishonesty Acts Property in Care, Custody and Control Prior Knowledge of Prior Acts Reasonably Foreseen to Result in a Claim Professional Services, as respects to General Liability Medical Payments to Patients Nuclear Employment Related Practices Fungus & Bacteria Exclusion Liquor Liability

Automobile Liability $1,631.00 Philadelphia Indemnity Insurance Co. # PHPK2153429 (Best's Key Rating 2020: A++; XV) Admitted

7/1/2020 to

7/1/2021

$1,000,000

Combined Single Limit Non-Owned and Hired Auto Liability (Only)


Page 4 of 9


POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Philadelphia Indemnity Insurance Co. #PHUB729726 (Best's Key Rating 2020: A++; XV) Admitted

07/1/2020

to 7/1/2021

$3,000,000 $3,000,000 $3,000,000

$2,000,000 $2,000,000

$10,000

Umbrella (Occurrence/Claims-Made) General Aggregate Limit Each Occurrence Products / Completed Operations to Aggregate Sublimit for Professional Liability - Each Professional Incident / Aggregate Sublimit for Abuse or Molestation – Each Abusive Conduct / Aggregate Retention Retro Date: 9/30/02 Coverage excess over: General Liability $1,000,000/$3,000,000; Professional Liability $1,000,000/$3,000,000; Employee Benefits Liability $1,000,000/$3,000,000; Automobile Liability $1,000,000 CSL; Employer’s Liability $1,000,000; Sexual or Physical Abuse or Molestation $1,000,000/$1,000,000

$17,213.00

Exclusions: Property in Care, Custody & Control

Pollution Asbestos Employment Related Practices Prior Knowledge of Prior Acts Reasonably Foreseen to Result in a Claim Fungus & Bacteria Directors & Officers Liquor Liability (except Host)


Page 5 of 9


POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Hartford Fire Insurance Company #72BDDGN7932 (Best's Key Rating 2019: A+; XV) Admitted

7/1/2019 to

7/1/2022

$750,000

$0

Commercial Crime (ERISA Coverage) Employee Theft Coverage (Per Occurrence) Deductible

$516.00

Directors & Officers Liability (Primary) RSUI Indemnity Company #TBD (Best's Key Rating 2020: A+; XIV) Admitted

7/1/2020

to 7/1/2021

$2,000,000 $2,000,000 $2,000,000 $2,000,000

$0 $35,000

$100,000 $100,000

Claims-Made Aggregate for all claims Directors & Officers Liability & Company Reimbursement Covg. Part Employment Practices Liability (Combined limit) Employment Practices Liability – Third Party Coverage (Sublimit) Retention: Each Insured Person Each claim for Directors & Officers Liability with Company Reim. Employment Practices Liability Employment Practices Liability – Third Party Major Endorsements/Exclusions: Amended Definition of Loss –Defense Claims for ADA Amended Settlement Clause 70-30 California Changes – Cancellation and NonRenewal Cap On Losses From Certified Acts of Terrorism Coverage Extension – Healthcare Organization Coverage Extension – HIPAA - $25,000 sublimit with $25,000

retention Disclosure Pursuant to Terrorism Risk Insurance Act Exclusion – Amended Bodily Injury and Property Damage

$47,560.00


Page 6 of 9


POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Major Endorsements/Exclusions (continued) Exclusion – Malpractice Exclusion – Prior and/or Pending Litigation Backdated – 12/1/1993 Exclusion – Sexual Misconduct and Child Abuse HR Loss Prevention Services Notice Insuring Agreement A – Separate Limit - $500,000 Side A Non-Rescindable Coverage Third Party Liability Coverage - $100,000 retention Regulatory Coverage-$250,000 sublimit with a $250,000 Self

Insured Retention

National Casualty Company #WCC335088A20 (Best's Key Rating 2020: A+; XV) Admitted

7/1/2020

to 7/1/2021

$1,000,000 $1,000,000 $1,000,000

Workers Compensation Bodily Injury by Accident – Each Accident Bodily Injury by Disease – Policy Limit Bodily Injury by Disease – Each Employee

$142,792.00

($138,067.00+ $4,725.00 California

Surcharges & Assessments)


Page 7 of 9


POLICY PERIOD

COVERAGE LIMITS

TYPE OF COVERAGE

ANNUAL PREMIUM

Houston Casualty Insurance Co. #TBD (Best's Key Rating 2020: A++; XV) Non-Admitted

7/1/2020 to

7/1/2021

$2,000,000 $2,000,000 $2,000,000 $2,000,000

$250,000 $50,000 $50,000

$2,000,000 $250,000

$2,000,000 $1,000,000

$25,000

$2,000,000

$2,000,000

$25,000

Security & Privacy Liability Multimedia Liability Security & Privacy Liability Privacy Regulatory Defense & Penalties PCI DSS Liability Bodily Injury Liability Coverage Property Damage Liability Coverage TCPA Defense Cyber Extortion Cyber Crime Breach Response Costs Notification Expenses and Breach Support and Credit Monitoring Expenses Post Breach Remediation Costs Brand Guard Maximum Policy Aggregate Limit of Liability Retention – Each Claim

$22,905.18 ($21,646.00 +

$175 Policy Fee + $375 Broker Fee

+ $709.18 Surplus Lines Tax

and Fees


Page 8 of 9

NAMED INSURED SCHEDULE

Harbor Developmental Disabilities Foundation, Inc.

dba: Harbor Regional Center


Page 9 of 9

ADDITIONAL INSURED SCHEDULE

1) State of California, its Officers, Employees, & Agents, Department of Developmental Services

2) Del Amo Associates LLC - Lessor of: - 21311 Hawthorne Blvd., Suites 100-103, 105-109, 200, 210, 220, 230, 250, 300, 320, 325, 330 - Torrance, CA 90503

3) Del Harbor Foundation - Lessor of:

- 21231 & 21307 Hawthorne Blvd. – Torrance, CA 90503 - 1155 E. San Antonio Drive – Long Beach, CA 90807

4) David’s Place 1 – Day Program Facility at:

- 1870 Atlantic Ave – Long Beach, CA 90806

5) Ambitions Carson – Day Program Facility at: - 329 W. Torrance Blvd. – Carson, CA 90745

Location Square Footage

BPP & TIB(includes Supplies) Ext. Exp. Valuable

Papers EDP (Hardware) EDP (Software) EDP/EEEDP */

Transit & Add'l.Covgs.

1 21231 Hawthorne Blvd.Torrance, CA 90503

52,151 $5,318,413 $420,000 $150,000 $4,258,576 $800,000 $200,000 $200,000 total all coverages - See below***

2 21307 Hawthorne Blvd.Torrance, CA 90503

32,646 $3,652,763 ** $200,000 Included in Loc #1 $1,250,090 ** $125,000 ** $100,000 $200,000 total all

coverages - See below***

3 1155 E. San Antonio Dr.Long Beach, CA 90807

8,558(1,785 – subleased; 6,773 – insd occp.)

$1,710,522 $50,000 Included in Loc. #1 $195,780

---$100,000 $200,000 total all

coverages - See below***

4

21311 Hawthorne Blvd.#100, 101, 1021, 103, 105, 106, 107, 108, 109, 200, 210, 220, 230, 2501, 300, 320, 3251, and 330Torrance, CA 90503

25,013 (occupied)

6,789 **** (sublsd);1,149 (Vacant)

$3,080,691 $130,000 Included in Loc #1 $777,640

---

$100,000 $200,000 total all coverages - See below***

5 15415 W. Pioneer Blvd.Norwalk, CA 90650

234 $2,500 N/A N/A N/A N/A N/A N/A

6 12222 Cuesta Dr. Cerritos, CA 90703

200 $2,500 N/A N/A N/A N/A N/A N/A

7 1870 Atlantic Ave.Long Beach, CA 90806 (Liability only)

4,643

8 329 W. Torrance Blvd.Carson, CA 90745 (Liability only)

4,000

Total 126,740 $13,767,389 $800,000 $150,000 $6,482,086 $925,000 $500,000 $200,000

*EDP in Transit and at Unnamed Location(s)

**Includes Earthquake Sprinkler Leakage @ $1,000,000 Limit (Loc 2)

***Additional EDP Coverages:- $50,000 – While in Transit- $50,000 – Transfer between premises- $50,000 – Temporarily within other premises- $50,000 - Permanently located at an employee’s residence

****Subleased – Suite #’s: 100, 101, 103, 330 –Total square footage: 6,7891 Vacant – Suite #’s: 325 – Square footage: 1,149Suites #s 325 & 330 to be occupied in Fall 2020 -- Square footage: 3,306

TIV Total: $22,824,475TIV Increase 2019: $414,043

Harbor Regional CenterSummary and Statement of Values

7/1/2020

1 6/26/2020

COVID-19 Directives to Regional Centers

Highlighted directives have expiration dates.

