Introduction
The Department of Community Services and Development (CSD) has developed the 2026/2027 Community Needs Assessment (CNA) and Community Action Plan (CAP) template for the Community Services Block Grant (CSBG) Service Providers network. CSD requests agencies submit a completed CAP, including a CNA, to CSD on or before June 30, 2025. Changes from the previous template are detailed below in the “What’s New for 2026/2027?” section. Provide all narrative responses in 12-point Arial font with 1.15 spacing. A completed CAP template should not exceed 65 pages, excluding the appendices.

Purpose
Public Law 105-285 (the CSBG Act) and the California Government Code require that CSD secure a CAP, including a CNA from each agency. Section 676(b)(11) of the CSBG Act directs that receipt of a CAP is a condition to receive funding. Section 12747(a) of the California Government Code requires the CAP to assess poverty-related needs, available resources, feasible goals, and strategies that yield program priorities consistent with standards of effectiveness established for the program. Although CSD may prescribe statewide priorities or strategies that shall be considered and addressed at the local level, each agency is authorized to set its own program priorities in conformance to its determination of local needs. The CAP supported by the CNA is a two-year plan that shows how agencies will deliver CSBG services. CSBG funds are by their nature designed to be flexible. They shall be used to support activities that increase the capacity of low-income families and individuals to become self-sufficient.

Federal CSBG Programmatic Assurances and Certification
The Federal CSBG Programmatic Assurances are found in Section 676(b) of the CSBG Act. These assurances are an integral part of the information included in the CSBG State Plan. A list of the assurances that are applicable to CSBG agencies has been provided in the Federal Programmatic Assurances section of this template. CSBG agencies should review these assurances and confirm that they are in compliance. Signature of the board chair and executive director on the Cover Page certify compliance with the Federal CSBG Programmatic Assurances.

State Assurances and Certification
As required by the CSBG Act, states are required to submit a State Plan as a condition to receive funding. Information provided in agencies’ CAPs will be included in the CSBG State Plan. Alongside Organizational Standards, the state will be reporting on State Accountability Measures in order to ensure accountability and program performance improvement. A list of the applicable State Assurances is provided in this template. CSBG agencies should review these assurances and confirm that they are in compliance. Signature of the board chair and executive director on the Cover Page certify compliance with the State Assurances.

Compliance with CSBG Organizational Standards
As described in the Office of Community Services (OCS) Information Memorandum (IM) #138 dated January 26, 2015, CSBG agencies will comply with the Organizational Standards. A list of Organizational Standards that are met by an accepted CAP, including a CNA, are found in the Organizational Standards section of this template. Agencies are encouraged to utilize this list as a resource when reporting on the Organizational Standards annually.

What’s New for 2026/2027?
Due Date. The due date for your agency’s 2026/2027 CAP is June 30, 2025. However, earlier submission of the CSBG Network’s CAPs will allow CSD more time to review and incorporate agency information in the CSBG State Plan and Application. CSD, therefore, requests that agencies submit their CAPs on or before May 31, 2025.

ROMA Certification Requirement. CSD requires that agencies have the capacity to provide their own ROMA, or comparable system, certification for your agency’s 2026/2027 CAP. Certification can be provided by agency staff who have the required training or in partnership with a consultant or another agency.
Federal CSBG Programmatic and State Assurances Certification. In previous templates, the federal and state assurances were certified by signature on the Cover Page and by checking the box(es) in both federal and state assurances sections. In the 2026/2027 template, CSD has clarified the language above the signature block on the Cover Page and done away with the check boxes. Board chairs and executive directors will certify compliance with the assurances by signature only. However, the Federal CSBG Programmatic Assurances and the State Assurances language remain part of the 2026/2027 template.

Other Modifications. The title page of the template has been modified to include your agency’s name and logo. Please use this space to brand your agency’s CAP accordingly. CSD has also added references to the phases of the ROMA Cycle i.e. assessment, planning, implementation, achievement of results, and evaluation throughout the 2026/2027 template. Additionally, there are a few new questions, minor changes to old questions, and a reordering of some questions.

---

Checklist

☐ Cover Page
☐ Public Hearing Report

Part I: Community Needs Assessment Summary
☒ Narrative
☒ Results

Part II: Community Action Plan
☒ Vision and Mission Statements
☒ Causes and Conditions of Poverty
☒ Tripartite Board of Directors
☒ Service Delivery System
☒ Linkages and Funding Coordination
☒ Monitoring
☒ ROMA Application
☒ Federal CSBG Programmatic Assurances
☒ State Assurances
☒ Organizational Standards

Part III: Appendices
☐ Notice of Public Hearing
☐ Low-Income Testimony and Agency’s Response
☐ Community Needs Assessment

 

---

Cover Page

Agency Name:	Proteus, Inc.
Name of CAP Contact:	Jorge Salinas
Title:	Senior Planner
Phone:	(559) 733-5423
Email:	This email address is being protected from spambots. You need JavaScript enabled to view it.

 

Date Most Recent CNA was Completed: (Organizational Standard 3.1)

 

Board and Agency Certification

The undersigned hereby certifies that this agency will comply with the Federal CSBG Programmatic Assurances (CSBG Act Section 676(b)) and California State Assurances (Government Code Sections 12747(a), 12760, and 12768) for services and programs provided under the 2026/2027 Community Needs Assessment and Community Action Plan. The undersigned governing body accepts the completed Community Needs Assessment. (Organizational Standard 3.5)

 

	________________________________________________		________________________________________________
Name:	Michelle Engel-Silva	Name:	Mario Gonzalez
Title:	Executive Director	Title:	Board Chair
Date:		Date:

ROMA Certification

The undersigned hereby certifies that this agency’s Community Action Plan and strategic plan document the continuous use of the Results Oriented Management and Accountability (ROMA) system or comparable system (assessment, planning, implementation, achievement of results, and evaluation). (CSBG Act 676(b)(12), Organizational Standard 4.3)

 

	________________________________________________
Name:	Randi Espinoza
Title:	Roma Implementer
Date:

CSD Use Only

Dates CAP		Accepted By
Received	Accepted

 

---

 

Public Hearing(s)
California Government Code Section 12747(b)-(d)

State Statute Requirements

As required by California Government Code Section 12747(b)-(d), agencies are required to conduct a public hearing for the purpose of reviewing the draft CAP. Testimony presented by low-income individuals and families during the public hearing shall be identified in the final CAP.

 

Guidelines

Notice of Public Hearing

1. Notice of the public hearing should be published at least 10 calendar days prior to the public hearing.
2. The notice may be published on the agency’s website, social media channels, and/or in newspaper(s) of local distribution.
3. The notice should include information about the draft CAP; where members of the community may review, or how they may receive a copy of, the draft CAP; the dates of the comment period; where written comments may be sent; date, time, and location of the public hearing; and the agency contact information.
4. The comment period should be open for at least 10 calendar days prior to the public hearing. Agencies may opt to extend the comment period for a selected number of days after the hearing.
5. The draft CAP should be made available for public review and inspection approximately 30 days prior to the public hearing. The draft CAP may be posted on the agency’s website, social media channels, and distributed electronically or in paper format.
6. Attach a copy of the Notice(s) of Public Hearing in Part III: Appendices as Appendix A.

Public Hearing

1. Agencies must conduct at least one public hearing on the draft CAP.
2. Public hearing(s) must be held in the designated CSBG service area(s).
3. Low-income testimony presented at the hearing or received during the comment period should be memorialized verbatim in the Low-Income Testimony and Agency’s Response document and appended to the final CAP as Appendix B in Part III: Appendices.
4. The Low-Income Testimony and Agency’s Response document should include the name of low-income individual, his/her testimony, an indication of whether or not the need was addressed in the draft CAP, and the agency’s response to the testimony if the concern was not addressed in the draft CAP.

Additional Guidance

For the purposes of fulfilling the public hearing requirement on the draft CAP, agencies may conduct the public hearing in-person, remotely, or using a hybrid model based on community need at the time of the hearing.

Public Hearing Report

Date(s) the Notice(s) of Public Hearing(s) was/were published
Date Public Comment Period opened
Date Public Comment Period closed
Date(s) of Public Hearing(s)
Location(s) of Public Hearing(s)
Where was the Notice of Public Hearing published? (agency website, newspaper, social media channels)
Number of attendees at the Public Hearing(s)

 

---

Part I: Community Needs Assessment Summary
CSBG Act Section 676(b)(11)
California Government Code Section 12747(a)

Helpful Resources

A community needs assessment provides a comprehensive “picture” of the needs in your service area(s). Resources are available to guide agencies through this process.

• CSD-lead training – “Community Needs Assessment: Common Pitfalls and Best Practices” on Tuesday, September 10, 2024, at 1:00 pm. Registration is required. The training will be recorded and posted on the Local Agencies Portal after the event.
• Examples of CNAs, timelines, and other resources are on the Local Agencies Portal.
• Community Action Guide to Comprehensive Community Needs Assessments published by the National Association for State Community Service Programs (NASCSP).
• Community Needs Assessment Tool designed by the National Community Action Partnership (NCAP).
• National and state quantitative data sets. See links below.

 

Sample Data Sets
U.S. Census Bureau Poverty Data	U.S. Bureau of Labor Statistics Economic Data	U.S. Department of Housing and Urban Development Housing Data & Report
HUD Exchange PIT and HIC Data Since 2007	National Low-Income Housing Coalition Housing Needs by State	National Center for Education Statistics IPEDS
California Department of Education School Data via DataQuest	California Employment Development Department UI Data by County	California Department of Public Health Various Data Sets
California Department of Finance Demographics	California Attorney General Open Justice	California Health and Human Services Data Portal
CSD Census Tableau Data by County		Population Reference Bureau KidsData
Data USA National Public Data	National Equity Atlas Racial and Economic Data	Census Reporter Census Data
Urban Institute SNAP Benefit Gap	Race Counts California Racial Disparity Data	Rent Data Fair Market Rent by ZIP
UC Davis Center for Poverty & Inequality Poverty Statistics	University of Washington Center for Women’s Welfare California Self-Sufficiency Standard	University of Wisconsin Robert Wood Johnson Foundation County Health Rankings
Massachusetts Institute of Technology Living Wage Calculator	Nonprofit Leadership Center Volunteer Time Calculator	Economic Policy Institute Family Budget Calculator

 

---

 

Narrative
CSBG Act Section 676(b)(9)
Organizational Standards 2.2, 3.3
ROMA – Assessment

Based on your agency’s most recent CNA, please respond to the questions below.

1. Describe the geographic location(s) that your agency is funded to serve with CSBG. If applicable, include a description of the various pockets, high-need areas, or neighborhoods of poverty that are being served by your agency.

Proteus, Inc. is funded to serve the geographic locations of Fresno, Tulare, Kings, and Kern Counties in the Central San Joaquin Valley. Through the committed work of our staff, located in service centers, satellite offices, and American Job Centers of California (AJCCs), we provide comprehensive and seamless services to migrant and seasonal farmworkers (MSFWs) and other low-income individuals throughout hard to reach rural communities within these service areas. These four counties and their rural communities experience rates that are extremely higher in poverty, unemployment, academic achievement, as well as many other areas. For example, according to the U.S. Census Bureau, 2023 American Community Survey 1-Year Estimates (2023 ACS), poverty rates in Fresno (13.5%), Tulare (14.9%), Kings (12.6%), and Kern (15.3%) far exceed the state’s rate of 8.5%. In addition, according to the 2023 ACS, the rates of individuals over 25 years of age who have less than a high school diploma are 21.0% in Fresno, 24.0% in Tulare, 25.2% in Kings, and 23.6% in Kern County as compared to 15.2% for the state. According to the Employment Development Department’s (EDD) Labor Market Information for December 2024, the unemployment rates within these counties also exceed the state’s (5.5%) with Fresno experiencing 7.9%, Tulare 10.2%, Kings 9.8%, and Kern 8.3%. Even more alarming, rural, geographically isolated, Hispanic/Latino migrant and farm working communities throughout our service areas report an even higher level of unemployment with some areas three or four times the state rate (5.5%), such as: Delano (20.5%), Wasco (14.7%), Corcoran (15.1%), Avenal (13.8%), Firebaugh (16.2%), Huron (16.7%), Reedley (17.5%), East Orosi (24.7%), and Cutler (22.3%). In many cases, such as smaller rural communities or Census Designated Places (CDP) the unemployment rate is even more extreme and exceeds the 30 percent rate such as Terra Bella (33.2%), Richgrove (34.8%), Raisin City (31.4%), and Poplar Cotton Center CDP (31.1%).

