DEC

The Maternal Child Home Visiting program (MCHV, formerly known as Parents Too Soon and Pregnant Teens Doula) supports innovations and capacity-building in home visiting and doula services in targeted areas of the state, in order to strengthen home visiting’s effectiveness in engaging priority populations. MCHV home visiting provides services to support pregnant people and parents with young children ages 0-5 who live in communities that face greater risks and barriers to achieving positive maternal and child health outcomes. MCHV programs provide family support and coaching through planned, regular visits with a trained professional based on a family’s needs and schedules. Home visiting is a free and voluntary program, and home visitors work with parents on practical parenting skills as well as family bonding before birth and as children grow up. In addition, home visiting helps families connect with other community services. The Maternal Child Home Visiting program primarily serves families at or below 200% of the Federal Poverty Level. Families who earn between 200% and 400% of the Federal Poverty Level are eligible for services if they are in any of the Early Learning Council’s priority populations or if they are experiencing other risk factors. The Maternal Child Home Visiting program supports home visiting program models including: Healthy Families America (HFA), Nurse-Family Partnership (NFP), and Parents as Teachers (PAT). The Maternal Child Home Visiting program supports innovations in home visiting including, but not limited to, the following: • the Doula enhancement for home visiting programs administered by IDHS and/or MCHV. • Moving Beyond Depression • Home visiting for families with involvement in the justice system • Home visiting for migrant families • Home Visiting for families experiencing homelessness

Title XX of the Social Security Act, as amended, and codified at 42 USC 1397 through 1397e

Public Act 103-0498; 305 ILCS 5/12-5

Illinois Administrative Code Title 44, Chapter I, Part 7000 Grant Accountability and Transparency Act; Illinois Administrative Code Title 89, Chapter IV, Subchapter C, Part 130 Administration of Social Service Programs