# Date Issued Subject Issuing Authority Current Expiration Date

1 3/12/2020 (view letter)

State of Emergency – nonresidential services billing for absences

T17 §54326(a)(11) Authorization for absence payments end 7/31/2020 per DDS’ 6/18/2020 guidance


Day services for high risk consumers in ARFPSHNs, ICF/DD-N and ICF/DD-CN – stay home rather than attend day services; references 3/12/2020 State of Emergency letter

WIC §4639.6 7/10/2020

Expiration date extended in 4/2/2020, 5/8/2020 and 6/8/2020 directives


Requirements waived: • Early Start in-person meetings • Early Start remote services • Lanterman Act in-person meetings • Health & Safety Waiver Exemptions

EO N-25-20 7/10/2020



Requirements waived and additional guidance: • Lanterman Act remote services/alternate locations • Supplemental staffing for residential providers • Day program services • Public meetings • WIC §4731 complaints • DDS audits and reviews • HCBS self-assessments • Direct Support Professional Training • FAQs

EO N-25-20 7/16/2020



Requesting DDS approval for any placement in a CDSS or CDPH licensed residential setting

WIC §4639.6 Rescinded in DDS’ 6/8/2020 directive


Immediate risk mitigation strategies for ARFPSHN and ICF/DD-CN

WIC §4639.6 No expiration date


Limiting visits to any licensed residential facility to medical personnel and government agencies including DDS and RCs

WIC §4639.6

No expiration date

https://www.dds.ca.gov/wp-content/uploads/2020/03/COVID-19_2020StatewideStateofEmergency_20200312.pdf

https://govt.westlaw.com/calregs/Document/I58C145B0D60711DE88AEDDE29ED1DC0A?viewType=FullText&originationContext=documenttoc&transitionType=CategoryPageItem&contextData=(sc.Default)

https://www.dds.ca.gov/wp-content/uploads/2020/06/DDSDierctive_AdditionalGuidancePaymentsNonresidentialServices_06182020.pdf

https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_DayServices_COVID-19_20200312.pdf

http://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?sectionNum=4639.6.&lawCode=WIC

https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_RequirementWaivedDueCOVID_031220.pdf

https://www.gov.ca.gov/wp-content/uploads/2020/03/3.12.20-EO-N-25-20-COVID-19.pdf

https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_AdditionalWaivedRequirements_03182020.pdf


https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_RCPlacementRequests_03202020.pdf


https://www.dds.ca.gov/wp-content/uploads/2020/06/DDSDirective_Extensions_06082020.pdf

https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_RiskManagement_03232020.pdf


https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_VisitsToLicensedResidentailFacilities_03232020.pdf


2 6/26/2020



Reporting incidents related to COVID-19 in SANDIS WIC §4639.6 No expiration date


Admissions to and discharges from State-operated facilities EO N-35-20 Expired on 5/20/2020

Expiration date extended in 4/2/2020 directive

10 3/25/2020 (view letter)

Requirements waived: • Lanterman Act in-person eligibility meetings and

assessments, presumptive eligibility determinations • CPR and first aid training for in-home respite workers • Annual Family Program Fee & Family Cost Participation

Program requirements

EO N-25-20 7/23/2020


11 3/30/2020 (view letter)

Additional participant-directed services – personal assistance, independent living, supported employment

EO N-25-20 7/28/2020



Extension of directives/waivers – an additional 30 days beyond initial expiration date

EO N-25-20

EO N-35-20

WIC §4639.6

N/A

13 4/15/2020 (view letter)

Requirements waived: • Residential facility absence payments • Health & Safety Waiver Exemptions for Alternative

Residential Model homes • Vendor fiscal audits • Home and Community-Based Services Final Rule

compliance information • EBSH/CCH Registered Behavior Technician

certification • Competitive Integrated Employment Incentive

Payments • Parental Fees

EO N-25-20 7/14/2020



Extension of directives/waivers – an additional 30 days beyond current expiration date

EO N-25-20

WIC §4639.6 N/A

https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_ReportingCOVID19Incidents_03252020.pdf


https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_AdmissionsandDischarges_03252020.pdf

https://www.gov.ca.gov/wp-content/uploads/2020/03/3.21.20-EO-N-35-20.pdf

https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_RequirementsWaived_03252020.pdf


https://www.dds.ca.gov/wp-content/uploads/2020/03/DDSDirective_AdditionalParticipantDirectedServices_03302020.pdf






https://www.dds.ca.gov/wp-content/uploads/2020/04/DDSDirective_Requirements-Waived_04152020.pdf





3 6/26/2020


15 5/18/2020 (view letter)

Extension of Directive 02-032520 – an additional 30 days beyond current expiration date

EO N-25-20

N/A

16 5/22/2020 (view letter)

Amended Requirements for Reporting Special Incidents Related to COVID-19 in SANDIS

WIC §4639.6 No expiration date


Extension of directives/waivers – an additional 30 days beyond current expiration date

EO N-25-20

WIC §4639.6 N/A

18 6/15/2020 (view letter)

Extension of Early Start services EO N-25-20

7/15/2020

19 6/22/2020 (view letter)

Criminal Background Checks for Self-Determination Program and Family Home Agencies

EO N-68-20 7/31/2020 per EO



https://www.dds.ca.gov/wp-content/uploads/2020/05/DDSDirective_AmendingSIRReporting_05222020.pdf





https://www.dds.ca.gov/wp-content/uploads/2020/06/DDSDirective_ExtensionEarlyStartServices_06152020.pdf


https://www.dds.ca.gov/wp-content/uploads/2020/06/DDSDierctive_CriminalBackgroundChecks_06222020.pdf


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July 9, 2020 Nancy Bargmann Department of Developmental Services 1600 9th St. Room 240, MS 2-13 Sacramento, CA 95814 Re: TRANSITION FUNDING FOR NON-RESIDENTIAL SERVICES Dear Director Bargmann, The COVID-19 pandemic has changed life dramatically for everyone. People with developmental disabilities and their families are no exception. The quick and decisive action of California’s developmental services system under the leadership of DDS during this time has helped slow the rate of infection among those served by regional centers and has likely saved lives. This crisis has demanded that people with developmental disabilities, their families, service providers, regional centers, DDS, and countless others work together to protect short-term health and safety as well as the longer-term strength of our service system. California’s fiscal commitment has allowed regional centers the flexibility needed to pay non-residential service providers for novel, outside-the-box service delivery that has included everything from connecting people remotely with their peers to critical deliveries of food. The ability to fund retainer payments during this time has been a critical tool to ensure that when people with developmental disabilities return to community life the services and direct care professionals they rely upon will be available and ready to receive them back. Given that retainer payments are not guaranteed long-term, it is important that decisions are made as soon as possible about what service and funding flexibilities will be available moving ahead. At this most critical juncture, the developmental services system needs a temporary fiscal structure that supports stability. It would allow regional centers sufficient time to partner with people with developmental disabilities, their families, their planning teams, and their service providers to identify what will work for each person. This period of re-engagement presents us with the opportunity to carefully match each person with individualized services and put these pandemic-responsive service and support strategies into place. To prevent losing critical ground, during this brief period the following is recommended:

• Sustainable funding for non-residential services when a meaningful daily service is provided; • A structure of funding that: 1) does not unintentionally create a revenue incentive to ill-

advisedly increase in-person services too quickly; and 2) creates incentives to individualize the safest service modalities;

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• Flexibility to continue remote service delivery when that is the preference of the person being supported;

• Fiscal resources to help those served and their families to close the digital divide through the purchase of technology; and,

• A commitment to prioritize health and safety over all else. Public policy should support the sustainability of service providers while they plan and prepare support services that address both the needs and aspirations of the individual served and protect and support their health and safety during this unprecedented time. The thoughtful planning for each person and their family, which is the cornerstone of the Lanterman Act, depends on this. Thank you for your continued support and please contact us if CDSA and ARCA can assist. Sincerely,

Chris Rice Executive Director California Disability Services Association

Amy Westling Executive Director Association of Regional Center Agencies

COVID-19 RE-ENTRY PLAN

DRAFT 6/16/20 Page 1 of 8

DESCRIPTION

This plan provides guidance and procedures for California’s developmental services to safely operate and for consumers and families to make informed decisions about how and when to re-enter services during the COVID-19 pandemic.

To date, what is known about COVID-19 continues to develop and therefore guidance for risk mitigation is evolving. This plan is considered a living document and may be revised as research progresses, and all partners should continuously monitor credible sources for new and changing guidance on federal, state, and local levels.

KEY PRIORITIES

Collaboration and Partnership

Aligning plans with the State of California Resilience Roadmap and associated industry guidelines for reopening amid the pandemic

Resourcing partners in the developmental disability services community for expertise and input, with a focus on person-centered planning and cultural and linguistic competent services

Working with partnering federal, state and local agencies to align guidance and develop solutions

Establishing systems for ongoing communication and support among the Department, regional centers, providers, consumers, advocates, and other stakeholders

Redesigning and Adapting Services

Redesigning and adapting services to meet current and evolving needs amid this pandemic and shelter-in-place orders

Reinventing adult day programs to lessen the health risks associated with congregate settings and increase opportunities for individualized supports

Modernizing services with the use of technology for remote supports and telecommunication during and after this pandemic

Sound Decision-Making and Accountability

Keeping informed on the evolving guidance from credible sources Monitoring and using data to make informed decisions Pursuing and using consumer and family input and recommendations Communicating data transparently and frequently



SERVICE AREAS FOR RE-ENTRY

SERVICE AREA GENERAL DESCRIPTION OF RE-ENTRY RESIDENTIAL: ARFPSHN, ICF/DD-N, ICF/DD-CN, ICF/DD-H

Visitors return to the home and residents resume integration in the surrounding community

RESIDENTIAL: LICENSED Visitors return to the home and residents resume integration in the surrounding community

RESIDENTIAL: UNLICENSED Visitors return to the home and residents resume integration in the surrounding community

DAY SERVICES: SITE BASED (REINVENTED)

In-person services are reinvented and resume on-site and in other settings


In-person services resume in community settings

DAY SERVICES: EMPLOYMENT In-person supports resume in consumer work settings

TRANSPORTATION SERVICES Services resume in all settings

EARLY START In-person services resume including evaluations and planning meetings

IN HOME SERVICES In-person services resume including evaluations and planning meetings

ELIGIBILITY & INTAKE In-person services resume including evaluations and planning meetings

RC & DDS MONITORING In-person monitoring visits resume in facilities and other settings

WILL ADD A DETAILED LIST OF WHAT IS INCLUDED IN EACH AREA (Appendix)



PHASES OF RE-ENTRY

Assessment and planning must be done prior to Limited Re-Entry for each service area. During this phase:

• Providers conduct site-specific risk assessments and prepare site protection plans • Providers conduct individual readiness assessments and prepare individual protection

plans • Consumers and families are supported to evaluate the options and decide what to do

Phase 1 Limited Re-Entry involves the initial return to previously suspended and/or modified in-person activities for a small number of individuals while limiting the duration of activities, maximizing physical distancing and protective measures, and monitoring health and safety. Each provider will designate the maximum number of people to be served in this phase in the site-specific protection plan that must be verified by the regional center. This will begin incrementally as indicated in the summary for each service area and is contingent upon the California Resilience Roadmap stage; county directives; and Regional Center evaluation and confirmation for each provider’s services.