2. Indicate from which sources your agency collected and analyzed quantitative data for its most recent CNA. (Check all that apply.) (Organizational Standard 3.3)

Federal Government/National Data Sets
☒Census Bureau
☐Bureau of Labor Statistics
☐Department of Housing & Urban Development
☐Department of Health & Human Services
☐National Low-Income Housing Coalition
☐National Equity Atlas
☐National Center for Education Statistics
☐Academic data resources
☒Other online data resources
☐Other

Local Data Sets
☐Local crime statistics
☒High school graduation rate
☐School district school readiness
☐Local employers
☒Local labor market
☐Childcare providers
☒Public benefits usage
☒County Public Health Department
☐Other

California State Data Sets
☒Employment Development Department
☒Department of Education
☐Department of Public Health
☐Attorney General
☐Department of Finance
☐Other

Surveys
☒Clients
☒Partners and other service providers
☒General public
☒Staff
☒Board members
☒Private sector
☒Public sector
☒Educational Institutions
☐Other

Agency Data Sets
☒Client demographics
☒Service data
☒CSBG Annual Report
☒Client satisfaction data
☐Other

3. Indicate the approaches your agency took to gather qualitative data for its most recent CNA. (Check all that apply.) (Organizational Standard 3.3)

Surveys

☒Clients
☒Partners and other service providers
☒General public
☒Staff
☒Board members
☒Private sector
☒Public sector
☒Educational institutions

Interviews
☐Local leaders
☐Elected officials
☐Partner organizations’ leadership
☐Board members
☐New and potential partners
☐Clients

Focus Groups
☐Local leaders
☐Elected officials
☐Partner organizations’ leadership
☒Board members
☐New and potential partners
☒Clients
☐Staff
☒Community Forums
☒Asset Mapping
☒Other

4. Confirm that your agency collected and analyzed information from each of the five community sectors below as part of the assessment of needs and resources in your service area(s). Your agency must demonstrate that all sectors were included in the needs assessment by checking each box below; a response for each sector is required. (CSBG Act Section 676(b)(9), Organizational Standard 2.2)

Community Sectors
☒Community-based organizations
☒Faith-based organizations
☒Private sector (local utility companies, charitable organizations, local food banks)
☒Public sector (social services departments, state agencies)
☒Educational institutions (local school districts, colleges)

 

---

Results
CSBG Act Section 676(b)(11)
California Government Code Section 12747(a)
Organizational Standards 4.2
State Plan Summary and Section 14.1a
ROMA – Planning

Based on your agency’s most recent CNA, please complete Table 1: Needs Table and Table 2: Priority Ranking Table.

 

Needs Table
Needs Identified	Level (C/F)	Agency Mission (Y/N)	Currently Addressing (Y/N)	If not currently addressing, why?	Agency Priority (Y/N)
Employment, Training, Education, and Community Services: Individuals lack good quality jobs, job training, job placement, homeless programs/services, computer access/literacy, ESL classes, citizenship classes, immigration services, DMV services, vocational trainings, SSI services, interpretation services, GED classes, business startup programs, services for disabled, preschool, senior services, Medi-cal services, energy saving assistance programs, and recreational activities.	F	Y	Y	Choose an item.	Y
Supportive Services: Individuals lack supportive services that include food, clothing, rental or mortgage assistance, childcare, caregiving for adults, transportation, utility payments, home repairs, food distribution, diapers and baby items, internet payments, solar panel installation, home buying assistance, and college scholarships.	F	Y	Y	Choose an item.	Y
Infrastructure, Community Maintenance, and Cleanup: Communities lack paved roads, sidewalks, lighting, crosswalks, bike lanes or trails, street repairs (potholes), walkways, flood prevention (drainage), water meters, affordable housing, parks, grocery store, restrooms at parks and work (field work), clean drinking water, hospital, transportation services, gas station, laundromat, solar panels for homes, homeless shelter, gyms, community center, library, rehabilitation home, animal control, community trash/dump days/services, home buying/building program, and clean recreational places.	C	Y	Y	Choose an item.	Y
Economy/Cost of Living/Poverty: Communities struggle with poverty, cost of living, high rents, gas prices, food prices, energy/utility, childcare, and food insecurity.	F/C	Y	Y	Choose an item.	Y
Public Safety/Community Security: Communities lack security and public safety due to gang issues, drugs, homelessness, limited security or police patrolling, immigration/ICE fears, emergency/natural disaster unpreparedness.	F/C	Y	Y	Choose an item.	Y
Youth Programs and Services: Communities lack youth programs such as recreation programs, employment opportunities, after school programs/activities, out of school/older youth programs/services, college preparedness, after school sports, and homeless services.	F/C	Y	Y	Choose an item.	Y
Health and Well-Being: Individuals and communities lack health programs (weight loss and diabetes management), assistance with applying for Medi-Cal, medical care services, mental health services, activities/exercise classes for the older adults/elderly, senior activities, healthy eating initiatives/workshops, medical insurance services, healthcare, low cost or free health plans.	F	Y	Y	Choose an item.	Y
Needs Identified: Enter each need identified in your agency’s most recent CNA. Ideally, agencies should use ROMA needs statement language in Table 1. ROMA needs statements are complete sentences that identify the need. For example, “Individuals lack living wage jobs” or “Families lack access to affordable housing” are needs statements. Whereas “Employment” or “Housing” are not. Add row(s) if additional space is needed. Level (C/F): Identify whether the need is a community level (C) or a family level (F) need. If the need is a community level need, the need impacts the geographical region directly. If the need is a family level need, it will impact individuals/families directly. Agency Mission (Y/N): Indicate if the identified need aligns with your agency’s mission. Currently Addressing (Y/N): Indicate if your agency is addressing the identified need. If not currently addressing, why?: If your agency is not addressing the identified need, please select a response from the dropdown menu. Agency Priority: Indicate if the identified need is an agency priority.

 

Table 2: Priority Ranking Table

1. Employment, Training, Education, and Community Services:

Agency Priorities
Individuals lack good quality jobs, job training, job placement, homeless programs/services, computer access/literacy, ESL classes, citizenship classes, immigration services, DMV services, vocational trainings, SSI services, interpretation services, GED classes, business startup programs, services for disabled, preschool, senior services, Medi-Cal services, energy saving assistance programs, and recreational activities.

Description of programs, services, and activities
Proteus, Inc. provides employment, training, education, and community services via various programs that include the Department of Labor’s National Farmworker Jobs Program (DOL NFJP), Local Workforce Investment Board (LWDB), Workforce Innovation and Opportunity Act (WIOA) Adult, Dislocated Worker, and Title I-B Youth Services. We also provide employment and training services via programs such as the Title I Dislocated Agricultural Worker Program and Farmworker Assistance Program funded through La Cooperativa Campesina de California and the Employment Development Department. In addition, Proteus provides ESL, Citizenship, and High School Equivalency (HSE) educational services via the California Department of Education’s Adult and Family Literacy Act program as well as Career and Technical Education through our William M. Maguy School of Education (WMSE). We also provide additional community services that include financial literacy workshops, outreach and education services, heat/illness/pesticide prevention programs, computer literacy courses as well as many other services. Proteus anticipates serving 1,110 customers per program year via these services.

Indicator(s) or Service(s) Category
FNPI 1a., FNPI 1b., FNPI 1h., FNPI 2c., FNPI 2c2., FNPI 2c3., FNPI 2d., FNPI 2d2., FNPI 2d3., FNPI 2e., FNPI 2f., FNPI 2g., FNPI 2h.

2. Supportive Services:

Agency Priorities
Individuals lack supportive services that include food, clothing, rental or mortgage assistance, childcare, caregiving for adults, transportation, utility payments, home repairs, food distribution, diapers and baby items, internet payments, solar panel installation, home buying assistance, college scholarships.

Description of programs, services, and activities
Proteus, Inc. provides supportive services (i.e., rent/mortgage assistance, work clothing/shoes, tools, gas cards while in training, food vouchers, etc.) via our Community Services Block Grant (CSBG) as well as other programs that include the DOL NFJP and Temporary Housing Assistance Program. Many of our WIOA Adult, Dislocated Worker, and Youth programs also offer wraparound supportive services to participants. In addition, we provide supportive services via programs such as the FEMA Emergency Food and Shelter Program that provides rental/mortgage/utility assistance to those in need. Proteus also has an internal scholarship committee that also works on fundraising throughout the year to provide migrant and seasonal farmworker and other low-income youth with scholarships for post-secondary education. Proteus anticipates serving 2,700 customers per program year via these services.

FNPI 4e., FNPI4g., FNPI 4h., FNPI 4z

3. Infrastructure, Community Maintenance, and Cleanup:

Agency Priorities
Communities lack paved roads, sidewalks, lighting, crosswalks, bike lanes or trails, street repairs (potholes), walkways, flood prevention (drainage), water meters, affordable housing, parks, grocery store, restrooms at parks and work (field work), clean drinking water, hospital, transportation services, gas station, laundromat, solar panels for homes, homeless shelter, gyms, community center, library, rehabilitation home, animal control, community trash/dump days/services, home buying/building program, and clean recreational places.

Description of programs, services, and activities
Proteus, Inc. provides services through our Energy Division’s Energy Savings Assistance Programs (ESAP) funded through various utility companies as well as provides supportive services through various programs to assist with some of the lack of infrastructure needs expressed. These programs provide customers with home weatherization services that include minor home repairs, HVAC repair/replacement, appliance repair/replacement, attic insulation, low-flow showerheads and faucets, and outreach for solar installation enrollment, etc. In addition, Proteus provides supportive services that provide assistance to offset some of these lack of infrastructure concerns such as providing transportation services via gas vouchers/cards or stipends (lack of transportation in communities), rental/mortgage assistance (lack of affordable housing), washer/appliance repair/replacement (lack of laundromats), and food vouchers (lack of clean drinking water), etc. Proteus anticipates serving 2,700 customers per program year via these services.

Indicator(s) or Service(s) Category
FNPI 4e., FNPI4g., FNPI 4h., FNPI 4z

4. Economy/Cost of Living/Poverty:

Agency Priorities
Communities struggle with poverty, cost of living, high rents, gas prices, food prices, energy/utility, childcare, and food insecurity.

Description of programs, services, and activities
Proteus, Inc. assists customers with supportive services to combat some of the needs expressed relating to cost of living and poverty. We provide supportive services through our programs that include utility payments, rent/mortgage assistance, food vouchers, clothing, tools, drug screening and background check fees to gain employment. In addition, we provide ESAP services that assist with weatherization of homes to alleviate the cost of utility usage/charges. Proteus anticipates serving 2,700 customers per program year via these services.

Indicator(s) or Service(s) Category
FNPI 4e., FNPI 4g., FNPI 4h., FNPI 4z

5. Public Safety/Community Security:

Agency Priorities
Communities lack security and public safety due to gang issues, drugs, homelessness, limited security or police patrolling, immigration/ICE fears, emergency/natural disaster unpreparedness.

Description of programs, services, and activities
Proteus provides services for at-risk youth in order to prevent gang-affiliation, drug use, teen pregnancy, etc. Proteus operates a community center for youth that provides drop-in services and provides mental health information and referrals to those in need. In the past, Proteus has also operated civic engagement programs and other programs for at-risk youth and adults that addressed public safety and community security. Proteus anticipates serving 150 customers per program year via these services.

Indicator(s) or Service(s) Category
FNPI 2c., FNPI 2e., 

6. Youth Programs and Services:

Agency Priorities
Communities lack youth programs such as recreation programs, employment opportunities, after school programs/activities, out of school/older youth programs/services, college preparedness, after school sports, and homeless services.

Description of programs, services, and activities
Proteus, Inc. provides employment and training services to in and out of school youth through our WIOA Title I-B youth programs and our DOL NFJP that also serves migrant and seasonal farmworker youth or dependents of farmworkers. In addition, we operate a community center that primarily serves youth and provides services that include substance abuse prevention and mental health information and referrals to those in need. In addition, youth are provided with educational field trips, community events (Thanksgiving, Christmas, Easter, etc.), and job/health fairs via the London Community Center. Proteus anticipates serving 475 customers per program year via these services.

Indicator(s) or Service(s) Category
FNPI 1a., FNPI 1h., FNPI 2c., FNPI 2d., FNPI 2e.

7. Health and Well-Being:

Agency Priorities
Individuals and communities lack health programs (weight loss and diabetes management), assistance with applying for Medi-Cal, medical care services, mental health services, activities/exercise classes for the older adults/elderly, senior activities, healthy eating initiatives/workshops, medical insurance services, healthcare, low cost or free health plans.