1. Home visiting A. Support home visiting subcontractors in successfully meeting the following IDHS home visiting program requirements, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, coaching, training, or advanced professional development. (Details of the home visiting program requirements are listed in Appendix A). i. Model fidelity, standards, and best practices ii. Program policies and procedures iii. Hiring and compensation iv. Professional development v. Reflective supervision and reflective practice vi. Program capacity vii. Priority populations viii. Service plans, assessments and screenings ix. Culturally responsive program services x. Screening, enrollment, and coordinated intake xi. Community systems development and cross-program referrals xii. Data and data systems xiii. Quality assurance and program improvement xiv. Family voice B. Maintain a program manual that addresses how supports for all of the above activities are carried out. (Please send the manual with the Q3 PPR.) C. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges. 2. Doula enhancement A. Support doula subcontractors in successfully meeting the following IDHS doula program requirements, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, coaching, training, or advanced professional development. (Details of the doula program requirements are listed in Appendix B). i. Core program services ii. Hiring and compensation iii. Professional development iv. Clinical consultation v. Program capacity vi. Culturally responsive program services vii. Community systems development and cross-program referrals B. Maintain a program manual that addresses how supports for all of the above activities are carried out. (Please send the manual with the Q3 PPR.) C. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges 3. Moving Beyond Depression demonstration project A. Support selected subcontractors in successful implementation of Moving Beyond Depression B. Support ongoing training and consultation provided by Cincinnati Children’s Hospital and Medical Center C. Support Clinical Consultation provided by Illinois State Leader. D. Maintain a program manual that addresses how all of the above supports are carried out. (Please send the manual with the Q3 PPR.) E. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges. 4. Justice system (jail) demonstration project A. Support selected subcontractors in successful implementation of the demonstration project. B. Maintain a program manual that addresses how all of the above supports are carried out. (Please send the manual with the Q3 PPR.) C. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges. 5. Home visiting for families experiencing homelessness demonstration project A. Support selected subcontractors in successful implementation of this demonstration project. B. Maintain a program manual that addresses how all of the above supports are carried out. (Please send the manual with the Q3 PPR.) C. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges. 6. Migrant families demonstration project A. Support selected subcontractors in successful implementation of this demonstration project. B. Document how these supports are carried out. (Please send the manual or description of supports with the Q3 PPR.) C. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges. 7. Provide the following additional supports to MCHV subcontractors: A. A comprehensive data management system specific to the needs of home visiting and doula programs will be developed and maintained to allow program staff to have access to real-time reports to help them manage and continuously improve their programs, and to allow the Provider to more fully assess program performance. Program staff will receive initial and ongoing technical assistance support on the data management system, known as DataPoints. B. A Fiscal Advisor will work closely with Maternal Child Home Visiting programs around initial budget development, subsequent amendments, and timely submission of quarterly cost reports to ensure effective and efficient use of public funding. C. Utilize research and program development staff to support program improvement and innovation as needed. D. Carry out Continuous Quality Improvement (CQI) to assure the provision of high quality services. 8. Implement a dynamic professional learning system to meet the needs and interests of the HV workforce. A. Implement a leveled system of technical assistance using a “continuum of intensity” including universal, targeted and intensive TA based on program and staff need; provide quarterly status updates. B. Provide trainings to all IDHS-funded home visiting programs in the following seven competency areas: Dynamics of Family Relationships, Dynamics of Family Relationships, Early Child and Adolescent Development, Family and Community Relationships, Health and Safety, Learning Environments, and Professional Development. C. Provide on-line self-paced training opportunities to all DHS-funded home visiting programs through the Essentials of Home Visiting (EHV) initiative. Home Visiting Services--Subcontractor Requirements 1. Home visiting models A. Implement one of the following evidence-based home visiting models with fidelity: i. Early Head Start Home-Based (EHS). ii. Healthy Families America (HFA). Note: Successful applicants must request the HFA child welfare protocol from the HFA National Office within 6 months of the contract start date. iii. Nurse-Family Partnership (NFP). iv. Parents as Teachers (PAT). B. Programs must be in good standing with their national model. C. Prior approval from the Department must be secured prior to any anticipated change to the program model. 2. Program policies and procedures- A. Maintain written local program policies and procedures that are consistent with the program standards set by one of the four home visiting models noted above. B. Review and incorporate all policies and procedures found on the igrow Illinois website, including those related to breastfeeding, safe sleep, child welfare, substance use issues, cultural and linguistic responsiveness,=(/ and dual enrollment. C. Maintain written policies and procedures for connecting referred families to other available services when your program has no openings. D. Assure compliance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA). E. For educational institutions, assure compliance with the Family Educational Rights and Privacy Act (FERPA). 