Phase 2 Partial Re-Entry involves a gradually increasing the number of individuals returning to previously suspended and/or modified in-person activities while continuing physical distancing and protective measures, and monitoring health and safety. Each provider will designate the maximum number of people to be served in this phase in the site-specific protection plan that must be verified by the regional center. This proceeds incrementally as indicated in the summary for each service area and is contingent upon the California Resilience Roadmap stage; county directives; and Regional Center evaluation and confirmation for each provider’s services.

Phase 3 Full Re-Entry involves maximizing in-person activities while monitoring critical indicators and altering the scope of re-entry, if necessary, to protect health and safety. This proceeds incrementally as indicated in the summary for each service area and is contingent upon the California Resilience Roadmap stage; county directives; and Regional Center evaluation and confirmation for each provider’s services. Permanent and long-term changes may be warranted to sustain improved systems for individualization, adaptation, oversight and accountability.



INDICATORS ALSO SUBJECT TO COUNTY DIRECTIVES

SERVICE AREA CA STAGE 1

CA STAGE 2

CA STAGE 3

CA STAGE 4

RESIDENTIAL: ARFPSHN, ICF/DD-N & ICF/DD-CN, ICF/DD-H

LIMITED PARTIAL

RESIDENTIAL: LICENSED LIMITED PARTIAL FULL

RESIDENTIAL: UNLICENSED LIMITED PARTIAL FULL

DAY SERVICES: SITE-BASED (REINVENTED)

LIMITED & REINVENTING

PARTIALLY REINVENTED

FULLY REINVENTED


LIMITED PARTIAL FULL

DAY SERVICES: EMPLOYMENT LIMITED PARTIAL FULL

TRANSPORTATION SERVICES LIMITED PARTIAL FULL

EARLY START LIMITED PARTIAL FULL

IN HOME SERVICES LIMITED PARTIAL FULL

ELIGIBILITY & INTAKE LIMITED PARTIAL FULL

RC & DDS MONITORING LIMITED PARTIAL FULL

Refer to page 2 for a general description of re-entry for each service area and page 3 for a description of the Limited, Partial and Full Re-Entry phases

NOTE: In most service areas, permanent and long-term changes will be necessary, therefore Full Re-Entry may be notably different from before the COVID-19 pandemic.



GUIDANCE

IN ALL SERVICE AREAS

1) Phases of re-entry: o Phase 1 Limited Re-Entry o Phase 2 Partial Re-Entry o Phase 3 Full Re-Entry

2) Specific considerations are detailed for phase for each service area. These

considerations are intended to guide proactive and rigorous management of the risks associated with COVID-19 and promote ample communication among all stakeholders.

3) Posting of the COVID-19 PREPAREDNESS PLEDGE made by each Provider communicates its commitment to consumers, stakeholders and the general public.

4) The beginning of each phase is marked by indicators for each service area, aligned with the California Resilience Roadmap and local public health orders. The Regional Center is to track each Provider’s move forward with the next Phase of re-entry.

o Unless in-person services were never suspended, Providers should begin with Limited Re-Entry even if the county has already progressed to the Resilience Roadmap Stage associated with Partial or Full Re-Entry.

o In the event a county has not officially progressed to the Resilience Roadmap Stage but has issued a directive allows that for the activities associated with a Provider’s services, the Provider may move forward to the next Phase of re-entry.

5) Permanent or long-term changes to practices and procedures may be necessary.

6) Regional Centers and Providers may be more restrictive in directing each phase based

on o County directives o Local Public Health guidance o Local COVID-19 impact o Individual consumer needs

7) Confirmed or uncontained cases, or a widespread resurgence of COVID-19, may require

adaptation or reversal of re-entry plans.

8) Alternate and remote services continue to be available for consumers and families who are not prepared or able to leave home. Services may be delivered in portions, based on the needs and goals of the person, and may be a combination of in-person and remote supports.



9) Regional Centers and Providers will be proactive and transparent in communications with consumers and families about temporary and permanent measures and limitations that impact participation.

10) The internal process to check for compliance and to document and correct deficiencies must be established.

11) The process to report and track COVID-cases, to include alerting the local health department, and identifying and isolating close workplace contacts of infected employees or consumers until they are tested must be established.

12) Consumers, care givers and staff must be provided contact information to report any safety concerns.

13) Regional Centers and Providers will be collaborative in monitoring re-entry plan implementation and adapt plans as needed.

ALL VENDORED SERVICES

RESIDENTIAL SERVICES: ARFPSHN, ICF/DD-N, ICF/DD-CN, ICF/DD-H RESIDENTIAL SERVICES: LICENSED RESIDENTIAL SERVICES: UNLICENSED DAY SERVICES: SITE-BASED DAY SERVICES: UNLICENSED COMMUNITY-BASED DAY SERVICES: EMPLOYMENT TRANSPORTATION SERVICES EARLY START IN-HOME SUPPORT SERVICES

1) Before Limited Re-Entry each Provider must

o Conduct a site-specific risk assessment o Develop a Protection Plan for each phase and obtain Regional Center

verification. • The COVID-19 PROTECTION PLAN VERIFICATION should be used to

document verification. It is to be maintained on site and made available to anyone upon request.

• This verification focuses on in-person services in various settings and the strategies to manage exposure to COVID-19.

o Implement the plan o Monitor and revise the plan as needed

2) Providers will assess consumers for readiness to return to services with consideration of:

o Risks versus benefits of delaying re-entry o Ability to cope with the at-home routine o Ability to participate in precautionary measures for infection control o Any alterations to the expected routine and the consumers ability to adapt



3) Individuals and families will be supported to do a self-assessment of readiness and skills related to minimizing the spread of COVID-19, evaluate the option to re-enter services, and determine a plan.

4) Individualized training must be provided to consumers in advance of re-entering services to prepare the person for changed procedures including but not limited to screenings, hand-washing, and social distancing.

DAY SERVICES: LICENSED SITE BASED (REINVENTED)

1) Given the likelihood that the health risks associated with congregate settings will persist indefinitely, Providers of site-based day programs will be supported to reinvent their services with the following principles in mind:

o Opportunities for individualized wrap-around services in various settings o Enhancing the principles of independence and self-determination o Maximizing recent innovations for remote services o Maximizing opportunities to facilitate remote community engagement

2) Providers will develop a Program Design Reinvention Addendum to describe the

adaptations to the service model as well as a site-protection plan to mitigate the risks of exposure and spread of COVID-19 for each phase.

o Regional Center approval is required. o Regional Centers will work with Providers to update the vendorization and

service authorizations as needed. o Regional Centers will work with Providers to work with Community Care

Licensing as needed.

3) Regional Centers and Providers will assess consumers for engagement in the reinvented services with consideration of:

o Interests, goals and objectives for participation in the reinvented services o Flexible schedules for tailored services and various settings o Ability to cope with the at-home routine o Ability to participate in precautionary measures for infection control o Any alterations to the expected routine and the consumer’s ability to adapt

4) Consumers will be informed of the reinvented service options and will be supported to make choices about those services through the interdisciplinary team process.

5) Regional Centers and Providers will work collaboratively to support consumers’ transitions to chosen services.

ELIGIBILITY / INTAKE

1) In-person eligibility meetings and assessments resume where possible, with Regional Center responsibility for in-person meeting protocols. • Risk versus benefits of in-person meetings



• Alternate locations • Health screenings for participants by trained individuals • Physical distancing • Face coverings to the extent possible

2) Regional Centers are responsible for outreach and education to their communities about

the availability of eligibility/intake evaluations and procedures for in-person and telecommunication opportunities.

RC AND DDS MONITORING VISITS

1) DDS and RC monitoring via telecommunication methods must be reviewed and determined to be secure, effective, and equally or more cost-effective and efficient than in-person monitoring.

2) In-person monitoring visits require: o DDS and RCs responsibility for prioritizing and managing the frequency of visits

and rotation of personnel among multiple facilities. o Knowledge of and training on established guidance and protocols. o Compliance with the facility’s visitor screening and precautions.

RESOURCES

• Centers for Disease Control (CDC) • State of California Resilience Roadmap • State of California Department of Developmental Services (DDS) • State of California Department of Public Health (CDPH) • State of California Department of Social Services (DSS) • State of California Department of Aging • Division of Occupational Safety and Health (better known as Cal/OSHA) • Stakeholder focus groups and workgroups • Regional Center Executive Directors • National Association of State Directors of Developmental Disabilities Services

(NASDDDS) and members

COVID-19 PROTECTION PLAN VERIFICATION


VENDOR INFORMATION

NAME: VENDOR NUMBER(S):

ADMINISTRATOR NAME: PHONE NUMBER:

EMAIL ADDRESS:

SERVICE AREA: A COVID-19 Protection Plan is needed for each vendored service, except supplemental service codes. Refer to the Considerations for Each Phase for each service area.

☐ RESIDENTIAL: ARFPSHN, ICF/DD-N, ICF/DD-CN, ICF/DD-H ☐ RESIDENTIAL: LICENSED ☐ RESIDENTIAL: UNLICENSED ☐ DAY SERVICES: SITE-BASED ☐ DAY SERVICES: UNLICENSED COMMUNITY-BASED ☐ DAY SERVICES: EMPLOYMENT ☐ TRANSPORTATION ☐ EARLY START ☐ IN-HOME SERVICES

IN-PERSON SERVICE ENVIRONMENT(S): Check all that apply to this vendored service and complete the relevant section(s) within this document.