Description of programs, services, and activities
Proteus, Inc. administers a Heat, Illness and Pesticide Safety program for farmworkers. We also provide mental health information and referrals to participants via our Health and Human Services Agency program. In addition, Proteus also is operating a Healthy Families Weatherization Pilot Program in partnership with the California Department of Public Health and Kaweah Health Hospital that provides home-based retrofitting based on customers' medical needs. In the past, Proteus has also administered a Medi-Cal outreach program that helped low-income families apply for and obtain Medi-Cal health insurance services. Proteus also provides supportive services in the form of food vouchers, transportation, and other wraparound services that assist with customers' health and well-being. Proteus anticipates serving 3,200 customers per program year via these services.

Indicator(s) or Service(s) Category
FNPI 2e, FNPI 4e., FNPI 4g., FNPI 4z., FNPI 5d., FNPI 5e.,

Agency Priorities: Rank the needs identified as a priority in Table 1: Needs Table according to your agency’s planned priorities. Ideally, agencies should use ROMA needs statement language. Insert row(s) if additional space is needed.

Description of programs, services, activities: Briefly describe the program, services, or activities that your agency will provide to address the need. Including the number of clients who are expected to achieve the indicator in a specified timeframe. Indicator/Service Category: List the indicator(s) (CNPI, FNPI) or service(s) (SRV) that will be reported on in Modules 3 and 4 of the CSBG Annual Report.

 

---

Part II: Community Action Plan
CSBG Act Section 676(b)(11)
California Government Code Sections 12745(e), 12747(a)
California Code of Regulations Sections 100651 and 100655

Vision and Mission Statements
ROMA – Planning

1. Provide your agency’s Vision Statement.
To improve the quality of life of farmworkers and diverse program participants by being the premier provider of services.

2. Provide your agency’s Mission Statement.
To provide education, workplace training, job placement, and other support services to farm working families and diverse program participants to empower them to achieve self-sufficiency.

Causes and Conditions of Poverty
Organizational Standards 1.1, 1.2, 3.2, 3.4
ROMA – Planning

1. Describe the key findings of your analysis of information collected directly from low-income individuals to better understand their needs. (Organizational Standards 1.1, 1.2)
In order to outline the needs of low-income individuals and families, Proteus collected 349 surveys and held 10 in-person community forums that were attended by 155 community members. These forums were held throughout our four-county service area that included Selma, Fresno, and Kerman (Fresno County), London, Visalia, Dinuba, Porterville, and Goshen (Tulare County), Hanford (Kings County), and Delano (Kern County) where food, drinks, and raffle prizes were provided. Individuals responding to these surveys and attending these community forums represented different sectors of the community that included community-based organizations, faith-based organizations, private sector, public sector, educational institutions, members of the general public/community, and Proteus, Inc. partners, vendors, staff members, and board members.

Surveys: Through the 349 surveys the following quantitative data collected consisted of the following:

Respondent County: Tulare (64.60%), Fresno (17.99%), Kern (13.27%), and Kings (4.13%).

Organization/Affiliation: 43.00% of respondents were members of the general public, 8.53% from an Educational Institution, 8.19% Faith Based Organization, 7.85% Community Based Organization, 7.85% Public Sector, 5.12% Private Sector, 10.24% Proteus Staff, 3.41% Proteus Partner/Vendor, and 4.44% Proteus, Inc. Board Member, as well as “other” (students, youth, homemaker, etc.).
Gender: 48.49% Female, 51.51% Male.

Age Group of Respondents: Under 18 years of age (0.87%), 18-24 (18.66%), 25-30 (18.66%) 31-40 (24.20%), 41-50 (19.53%), to 51-65 years of age (16.03%), 66 and older (2.04%).

Race/Ethnicity: The majority of respondents were Hispanic/Latino (85.76%), White/Caucasian (12.50%), Asian (0.87%), African American (2.03%), Native Hawaiian/Pacific Islander (0.00%), Native American/Alaska Native (0.58%), and Other (0.29%).
Farmworker Background: 48.19% of respondents were farmworkers, 8.13% responded being a dependent of a farmworker, and 43.67% were non-farmworkers.

Employment: Of the respondents, 41.47% were unemployed in which of those unemployed, 32.13% were employed seasonally, 35.75% were laid off, 0.45% were laid off due to a disaster (COVID-19, drought, fire, flood etc.), 28.05% reported other (disabled, pregnant, retired, student, etc.), and 3.62% were the result of company downsize or closure.

Education: A large percentage of respondents (27.13%) reported not having a high school diploma, 46.34% reported having a high school diploma/GED, 5.79% an Associate’s Degree, 7.93% a Bachelor’s Degree, 3.66% a Professional or Technical Certificate or License, 2.13% a Master’sDegree, 0.30% a Doctorate’s, and 6.71% “Other” in which they did not specify;

Housing: 60.84% of respondents were renters, 22.89% were homeowners, 12.65% reported living with someone else, 0.90% transitional housing, 2.71% homeless, and 1.81% reported “Other” (not specified);
Public Benefits Received in the Last 2 Years: Respondents reported that in the last 2 years they have utilized benefits such as Food Stamps/SNAP (38.35%), TANF (8.60%), Medi-Cal/Medicaid (19.71%), Unemployment/SDI (21.51%), WIC (8.60%), Social Security/SSI (3.58%), Subsidized Housing, Rental, Utility Assistance (0.72%), and Other (11.11%).

Community Needs: Some of the main issues and concerns survey respondents expressed included Public Safety (43.61%), Gang Violence (26.17%), Drug Addiction (23.68%), Access to Living Wages (41.43%), Recreational Opportunities for Youth/Adults (23.99%), Safe/Decent Affordable Housing (33.64%), Affordable Healthcare (17.45%), Senior Services (12.46%), and Higher Education & Workforce Development (18.69%). Other issues facing the community that came up during surveys included Teen Pregnancy, Hunger/Nutrition/Obesity, Public Transportation, Quality of K-12 Education, Community Leadership/Building, etc.

Individual and Family Needs: Some of the main individual and family needs expressed included the following: Employment Skills Training and Job Placement (57.78%), Financial Assistance/Supportive Services (35.24%), Alternate Education for Obtaining a High School Diploma/GED (32.38%), Self-Employment Training and Counseling (30.48%), Homebuyer Education, Foreclosure Prevention and Financial Counseling (26.03%), Homeless Prevention/Re-Housing Programs (17.46%), and Homeless Shelters and Transitional Housing Programs (15.87%). In addition, Health and Nutrition Education (12.06%), Mental Health Counseling (16.19%), Substance Abuse Recovery (8.57%), Homebuyer Assistance (18.73%), parenting Engagement Training to Support Kids in School (13.33%), Parenting Skills Training/Counseling (11.75%), Savings Incentive and Asset Building Programs (13.97%), Information and Referrals to Social Services (3.49%), Domestic Violence Counseling (11.11%), and 4.44% responding “Other” (GED, Training, Counseling, Computers, etc.).

Forums: From the 10 forums held, we were able to reach 155 individuals. Attendees were from the general public/community (124), Private/Public Sector (12), community based organizations (13) educational institutions (1), faith based organization (3), Other - Customers (0), Proteus, Inc. staff members (2).
Some of the main needs in the respondent's community (ranked in order) included:

1. Employment/Training/Education/Community Services – Good quality jobs, job training, job placement, training opportunities (truck driving, welding, carpentry), computer literacy classes, ESL and citizenship classes, free tax preparation, unemployment filing assistance, immigration services, GED classes, Medi-Cal services, energy saving programs, etc.

2. Supportive Services – Food distribution/vouchers, clothing, rent/mortgage assistance, childcare, transportation resources, utility payment assistance, home repair assistance, unemployment benefits, internet payment assistance, solar panel installation, home buying assistance, scholarships for immigrant youth.

3. Infrastructure/Community Maintenance/Cleanup – Roads, sidewalks, lighting, bike lanes/trails, walkways, potholes/street repairs, flooding issues, stray animal problems, trash dumping, water meter issues, housing, grocery store, laundromat, clean drinking water, hospital, transportation services, gas station, homeless shelters, gyms, community centers, library, bathrooms, parks, etc.

4. Economy/Cost of Living/Poverty – Poverty, high cost of living, food insecurity, high rents, gas prices, food prices, energy/utility costs, childcare, etc.
5. Public Safety/Community Security – Lack of safety, gang issues, homeless issues, drugs and drug use, public safety, immigration/ICE, emergency preparedness (flood, fire, earthquake, etc.), more school, neighborhood, and park security, etc.

6. Youth Program Services – More youth programs, recreation programs, employment opportunities, after-school programs/activities, college preparedness, out of school/older youth programs/services, after-school sports, youth homeless services, etc.

7. Health & Well-Being – Health programs for weight loss/diabetes management, mental health services, low cost or free healthcare plans, assistance with applying for Medi-Cal, medical care services, programs/activities for the elderly, exercise classes for older adults, senior activities, healthy eating initiatives/workshops, medical/insurance services, lack of healthcare, etc.

2. Describe your agency's assessment findings specific to poverty and its prevalence related to gender, age, and race/ethnicity for your service area(s). (Organizational Standard 3.2)
Assessment findings through data collected via surveys, public record sites, as well as our internal CSBG annual report remained consistent in terms of gender, age, race/ethnicity and its relation to poverty for our service area. In some areas, data reviewed and assessed consisted of a variety of these demographics. However, much of our research focused primarily on the family as a whole, and in certain areas included age, ethnicity, and/or gender. For example, data collected that consisted of gender, age, and race/ethnicity consisted of the following:

Gender: Through our surveys, 48.49% of respondents reported as female and 51.51% as male aligning with our CSBG annual report individual level characteristics for those served through our programs with 49.00% reporting male and 51.00% reporting female.

Age: Age groups also remained consistent with survey respondents reporting ages 18-24 (18.66%), 25-30 (18.66%) 31-40 (24.20%), 41-50 (19.53%), and 51-65 years of age (16.03%) in comparison to our CSBG annual report reflecting ages 18-24 (26.00%), 25-44 (45.00%), and 45-54 (16.00%), and 55-64 (10.00%).

Ethnicity: Respondent race/ethnicity was also consistent with the majority of customers falling under Hispanic/Latino, with 85.76% of survey respondents, 87.4% of CSBG annual report customers, and the majority of our service areas (Tulare – 67.0%, Fresno – 54.9%, Kern – 57.1%, and Kings – 58.8%) reporting as such.

Poverty (All Families): According to the U.S. Census Bureau, 2023 American Community Survey 1-Years Estimates (2023 ACS), the poverty rate in our service area significantly exceeded those of the state (8.5%), with Fresno (13.5%), Tulare (14.9%), Kern (15.3%), and Kings (12.6%). In addition, poverty for children under the age of 18 was even more substantial with Fresno reporting 23.9%, Tulare 23.2%, Kern 25.6%, and Kings 21.1% in comparison to the state rate of 14.9%.

Public Assistance: According to the ACS, our service areas also reported higher usage rates of public benefits with Fresno (23.1%), Tulare (24.6%), Kern (21.7%), and Kings (22.2%) reporting receiving Food Stamp/SNAP benefits as compared to 13.4% for the state. In addition, 5.9% in Fresno, 6.0% in Tulare, 5.5% in Kern, and 5.3% in Kings counties also reported receiving cash public assistance as compared to 3.6% for the state.

Median Household Income: According to the ACS, the Median Household Income for those in Fresno ($71,689), Tulare ($73,097), Kern ($68,893), and Kings counties ($66,429) is significantly lower than that of the state’s ($95,521). When taking gender into account, the median earnings for full-time, year-round workers is also significantly lower for counties in our service area, as wellas for those that are female, as referenced in the table below:

Location	Male Median Earnings	Female Median Earnings
California	$70,315	$61,447
Fresno County	$57,173	$48,683
Tulare County	$51,622	$47,708
Kings County	$50,453	$45,971
Kern County	$54,107	$44,723

Food Insecurity: According to Food Insecurity: Feeding America – Map the Meal Gap 2022, the food insecurity rate throughout our service areas exceeds that of the state (12.6%) with Fresno (16.2%), Tulare (16.6%), Kern (15.9%), and Kings (15.1%). In addition, food insecurity among the child population is even higher with Fresno (22.8%), Tulare (22.6%), Kern (22.1%), and Kings (21.9%) when compared to the state rate of (16.9%).