3. Hiring and compensation A. Recruit, hire, and retain home visitors who mirror the cultural, ethnic, and linguistic characteristics of the families served. B. Fill any staff vacancies without delay. C. Assure that all home visitors and supervisors join the Gateways to Opportunity Registry. Assure that home visitors receive the salaries shown in the table below, at minimum. The indicated minimum salaries for supervisors are strongly recommended. If it is not feasible to implement the minimum salary requirement for home visitors in SFY23, providers can propose to incrementally raise salaries in order to reach the minimum salary by SFY25. i. Minimum Salaries: 1.0 FTE Home Visitor: Chicago, Cook, and Collar Counties - $46,800; Rest of State - $37,485 1.0 FTE Home Visiting Supervisor: Chicago, Cook, and Collar Counties - $59,598; Rest of State - $48,058 4. Professional development A. Assure that home visitors receive program-specific training and ancillary training according to the standards specified by the home visiting model. B. Assure that all staff participate in trainings required by IDHS. C. Maintain documentation of the training received by each direct service staff and supervisor. 5. Reflective supervision and reflective practice A. Follow the home visiting model’s required supervisor/home visitor ratio to ensure adequate supervision. B. Provide home visitors with the individual reflective supervision hours required by the model. C. Maintain documentation of supervision, team meetings, field observations, training, and other staff development led by the supervisor. D. Utilize Infant/Early Childhood Mental Health Consultation (IECMHC) as described in the Illinois model for IECMHC on the Governor’s Office of Early Childhood Development (GOECD) IECMHC webpage: https://www2.illinois.gov/sites/OECD/Pages/Illinois-Infant-Early-Childhood-Mental-Health-Consultation.aspx. To find a consultant, use the Illinois registry of IECMH Consultants: https://registry.ilgateways.com/find-consultants. 6. Program capacity A. Maximum service capacity is the largest number of families that could potentially be enrolled at a point in time, if the program were operating with a full complement of hired and trained home visitors funded by this program. This number does not change if the program is not fully staffed (for example, if there is a vacancy). The maximum service capacity number per 1.0 FTE home visitor is as follows. i. Early Head Start: 10 families ii. Healthy Families America: 12 families iii. Nurse-Family Partnership: 25 families iv. Parents as Teachers: 15 families B. Programs that have been active for a year or longer will maintain at least 85% of their maximum service capacity. C. Programs must have a plan in place for maintaining continuity of services to home visiting families if their home visitor is on extended leave or leaves the agency. 7. Priority populations A. Prioritize the Maternal Infant and Early Childhood Home Visiting (MIECHV) priority populations for enrollment. B. If there are open slots in the program, the program must accept all referrals of model-eligible families with child welfare involvement and model-eligible families experiencing homelessness, regardless of family income. 8. Service plans, assessments, and screenings A. Develop and update a service plan or goal plan for each participant within the timeframe required by the model. B. For each participant, complete any model-required assessments within the timeframe required by the model. C. For child participants, conduct developmental screenings using a screening tool approved by the Department and refer to services as indicated. D. For adult participants, conduct intimate partner violence screening, mental health screening, and substance use screening using tools approved by the Department, and refer to services as indicated. E. For adult participants, provide education on topics including breastfeeding, safe sleep, well child visits, and postpartum care, and refer to services as needed. 9. Culturally responsive program services A. Provide model-specific home visiting services that are culturally and linguistically responsive to the populations served. For guidance, see the Guiding Principles for Cultural and Linguistic Responsiveness from the Erikson Institute. B. Provide culturally and linguistically responsive program materials (e.g., brochures, curricula, handouts, etc.) for the major groups within the population to be served. 10. Screening, enrollment, and coordinated intake A. Participate in the local All Our Kids (AOK) Network, Integrated Referral and Intake System (IRIS), or other coordinated intake and referral initiative, where such a system exists. (If there is no such initiative in your program’s geographic area, this requirement does not apply to your program.) B. Engage in community public awareness and outreach activities to support program enrollment. C. Avoid dual enrollment in more than one intensive home visiting program. D. Avoid waitlisting families when there are open home visiting slots offered by another local program (for example, by establishing referral partnerships with the other program). E. Respond to all referral sources with the status of referrals and timeline for enrollment within two (2) business days of receiving the referral. F. Respond to all follow-up inquiries from referral sources within two (2) business days of receiving the inquiry. G. Track trends related to the population served, and adjust program plans to assure that families from priority populations are prioritized for services. 11. Community systems development and cross-program referrals A. Dedicate a portion of a designated staff member’s time to participate regularly as a member of at least one local community collaboration to support the goals and principles defined in the 2021 Joint Statement on Community Systems, Coordinated Intake, and IRIS. B. Share with the collaboration available, relevant, aggregated program data that contribute to community needs assessment, setting a common agenda, or other local initiatives. C. Promote shared messaging and materials from the collaboration among families and staff. D. Participate in at least one local collaboration initiative, such as developmental screening tracking using the ASQ-Enterprise, or the use of the Integrated Referral and Intake System (IRIS). E. Assist participating families in connecting with Early Intervention (EI), using the protocols and forms developed by the Illinois Chapter, American Academy of Pediatrics. F. Assist participating families in connecting with medical providers and with ancillary services such as mental health services, the Women, Infant, and Children (WIC) program, and intimate partner violence services, with support from the Department. 