☐ IN A FACILITY MANAGED BY THE PROVIDER ☐ IN A VEHICLE MANAGED BY THE PROVIDER, INCLUDING STAFF-OWNED ☐ IN VARIOUS COMMUNITY SETTINGS, INCLUDING PUBLIC TRANSPORTATION ☐ IN THE PERSON’S HOME

COVID-19 PREPAREDNESS PLEDGE:

☐ VENDOR IS COMMITTED TO THE PLEDGE AND WILL POST AND DISTRIBUTE TO TO CONSUMERS AND INTERESTED PARTIES

PERSON RESPONSIBLE FOR IMPLEMENTING THIS COVID-19 PROTECTION PLAN

NAME: PHONE NUMBER:

TITLE: EMAIL ADDRESS:

COUNTY HEALTH OFFICER

COUNTY: PHONE NUMBER:

NAME: EMAIL ADDRESS:

REGIONAL CENTER (RC) INFORMATION

RC NAME: PHONE NUMBER:

CONTACT NAME: EMAIL ADDRESS:



PHASE 1 LIMITED RE-ENTRY This section does not need to include the number of people receiving remote services. MAXIMUM NUMBER OF PEOPLE TO RECEIVE IN-PERSON SERVICES IN A SINGLE DAY: MAXIMUM NUMBER OF PEOPLE TO RECEIVE IN-PERSON SERVICES: PER WEEK/MONTH

(circle one) DESCRIPTION: PHASE 2 PARTIAL RE-ENTRY This section does not need to include the number of people receiving remote services. MAXIMUM NUMBER OF PEOPLE TO RECEIVE IN-PERSON SERVICES IN A SINGLE DAY: MAXIMUM NUMBER OF PEOPLE TO RECEIVE IN-PERSON SERVICES: PER WEEK/MONTH

(circle one) DESCRIPTION: PHASE 3 FULL RE-ENTRY This section does not need to include the number of people receiving remote services. MAXIMUM NUMBER OF PEOPLE TO RECEIVE IN-PERSON SERVICES IN A SINGLE DAY: MAXIMUM NUMBER OF PEOPLE TO RECEIVE IN-PERSON SERVICES: PER WEEK/MONTH

(circle one) DESCRIPTION:

REGIONAL CENTER VERIFICATION OF PROTECTION PLAN The Vendor’s COVID-19 Protection Plan has been verified. NAME AND TITLE:

SIGNATURE: DATE OF VERIFICATION:



IN ALL SETTINGS

Knowledge and Compliance ☐ Track and comply with all local directives for public health ☐ Track and adapt to changing guidance from credible sources on federal, state and local levels Individual Control Measures & Screening ☐ Health/symptom screenings and/or temperature checks. ☐ Encourage staff, participants and visitors to stay home if they are sick, exhibiting symptoms of COVID-19,

or if they or someone they live with has been diagnosed with COVID-19. ☐ Encourage frequent handwashing and use of hand sanitizer. ☐ Strongly recommend cloth face covers and communicate frequently with participants and staff that they

should use face masks/covers. ☐ Anyone who becomes ill during services will be separated from the group and arrangements will be made

with the caregiver to pick up the individual within 1 hour. Staff Training ☐ Provide information on COVID-19, preventing spread, and who is especially vulnerable. ☐ Frequently review and stay current on information, recommendations and guidance, including screening

questions, posted on the CDC’s and California Department of Public Health’s (CDPH) websites. ☐ Procedures and responsibilities associated with this protection plan. ☐ Self-screening at home, including temperature and/or symptom checks using CDC guidelines. ☐ When to seek medical attention. ☐ The importance of hand washing. ☐ The importance of physical distancing, both at work and off work time. ☐ Appropriate use of Personal Protective Equipment (PPE). Participant Training ☐ Provide information on COVID-19, preventing spread, and who is especially vulnerable. ☐ Changes in services and procedures associated with this protection plan. ☐ Screening procedures ☐ When to seek medical attention. ☐ The importance of hand washing and how to do it properly. ☐ The importance of physical distancing and how to do it properly. ☐ The importance of face masks/covers and how to wear them properly.

https://www.cdc.gov/coronavirus/2019-ncov/index.html

https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/Immunization/ncov2019.aspx

https://www.cdc.gov/coronavirus/2019-ncov/hcp/using-ppe.html



IN A FACILITY MANAGED BY THE PROVIDER (OMIT THIS PAGE IF NOT APPLICABLE)

NAME OF FACILITY:

FACILITY ADDRESS:

TOTAL FACILITY SQUARE FOOTAGE: MAXIMUM NUMBER OF PEOPLE TYPICALLY ALLOWED IN FACILITY AT ANY TIME:

TOTAL FACILITY SQUARE FOOTAGE USED FOR SERVICES:

Signage and Distribution ☐ Post signage at each public entrance of the facility to inform staff and consumers of the following:

☐ Do not enter the facility if you have COVID-19 symptoms ☐ Staff, consumers and visitors must be screened prior to entering the facility ☐ Maintain a minimum of six-foot distance from others ☐ Sneeze and cough into a cloth or tissue, or if not available, into your elbow ☐ Do not shake hands or engage in any unnecessary physical contact

☐ Post signage at appropriate locations throughout the facility to remind people to maintain social distance. ☐ Post a copy of this verified Protection Plan at each public entrance to the facility where staff, consumers

and visitors can easily view it. ☐ Assure training and communication with consumers, care givers, and staff on this protection plan. Cleaning and Disinfecting Protocols ☐ Perform thorough cleaning in high traffic areas. ☐ Frequently disinfect commonly used surfaces and personal work areas. ☐ Clean and sanitize shared equipment between each use. ☐ Clean touchable surfaces between shifts or between users, whichever is more frequent. ☐ Equip shared spaces with proper sanitation products, including hand sanitizer and sanitizing wipes and

ensure availability. ☐ Number of hand sanitizing stations throughout the program site. ☐ Provide disposable gloves to workers using cleaners and disinfectants if required. Consider gloves

a supplement to frequent hand washing for other cleaning tasks such as handling commonly touched items or conducting symptom screening. Gloves are stored:

☐ Supplies are available to all at the following locations(s): ☐ Ensure that restroom facilities are sanitized between use and stay operational and stocked at all times.

At a minimum, bathrooms will be disinfected on the following schedule: ☐ Use products approved for use against COVID-19 on the EPA-approved list and follow product

instructions and Cal/OSHA requirements. ☐ Provide time for participants and staff to implement cleaning practices before and after shifts and consider

third-party cleaning companies. ☐ Install hands-free devices if possible. ☐ Consider upgrades to improve air filtration and ventilation.

https://www.epa.gov/pesticide-registration/list-n-disinfectants-use-against-sars-cov-2



IN A FACILITY MANAGED BY THE PROVIDER (CONTINUED)

Physical Distancing Guidelines ☐ To allow adequate social distancing (6 feet minimum) at all times and comply with any occupancy

limitations in public health orders, limit the number of people at any one time to: For LIMITED RE-ENTRY For PARTIAL RE-ENTRY For FULL RE-ENTRY

☐ Assign responsibility to an employee to ensure that the maximum number of occupants is not exceeded and that all occupants are complying with the provisions of this plan.

☐ Implement measures to physically separate participants and staff by at least six feet using measures such as physical partitions or visual cues (e.g., floor markings, colored tape, or signs to indicate to where workers should stand).

☐ Reconfigure program rooms and decrease maximum capacity for conference and meeting areas. ☐ Post new room capacities on each door. ☐ Provide updated program floorplan and post along with this plan.

☐ Reconfigure common areas and provide alternative where physical distancing can be practiced. ☐ Adjust in-person meetings, if they are necessary, to ensure physical distancing. ☐ Utilize a variety of service delivery modalities, as determined by the Interdisciplinary Team, to limit the

number of participants and staff at the program at one time, such as teleservice, in-home service or community-based activities.



IN A VEHICLE MANAGED BY THE PROVIDER, INCLUDING STAFF-OWNED (OMIT THIS PAGE IF NOT APPLICABLE)

Signage and Distribution ☐ Post signage within the entrance of the vehicle to inform staff and consumers of the following:

☐ Do not enter the vehicle if you have COVID-19 symptoms ☐ Staff and consumers must be screened prior to entering the vehicle ☐ Sneeze and cough into a cloth or tissue, or if not available, into your elbow ☐ Do not shake hands or engage in any unnecessary physical contact

☐ Post signage within the entrance of the vehicle to specify the maximum passenger capacity to maintain adequate physical distancing.

☐ Maintain a copy of this verified Protection Plan within the vehicle. Cleaning and Disinfecting Protocols ☐ Clean touchable surfaces between shifts or between users, whichever is more frequent. ☐ Adequate supplies are available in vehicles to support health hygiene behavior for staff and consumers,

including hand sanitizer, tissues and trash receptacles. ☐ Adequate supplies are available in vehicles to support cleaning and disinfecting protocols. Supplies may

be replenished at the following location(s): ☐ Use products approved for use against COVID-19 on the EPA-approved list and follow product instructions

and Cal/OSHA requirements. ☐ Provide time for staff to implement cleaning practices and consider intermittent use of third-party cleaning

companies. ☐ To the extent possible, remove, replace or cover surfaces within the vehicle that can not be adequately

disinfected. Physical Distancing Guidelines ☐ Eliminate the use of the front passenger seat. ☐ Implement measures to physically separate driver and passengers and clearly label designated seating. ☐ If possible, designate vehicle entrances and exits to reduce congestion during loading and unloading. Other ☐ Avoid unscheduled rides or picking up multiple passengers who would not otherwise be riding together on

the same route. ☐ Avoid using the recirculated air option for the vehicle’s ventilation during passenger transport; use the

vehicle’s vents to bring in fresh outside air and/or lower the vehicle windows. ☐ Train all drivers and passengers to avoid unnecessary contact with surfaces frequently touched such as

door frame/handles, windows, seatbelt buckles, steering wheel and other vehicle parts before cleaning and disinfection.

https://www.epa.gov/pesticide-registration/list-n-disinfectants-use-against-sars-cov-2



IN VARIOUS COMMUNITY SETTINGS, INCLUDING PUBLIC TRANSPORTATION (OMIT THIS PAGE IF NOT APPLICABLE)

Preparation ☐ Train staff and participants to research known destinations in advance to identify any new protocols that

may be relevant. ☐ To the extent possible, bring supplies or equipment that may be needed in lieu of using public sources. ☐ Train staff and participants to observe and respond to visual cues and directions to maintain social

distancing within business establishments. ☐ Train staff and participants to recognize and adapt to unsafe situations such as members of the general

public failing to maintain social distancing or unsanitary environments. ☐ Train staff and participants to plan for the use of public transportation with protocols for seat selection,

limiting contact with high-touch surfaces and hand sanitization. Cleaning and Disinfecting Protocols ☐ Adequate supplies are packed and carried to support health hygiene behavior for staff and consumers,

including hand sanitizer, tissues and trash receptacles. Supplies may be replenished at the following location(s):

☐ Provide time to locate and use public hand-washing stations. ☐ Protocols for disinfection of clothing, equipment and supplies upon return. Physical Distancing Guidelines ☐ To the extent possible, avoid environments that are not conducive to physical distancing Other ☐ Face masks/covers and other personal protective equipment (PPE) associated with any personal care

needs are available. Supplies may be replenished at the following location(s): ☐ Plan for re-routing to an alternate destination if it is suspected that any participant, including staff, was

exposed to COVID-19 or becomes ill during the community activity.