3. “Causes of poverty” are the negative factors that create or foster barriers to self-sufficiency and/or reduce access to resources in communities in which low-income individuals live. After review and analysis of your needs assessment data, describe the causes of poverty in your agency’s service area(s). (Organizational Standard 3.4)
After review of the quantitative and qualitative data collected from low-income individuals and families, the causes of poverty included the following factors/barriers:

Large Agricultural Industry/Seasonal Employment: According to the California Agricultural Statistics Review 2022-2023, the Proteus, Inc. service areas of Tulare (#1 - $8.6 Billion), Fresno (#2 – $8.1 Billion), Kern (#3 - $7.7 Billion), and Kings (#8 – $2.6 Billion) continue to be ranked among the top ten in sales of crops, livestock, and other agricultural commodities in the state (CA - $55.9 Billion). These counties alone lead the list with a combined $26.9 billion or nearly 50% of the state’s overall agricultural commodities. The San Joaquin Valley is the largest agricultural region in California and accounts for half (200,000) of the state’s average agricultural employment. Between 2018 and 2021, California’s agricultural employers hired an average 413,000 workers and reported an average of 882,000 unique farm workers during these years, a ratio of 2.1 workers for each average job. Of those unique farm workers employed in California, our service area ranked among the highest in the state with 135,058 in Kern (1st), 91,513 in Fresno (3rd), 72,666 in Tulare (4th), and 14,677 in Kings County (15th). A total of 313,914 farmworkers or one-third (35.5%) of all individuals working in agriculture in our service area alone.

This large agricultural industry and seasonal employment is also reflected in our CNA survey results with 48.19% of respondents reporting being farmworkers and 8.19% reporting being a dependent of a farmworker, for a combined total of 56.32% of respondents being tied to agricultural employment in our service area. Furthermore, of those respondents completing our surveys, 32.13%, or one-third of respondents, reported being unemployed due to working in seasonal employment. Given this large agricultural industry and seasonal employment, many MSFWs and other low-income individuals and families in our service area continue to suffer socioeconomic disparities and continue to be one of the most economically disadvantaged groups. Listed below are some of the most significant characteristics, barriers, and conditions or “causes” that individuals and families in our service area experience:

Low Academic Achievement: According to the 2023 ACS, the population 25 years and over with an education of less than a high school graduate in our service area consists of the following: Fresno (21.0%), Kern (23.6%), Kings (25.2%), and Tulare (24.0%), significantly higher than the state rate (15.2%). Those with less than a 9th grade education also exceeds the state rate (8.7%) with Fresno (12.4%), Tulare (16.0%), Kern (12.4%), and Kings (12.4%). In addition, the rate of individuals with a 9th to 12th grade education with no diploma also exceeds the state’s rate (6.5%), with Fresno (8.6%), Tulare (8.0%), Kings (12.8%), and Kern (11.2%). Furthermore, of those individuals completing our CNA surveys, an extremely high rate reported not completing high school with 27.13%. Subsequently, community forum responses in regards to barriers and needs consisted of academic/educational and vocational training as being one of the top needs/responses.

High Unemployment Rates: Unemployment rates in our service areas continue to exceed the state’s rate (CA 5.5%) with Fresno at 7.9%, Kern 8.3%, Kings 9.8%, and Tulare at 10.2% (EDD Dec. 2024). Rural, geographically isolated, Hispanic/Latino migrant and farm working communities report an even higher level with Delano (20.5%), Wasco (14.7%), Corcoran (15.1%), Avenal (13.8%), Firebaugh (16.2%), Huron (16.7%), Reedley (17.5%), East Orosi (24.7%), and Cutler (22.3%). In many cases, such as smaller rural communities or Census Designated Places (CDP) the unemployment rate is even more extreme and exceeds the 30 percent rate such as Terra Bella (33.2%), Richgrove (34.8%), Raisin City (31.4%), and Poplar Cotton Center CDP (31.1%). Additionally, of those completing our CNA surveys, an even higher percentage of respondents (41.47%) reported being unemployed.

Income: According to the 2023 ACS, our service area lags behind in many of the income metrics such a Median, Mean, and Per Capita Income when compared to the state. For example, the Median Household Income for those in Fresno ($71,689), Tulare ($73,097), Kern ($68,893), and Kings counties ($66,429) is significantly lower than that of the state’s ($95,521). The Mean Household Income is also over $30,000 lower than that of the state ($134,491) with Fresno ($96,041), Tulare ($92,039), Kern ($90,044), and Kings ($81,902). The Per Capita Income is also under that of the state ($48,013) with Fresno ($31,479), Tulare ($28,139), Kern ($29,201), and Kings ($25,327).

Foreign Born/Non-Citizen: According to data from the 2023 ACS, the counties of Fresno (19.8%), Tulare (21.8%), Kings (21.1%), and Kern (19.5%) report a high percentage of foreign-born individuals (CA – 27.3%). Furthermore, according to the 2023 ACS, the rates of the foreign-born population who are not a U.S. citizen in the state (45.3%), is also significantly higher with Fresno at (50.6%), Kern (58.9%), Kings (67.1%), and Tulare (61.2%). Statistics cited in the San Joaquin Valley and Associated Counties Regional Plan (2017-2020) state that 63% of the non-citizens 25 and over in the labor force have not obtained a high school diploma. Given this high percentage of foreign born and non-citizen population, it is a high possibility that this creates additional barriers such as language barriers as well as not being eligible for services due to being undocumented. Responses from the 10 community forums included needs that suggested this such as lack of services for undocumented immigrants, immigration status, employment/education opportunities for undocumented individuals, etc.

Language Barriers: Data from the 2023 ACS indicated that a large percentage of individuals speak a language other than English at home with 43.0% in Fresno, 51.6% in Tulare, 43.5% in Kings, and 45.5% in Kern County (CA – 45.0%). Of those reporting speaking a language other than English at home, a high percentage reported speaking English less than “very well” with Fresno 15.9%, Tulare 21.9%, Kings 17.6%, and Kern 16.4% (CA – 17.8%). Of our survey respondents, 8.95% listed Language of Service as a barrier to seeking services. Community forum respondents also expressed Language of Services as a barrier that their family faces in the community with specific responses including: Not enough services, education, job opportunities, or training opportunities for monolingual or Spanish speaking individuals.

Rent Burdened Households: According to the U.S. Census Bureau, households are considered cost burdened when they spend more than 30% of their income in rent, mortgage, or housing needs. The ACS reports that those “with gross rent as a percentage of household income in the past 12 months - 30% or more” consisted of 59.3% in Fresno, 52.5% in Tulare, 53.8% in Kings, and 55.1% in Kern County with California at a high rate as well (56.1%). In addition, a high percentage of home owners also fell under the cost burdened household criteria. According to the 2023 ACS households with “selected monthly owner costs as a percentage of household income in the past 12 months for housing units with a mortgage - 30% or more,” consisted of Fresno 34.4%, Tulare 32.2%, Kings 39.8%, and Kern 37.3% (California - 38.7%).

Transportation: Many respondents expressed transportation as being one of the main factors/barriers to accessing services and self-sufficiency. Out of the surveys collected 9.03% of respondents reported Public Transportation as one of the greatest issues or concerns in their community while 24.92% also responded that increased Public Transit Services were needed to improve their community’s livability. In addition, 11.28% of respondents listed “no transportation” as a barrier to seeking services. Transportation also came up as a barrier or need in the majority of the questions that were asked during the in-person community forums held.

4. “Conditions of poverty” are the negative environmental, safety, health and/or economic conditions that may reduce investment or growth in communities where low-income individuals live. After review and analysis of your needs assessment data, describe the conditions of poverty in your agency’s service area(s). (Organizational Standard 3.4)
After review of the quantitative and qualitative data collected from low-income individuals and families as well as considering the aforementioned causes of poverty, some of which also tend to overlap with the conditions of poverty, include the following:

High Unemployment Rates: Unemployment rates in the Central Valley exceed the state’s rate (CA 5.5%) with Fresno at 7.9%, Kern 8.3%, Kings 9.8%, and Tulare at 10.2% (EDD Dec. 2024). Rural, geographically isolated, Hispanic/Latino migrant and farm working communities report an even higher level with Delano (20.5%), Wasco (14.7%), Corcoran (15.1%), Avenal (13.8%), Firebaugh (16.2%), Huron (16.7%), Reedley (17.5%), East Orosi (24.7%), and Cutler (22.3%). In many cases, such as smaller rural communities or Census Designated Places (CDP) the unemployment rate is even more extreme and exceeds the 30 percent rate such as Terra Bella (33.2%), Richgrove (34.8%), Raisin City (31.4%), and Poplar Cotton Center CDP (31.1%).

Of those completing our surveys, 41.47% of respondents also reported to be unemployed or underemployed (11.76%) working only part time. Of these individuals unemployed, 35.75% reported being laid off or due to seasonal employment (32.13%). Community forum responses also included unemployment insurance benefits, Employment Development Department or unemployment insurance benefits assistance, lack of employment opportunities, job placement, and better paying jobs as additional needs.

Poverty/Public Assistance: According to the 2023 ACS, the poverty rate in our service area significantly exceeded those of the state (8.5%), with Fresno (13.5%), Tulare (14.9%), Kern (15.3%), and Kings (12.6%). In addition, poverty for children under the age of 18 were even more substantial with Fresno reporting 23.9%, Tulare 23.2%, Kern 25.6%, and Kings 21.1% in comparison to the state rate of 14.9%. According to the 2023 ACS, our service areas also reported higher usage rates of public benefits with Fresno (23.1%), Tulare (24.6%), Kern (21.7%), and Kings (22.2%) reporting receiving Food Stamp/SNAP benefits as compared to 13.4% for the state. In addition, 5.9% in Fresno, 6.0% in Tulare, 5.5% in Kern, and 5.3% in Kings counties also reported receiving cash public assistance as compared to 3.6% for the state. Furthermore, the Median Household Income for those in Fresno ($71,689), Tulare ($73,097), Kern ($68,893), and Kings counties ($66,429) is significantly lower than that of the state’s ($95,521).

According to our surveys conducted, respondents reported receiving public benefits in the last two years at a higher rate than those shown in other data sources such as U.S. Census Bureau with 38.5% reporting receiving Food Stamps/SNAP benefits and 8.60% receiving TANF or cash public assistance. In addition, concerns in regards to the economy, cost of living, and poverty was the fourth most expressed concern or top need during our community forums.

Lack of Health Care Coverage: According to the ACS, the percentage of persons without health insurance exceeds the state average (6.4%), with Fresno (7.0%), Kern (8.3%), Kings (8.5%), and Tulare (8.6%). In addition, according to our surveys 17.45% of respondents cited affordable healthcare as one of the greatest issues or concerns in their community. Health and Well-Being was also the seventh most expressed concern or top need during our community forums that included statements or requests that included more health programs, Medi-Cal/Insurance application assistance, medical care services, mental health services, exercise classes/activities, low cost or free health plans, etc.

Food Insecurity: According to Food Insecurity: Feeding America – Map the Meal Gap 2022, the food insecurity rate throughout our service areas exceeds that of the state (12.6%) with Fresno (16.2%), Tulare (16.6%), Kern (15.9%), and Kings (15.1%). In addition, food insecurity among the child population is even higher with Fresno (22.8%), Tulare (22.6%), Kern (22.1%), and Kings (21.9%) when compared to the state rate of (16.9%). Survey and Community Forum responses also expressed needs for nutrition and summer food programs (19.75%) as well as additional food banks, food distribution, food assistance/vouchers, etc.

Low Homeownership Rate/Rent Burdened Households: According to our survey respondents, a high percentage (60.84%) reported being renters while a significantly lower percentage (22.89%) reported being homeowners. The ACS reports that those “with gross rent as a percentage of household income in the past 12 months - 30% or more” consisted of 59.3% in Fresno, 52.5% in Tulare, 53.8% in Kings, and 55.1% in Kern County with California at a high rate as well (56.1%). In addition, “selected monthly owner costs as a percentage of household income in the past 12 months for housing units with a mortgage - 30% or more” consisted of Fresno 34.4%, Tulare 32.2%, Kings 39.8%, and Kern 37.3% while California reported an even higher rate of 38.7%. In addition, through our surveys community forums, respondents expressed the need for supportive services in the form of mortgage, rental, and utility assistance as well as the need for affordable housing and home buying assistance programs.