12. Data and data systems A. With written consent from participants, use the designated information management system to record information on program participants, and the activities of program staff. B. Maintain an individual case record for each family enrolled in the home visiting program. Record required demographic data, including but not limited to participant age, race, ethnicity, primary language, and income. Information for each month must be entered in the data system by the fifth (5th) day of the following month. C. Collect and report the MIECHV benchmark data identified in Exhibits E and F, with support and technical assistance from the Department. 13. Quality assurance and program improvement A. Implement a plan for quality assurance, as specified by the home visiting model. B. Participate in Continuous Quality Improvement (CQI) efforts offered by the contractor. 14. Family voice A. Regularly incorporate input from home visiting families to improve program quality, as specified by the home visiting model. B. Invite families to participate in local collaborations and advisory bodies. Doula Services—Subcontractor Requirements (for subcontractors that use the doula enhancement) 1. Provide core program services A. Promote active engagement of new program families in long-term home visiting services through initial prenatal and intrapartum program experiences; B. Provide seamless transitions from doula to home visiting-only services; C. Promote a parental sense of confidence, competence, and comfort in the mother's physical, emotional, and social transition into parenthood; D. Promote positive health practices for developing baby and new parent; E. Promote a growing sense of emotional availability, attunement, and engagement with the developing and new infant; F. Prepare for labor and delivery and provide intrapartum doula support in an effort to bring about positive birth outcomes for infant and parent; G. Support newborn care and feeding; and H. Organize and facilitate prenatal groups 2. Hiring and compensation A. Recruit, hire, and retain doulas who mirror the cultural, ethnic, and linguistic characteristics of the families served. B. Fill any staff vacancies without delay. C. The program must maintain two (2) full time equivalent (FTE) home visitors for every one (1) FTE doula. The goal is to have all doula participants transition into the long-term home visiting program. Because doula services are time-limited, doulas serve more families over the course of a year than a home visitor. Generally, a ratio of at least two (or more) home visitors for every doula will ensure that there will be enough home visitors to serve all participants who are finishing doula services. Consider family retention in your home visiting program when thinking about the addition of doulas. D. Doulas must have flexible schedules because it is crucial that they be present during labor and delivery, and births often happen outside of normal working hours, so they should be available on-call 24/7. This expectation should be made clear to candidates for doula positions, and programs should keep this requirement in mind in deciding how they will grade and compensate doula positions. E. Generally, about 10 percent of a doula's time is spent facilitating prenatal groups. Prenatal groups offer an efficient way for parents-to-be to learn about prenatal care and the birthing process while connecting with a peer group and continuing to build a relationship with their doula. F. Programs must ensure that there is backup capacity so that participants will receive doula support when their primary doula is on vacation, ill, unable to attend a birth, or when there are vacancies in the program. This will generally mean having at least two (2) doulas as part of a program's staffing pattern, but backup can also be achieved by having a supervisor trained as a doula or by having a part-time position in addition to a full-time doula. G. Programs must assure that doulas receive the salaries shown in the table below, at minimum. The indicated minimum salaries for supervisors are strongly recommended. If it is not feasible to implement the minimum salary requirement for doulas in SFY23, applicants can propose to incrementally raise salaries in order to reach the minimum salary by SFY25. H. Minimum Salaries: 1.0 FTE Doula: Chicago, Cook, and Collar Counties - $46,800; Rest of State - $37,485 1.0 FTE Doula Supervisor: Chicago, Cook, and Collar Counties - $59,598; Rest of State - $48,058 3. Professional development A. The program will be offered technical assistance from the Home Visiting and Doula Network B. New doulas must receive pre-service and in-service training from the SE Professional Learning Network. 4. Clinical consultation A. A clinical consultant is part of the doula model so that doulas have the support they might need to serve participants who have medically complicated pregnancies. These consultants are generally registered nurses, midwives, or other professionals who have training in the medical aspects of pregnancy and childbirth. They are generally contracted for about 10 hours per month. 5. Program capacity A. A 1.0 FTE doula typically has a caseload of nine (9) to ten (10) participants at any one time. Some of these persons are pregnant; some are postpartum. Doulas attend approximately two births every month. Doula caseload sizes are smaller than those for other home visitors because of the extended time spent with the birthing parent during labor and delivery. B. The doula intervention is time-limited (generally lasting for about five months) so a caseload of nine (9) or ten (10) families at any one point in time would result in a doula serving approximately 22- 24 families over the course of a year. 6. Culturally responsive program services A. Provide doula services that are culturally and linguistically responsive to the populations served. For guidance, see the Guiding Principles for Cultural and Linguistic Responsiveness from the Erikson Institute. B. Provide culturally and linguistically responsive program materials (e.g., brochures, curricula, handouts, etc.) for the major groups within the population served. 7. Community systems development and cross-referrals A. The ability of doulas to be present during the labor and delivery process is key to the success of this service. Programs must have agreements with local birthing hospitals that ensure that the hospital will allow doulas to attend the births of their participants. B. The program should also have memoranda of understanding (MOUs) or other mechanisms in place with prenatal clinics, WIC programs, etc. to ensure that pregnant persons in the program's population will be referred by the 26th week of pregnancy.