IN THE PERSON’S HOME (OMIT THIS PAGE IF NOT APPLICABLE)

Preparation ☐ Provide participants specific information about the Protection Plan prior to the home visit. Staff should

maintain a copy of the plan with them for home visits. ☐ Train staff to research known destinations in advance to identify any circumstances that require additional

consideration or planning. ☐ Any screening procedures for the home. ☐ Number of people participating in the visit and/or within the immediate vicinity. ☐ Any additional people expected to be in the home and potential exposures. ☐ Location for the visit within the home. ☐ Equipment that may be used within the home to reduce the need to bring items in.

☐ Prepare participants for non-contact visits and discourage social contact. ☐ Train staff to recognize and adapt to unsafe situations. Cleaning and Disinfecting Protocols ☐ Adequate supplies are packed and carried to support health hygiene behavior for staff and consumers,

including hand sanitizer, tissues and trash receptacles. Supplies may be replenished at the following location(s):

☐ Clean equipment prior to and after use. Adequate supplies are packed and carried to reduce reliance on the supply at the home. Supplies may be replenished at the following location(s):

☐ Provide time to locate and use public hand-washing stations in between home visits. ☐ Protocols for disinfection of clothing, equipment and supplies in between home visits. Physical Distancing Guidelines ☐ Avoid environments that are not conducive to physical distancing Other ☐ Face masks/covers and other personal protective equipment (PPE) associated with any personal care

needs are available. Supplies may be replenished at the following location(s): ☐ Specify the maximum number of homes that may be visited by each staff each day.

For LIMITED RE-ENTRY For PARTIAL RE-ENTRY For FULL RE-ENTRY



Compliance Procedures and Risk Mitigation ☐ The internal process to check for compliance and to document and correct deficiencies is: ☐ The process to report and track COVID-cases, to include alerting the local health department, and identify

and isolate close workplace contacts of infected employees or consumers until they are tested is: ☐ Consumers, care givers, and staff have been informed that they can call at to report any

safety concerns. List attachments:

1. Floor plan adhering to physical distancing protocols (if applicable) 2. COVID-19 Preparedness Pledge (signed) 3. 4. 5.

Certification: I , affirm that all information in this COVID-19 Protection Plan is true and accurate to the best of my knowledge, that all employees will be provided a copy of this plan and receive trainings as required in this plan, that copies of this verified plan, and signage will be posted as required herein, and that all applicable measures are being implemented as set forth herein.

NAME AND TITLE:

SIGNATURE: DATE:

DDS COVID-19 Services Re-Entry Plan Questions and Comments from Disability Voices United

June 22, 2020 Overall concerns with reopening of congregate programs

• The draft re-entry plan has already been written with significant input by service providers and regional centers. Self-advocates and families shouldn’t be the last to be consulted; we should be the first.

• The Re-entry Plan should focus on saving people not saving programs. COVID-19 is just as contagious and deadly now as it was three months ago. There is still no vaccine or effective treatment. Community transmission of COVID-19 remains high and is setting records in many parts of the state. Many areas of California have not met the CDC benchmarks for reopening, yet are opening up anyway.

• Recent studies have shown that COVID-19 infections and deaths are higher among those with intellectual disabilities and autism, particularly because many receive services or live in congregate settings. How is it safe now to allow people with disabilities to congregate in programs?

• DDS’s own data show that infection and death rates continue to rise among consumers.

• The data, which come from regional centers, certainly undercount the rate of coronavirus infection. Disability Voices United’s survey found that almost half of families/consumers report not being contacted by their regional centers at all. It’s also unclear if regional centers continue to reach out. One call back in March does not tell us how they are doing today.

• Asymptomatic and pre-symptomatic spread is a significant concern, so just taking the temperatures of consumers and staff is not enough to prevent exposure.

• Congregate programs will need to dramatically shift to comply with new federal rules by March 2022. Allowing programs to reopen now without drastic changes in their business models makes no sense.

Specific concerns about reopening congregate day programs

• Congregate day programs are just not safe at this time. Even small groups can be very risky if they take place indoors for an extended period of time.

• Requiring day program participants to wear a mask will not always be possible as some are unable to wear masks for safety or sensory reasons.

• Keeping clients at least 6 feet apart may be difficult and unsafe. Community activities will be unsafe because of the inability for staff to stay close to each client.

• It is still unclear how a program can keep coronavirus from spreading. What are the specific plans if a client or staff become infected with COVID-19?

Specific concerns about congregate living settings

• It is critical to get independent “eyes” on consumers in congregate living situations regularly

• For those who have significant health risks, regular contact with family is critical for the consumer’s safety and mental health

• We must ensure that parents can safely visit their children living in group homes and other congregate settings

• How are congregate living settings being monitored by regional centers during the pandemic?

• If a family member pulled their loved one out of a group home or other congregate living setting during the pandemic, they should be receiving complete supports at home, if requested. In addition, their placement in the congregate setting should be reserved for their eventual return

https://www.npr.org/2020/06/09/872401607/covid-19-infections-and-deaths-are-higher-among-those-with-intellectual-disabili

https://www.dds.ca.gov/wp-content/uploads/2020/06/DDS_COVID-19_demographics-and-residence_06162020.pdf

http://disabilityvoicesunited.org/cv/media/

Questions about monitoring, transparency, and consistency

• How will reopened congregate programs be monitored? Even if the program has a written plan that is approved by a regional center, who is ensuring the plans are being carried out? Will there be in-person monitoring of programs, and how often will be the program be checked?

• Will regional centers be regularly reaching out to consumers and families about their experiences in the reopened programs?

• How will individuals served and families learn about potential exposure to COVID-19 in congregate settings? If a consumer contracts COVID-19, are there places for them to go that can’t say “no?” How do families know about these?

• How will DDS provide oversight of how the 21 regional centers are monitoring programs? Will there be a consistent approach?

RECOMMENDATIONS Alternative options that will meet both individual/family needs and safety concerns

• Focus on individualized, person-centered supports and expand the ability to choose and direct services and supports.

• Remote services haven’t worked for many; allow individuals and families to choose if they want one-to-one, in-person services instead.

• Expand the Self-Determination Program to all those on the wait-list

• Permanently expand the ability to use participant-directed services for additional categories

• Ensure that individuals, families, and regional center staff are informed and trained on the opportunities to use participant-direction and self-determination

• Reduce barriers to participation in participant-direction and self-determination by regional centers, FMSs, and others

• Allow parents to provide certain participant-directed services

• Develop plain language materials and trainings in multiple languages on the options for participant-direction and self-determination

Other recommendations to ensure safety of consumers and increase transparency

• Consistent and regular contact (at least every two weeks in the communication method and language chosen by the consumer/family) by service coordinators with every person served by regional centers.

• Require regional centers to post data on their websites on the number of COVID positive cases, hospitalizations, and deaths of consumers by living arrangement. DDS should have this information compiled on their websites as well.

• Ensure that every individual and family has access to PPE and understands how to keep themselves safe if they go into the community

• Develop plain language materials in multiple languages and training programs on how to stay safe for individuals, families, and staff. These materials should include clear plans and procedures if any person in a congregate setting tests positive for COVID-19.

• DDS, regional centers, and providers should include self-advocates and family members in every future discussion on opening programs. We need clear next steps and timelines.

Disability Voices United is a statewide advocacy organization exclusively directed by and for individuals with developmental disabilities and family members. We advocate for choice and control over our lives, meaningful outcomes that matter to us, and systems that are equitable and accountable to us. Contact: Judy Mark, President, [email protected] DisabilityVoicesUnited.org

mailto:[email protected]

Harbor Regional Center Board Planning Committee July 7, 2020

Members Present: Kim Vuong, Chair, Client and Board Member; Patricia Jordan, Client; Nancy Spiegel, Director of Information and Development, Erika Braxton-White, Manager of Diversity and Inclusion; Absent: Ron Bergman, Parent/Board Member; Laurie Zalenski, Parent;

HRC Performance Plan

This committee oversees the development of our annual plan, and reviews our ongoing progress semi-annually. We submitted our 2020 Performance Plan to the Department of Developmental Services in September of last year. On June 25th, The Department of Developmental Services informed us that the plan was approved, At our last committee meeting in February, we reviewed our draft Year-End Performance Report, which we then submitted to DDS in early April. This Performance Report has also been approved by DDS as of June 26th. To review, HRC performance outcomes continued to improve over our previous year and to be better than the statewide average:

• more clients living in home settings, with 0.03% clients in state developmental centers (now only those who are there by court order), and

• fewer in institutional settings that serve more than 6 people, such as nursing homes.