Additional Expressed Conditions of Poverty: Additional conditions of poverty that came up during community surveys and forums are included in our top needs and priority ranking tables. These include 1.) Lack of employment training, education and community services; 2.) Lack of Supportive Services (food, clothing, mortgage/rental, utility, childcare, home-repairs, etc.); 3.) Lack of Infrastructure, Community Maintenance, and Cleanup (roads, sidewalks, lighting, safe drinking water, walkways, bike lanes/trails, flooding/drainage, parks, libraries, grocery stores, hospitals, etc.); 4.) Cost of Living, Economy, and Poverty (high rent, food, gas, utilities, childcare, low wages/pay rate, etc.; 5.) Lack of Public Safety/Community Security (gangs, drugs, lack of security or police patrol, emergency preparedness, etc.); 6.) Lack of Youth Programs/Services (recreation, employment, college preparedness, etc.); 7.) Health & Well-Being (more health programs, Medi-Cal/Insurance application assistance, medical care services, mental health services, exercise classes/activities, low cost or free health plans, etc.).

5. Describe your agency’s data and findings obtained through the collecting, analyzing, and reporting of customer satisfaction data.
Proteus, Inc. utilizes various methods to collect, analyze, and report customer satisfaction data. We administer customer satisfaction surveys in-person and online via Survey Monkey on an ongoing basis throughout the year. Proteus leadership reports this information to the Board of Directors and special board committee during monthly meetings as well as presents this information during scheduled board retreats. This information is reported to our board in order to understand customer needs, issues, and concerns as well as improve as an organization, and most importantly, guide strategic planning and overall direction of the organization that leads to the improved service delivery and creation of additional services.

Findings from our most recent year’s customer satisfaction data consisted of highly positive experiences expressed by our customers that included the following: A very high percentage or 95.93% of respondents reported that Proteus staff greeted and acknowledged them immediately and in a friendly manner. The majority of customers strongly agreed (82.48%) or agreed (16.75%) that they felt welcomed and respected at Proteus (99.23% total). A combined total of 97.07% of respondents reported that they were provided information regarding Proteus services with 72.07% reporting that they strongly agreed and 25.00% that agreed. Those that strongly agreed (74.35%) or agreed (24.16%) that the services and/or referrals that Proteus offered met their needs was also very positive with a 98.51% combined total. In addition, respondents who would recommend Proteus services to friends and family included 78.15% that strongly agreed and 21.00% that agreed for a 99.15% combined total. Another interesting finding that we have long known as a community-based organization that has served some of the most rural underserved communities since 1967 was the fact that many customer satisfaction survey respondents reported hearing about Proteus’ services via word-of-mouth such as from a family member (44.23%) or a friend or neighbor (46.52%). Only a small percentage reported hearing of Proteus services via social media (3.31%), flyer/brochure (1.53%), or other (3.86%).

---

Tripartite Board of Directors
CSBG Act Sections 676B(a) and (b), 676(b)(10)
Organizational Standards 1.1. 3.5
ROMA – Evaluation

1. Describe your agency’s procedures under which a low-income individual, community organization, religious organization, or representative of low-income individuals that considers its organization or low-income individuals to be inadequately represented on your agency’s board to petition for adequate representation. (CSBG Act Section 676(b)(10), Organizational Standard 1.1)

Proteus, Inc.’s board represents the Private, Public and the Low-Income economic sectors throughout our four county service area of Fresno, Kings, Kern, and Tulare. Currently, we have 3 board members in the Private Sector, 2 members in the Public Sector, and 4 members representing the low-income sector for which we are currently in the process of recruiting to fill the remaining 3 vacant positions. Each board member brings their own expertise and capacity to the board representing the diverse communities we serve. For the recruitment of board members, we have a nomination committee that is composed of three board members as well as a nomination process. This process includes advertising board vacancies via our staff and leaders that include HR and Marketing Department, Division Directors, and the Chief Executive Officer to help recruit potential candidates. Board opportunities are shared via email, our website, and social media platforms where interested candidates are invited from communities within our service areas. All potential candidates complete an application and those selected are asked to interview. Our seasoned board members also take an active role in mentoring newer board members on how to create interest in the board as a means for recruiting potential candidates. The public forums we conduct as part of our CSBG CAP are also utilized. We solicit input from low-income individuals, farmworkers in particular as well as others. Attendees are able to take an active role in nominating individuals they believe can best represent them well. In addition, we complete a board member assessment to determine the background and skills of each board member as well as seek out new board members possessing those skills missing or desired on the board. Proteus, Inc. looks for candidates that are well-rounded individuals with the skills sets and values that closely match the organization’s goals and strategies to advance the mission of the organization now and in the future.

2. Describe your process for communicating with and receiving formal approval from your agency board of the Community Needs Assessment (Organizational Standard 3.5).

Proteus, Inc. involves our Board of Directors throughout the entire Community Needs Assessment (CNA) and Community Action Plan (CAP) process. Before initiating the CNA and CAP, the board is informed of the overall process during regularly scheduled board meetings or special board committee meetings in which this is recorded in our meeting minutes. The board is encouraged to participate in the gathering of CNA quantitative and qualitative data by inviting them to complete and disseminate surveys as well as attend community forums held throughout our four county service area. Once the CNA/CAP is finalized, the board is provided with a final CNA/CAP draft for review, feedback, approval, and signing of the final CAP. Our board and executive leadership team then use this information for strategic planning purposes, future program decisions, and overall direction of our organization.

Service Delivery System
CSBG Act Section 676(b)(3)(A)
State Plan 14.3a
ROMA - Implementation

1. Describe your agency’s service delivery system. Include a description of your client intake process or system and specify whether services are delivered via direct services or subcontractors, or a combination of both. (CSBG Act Section 676(b)(3)(A), State Plan 14.3a)

Service Delivery System: CSBG is utilized to provide direct services in the form of emergency supportive services, adult education, vocational training, energy savings assistance, heat stress prevention, pesticide safety, youth services, career development, employment and training, and other services. Through the committed work of our staff, service centers, satellite offices, and American Job Centers of California (AJCC), we provide comprehensive and seamless services throughout the rural communities of Fresno, Kern, Kings, and Tulare Counties. We provide programs that meet the needs of migrant and seasonal farmworkers and low-income individuals via flexible schedules, open entry-open exit instruction, and culturally sensitive outreach, recruitment, and bilingual services. Our service center sites include adequate facilities, classroom space, furniture, resource rooms, equipment, bilingual support staff necessary for customer success, and are located within rural-urban areas, facilitating access from rural communities. This structure allows Proteus to assess the immediate needs of customers, promote self-sustainability, and provide the tools and skills necessary for customers to achieve long-term goals. For the needs we are unable to address, we are able to link participants to other existing partner services via referrals to collaborative agencies. Through our extensive network of partners and services, we are able to address the needs of our communities, deliver quality programs, and consistently improve the lives of the populations we serve.

Intake Process: Customers receive information about our services and attend an orientation. Orientation is provided to all potential participants in either a one-on-one or group setting. Orientation presents a thorough overview of Proteus, Inc. services and other partner agency services available. During orientation, potential participants receive information on eligibility requirements, the process of enrollment in the programs available, and the overall “service delivery system.” Additionally, information about the process and requirements is disseminated during orientation that includes a detailed explanation of the specific program activities and expectations for completing program related components. Staff then initiate intake to determine eligibility and enter this data into our data entry system(s). Staff verify personal information, check for proper documentation, and supervisory staff reviews, and approves enrollment. Eligible participants are then enrolled into the program to receive comprehensive services that may also include program co-enrollment into other programs they may benefit from. If an individual is not eligible, they are then referred to other agencies in the community for services.

2. Describe how the poverty data related to gender, age, and race/ethnicity referenced in Part II: Causes and Conditions of Poverty, Question 2 will inform your service delivery and strategies in the coming two years?
Given the socioeconomic landscape and barriers that individuals face throughout our service area as referenced in Part II, Question 2, the need to provide community, education, employment, training, energy, and overall supportive services to this population continues to be greater than ever. Overall, the demographic, educational, socioeconomic, and cultural barriers, as well as undiversified skills, place individuals in our service area at a larger disadvantage than others. These societal issues throughout our service area inform every aspect of our service delivery and strategies as without these services, many would never have the opportunity to break the cycle of poverty and achieve self-sufficiency to better themselves and their families. As a result, we will continue to operate and administer the over 40 current employment, training, education, energy, community, and supportive service programs as well as seek additional funding opportunities to expand resources to those in need throughout our service area in the coming two years.

 

---

 

Linkages and Funding Coordination
CSBG Act Sections 676(b)(1)(B) and (C); 676(b)(3)(B), (C) and (D); 676(b)(4), (5), (6), and (9)
California Government Code Sections 12747(a), 12760
Organizational Standards 2.1
State Plan 9.3b, 9.4b, 9.5, 9.7, 14.1b, 14.1c, 14.3d, 14.4

1. Describe how your agency coordinates funding with other providers in your service area. If there is a formalized coalition of social service providers in your service area, list the coalition(s) by name and methods used to coordinate services/funding. (CSBG Act Sections 676(b)(1)(C), 676(b)(9); Organizational Standard 2.1; State Plan 14.1c)
Proteus, Inc. is a Core Partner with Local Workforce Development Boards (LWDBs) in Kings, Kern, Fresno, and Tulare counties as part of WIOA’s integrated state plan. We are also part of La Cooperativa Campesina de California, a statewide association of agencies implementing and administering farm worker service programs. In addition, we have partnerships with local Employment Development Departments (EDD) as well as have a memorandum of understanding (MOU) with their Monitor Advocate Office (MAO). This MOU is intended to strengthen the working relationship between the MAO, Workforce Services Branch, and National Farmworker Jobs Program grantees with the goal of improving the integration, coordination, and delivery of services to Migrant and Seasonal Farmworkers (MSFWs). Proteus has working relationships with many organizations and agencies that include State Center Adult Education Consortium (SCAEC), Kern Adult Education Consortium and Sequoias Adult Education Consortium (SAEC) consisting of local educational agencies such as school districts, adult schools, and community colleges as well as other community based organizations, workforce development boards, and other public sector partners. We are a strong partner and have extensive experience working with America’s Jobs Centers of California (AJCCs), Department of Social Services, Community Action Agencies, Health and Human Services Agencies throughout our services areas, and we are a United Way Affiliate in Tulare and Kings counties.

Proteus administers over forty national, state, local, and privately funded programs in which these funds are coordinated and leveraged as appropriate to better serve our customers. Our delivery system emphasizes integration of all possible resources to provide comprehensive services to customers. Arrangements with LWDBs, AJCCs, school districts, adult schools, and consortiums provide recruitment/referrals between programs, co-location of space to deliver services, shared educational resources, training to participants, and joint case management. We leverage these partnerships and funds to materialize relevant and innovative programs and services that promote the attainment of self-sufficiency. They also serve as the alternative venue to adequately meet the needs of our customers by providing direct referrals when our programs are unable to address their needs.

2. Provide information on any memorandums of understanding and/or service agreements your agency has with other entities regarding coordination of services/funding. (CSBG Act Section 676(b)(3)(C), Organizational Standard 2.1, State Plan 9.7)
Proteus has on-going agreements or MOUs with various WIOA mandated and non-mandated partners. Each MOU conveys a unique avenue to respond to the needs of farmworkers and other low-income individuals such as recruitment and referral, expansion of service options, extension of our resources, and avoidance of duplication of services. For example, Proteus currently has MOUs with Local Workforce Development Boards (LWDBs) from Fresno, Kern, Kings, and Tulare counties that are aligned with the Local Area’s Workforce Development Plan as part of WIOA. These MOUs allow for recruitment and referrals between programs, co-location of space to deliver services, shared educational resources, expanded training options to participants, as well as joint case management. As a National Farmworker Jobs Program (NFJP) grantee, we have a memorandum of understanding with the EDD’s Monitor Advocate Office (MAO). This MOU is intended to strengthen the working relationship between the MAO, Workforce Services Branch, and NFJP grantees with the goal of improving the integration, coordination, and delivery of services to Migrant and Seasonal Farmworkers. We are also a partner agency with adult education regional consortia such as State Center, Kern Adult Education Consortium, and Sequoia Adult Education Consortium who have their own agreements or MOUs with the LWDB’s. In addition, our educational and training programs are licensed under the Bureau for Private Postsecondary Education (BPPE), accredited by the Western Association of Schools and Colleges (WASC), and approved on California’s Eligible Training Provider List (ETPL) allowing LWDB’s to refer customers to our trainings utilizing WIOA training funds. Through these partnerships, agencies coordinate to align and increase collaboration among service providers in order to best serve participants.