Yes

This Notice of State Award (NOSA) is not an agreement. This NOSA is not a guarantee of an agreement. IDHS will publish its agreements in the CSA Tracking System after you return a signed copy of this NOSA to IDHS. Please note the specific conditions identified for Section 3 of the NOSA. Please contact your DHS program representative within 30 days to implement a plan to address the identified issues within the next 90 days. Should you have any questions please speak with the DHS contact for your award. •CODE of FEDERAL REGULATIONS Title 2: Grants and Agreements PART 200 - Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR 200) •Grant Accountability and Transparency Act (GATA), 30 ILCS 708/1 •Illinois Administrative Code

Nonprofit Organizations; Other;

Renewal applications only. The program has exceptions for Notice of Funding Opportunity and Merit-Based Review, so there is no competitive solicitation of grantees.

The Maternal Child Home Visiting program primarily serves families at or below 200% of the Federal Poverty Level. Families who earn between 200% and 400% of the Federal Poverty Level are eligible for services if they are in any of the Early Learning Council’s priority populations or if they are experiencing other risk factors.

Non-competitive

Human Services

Renewal applications only. The program has exceptions for Notice of Funding Opportunity and Merit-Based Review, so there is no competitive solicitation of grantees.

Renewal applications only. The program has exceptions for Notice of Funding Opportunity and Merit-Based Review, so there is no competitive solicitation of grantees.

Note: Renewal applications only. There is no competitive solicitation of grantees. Registration and Pre-Qualification: Prior to applying for any Notice of Funding Opportunity (NOFO), every applicant must first be registered and prequalified through the following steps. This must be done on or before the application's due date or their application CANNOT be accepted. •Apply for or update their DUNS number (https://www.dandb.com/ ). This must be done yearly. •Apply for or update their SAM registration and receive a SAM cage code. (https://www.SAM.gov) This must be done yearly. •Be registered and in good standing with the Illinois Secretary of State. (http://www.cyberdriveillinois.com/ ) (This is not required of governmental entities and schools.) •Register with the GATA/CSFA system at https://grants.illinois.gov/registration/ . The system will automatically check your registrations with the above mentioned systems. It will also check to see if your entity is on the federal excluded parties list and if your entity is on the State of Illinois Stop Pay/Compliance list. If your entity is not up-to-date on the registrations, or is listed on the federal list or Illinois Stop Pay/Compliance list, your application will not be accepted until these situations are resolved. If a change to the registration information is needed at a later date, grantees may re-enter the system at https://grants.illinois.gov/registration/login.aspx . No applications can be accepted for review until these steps are successfully accomplished. (Only after your entity has completed the above registration/pre-qualification steps will a state agency be allowed to accept your grant application for consideration, and that application must still be submitted by the respective due date.) Grant Application, Program Plan (if applicable), Budget, and Programmatic Risk Assessment: At the time of application, the grantee must submit the grant application, the program plan (if applicable), the budget, and the programmatic risk assessment. The application templates, the instructions, the due date, and the link to the programmatic risk assessment can be found on the DHS/DFCS Grant Information webpage under the CSFA number. Fiscal and Administrative Risk Assessment: Grantees must complete the Fiscal and Administrative Risk Assessment on the GATA/CSFA system- also known as the ICQ (short for Internal Controls Questionnaire). Be sure to click "submit" to submit your answers when complete. This is done only once per entity per fiscal year. While it does not have to be completed prior to submitting the application, this step must be done before an applicant or their application can be considered. Indirect Cost Rate: Most, but not all grants will include the potential for a grantee to claim an Indirect Cost Rate to help cover the administration costs related to the grant. For new grantees or new grants, this must be done within 90 days of the grant's effective date. For returning grantees, this must be done within six months following the end of the grantee's fiscal year. All grantees must make a selection. Grant Selection, NOSA and Grant Agreement: If your application is selected for funding, the results of the ICQ and Programmatic Risk Assessment may render conditions that will be included in your Notice of State Award (NOSA). The NOSA will be generated from GATA's CSFA system, and may be delivered via email from that system. (if you change staff or email addresses, be sure to update your GATA registration with that information or the correct person or email will not receive the NOSA.) These conditions may need to be addressed prior to the award becoming a firm grant agreement or they may be addressed over the course of the timeframe of the award. The proposed IDHS grantee must sign-off and return the NOSA to IDHS. Once the grantee accepts the IDHS grant and returns it, IDHS will also accept and the contracting process begins.