• improved and exceeded statewide averages for number and percentage of employed clients with earned income and annual wages, number of clients who obtained competitive integrated employment following participation in the paid internship program, and the number of incentive payments made for successful employment.

• Disparity Measures on the Performance Plan continue to show a difference in annual purchase of service expenditures for Black/African American clients from birth to 2 years, and for Hispanics ages 3 and older. These two groups are the focus for our Disparity Funded projects.

Disparity Funded Projects

At the February meeting of this committee, we announced that DDS had approved funding for two projects: 1) to continue the work of our Bilingual Community Outreach Specialist, and 2) to develop a new Parent Mentor program. Recruitment is in progress to hire 6 Parent Mentors. The Job announcement was shared with committee members and is attached to the minutes.

Erika Braxton-White, Manager of Diversity and Inclusion, shared a summary of our activities in this area during the past year, and planning underway for the coming year. Erika described the outreach, training and support events which were held for underserved communities, including Spanish-speaking, and African-American families. Our plans for in-person outreach, training and support in 2020 have been interrupted by COVID-19, as everyone stays Safer-At-Home. During this time we have increased our focus upon sharing resource information with families to meet their basic needs for food, housing, economic stimulus support etc. Our team has also begun to move training and support events to virtual platforms as much as possible.

CAREER OPPORTUNTIES

Parent Mentor Job Summary

We are currently seeking six Parent Mentors to join the Client Services Team at Harbor Regional Center. We are requiring that at least five of the six staff be bilingual, proficient in English and Spanish. As support staff, the Parent Mentor will increase the access and utilization of social, health and specialized Regional Center services to underserved groups and communities.

The ideal candidate is an HRC parent of a school aged child age 3-22 with a developmental disability. They must also have lived experiences of the Hispanic or African American cultural traditions and have successfully navigated the developmental services system. They will need to demonstrate the skills to mentor, coach, and support other parents. The Parent Mentor works with families to foster parent-professional relationships based on mutual trust, understanding and respect.

Ideal candidate will possess the following characteristics and skills:

• Engage and Mentor HRC Parents: The Parent Mentor will work with the service coordination team in reaching parents, conducting Family Assessments to identify barriers to accessing services. The Parent Mentor will provide individualized coaching to parents identified by HRC who have not fully utilized regional center services in the past or who have had difficulties in accessing services that were identified in their family members’ Individual Person-Centered Plan (IPP).

• Promote Parent-Professional Partnerships: The Parent Mentor will foster positive consistent communication and a strong working relationship with the family’s assigned HRC Service Coordinator.

• Conduct Face-to-Face Follow-up Meetings: The Parent Mentor will meet with parents as needed at identified community-based sites within the families’ local community and carry out activities for family support, service access and education.

• Work as an Integral Team Member of HRC: The Parent Mentor will work with HRC to reduce barriers to the access/utilization of services and track program outcomes. The Parent Mentor will encourage and facilitate families’ participation in the on-going trainings and family support activities offered by HRC.

Qualifications:

• HRC Parent: For the bilingual English/Spanish positions, parent must be proficient in speaking both English and Spanish

• Work Experience: 3+ years of providing project administration assistant work, parent engagement or family support preferred

• Education: A degree in the human services field from accredited college or university preferred; equivalent experience accepted

• Communication Skills: Excellent oral and written communication, manage communications positively; build strong relationships; maintain confidentiality

• Adaptability/Flexibility: Work well with diverse ages, backgrounds, cultures, personalities; work evenings/weekends and adjust quickly to meet changing needs

This a full time salaried position with benefits that include medical, dental, vision and 401(K) retirement. Please send your resume and cover letter to [email protected] with subject line “Parent Mentor”

1 | P a g e

CLIENT SERVICES COMMITTEE Virtually via Zoom – May 27, 2020 6-8PM

Attendees: Kim Vuong, Guadalupe Nolasco, Patricia Jordan, Deaka McClain, Fu-Tien Chiou, April Rehrig, Lucy Paz (LRA – translator), LaWanna Blair The committee met for the first time since the COVID pandemic in March. There was a brief check in and discussion regarding the impacts of the pandemic. LaWanna shared how HRC has supported families during this time. She also talked about some of the challenges that the regional center faced in trying to quickly implement new systems to ensure ongoing support for families and service coordination. The committee shared some of the concerns they either experienced or heard from other families. Some families we not satisfied with the level of supports they received and felt that it was difficult to connect with generic supports, including the school district. Families wanted more support from with accessing services in general. There was discussion around the structure of these meetings specifically that they may be held indefinitely via video platform. Some topics of interest for future meetings includes:

• Understanding the difference between IDEA and Part B and C • Understanding why Regional Centers are payor of last resort • How Regional Center provides support with accessing SSI benefits • Helping Adult clients with legal assistance • Connecting adult client with supported employment agencies • Behavior supports for clients with mental health challenges

The next meeting is scheduled for June 24th, 2020 6-8pm via zoom

Harbor Regional Center Community Relations Committee July 9, 2020

Monica Sifuentes, MD, Chairperson, Pediatrician/Board Member; Chris Patay, Parent/Board Member; Dee Prescott, Service Provider, Easter Seals Southern California; Terri Nishimura, Service Provider Pediatric Therapy Network; Laurie Zalenski, Parent; Osvaldo Robles, Parent; April Rehrig, Parent; Nancy Spiegel, HRC Director of Information and Development

We welcomed and introduced new members Chris, April, and Osvaldo.

Responding to a Pandemic

Since the onset of the coronavirus pandemic, Harbor Regional Center has been responding to the state of emergency. We notified our families that although our offices closed to the public in March, Harbor Regional Center staff continued to work with our clients and families.

This committee oversees public information and community relations activities. We reviewed the following activities which ocurred during this time:

• We sent a letter, automated phone call and text message, in multiple languages, to inform families that our staff was continuing to be available for services and support.

• A family survey was sent to all families to again reinforce that we are here to serve them, to check-in, and to give them another opportunity to request additional contact/follow-up. This survey was then replicated by other regional centers in their service areas.

• We began publishing the HRC Enews several times a week, and posted community resource information on our website, on COVID-19 testing, food banks and CalFresh, utilities, financial assistance and stimulus payments, IHSS, unemployment, low-cost internet, in-home learning activities etc.

• We have reached out to food banks in our area to facilitate referrals for our families. • We met with Supervisor Janice Hahn’s office and the Los Angeles Regional Food Bank to identify additional food resources for our

families. We have been informed of a food bank event in Long Beach on July 17 and are awaiting further details. • We began a “Food For Clients” fundraising campaign to support families during the pandemic. As of late June we raised over

$35,000, from generous individual monetary and in-kind donations, and support from the Del Harbor Foundation. Service Coordinators have been distributing grocery gift cards to families in need throughout this time.

• We received Personal Protective Equipment from the state: initial supplies were for distribution to service providers providing personal care for vulnerable clients. We are now in the process of distributing PPE to vulnerable clients. We also received some supplies from The Friendship Foundation and Exceptional Kids.

• Our Early Childhood Services Dept. sought out diaper donations from Baby2Baby and others, and organized a Diaper Drive-Through to take place Friday July 10.

• We have entered into a partnership with the World Institute on Disability and the California Emerging Technology Fund to disseminate information on low cost internet access for HRC clients and families.

• The City of Long Beach is proposing to implement a Community Recovery Fund for community groups/non-profits assisting in disadvantaged communities around COVID-19 response. They will be providing more information in the next week. We will look into whether we would be eligible to apply for these relief funds to support our clients who live in Long Beach.

The committee recommends that we continue to provide communication with families to remind and update clients and families of community resources such as: community food banks through local non-profits, churches, Food Finders, the 211 LA County website which helps people locate food banks in their area; current information on COVID-19 testing; and resources for internet access.

Legislation and Advocacy

• In response to the projected budget shortfall, the Governor announced his May Revision to the budget proposal. It included reductions to many health and social services, including over $500 million in cuts to the developmental services system.

• We saw a very strong response to our Action Alert to clients, families, service providers and staff, who actively advocated with letters, phone calls and emails to our local representatives and the Governor’s office. Several joined the legislative hearing conference call in hopes of offering testimony.

• Advocacy efforts were successful in removing the proposed cuts to developmental services, and to restoring planned temporary rate increases for service categories that had been left out of earlier rate increases. These increases have a sunset date of December 31, 2021 (unless state General Funds at that time exceed what is projected).

The committee recommends that we send a letter to our legislators thanking them for protecting developmental services, and invite our community to join is in writing to their legislative representatives.

Our next meeting will take place on Thursday, October 8, at 5:00 pm via Zoom.

HARBOR REGIONAL CENTER Self Determination Advisory Committee

Meeting Minutes May 13, 2020

Opening: The regular meeting of HRC Self Determination Advisory Committee was called to order at 6:09 PM on Wednesday May 13, 2020 via zoom. Quorum was established; only one committee member was absent. Committee Member Present Miriam Kang, Parent Linda Chan-Rapp, Parent David Oster – Client Rosalinda Garcia- Parent Mariano Sanz, Parent Julianna Martinez, parent Deaka McClain, Client Priscilla Ankrah- Office of Clients Rights Advocacy representative Committee Member Absent David Gauthier, Client HRC Staff Present Antoinette Perez - Director of Children’s Services Liz Cohen-Zeboulon - Client Services Manager Judy Samana Taimi – Client Services Manager Katy Granados – Interim Client Services Manager/Service Coordinator Donna Magana- Client Services Manager Nancy Spiegel- Director of Information SCDD Staff Present Brianna Reynoso SCDD Staff Absent Visitors Kelty Cubranaus- Parent Marcela Vazquez De Paz- Parent Raquel Brizuela- Parent Guadalupe Nolasco- Parent Amelia Castellanos- Parent Maria Zavala- Parent Adriana Garcia- Parent Vianey Gomes- Parent Jo Mullins- DDS Yvette Torres- FMS Gretchen Rugh- Parent Mihaela David- Parent



Valerie Bane- GT Independence Welcome: Introductions of committee members and guests. Approval of Minutes Minutes were approved for meeting held on March 11, 2020. Harbor Regional Center Monthly Update – Antoinette Perez, Director Children’s Services,

• There are 98 individuals who are still part of the SD Program • Orientations are pending for 3 individuals and partial orientations (FMS) are pending for

2 individuals. o These orientations will be scheduled on a 1:1 basis via zoom or other virtual

platform • Information meeting will be scheduled in July for those who are interested to learn more

about SDP via zoom Statewide Updates:

• Linda Chan Rapp provided the report • Report was given in the increased disagreement with the budget amount approved

through regional centers. One of the barriers is relying solely on the service coordinator to resolve issues. Requesting more training for service coordinators and the public to try and resolve the issues prior to pursuing fair hearing.