3. Describe how your agency ensures delivery of services to low-income individuals while avoiding duplication of services in the service area(s). (CSBG Act Section 676(b)(5), California Government Code 12760)
With a Mission “to provide education, workplace training, job placement, and other support services to farm working families and diverse program participants to empower them to achieve self-sufficiency,” Proteus administers over 40 different programs serving some of the most low-income and underserved individuals throughout our service area. As a result, our staff members are cross-trained in other internal and partner programs, are able to provide a wealth of information to customers, and are involved in all program areas such as outreach, recruitment, enrollment, service provision, referral, and follow-up services. Staff outreach, recruitment, and enrollment approaches include public presentations, providing information on English and Spanish language television and radio community affairs programs, and disseminating flyers and brochures through partner agency locations as well as other locations frequented by low-income individuals and farmworkers. Information is also provided through our Service Center Offices located within rural-urban areas, as well as through our different internal Divisions/Departments in order to outreach to some of the most rural and low-income communities. For example, our Farmworker Division who administers migrant and seasonal farmworker (MSFW) and other low-income program services are easily able to provide customers with energy savings assistance program information, and in turn, our Energy Division can provide MSFW or other employment and training services information to their customers.

As a requirement of WIOA, Proteus coordinates with all providers who must give priority to those with barriers to employment. We work closely with the local Community Action Agencies, LWDBs, AJCCs, and other eligible entities to coordinate plans and activities to ensure no duplication of services. Additionally, many of the service providers utilize the same data management system for reporting and tracking of services such as CalJOBS, thus reducing the chance of duplication. In many counties, Proteus along with partner providers are beginning to utilize systems such as “Unite Us”, a WIOA internal referral system that allows referrals to be made across programs and to outside agencies. This system assists with streamlining the referral process to other local social service providers or resources while tracking their outcomes for all referrals and services. Furthermore, our continued partnerships and open lines of communication with all partners involved in addressing the needs of the community allows us to identify beneficiaries and avoid the duplication of service delivery.

4. Describe how your agency will leverage other funding sources and increase programmatic and/or organizational capacity. (CSBG Act Section 676(b)(3)(C))
Over the years, Proteus has expanded and diversified its programs, leveraging funding where possible. Our delivery system emphasizes integration of all possible resources to provide comprehensive services to our customers. We utilize the co-enrollment process to not only assist participants with overcoming their barriers, but also reduce the cost-per-participant to increase the ability to assist additional customers. In addition, we have increased our partnership and collaboration efforts with other agencies to maximize existing resources that link participants to additional services. This includes the capacity to leverage and share resources via co-location, cost sharing, and offering a wide selection of different programs while addressing multiple individual and family needs simultaneously. Oftentimes, our partners have additional resources they can provide to the program to enhance existing efforts.

5. Describe your agency’s contingency plan for potential funding reductions. (California Government Code Section 12747(a))
In regards to the challenges of overcoming reduced funding allocations, our executive leadership and Board of Directors review our five-year strategic plan throughout the year and revisit our strategies and objectives to continue adequately serving those in need. In addition, the organization’s Research and Planning Department, Division Directors, Director of Operations, and Chief Executive Officer are tasked with continuously seeking funding opportunities from local, state, federal, and private foundations as well as with developing partnerships with other agencies to collaborate, broaden our programs and resource base, and leverage the cost of carrying out and sustaining programs. Furthermore, fundraising activities to increase additional unrestricted resources are also held that include an annual golf tournament, wine event, and gala, as well as raffles during our annual event and other Proteus, Inc. functions to provide additional youth services and scholarships to MSFW and low-income students. An internal “caring and sharing” donation program to provide emergency assistance to those who do not qualify for services is also in place where Proteus staff members can choose a payroll deduction if they would like to contribute to this service. Additionally, Proteus recently added a “donate” tab option on our website in order to increase our fundraising capabilities. Through these activities, we continue to seek the resources necessary to sustain programs. We are also constantly working on improving processes for efficiency and reviewing budgets to ensure efficient spending as well as seeking additional fundraising opportunities such as planning farmworker appreciation fundraising events in the near future.

6. Describe how your agency will address the needs of youth in low‐income communities through youth development programs and promote increased community coordination and collaboration in meeting the needs of youth. (CSBG Act Section 676(b)(1)(B), State Plan 14.1b)
The overall goals of our youth programs are to minimize dropout rates in school, reduce the attachment to gangs and the gang lifestyle through engagement in alternative activities, and providing employment and training services. We continue to support after school programs that offer mentoring, leadership development, tutoring, alternative activities to gangs, awareness of the attachment of drug and alcohol relation to mental illness, and other programs that incorporate teamwork, remaining active, and building relationships with others outside of a youth’s normal circle. These programs include the operation of the Diane P. Hodges Community Center in London, a rural community in Tulare County that serves as a youth drop-in center, a place of safety and community where children of all ages can feel safe as they engage in activities that are educational, recreational, and incorporate their families, thus building a sense of community. Through the Diane P. Hodges Community Center, we administer programs such as a Substance Abuse Prevention Program funded via the Tulare County Health and Human Services Agency that also provides information and referrals related to mental health. The Diane P. Hodges Community Center also previously provided an Employment and Safety Net Services Program in the community of London, funded through United Way of Tulare County that focused on increasing financial capability and economic security for families, and increasing access to emergency assistance and other community based safety net services. Through this program, Proteus Community Center staff provided job readiness workshops focusing on job search, resume creation, interview tips, and career exploration. In addition, staff members planned field trips to local employers, career and technical education providers as well as to health and job fairs in the community in order to expose youth to potential employment, occupation, training, and additional safety net options available to them. Recently, Proteus was once again awarded funding through the United Way of Tulare County for a London Youth Arts Project designed to introduce London youth with art activities to utilize as an outlet that can have a positive impact on mental health, health and well-being, and community resiliency. This program will provide youth with art related activities (i.e., workshops, field trips, and the creation of a mural) as a means to engage youth participants and provide them with information, resources and referrals to mental health services. In addition, Proteus also receives funding for the Summer Night Lights program that provides youth and family centered entertainment featuring movies, food, games, and music throughout various communities in our service area.

Proteus, Inc. also provides In and Out-of-School WIOA Title I-B Youth programs funded by various Local Workforce Development Boards (LWDBs) in our services areas as well as youth employment and training programs via the Department of Labor’s WIOA National Farmworker Jobs Program (NFJP). Through these Youth programs, Proteus provides a wide array of services to youth that promote and ensure that they have the necessary skills needed to enter and succeed in higher education and career opportunities of their choice. Services provided include, but are not limited to the following 14 WIOA youth elements that include 1.) Tutoring, Study Skills Training, Instruction, and Dropout Prevention; 2.) Alternative Secondary School and Dropout Recovery Services; 3.) Paid and Unpaid Worker Experience; 4.) Occupational Skills Training; 5.) Education Offered Concurrently with Workforce Preparation; 6.) Leadership Development Opportunities; 7.) Supportive Services; 8.) Adult Mentoring; 9.) Follow-Up Services; 10.) Comprehensive Guidance and Counseling; 11.) Financial Literacy Education; 12.) Entrepreneurial Skills Training; 13.) Labor Market Information; 14.) Postsecondary Preparation and Transition Activities. Through these programs and services, youth are provided with the ability to gain first-hand work experience while promoting accountability, leadership, self-esteem and overall personal development. In addition, Proteus partners and works closely with Local Educational Agencies, LWDBs, America’s Job Centers of California (One-Stops), as well as other youth serving agencies throughout the service area to connect youth to resources when they are not in school to provide them with mentoring, life skills, leadership development and job training opportunities.

7. Describe how your agency will promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs such as the establishment of violence‐free zones, youth mediation, youth mentoring, life skills training, job creation, entrepreneurship programs, after after-school childcare. (CSBG Act Section 676(b)(1)(B), State Plan 14.1b)
As referenced in our response above (Question #6), Proteus partners and works closely with Local Educational Agencies, Local Workforce Development Boards (LWDBs), America’s Job Centers of California (One-Stops), as well as other youth serving agencies. Proteus has vast experience working with youth to address any barriers they may have through the provision of wraparound services, subsidized employment, training programs, supportive services, and access and referrals to Institutions of Higher Education. Proteus administers programs that include Substance Abuse Prevention Programs funded through the Health and Human Services Agency that provides information, resources, and referrals relating to mental health. In addition, Proteus provides Title I-B Youth In and Out of School programs funded through various LWDBs and youth employment and training programs funded by the Department of Labor’s National Farmworker Jobs Program that incorporate WIOA’s 14 youth service elements. Proteus staff members are also actively engaged in youth focused workforce activities that include serving on various committees, boards, taskforce groups such as the Economic Development Commissions, LWDBs Youth Councils, Employment Connection Committee/Council, and others. Furthermore, Proteus operates and creates special programs such as those referenced that include Summer Night Lights funded through the Tulare County Health and Human Services Agency and the London Youth Arts Project, Successful Readers Book Program, and Employment and Safety Net Resources Program funded via United Way.

The existence, continuation, and expansion of youth services we provide demonstrate the effective outcomes of ongoing collaboration and sustainability of these partnerships and outcomes over time. Proteus collaborates with community stakeholders and other non-profits to maximize our collective impact and resources for customers and the communities that we serve. A perfect example of community coordination and collaboration to meet the needs of youth, and support development and expansion of innovative community-based youth development programs includes our involvement in the Tulare County Prevention Coalition's North County Collaborative. This collaborative is a growing structure that focuses on addressing community issues such as substance abuse, teen dating violence, bullying, gang prevention, and mental health concerns through which much of the collaborative effort is in the Tulare County community of London at this time. Collaborative partners include Family Services of Tulare County, California Health Collaborative, Tulare County Alcohol and Other Drug Programs, FUEL (Future Unique Enthusiastic Leaders), Dinuba Unified School District, Dinuba Police Department, KR Pioneers, Tulare County Early Childhood Education, Family Healthcare Network, Iglesia Una Familia, Save the Children, Parenting Network, Employment Development Department, and Valley Health Team. Proteus is also always actively researching, reviewing, and pursuing potential youth service related funding opportunities to expand services to additional communities in need throughout our four-county service area.

8. Describe your agency’s coordination of employment and training activities as defined in Section 3 of the Workforce and Innovation and Opportunity Act [29 U.S.C. 3102]. (CSBG Act Section 676(b)(5); State Plan 9.4b)
Proteus, Inc. has been providing education, employment and training programs through a succession of federal, state and local programs for close to 58 years. Employment and training services offered include, but are not limited to the Department of Labor’s WIOA 167 National Farmworker Jobs Program (NFJP) for youth and adults, WIOA Low-Income Adult and Dislocated Workers, Title I-B In-School and Out-of-School Youth, Welfare to Work and Expanded Subsidized Employment programs, Dislocated Agricultural Worker and Farmworker Advancement programs. Proteus, Inc. is a member of California Workforce Association (CWA) and farmworker associations such as La Cooperativa Campesina de California, Association of Farmworker Opportunity Programs (AFOP), and Midwest Association of Farmworker Organizations (MAFO). Our William M. Maguy School of Education that provides Career and Technical Education training programs is accredited through the Western Association of Schools and Colleges (WASC) and approved by the Bureau for Private Postsecondary Education (BPPE). Through our programs and trainings, we are able to offer customers work experience, on-the-job training, job shadowing, occupational skills training, and other direct job readiness and job placement opportunities.
Currently, we collaborate with WIOA mandated partners including Local Workforce Development Boards (LWDBs), Employment Development Department (EDD), Department of Rehabilitation, America’s Job Centers of California (AJCCs) and other non-mandated agencies such as county Health and Human Services Agencies, Departments of Social Services, and Community Action Agencies. Our partnerships include local and regional education institutions, cities, business groups, government agencies, non-profit groups, faith-based organizations, employers, and other key stakeholders. We have on-going agreements or memorandums of understanding (MOUs) with many WIOA partners. Each MOU conveys a unique avenue to respond to the needs of farmworkers and other disadvantaged populations, expand service options for participants, extend our resources, and avoid duplication of program services. Our staff is cross-trained on the enrollment requirements for other programs operated by Proteus, Inc. as well as WIOA partners. We utilize the co-enrollment process to assist the participant with overcoming their barriers, but also to reduce the cost-per-participant and potentially increase the ability to assist other participants. This coordination of employment and training activities starts from the beginning of the outreach and enrollment process in which we ensure that any customer, business owner, or vendor is given an overview of the potential services that can address their needs. This requires staff from various programs and agencies to work together leading to leveraging of more resources, the development of different types of programs and the expansion of program services.