Renewal applications only. The program has exceptions for Notice of Funding Opportunity and Merit-Based Review, so there is no competitive solicitation of grantees.

The program has exceptions for Notice of Funding Opportunity and Merit-Based Review, so there is no competitive solicitation of grantees. Costs incurred by the grantee are reimbursed monthly.

The application templates, the instructions, the due date, and the link to the programmatic risk assessment can be found on the DHS/DFCS Grant Information webpage under the CSFA number.

1-2 months

N/A

Renewal applications only. The program has exceptions for Notice of Funding Opportunity and Merit-Based Review, so there is no competitive solicitation of grantees.

Formula/Match - N/A; Maintenance of Effort - At the State level, program expenditures funded from the Healthy Families Illinois appropriation and the Parents Too Soon (GRF) appropriation are used as MOE (Maintenance of Effort) for the federal MIECHV program.

Refer to Article VII of the Uniform Grant Agreement for requirements related to allowable costs. Refer to the Uniform Grant Agreement for restrictions. Refer to the Uniform Grant Budget for total allowable costs and allowable costs by budget expenditure category. The Department's program staff may have additional policies/requirements applicable to the program. CODE of FEDERAL REGULATIONS Title 2: Grants and Agreements PART 200 - Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR 200)

Quarterly Reporting using Periodic Performance Reports (PPRs) and Periodic Financial Reports (PFRs). Supplemental reporting, as outlined in Exhibit B of the grant agreement, is also required.

Audit requirements per JCAR Title 44 Illinois Administrative Code 7000.90

Grantee shall maintain for three (3) years from the date of submission of the final expenditure report, adequate books, all financial records and, supporting documents, statistical records, and all other records pertinent to this Award, adequate to comply with 2 CFR 200.334, unless a different retention period is specified in 2 CFR 200.334 or 44 Ill. Admin. Code 7000.430(a) and (b). If any litigation, claim or audit is started before the expiration of the retention period, the records must be retained until all litigation, claims or audit exceptions involving the records have been resolved and final action taken.

0408.44484.4900.000100NE, 0001.44484.4900.000300NE, 0001.44484.4900.000200NE

$12,054,568

$12,054,568

The Maternal Child Home Visiting program (formerly known as Parents Too Soon) served 1,476 participants in FY2019 and 1,077 in FY20.

https://www.dhs.state.il.us/page.aspx?item=134499

Refer to the "How to Apply" link on the program website to search for a provider. The program website is: https://www.dhs.state.il.us/page.aspx?item=31999.

Illinois Department of Human Services, Division of Early Childhood - 401 S. Clinton St., Chicago, IL 60607

https://www.dhs.state.il.us/page.aspx?item=31999

IDHS-DEC Home Visiting

The program supports home visiting program models including: Healthy Families America, Nurse-Family Partnership, and Parents as Teachers. Through a fourth program Educare, parents and their families receive developmental early care and education services with periodic home visits and center-based services. Funds are also used to support doula services of home visiting programs administered by IDHS as well as to pay for Start Early capacity to provide technical assistance to IDHS-administered programs.

4/4/2023

FY 2019 : $8,837,297
FY 2020 : $8,837,297
FY 2021 : $8,837,297
FY 2022 : $8,837,297
FY 2023 : $9,317,297
FY 2024 : $12,054,568
FY 2025 : $13,054,568