• It was suggested for the clients and families to use federal listings of federal services and use language that will link the needs of the clients to the services.

• Webinars through Disability Voices United can be found at disabilityvoicesunited.org/cv

Presentation: • No presentation

Office Clients and Rights Advocacy

• Priscilla Ankrah provided an update of services • Training on COVID-19 and special education was provided in April 2020 • Alternatives to Conservatorship training will be held tomorrow, May 14, 2020 • Community Resources if a staff does not show up to work their shift at a client’s group

home residence o Surge plan for HRC

State Council Update:

• Brianna Reynoso provided an update from the state council and their efforts to keep the community informed during COVID-19

• Bagley Keene Law was explained regarding anonymous registration for public meetings



Discussion

• Self-Determination Resource-sharing with other regional centers o Coordinate resource sharing between committees o Linda Chan Rapp’s daughter is speaking at the Down Syndrome summit

regarding PCP o Suggestion for HRC to look at PCP information that are being used in house

Can we review the materials during the next meeting Antoinette: Yes, we will have materials available at the next meeting

o Juliana: A lot of services are on pause because of COVID-19, is there something else that is available for the families during this time?

o Fair Hearing: Several parents like myself, vary case by case, things are private

• OAH is on pause at this time o Deaka: Is SDP on hold due to the virus?

Families are receiving services and have not been paused due to COVID-19

o Juliana: Clarification that she was speaking about her case and not to anyone else’s cases Follow-up in the future meetings about appeal

o Deaka: Can we do that in the capacity of our committee o Juliana: Wanted her question to be included in the minutes

• Self-Determination Transition Funds o Currently paused at this time and not commit to any plans at this time

Should still work on a plan but the deadline is not set at this time Still have the plan for the funds

o Anxiety about the revised budget coming out o We should focus on putting ideas to paper and can proceed with doing them with

or without the plans. o How should we proceed?

We had great ideas at our March meeting and we may need to have a working group

1. Hold meet and greet for all clients of SDP, resource tables, and individual workgroups.

2. Increase training for SC in SDP 3. Understand Unmet Needs

• Self-Determination Journey: What is working? What concerns need to be addressed?

o None Announcements:

• Can families move forward with SDP when orientations completed? o Yes, contact service coordinator to move forward with the plan



Public Comments

• Unmet Needs o Have someone give information on what the unmet needs are o Address this topic in the meeting (unmet needs) o Linda Chan Rapp will invite someone to talk about the unmet needs

• Deaka: Confusion with the list of providers available for SDP services • Rosalinda: Need continual training and SDP is not for everyone • Pre-registration for the meeting: participants at large don’t have to put in their true name

into the registration Next meeting: June 10, 2020 via zoom Adjournment, Conclusion Meeting was adjourned at 7:41 PM. Minutes submitted by Judy Samana Taimi Abbreviations HRC Harbor Regional Center PCP Person-centered plan SCDD State Council on Developmental Disabilities SDP Self-Determination Program


Meeting Minutes June 10, 2020

Opening: The regular meeting of HRC Self Determination Advisory Committee was called to order at 6:06 PM on Wednesday June 10, 2020 via zoom. Quorum was established; only 2 committee member was absent. Committee Member Present Miriam Kang, Parent Linda Chan-Rapp, Parent Rosalinda Garcia- Parent Mariano Sanz, Parent Yulianna Martinez, parent Deaka McClain, Client Priscilla Ankrah- Office of Clients Rights Advocacy representative Committee Member Absent David Gauthier, Client David Oster – Client HRC Staff Present Antoinette Perez - Director of Children’s Services Liz Cohen-Zeboulon - Client Services Manager Judy Samana Taimi – Client Services Manager Katy Granados – Client Services Manager Donna Magana- Client Services Manager SCDD Staff Present Brianna Reynoso SCDD Staff Absent N/A Visitors Vianey Gomes- Parent Mabel Lopez – FMS Facilitator Lucy Pas- LRA interpreter



Welcome: Introductions of committee members and guests. Approval of Minutes Minutes were approved for meeting held on May 13, 2020. No discussion regarding minutes, no one obtained. Harbor Regional Center Monthly Update – Antoinette Perez, Director Children’s Services,

• There are 97 individuals who are still part of the SD Program o Of the 97: 9 participants are live; 2 are pending going live; 10 have a

spending plan; 20 have their budgets approved; 16 purchased PCP; 59 held IPP; 6 decision letters have been issued.

• 4 of the 97 individuals are pending orientation; 2 have completed the 1st part and are only missing the FMS portion and 2 need full orienatation.

• Individual make-up sessions have been scheduled- flexible due to COVID • Information meeting will be held via zoom, first virtual meeting will be held July

2020, and date is pending. • Resource development- 7 FMS agencies contracted

o Premier o 24 hour homecare o GT independence o Cambrian o Accredited FMS o Acumen Fiscal Agent o Community Interface Services

Discussion Antoinette Perez, Director Children’s Services

• Self-Determination Transition Fund o Reviewed discussion held during March 2020 meeting. Shared possible

disbursement of funds, which were primarly training for participants and SC’s, obtaining materials.

o 3 recommended target areas 1. Collaborative Groups/Workshops (trainings) 2. Support/Coaching for Transition to SDP (trainings) 3. Materials (videos)



• Mariano – reviewed all proposed transition fund ideas are reflected into the 3

proposed categories. Ensured the purpose of the funds are to build network and facilitate for families. Essentially remove road blocks for families.

• Antoinette – Discussed mentor group @ San Gabriel/Pomona RC. • Deaka- expressed interested in possible mentor group to be able to provide

guidance. • Yulianna- Is the training going to be avbialable to all parents?

o Yes it will be open to everyone interested. • Priscilla- how much funding is available in the transition fund?

o $59,701.00 • Linda- opened to inquire all in favor of moving forward with the 3 target areas

proposed for the transition fund. Deaka motioned the vote and Mariano second the motion.

o No one opposed o 3 approved o Passed by general concession

Statewide Updates: • Linda Chan Rapp attended the Statewide SD Advisory Committee which was held via

zoom June 9, 2020. o Over 130 participants; focused on hardship in accessing SD.

4 areas of need: Initial delay; needed guidance, training and providers (fms, pcp, etc) Now the pandemic is becoming a barrier.

Weekly working group meeting will be held every Wednesday via zoom from 5-6PM o Help individuals in SD transition to becoming active o Register at Disability Voices United (disabilityvoicesunited.org)

• Discussed survey mailed to clients on how they are doing during pandemic o 500 responded to survey

People of color are the most impacted (difficulty accessing supply and services)

Presentation: • No presentation



• Office Clients and Rights Advocacy • Priscilla Ankrah

o Office continues to provide support for clients at this time. o Thanked HRC for hosting Alternative to Conservatorship Training on May 14,

2020.

State Council Update:

• Briana Reynoso from the State Council o At this time no specific update available from State Council.

• Reported to continue to receive questions and concerns from the community regarding the Bagley-Keene Act. State Council’s opinion that general public meeting should not be forced to register.

Announcements:

• Linda Chan Rapp- o Thanked State Council for providing protective gear donation. o A moment of silence for David’s mother-extended invitation for anyone

wanting to share condolences in a card that will be mailed. Public Comments

• Miriam- will SD budget be affected due to pandemic? o It will be considered as unmet need due to not being able to access

• Deaka- when will SDP become available to everyone and will HRC be prepared? How can someone sign up at that time?

o June 2021 (target date) o HRC is currently in the process of training all SC’s o Currently 22 SC’s are fully trained o Contact SC of request

• Yulianna Martinez-shared two parents were unable to log onto meeting even after registering to attend.

• Linda Chan Rapp- encouraged others to share meeting information to others who may benefit from attending.