9. Describe how your agency will provide emergency supplies and services, nutritious foods, and related services, as may be necessary, to counteract conditions of starvation and malnutrition among low-income individuals. (CSBG Act Section 676(b)(4), State Plan 14.4)
Proteus, Inc. allocates a discretionary budget and leverages funding from various programs in order to assist participants with emergency needs. In addition to CSBG, programs leveraged include the Department of Labor’s National Farmworker Jobs Program (NFJP), United Way of Tulare and Kings County Federal Emergency Management Agency (FEMA) Emergency Food & Shelter Program (EFSP), La Cooperativa Campesina de California’s WIOA 167 Temporary Housing Assistance Program, Dislocated Agricultural Worker, and Farmworker Advancement Programs. These emergency supportive services can include rent, food, temporary housing, medical, work required clothing, fingerprinting fees, drug testing, transportation, utility assistance, work tools, childcare and allowance stipends. Proteus, Inc. also maintains a strong relationship with local community agencies such as United Way, FoodLink, Salvation Army, Catholic Charities, and many others that provide low-income individuals with nutritious foods to counteract conditions of starvation and malnutrition. In addition, in the unincorporated community of London, Proteus provides free snacks and meals to children who are in need that are out of school for the summer. For individuals who are not eligible for any of Proteus, Inc.’s current programs addressing emergency needs, participants are referred to other partner agencies in the community for services such as Community Action Agencies, Health and Human Services Agencies, Department of Social Services, Employment Development Department, local Family Resource Centers, and others as applicable.

10. Is your agency a dual (CSBG and LIHEAP) service provider?
☐ Yes
☒ No

11. For dual agencies: Describe how your agency coordinates with other antipoverty programs in your area, including the emergency energy crisis intervention programs under Title XXVI, relating to low-income home energy assistance (LIHEAP) that are conducted in the community. (CSBG Act Section 676(b)(6), State Plan 9.5)

For all other agencies: Can you describe how your agency coordinates services with your local LIHEAP service provider?
Proteus, Inc. provides comprehensive education, employment, training, and Title XXVI energy saving related programs. For programs we may not offer, we coordinate with various anti-poverty program providers throughout our service area. Proteus, Inc. makes use of its existing network of service providers that includes community action agencies, Homeless Alliance, community and faith based organizations, training and employment providers, Employment Development Departments, social services, and other service groups. In our service centers, staff members refer families and individuals to partner agencies and internal Proteus, Inc. administered services for additional crisis assistance. These anti-poverty programs include Energy Savings Assistance Programs (Solar, Weatherization, CARE, etc.), TANF, SNAP, Early Childhood Education, Housing, Medi-Cal, Low-Income Home Energy Assistance Programs (LIHEAP) utility assistance, and other local service providers that link participants to safety net services and cost-saving programs services that allows them to stretch their income. In many cases, Proteus offers some of these anti-poverty programs internally such as Housing Assistance through supportive services funded by CSBG, FEMA Emergency Food & Shelter Program (EFSP), MSFW Temporary Housing Assistance Program, and other emergency supportive service programs when available (i.e., Flood, Fire, and COVID related programs). For programs not offered internally, Proteus provides these services indirectly through referrals as well as via partnerships with local Community Action Agencies and other partners through formalized Memorandum of Understandings.
In regards to LIHEAP, Proteus, Inc. offers many of these services via our Energy Division. Our Energy Division has been providing services such as home weatherization, appliance replacements and improvements to low-income communities throughout our service area since 1985. Since then, Proteus’ Energy Division has drastically expanded its programs, acquiring new programs that provide electrical and gas energy education and installations to numerous cities and towns throughout our service area. Currently, Proteus is a licensed contractor through Southern California Edison, Southern California Gas, and through Community Action Agencies such as Community Services Employment & Training (CSET). In many of our service areas, Proteus is subcontracted to provide Energy Savings Assistance Program (ESAP) services through programs funded via LIHEAP, Low-Income Weatherization Program (LIWP), and the Department of Energy Weatherization Assistance Program (DOE WAP) such as those under CSET and Maroma Energy Services, Inc. for CSD LIWP Single-Family Energy Efficiency and Solar Photovoltaic Farmworker Housing Component 2.0. Proteus, Inc. continues to provide energy efficiency and renewable energy outreach, education, assessment, and enrollment, home weatherization, HVAC repair and replacement, energy efficient appliance repair and replacement, and California Alternate Rates for Energy (CARE) application assistance and enrollment, and overall ESAP services. Additionally, Proteus recently administered an energy solar pilot program that provided solar outreach services aimed at enrolling eligible participants as well as providing a reduction in their energy bill.

12. Describe how your agency will use funds to support innovative community and neighborhood-based initiatives, which may include fatherhood and other initiatives, with the goal of strengthening families and encouraging effective parenting. (CSBG Act Section 676(b)(3)(D), State Plan 14.3d)

Proteus, Inc. supports the goal of strengthening families through effective parenting. In order to do so, we continue to work with agencies such as Parenting Network, Inc. a local family resource center agency that provides services to disadvantaged families. Proteus staff members refer to their parenting classes where individuals are taught through the evidenced-based curriculum, Safe Care and Parenting Wisely. Parenting Network also offers group setting parent support, project fatherhood support classes and one-on-one home visits. We also refer to other community and neighborhood-based initiatives to achieve this goal.

Proteus, Inc. also allocates resources to promote positive parenting strategies through our Diane Hodges Community Youth Center in London. In addition, we operate a Foster Family Agency in Fresno where we work with foster youth and foster parents. We provide parenting classes and training to foster parents teaching parents strategies on how to strengthen their relationship with their foster children, effective discipline techniques, and setting boundaries. In addition, Proteus administers Welfare-to-Work and Expanded Subsidized Employment programs funded by Local Workforce Development Boards and Health and Human Services Agencies. Through these employment and training programs, workshops are provided that cover and provide referrals for topics such as money management and banking, nutrition, parenting and family wellness, tenant/landlord rights, domestic abuse, anger management, and substance abuse. Furthermore, Proteus provides adult basic and secondary education, ESL, and EL Civics classes. These adult education classes are provided with the intent that parents, many times who are monolingual, learn English and further their education to be actively involved in their children’s educational activities as well as provide them with support throughout their educational development.

13. Describe how your agency will develop linkages to fill identified gaps in the services, through the provision of information, referrals, case management, and follow-up consultations. (CSBG Act Section 676(b)(3)(B), State Plan 9.3b)

As a requirement of WIOA, Proteus coordinates with all providers who must give priority to those with barriers to employment such as local Community Action Agencies, LWDBs, AJCCs, and other eligible entities. Proteus, Inc. is a core partner of the LWDBs in Kings, Kern, Fresno, and Tulare counties and is a partner in the State Center Adult Education Consortium (SCAEC), Kern Adult Education Consortium, and Sequoias Adult Education Consortium (SAEC). Through these initiatives and partnerships, Proteus and the many members focus on identifying resources, services, and programs available through each agency to coordinate, serve, and attempt to avoid the duplication of services and efforts. Through this extensive network of partners and services, we are able to address the needs of our communities, deliver quality programs, and consistently improve the lives of the populations we serve. In addition, we are able to link participants to other existing partner services via referrals to collaborative agencies for the needs we are unable to address.
Proteus, Inc. staff members are cross-trained in internal programs and other external partner programs services that are available in the communities we serve. Our staff members are able to provide a wealth of information to customers and are involved in all program areas such as outreach, recruitment, enrollment, service provision, referral, and follow-up services. In many cases, information is provided during one-on-one or group orientations where customers are informed of the full array of services available to them along with an explanation of the service delivery system. Staff also provide information covering services offered by other agencies and organizations that include Local Educational Agencies, Department of Rehabilitation, Department of Social Services, Employment Development Department, and AJCC (One-Stop) Resource Rooms as well as an explanation of the benefits of utilizing these additional resources. In addition, the co-location of service providers under WIOA, the creation of specialized “Navigator” positions located at AJCCs (One-Stops), and the creation of new websites and call-in centers such as 211, allows us to direct participants to the right provider.
For needs that our organization is unable to meet, Proteus makes direct referrals to partner organizations. In many counties, Proteus along with partner providers are beginning to utilize systems such as “Unite Us,” a WIOA internal referral system that allows referrals to be made across programs and to outside agencies. This system assists with streamlining the referral process to other local social service providers or resources while tracking their outcomes for all referrals and services. In addition, many service providers also utilize the same data management system for reporting and tracking of services such as CalJOBS. Furthermore, through case management, Proteus staff members follow the customer’s progress through all related services. The case management process is designed to follow a participant's progress throughout the entire service delivery process from enrollment, exit, and the follow-up. Staff provide an extensive array of post-program services such as on-going support and counseling, assistance in the resolution of employment or education related issues, job search assistance, financial aid information, and referrals to outside sources as necessary.

---

Monitoring
ROMA – Planning, Evaluation

1. If your agency utilizes subcontractors, please describe your process for monitoring the subcontractors. Include the frequency, type of monitoring, i.e., onsite, desk review, or both, follow-up on corrective action, issuance of formal monitoring reports, and emergency monitoring procedures.
Proteus, Inc. currently does not utilize subcontractors as part of our CSBG provided services and funding. In the past when subcontracting to other service providers, monitoring included both onsite and desk reviews via weekly phone calls, emails, monthly partner meetings, file reviews, site visits, and the request of written reports and financial updates. Currently, our Energy Division does utilize subcontractors for services such as pool pump repair and replacement, energy efficiency related home inspections and assessments, HVAC, and solar installation for non-CSBG related programs that provide Energy Savings Assistance Program (ESAP) services via funding from utility companies, community action agencies, and other private energy related funding sources. As part of these subcontracts, Proteus utilizes both onsite and desk reviews such as reviewing customer files or documentation, conducting random inspections to ensure that all installations have been completed correctly, performing quarterly ride-alongs, and holding quarterly meetings to discuss their performance and collaborate on developing best practices and areas of improvement. All monitoring activities are completed according to the Energy Savings Assistance Program California Installation Standards Manual (IS Manual) in order to ensure that customers of homes where energy efficiency measures have been completed receive efficient and timely service. In addition, Proteus subcontracts energy efficiency and renewable energy (EERE) service providers that are monitored via weekly phone calls, written reports, and in-person meetings. All Proteus subcontracts are reviewed and approved by the board of directors and the Proteus’ leadership team.

 

---

ROMA Application
CSBG Act Section 676(b)(12)
Organizational Standards 4.2, 4.3
ROMA – Planning, Evaluation

1. Describe how your agency will evaluate the effectiveness of its programs and services. Include information about the types of measurement tools, the data sources and collection procedures, and the frequency of data collection and reporting. (Organizational Standard 4.3)

Proteus, Inc.’s performance management and evaluation of programs involves the entire organization, beginning with our Tripartite Board of Directors who govern the corporation. The Board of Directors monitors program planning, program development, program implementation, and overall programmatic and fiscal performance of all divisions and departments comprising the organization. Utilizing monthly programmatic and financial reports through various data entry and program management systems, Proteus Division Directors along with support from Program Managers and administrative Program Development Associates (PDAs) provide continuous feedback to the Director of Operations, Corporate Financial Director, and Chief Executive Officer. Through this structure, the Director of Operations, Corporate Financial Director and Chief Executive Officer report the status of all programs to the Board of Directors through regular board and sub-committee meetings that occur on a monthly basis.

In addition, for all grant programs, Proteus, Inc.’s internal quality control includes an in-house monitor or “Quality Assurance and Monitoring Associate” (QAMA). Proteus, Inc.’s internal QAMA analyzes governmental regulations, performs programmatic evaluations, reviews and interprets federal, state and county regulations, directives, and contracts in order to assist with developing corporate policies and procedures. The internal QAMA as well as administrative PDAs assist with updating and creating new procedures related to changes in program and/or fiscal processes for Proteus’ internal Operations Manual. In addition, they communicate and train staff members on these changes as needed. Furthermore, PDA’s analyze current and historical financial and programmatic data to provide input into planning, implementation, monitoring, reporting and improvement of programs and grants. PDAs work directly with the Division Directors, Area/Program Managers, Project Coordinators, Director of Operations, Corporate Financial Director, and Chief Executive Officer to ensure budget expenditures and program activities are carried out as stipulated by the contract. PDAs are also responsible for developing and coordinating program related training according to grant specifications for the various database systems that include CalJOBS, Workforce Investment Act Tracking System (WIATS) and Proteus, Inc.’s internal data management system, the Proteus One-Stop System Exchange (POSSE). The PDAs are also responsible for creating a monthly standard corporate program report or “Stat Pak” as well as monthly program budget analysis that are shared with Division Directors, Managers, Director of Operations, Corporate Financial Director, and the Chief Executive Officer in order to analyze program performance as well as determine areas of improvement. Through this “Stat Pak”, the Chief Executive Officer is able to provide specific program performance numbers as well as discuss areas of concern or needed improvement to meet program goals.