• Mabel Lopez- GT Independence FMS representative assigned to HRC o Bilingual (English and Spanish) o 818-480-0257



o [email protected]

Next meeting: July 8, 2020 via Zoom 6PM-8PM Adjournment, Conclusion Meeting was adjourned at 7:29 PM. Minutes submitted by Donna Magana Abbreviations HRC Harbor Regional Center PCP Person-centered plan SCDD State Council on Developmental Disabilities SDP Self-Determination Program

mailto:[email protected]

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Harbor Regional Center Service Provider Advisory Committee June 2, 2020 10:00 am Virtual via GoToMeeting Committee Members Present

Member Name Organization Paul Quiroz, Chairperson Cambrian Homecare Mary Grace Lagasca InJOY Life Resources Amy Miller InJOY Life Resources Patricia Flores Life Steps Foundation Terri Nishimura Pediatric Therapy Network Angie Rodriguez Social Vocational Services Dee Prescott Easter Seals Tammi Hernandez Mentor Network

Participating Agencies & Organizations

Member Name Organization Jordan Quenun Ability First Darlene Williams Ambitions CA Karen Forham Able Arts Work Ben Espitia Goodwill Industries Scott & Louise Elliott ICAN LA Harry Van Loon ARC Long Beach Christine Grant Dungarvin CA Brian Lockhart Aacres CA LLC Juan Sanchez Birth and Family Services Nancy Langdon Canyon Verde Pam Ryan Canyon Verde Alex Saldana Oxford Services Jessica Beltran Roundtrip Transportation Eric Miller Columbus Organization

HRC Staff Participating

Staff Name Title Vincente Miles Community Services Director Pat Del Monico Executive Director Nancy Spiegel Director of Information and Development Judy Wada Chief Financial Officer Ute Czemmel Controller Tes Castillo Accounting Supervisor Leticia Mendoza Community Services Department Assistant Erica Reimer Snell Community Services

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Call to Order Paul Quiroz called the meeting to order at 10:00 a.m. HRC Report Updates Vincente Miles, Director of Community Services provided review of HRC’s COVID response:

• March 4th –Governor Gavin Newsom declared a State of Emergency • March 20th - Governor Gavin Newsom declared Safer –at-Home Order • March 25th - HRC sent mass notification that offices were closed to the public • HRC continues to follow the Public Health Guidelines • Between March 13th to date – Development of Surge Capacity • Distribution of PPE to service providers and HRC staff • Continuous & Frequent communication with clients, families and service

Providers Roundtable Discussion Service Providers were selected from specific service areas to share information on plans to return to work. The service areas represented were as follows: early intervention, employment, transportation and in-home respite services. Additionally, to facilitate discussions among the SPAC participants handouts were sent out that included “Preparation to Return to Work Handbook” and “Sample Return to Work Letter” for employees. The Panelist were Ben Espitia - Goodwill Industries, Terri Nishimura -Pediatric Therapy Network, Paul Quiroz - Cambrian Homecare, and Jessica Beltran - Roundtrip Transportation.

Guiding Questions: How are you communicating with your clients /families? What are the challenges of providing services in this current environment? What do you see for the future? Goodwill Industries Supported Employment Agency- Goodwill reported that most clients and job coaches have continued to work in retail stores, which are considered “Essential” workers. All the work sites have implemented the social distance and clients have PPE supplies. Some of the challenges facing is to ensure the work sites are following safety guidelines. For the future plans they will continue to explore options to provide virtual information and programs. Pediatric Therapy Network – Pediatric Therapy Network (PTN) has provided telehealth services to clients & families via telephone, iPad, smartphones, and computers. This are offered both in English & Spanish. They also have a YouTube channel offering therapies. Drive up services available for materials for those families that do not have technology equipment. Families feel happy to be able to continue to receive services during this current circumstance and feel empowered. Some of the challenges facing have been that some parents are feeling overwhelmed with home schooling, economic pain and unemployment. Few families only option is texting for receiving therapies. Some families are still not comfortable with receiving services via Zoom. For future planning purposes, PTN will continue to offer telehealth services and continue to do the best they can for the clients and families. PTN also plans to follow the school district guidelines for the “New Normal.”

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Cambrian Homecare – Cambrian has communicated with their families either via email, mailed letters both in English & Spanish to provide support. However, most families are appreciative of being able to continue to receive services. Some of the challenges have been re-assuring clients, families, other providers and their own staff during COVID and the safety guidelines they are following since there are a lot of emotions. Obtaining PPE for the more difficult clients to serve has been a challenge. For future plans, they will continue the efforts to provide virtual trainings to staff. We will review better emergency preparedness plans, electronic visits, and data management programs.

Roundtrip Transportation – Roundtrip has followed the transportation safety guidelines. PPE are in place for drivers and clients. However, the social distance in the vehicles has been a challenge since the plexi-glass is not an option rather a safety hazard for clients. Continue to clean and disinfect vehicles. Future plans, they will continue to take precaution measures. DDS Directives Related to COVID

• Alternative Day Program Services: Guidance for remote electronic communications.

• Documentation and supporting documents required for Claim submissions. • Competitive Integrated Employment Incentive Payments” Provision for

consecutive days under the specific circumstances for eligibility to receive incentive payment.

• Service Providers were reminded that June 30, 2020 is the deadline to complete the HCBS self-assessment surveys.

Agenda packet and information were emailed to service providers in advanced. Resource Development CPP Plan – Vincente Miles reported that HRC will be submitting plan for approval. Proposal submission due date is June 15, 2020. Service Providers were encouraged to contact Judy Wada for any questions regarding their billing submissions related to absences, cancellations due to COVID. Pat Del Monico expressed her appreciation to the service providers in working so hard with our clients and families during these difficult times. Budget Update Vincente Miles reported about the California Budget, May revise highlights and Proposed payment reductions for fiscal year 2020-2021for specific service code categories. California faces $54.3 Billion Budget Deficit. Budget Assumes $8.6 Billion in COVID related expenditures. Committee was encouraged to keep checking HRC website for the most up to date information regarding the budget. Service Provider Updates Dee Prescott from Easter Seals encouraged everyone to expand the relationships with families/parents when providing remote services. She also offered to share Advocacy group information to the SPAC committee. HRC website also has a link for Advocacy tools and groups. Committee members and participating agencies shared a common concerned in obtaining PPE for their staff and cost. They were encouraged to reach out to Vincente Miles for

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resources needed. They also expressed the interest to meet next month vs August since COVID information is constantly changing. Committee also expressed interest in obtaining a sample of the planning kits from Vincente Miles for their agencies. Next committee meeting is scheduled for August 4, 2020 Meeting adjourned at 11:22 a.m.

Harbor Regional Center Service Provider Advisory Committee July 7, 2020 10:00 am Virtual via GoToMeeting Committee Members Participants

Member Name Organization Paul Quiroz, Chairperson Cambrian Homecare Mary Grace Lagasca InJOY Life Resources Patricia Flores Life Steps Foundation Terri Nishimura Pediatric Therapy Network Dee Prescott Easter Seals Jeri Miles Mentor Network Donna Gimm Mentor Network Ryan Reiger Mentor Network Scott Elliott ICAN LA

HRC Staff Participating

Staff Name Title Vincente Miles Community Services Director Pat Del Monico Executive Director Judy Wada Chief Financial Officer Patrick Ruppe Adult Services Director Leticia Mendoza Community Services Department Assistant

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Call to Order Paul Quiroz called the meeting to order at 10:00 a.m. HRC Report Updates Vincente Miles, Director of Community Services provided HRC Report:

• CA Budget- CA Legislature Approved the following: • No cuts to Service Providers • Most of fund for caseload growth • Funding not dependent of Federal dollars • Rate increase for ILS, Infant Development and Early Start • PPE Distribution to service providers and HRC clients and families • DDS Directives Related to COVID

SPAC Meeting frequency was encouraged to meet this month to serve as means to share updates with Committee members due to information constantly changing. Roundtable Discussion Guiding Questions:

• What recommendations can you share with other HRC Service Providers related to returning to site-based services?

• As you are planning to return to some site-based services, what problems/barriers to doing so safely do you anticipate?

• Please share any unexpected outcomes, successes or innovations your organization has learned or experienced during COVID?

Pediatric Therapy Network – Terri Nishimura shared that they have received positive experience from families for remote services. However some families are still not able to participate in remote services due to technology difficulties. PTN works with local school districts for borrowing devices for families in need, however the numbers are limited. PTN is following the Infectious Control guidelines and have purchase supplies to meet them. They do practice temperature checks for staff and precaution questionnaire. PTN provides for their staff a Zoom session called “Compassionate for Fatigue” hosted by a Mental Health agency. Easter Seals –Dee Prescott shared they provided family surveys to provide input for continuation of remote services or preference of onsite programs. They have received mixed responses. They have noticed that families are involved with the clients with remote services. They will continue to send virtual activities to clients. However, for their residential programs they do have concerns about returning to other day programs on site. They will continue to do surveys and wait for regional centers guidance. Easter Seals have purchased refurbished cell phones from T-Mobile at a lower price for those clients in need to receive remote services. They will pass on information to HRC to share with other service providers. They do have a Book Club for their staff via Zoom to keep them engaged during this time of COVID. Life Steps –Patricia Flores shared similar concern for a few of the clients that have only a cell phone that limits the capability to receive remote services.

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HRC will look into possible lending out technology devices such as iPad to clients and families in need. HRC encouraged checking our website for low cost internet service resources. A suggestion from the committee to regional center was if one licensed home has multiple clients and they are interested in attending a day program, would it be possible to look into those clients all attending same program? This would limit the number of clients to be exposed to other individuals to COVID and will be possible easier to track? HRC will consider further discussion about this suggestion. Committee Members expressed their gratitude of the individual phone calls received from HRC staff to check in on them. DDS Directives Related to COVID

• 3/12/20 State of Emergency Absences billing expires July 31, 2020. • 3/18/20 Requirements waived and additional guidance for remote

services/alternate locations, supplemental staffing for residential providers, day program services, public meetings, DDS audits and reviews, HCBS self-assessments, DSP training.

• 3/25/20 Requirements waived eligibility in-person meetings and assessments, presumptive eligibility determinations, CPRC and first aid training for in-home respite workers, Annual Family Program Fee & Family Cost Participation program requirements.

Service Providers were encouraged to contact Judy Wada for any questions regarding their billing. HRC received PPE supplies and continue to distribute to licensed homes, supported living service providers, HRC clients and families. They have been prioritizing by those that are high risk, tested positive for COVID. HRC in collaboration with Roundtrip Transportation and Ideal Transit are providing “contact-free” PPE deliveries. HRC will continue to collect surveys from service providers and will then provide a summary plan to the committee. Service Providers are encouraged to check HRC website for latest updates. Pat Del Monico expressed diminutive celebration for the State Legislature’s decision to removed proposed cuts to service providers in this year’s budget. She expressed concern about the State’s revenue projections for next year and encouraged service providers to be vigilant and continue advocacy efforts to prevent budgetary cuts next year. Next committee meeting is scheduled for August 4, 2020 Meeting adjourned at 11:32 a.m.

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july meeting of the board of trustees via zoom webinar ..._2020... · july meeting of the board of...

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