For fiscal processes, Proteus, Inc. has a fiscal department with decades of experience in compliance of local, state and federal regulations. The organization’s specially developed computerized accounting system (AccuFund) allows for a monthly Fund Balance Report (based on the General Ledger) containing detailed line items, contract-established budget amounts, current month and year-to-date expenditures, budget balance amounts, and percentages of balances to ensure the budgetary aspect of program is on track and aligned with program performance.

2. Select one need from Table 2: Priority Ranking Table and describe how your agency plans to implement, monitor progress, and evaluate the program designed to address the need. Organizational Standard 4.2)

Employment, Training, Education, and Community Services is the number one need that customers expressed during our 2026-2027 community needs assessment (CNA) and community action plan (CAP) process. As with previous CNAs and CAPs, this need is consistently a top need expressed by our survey and forum participants. Proteus, Inc. has been implementing services to address these types of needs since inception in 1967. Proteus currently administers over 40 different programs throughout our service area, many of which address employment, training, education, and community services. These include but are not limited to, the Department of Labor’s National Farmworker Jobs Program (DOL NFJP), Local Workforce Development Board (LWDB), Workforce Innovation and Opportunity Act (WIOA) Adult, Dislocated Worker, and Title I-B Youth Services. We also provide employment and training services via programs such as the Title I Dislocated Agricultural Worker Program and Farmworker Assistance Program funded through La Cooperativa Campesina de California and the Employment Development Department. In addition, Proteus provides ESL, Citizenship, and GED educational services via the California Department of Education’s Adult and Family Literacy Act program as well as Career and Technical Education through our William M. Maguy School of Education. We also provide additional community services that include financial literacy workshops, outreach and education services, heat/illness/pesticide prevention programs, computer literacy courses as well as many others.
Proteus will continue to implement, monitor, and evaluate these types of programs as expressed in the question above (ROMA Application, Question 1.). Through these methods that include specific staff and various data management systems, our internal administrative Program Development Associates, Quality Assurance and Monitoring Associate, Division Directors, Managers, Executive Leadership, and Board of Directors will continue to analyze financial and programmatic data and provide input into planning, implementation, monitoring, reporting, evaluating and improvement of programs and grants.

Optional

3. Select one community level need from Table 2: Priority Ranking Table or your agency’s most recent Community Needs Assessment and describe how your agency plans to implement, monitor progress, and evaluate the program designed to address the need. (CSBG Act Section 676(b)(12), Organizational Standard 4.2)

Infrastructure, Community Maintenance, and Clean up was one of the main community level needs expressed during our 2026-2027 CNA/CAP. Similar to Employment, Training, Education, and Community Services, this need has appeared regularly in previous CNAs and CAPs. Although many of the community infrastructure, community maintenance, and clean up needs expressed in this priority are beyond Proteus, Inc. services, we provide services that assist or alleviate some of these needs. For example, Proteus provides services through our Energy Division’s Energy Savings Assistance Programs (ESAP) funded through various utility companies as well as provides supportive services through various programs to assist with some of the lack of infrastructure needs expressed. These programs provide customers with home weatherization services that include minor home repairs, HVAC repair/replacement, appliance repair/replacement (refrigerators, washers, etc.), attic insulation, low-flow showerheads and faucets, solar installation, etc. In addition, Proteus provides supportive services that provide assistance with transportation via gas cards, vouchers and/or stipends, rental/mortgage assistance, and food vouchers. These programs are implemented, monitored, and evaluated in the same manner as those mentioned in the previous questions (ROMA Application, Questions 1 and 2).

Federal CSBG Programmatic Assurances
CSBG Act Section 676(b)

Use of CSBG Funds Supporting Local Activities
676(b)(1)(A): The state will assure “that funds made available through grant or allotment will be used – (A) to support activities that are designed to assist low-income families and individuals, including families and individuals receiving assistance under title IV of the Social Security Act, homeless families and individuals, migrant or seasonal farmworkers, and elderly low-income individuals and families, and a description of how such activities will enable the families and individuals--
a. to remove obstacles and solve problems that block the achievement of self- sufficiency (particularly for families and individuals who are attempting to transition off a State program carried out underpart A of title IV of the Social Security Act);
b. to secure and retain meaningful employment;
c. to attain an adequate education with particular attention toward improving literacy skills of the low-income families in the community, which may include family literacy initiatives;
d. to make better use of available income;
e. to obtain and maintain adequate housing and a suitable living environment;
f. to obtain emergency assistance through loans, grants, or other means to meet immediate and urgent individual and family needs;
g. to achieve greater participation in the affairs of the communities involved, including the development of public and private grassroots
h. partnerships with local law enforcement agencies, local housing authorities, private foundations, and other public and private partners to
i. document best practices based on successful grassroots intervention in urban areas, to develop methodologies for wide-spread replication; and
ii. strengthen and improve relationships with local law enforcement agencies, which may include participation in activities such as neighborhood or community policing efforts;

Needs of Youth
676(b)(1)(B) The state will assure “that funds made available through grant or allotment will be used – (B) to address the needs of youth in low-income communities through youth development programs that support the primary role of the family, give priority to the prevention of youth problems and crime, and promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs that have demonstrated success in preventing or reducing youth crime, such as--
I. programs for the establishment of violence-free zones that would involve youth development and intervention models (such as models involving youth mediation, youth mentoring, life skills training, job creation, and entrepreneurship programs); and
II. after-school childcare programs.

Coordination of Other Programs
676(b)(1)(C) The state will assure “that funds made available through grant or allotment will be used – (C) to make more effective use of, and to coordinate with, other programs related to the purposes of this subtitle (including state welfare reform efforts)

Eligible Entity Service Delivery System
676(b)(3)(A) Eligible entities will describe “the service delivery system, for services provided or coordinated with funds made available through grants made under 675C(a), targeted to low-income individuals and families in communities within the state;

Eligible Entity Linkages – Approach to Filling Service Gaps
676(b)(3)(B) Eligible entities will describe “how linkages will be developed to fill identified gaps in the services, through the provision of information, referrals, case management, and follow-up consultations.”

Coordination of Eligible Entity Allocation 90 Percent Funds with Public/Private Resources
676(b)(3)(C) Eligible entities will describe how funds made available through grants made under 675C(a) will be coordinated with other public and private resources.”

Eligible Entity Innovative Community and Neighborhood Initiatives, Including Fatherhood/Parental Responsibility
676(b)(3)(D) Eligible entities will describe “how the local entity will use the funds [made available under 675C(a)] to support innovative community and neighborhood-based initiatives related to the purposes of this subtitle, which may include fatherhood initiatives and other initiatives with the goal of strengthening families and encouraging parenting.”

Eligible Entity Emergency Food and Nutrition Services
676(b)(4) An assurance “that eligible entities in the state will provide, on an emergency basis, for the provision of such supplies and services, nutritious foods, and related services, as may be necessary to counteract conditions of starvation and malnutrition among low-income individuals.”
State and Eligible Entity Coordination/linkages and Workforce Innovation and Opportunity Act Employment and Training Activities
676(b)(5) An assurance “that the State and eligible entities in the State will coordinate, and establish linkages between, governmental and other social services programs to assure the effective delivery of such services, and [describe] how the State and the eligible entities will coordinate the provision of employment and training activities, as defined in section 3 of the Workforce Innovation and Opportunity Act, in the State and in communities with entities providing activities through statewide and local workforce development systems under such Act.”

State Coordination/Linkages and Low-income Home Energy Assistance
676(b)(6) “[A]n assurance that the State will ensure coordination between antipoverty programs in each community in the State, and ensure, where appropriate, that emergency energy crisis intervention programs under title XXVI (relating to low-income home energy assistance) are conducted in such community.”

Community Organizations
676(b)(9) An assurance “that the State and eligible entities in the state will, to the maximum extent possible, coordinate programs with and form partnerships with other organizations serving low- income residents of the communities and members of the groups served by the State, including religious organizations, charitable groups, and community organizations.”

Eligible Entity Tripartite Board Representation
676(b)(10) “[T]he State will require each eligible entity in the State to establish procedures under which a low-income individual, community organization, or religious organization, or representative of low-income individuals that considers its organization, or low-income individuals, to be inadequately represented on the board (or other mechanism) of the eligible entity to petition for adequate representation.”

Eligible Entity Community Action Plans and Community Needs Assessments
676(b)(11) “[A]n assurance that the State will secure from each eligible entity in the State, as a condition to receipt of funding by the entity through a community service block grant made under this subtitle for a program, a community action plan (which shall be submitted to the Secretary, at the request of the Secretary, with the State Plan) that includes a community needs assessment for the community serviced, which may be coordinated with the community needs assessment conducted for other programs.”

State and Eligible Entity Performance Measurement: ROMA or Alternate System
676(b)(12) “[A]n assurance that the State and all eligible entities in the State will, not later than fiscal year 2001, participate in the Results Oriented Management and Accountability System, another performance measure system for which the Secretary facilitated development pursuant to section 678E(b), or an alternative system for measuring performance and results that meets the requirements of that section, and [describe] outcome measures to be used to measure eligible entity performance in promoting self-sufficiency, family stability, and community revitalization.”

Fiscal Controls, Audits, and Withholding
678D(a)(1)(B) An assurance that cost and accounting standards of the Office of Management and Budget (OMB) are maintained.

State Assurances
California Government Code Sections 12747(a), 12760, 12768

For CAA, MSFW, NAI, and LPA Agencies
California Government Code § 12747(a): Community action plans shall provide for the contingency of reduced federal funding.
California Government Code § 12760: CSBG agencies funded under this article shall coordinate their plans and activities with other agencies funded under Articles 7 (commencing with Section 12765) and 8 (commencing with Section 12770) that serve any part of their communities, so that funds are not used to duplicate particular services to the same beneficiaries and plans and policies affecting all grantees under this chapter are shaped, to the extent possible, so as to be equitable and beneficial to all community agencies and the populations they serve.

For MSFW Agencies Only
California Government Code § 12768: Migrant and Seasonal Farmworker (MSFW) entities funded by the department shall coordinate their plans and activities with other agencies funded by the department to avoid duplication of services and to maximize services for all eligible beneficiaries.

Organizational Standards

Category One: Consumer Input and Involvement

Standard 1.1 The organization/department demonstrates low-income individuals’ participation in its activities.

Standard 1.2 The organization/department analyzes information collected directly from low-income individuals as part of the community assessment.
Category Two: Community Engagement

Standard 2.1 The organization/department has documented or demonstrated partnerships across the community, for specifically identified purposes; partnerships include other anti-poverty organizations in the area.

Standard 2.2 The organization/department utilizes information gathered from key sectors of the community in assessing needs and resources, during the community assessment process or other times. These sectors would include at minimum: community-based organizations, faith-based organizations, private sector, public sector, and educational institutions.

Category Three: Community Assessment

Standard 3.1 (Private) Organization conducted a community assessment and issued a report within the past 3 years.

Standard 3.1 (Public) The department conducted or was engaged in a community assessment and issued a report within the past 3-year period, if no other report exists.

Standard 3.2 As part of the community assessment, the organization/department collects and includes current data specific to poverty and its prevalence related to gender, age, and race/ethnicity for their service area(s).

Standard 3.3 The organization/department collects and analyzes both qualitative and quantitative data on its geographic service area(s) in the community assessment.

Standard 3.4 The community assessment includes key findings on the causes and conditions of poverty and the needs of the communities assessed.

Standard 3.5 The governing board or tripartite board/advisory body formally accepts the completed community assessment.

Category Four: Organizational Leadership

Standard 4.2 The organization’s/department’s Community Action Plan is outcome-based, anti- poverty focused, and ties directly to the community assessment.

Standard 4.3 The organization’s/department’s Community Action Plan and strategic plan document the continuous use of the full Results Oriented Management and Accountability (ROMA) cycle or comparable system (assessment, planning, implementation, achievement of results, and evaluation). In addition, the organization documents having used the services of a ROMA-certified trainer (or equivalent) to assist in implementation.

Part III: Appendices
Please complete the table below by entering the title of the document and its assigned appendix letter. Agencies must provide a copy of the Notice(s) of Public Hearing, the Low-Income Testimony and the Agency’s Response document, and a copy of the most recent community needs assessment as appendices A, B, and C, respectively. Other appendices as necessary are encouraged. All appendices should be labeled as an appendix (e.g., Appendix A: Notice of Public Hearing) or separated by divider sheets and submitted with the CAP.
 

Document Title	Appendix Location
Notice of Public Hearing	A
Low-Income Testimony and Agency’s Response	B
Community Needs Assessment	C

Write comment (0 Comments)