1. family and parenting

Board of Directors Manual
www.oacac-caa.org
Ozarks Area Community
Action Corporation
October 2013
Table of Contents
Section 1 - Who We Are3
Letter from Tony DeLong, OACAC Area Board President
4
Letter from Carl Rosenkranz, OACAC Executive Director
5
OACAC History and Accomplishments6
Vision, Mission, Values7
What is Community Action?8
Why Community Action Agencies Are Unique
9
Section 2 - What We Do10
Organizational Chart11
OACAC Programs
Family Planning12
Foster Grandparents13
Head Start14
Housing Assistance15
Low-Income Home Energy Assistance Program
16
Neighborhood Center Program17
Weatherization Assistance18
Funding Resources19-20
Contact Us21
Section 3 - What You Do22
OACAC Area Board of Directors Composition
23
OACAC County Advisory Board Composition
24
Dave's Top Ten25
Board Roles and Responsibilities26
Community Action Code of Ethics27
Advocating for Low-Income28
Your Role in Fundraising For OACAC
29
Section 4 - Agency Bylaws30-39
Section 5 - Sarbanes-Oxley Policies40-46
Whistleblower41-42
Document Destruction43
Conflict of Interest44-46
Section 6 - Impasse Resolution Policies and Procedures
47-49
Section 7 - Head Start Area Board & Policy Council Training
50-56
2
Section 1
Who We Are
3
Ozarks Area Community Action Corporation
Carl Rosenkranz, Executive Director
215 South Barnes * Springfield, Missouri 65802-2204
Phone (417) 862-4314 * Fax (417) 864-3499 * www.oacac-caa.org
To: Ozarks Area Community Action Corporation County and Area Board Members
From: Tony DeLong, OACAC Area Board President
WELCOME
It is with great appreciation that we thank you for serving on a board that is working hard to
meet the needs of low-income families in Southwest Missouri. The programs and services that
the Community Action Agency provide enrich the lives of families and individuals within our
community by providing opportunities, offering assistance, and empowering people to make
positive change.
It is with this mission in mind that we want to provide you with the information and resources
that will aid you in the role and responsibilities as a board member. The following pages provide
basic information about Who We Are, What We Do, and What You Do. You will also find a
complete copy of the Agency Bylaws and information on the Sarbanes-Oxley Policies.
A board is described as people who manage an entity, public or private, and who have been
entrusted to achieve that company’s mission! We want Board Members to be engaged to bring
their time and talents (LIFE SKILLS) that will make us better at what OACAC does best,
reducing poverty.
Thank you for your willingness to serve and may we meet our mission!
Yours truly,
Tony DeLong
OACAC PROGRAMS:
Neighborhood Centers, 417-873-3370; Weatherization, 417-865-7797
Housing, 417-864-3444; LIHEAP, 417- 864-3460; Family Planning, 417-864-3410;
Foster Grandparents, 417-864-3420; Head Start, 417-864-3430
4
SERVING THESE COUNTIES:
Barry-Christian-Dade-Dallas-Greene-Lawrence-Polk-Stone-Taney-Webster
Equal Opportunity Employer. All services provided on a non-discriminatory basis
Ozarks Area Community Action Corporation
Carl Rosenkranz, Executive Director
215 South Barnes * Springfield, Missouri 65802-2204
Phone (417) 862-4314 * Fax (417) 864-3499 * www.oacac-caa.org
To: Ozarks Area Community Action Corporation County and Area Board Members
From: Carl Rosenkranz, OACAC Executive Director
I would like to take this opportunity to thank you for serving as an OACAC Board Member.
The employees of OACAC appreciate your efforts in taking the time to volunteer on ten County
Advisory Boards and to represent your counties on the Area Board of Directors.
This manual contains information on OACAC and its programs and your role and responsibilities
as Board Members. Your participation in agency activities is vital to our continued success as a
Community Action Agency in Southwest Missouri.
Again, thank you for your assistance helping to improve the lives of low-income families in
Southwest Missouri.
Sincerely,
Carl Rosenkranz
Executive Director
OACAC PROGRAMS:
Neighborhood Centers, 417-873-3370; Weatherization, 417-865-7797
Housing, 417-864-3444; LIHEAP, 417- 864-3460; Family Planning, 417-864-3410;
Foster Grandparents, 417-864-3420; Head Start, 417-864-3430
SERVING THESE COUNTIES:
Barry-Christian-Dade-Dallas-Greene-Lawrence-Polk-Stone-Taney-Webster
Equal Opportunity Employer. All services provided on a non-discriminatory basis
5
OACAC History & Accomplishments
In November, 1965, the Ozarks Area Community Action Corporation was organized as a nonprofit agency to work toward alleviating the causes and conditions of poverty in the Ozarks. At
that time OACAC sponsored Head Start, Manpower/Work Experience Programs, Neighborhood
Youth Corps and Adult Basic Education.
OACAC reached out into the community in 1966 when Neighborhood/Community Centers
were organized. The purpose of establishing a center in each of the counties was to better facilitate the OACAC mandate of organizing and focusing all available resources and community facilities on the causes and results of poverty. Neighborhood/Community Centers seek to meet the
special needs of each county as well as provide outreach and referral services for the low income
population.
New programs came under OACAC’s sponsorship, meeting the varying needs found among the
low income in Southwest Missouri. In 1972, the Foster Grandparent Program began, serving
elderly citizens and handicapped children throughout the area. Weatherization began in 1974,
completing 65 homes in that year. Family Planning started in 1979 and now operates 12 clinics,
and provides information and supplies in 11 counties in southwest Missouri.
Community Food and Nutrition programs were started in 1975, serving a variety of needs from
nutrition education to growing and marketing. Other programs included Homebound Shoppers,
Housing Assistance, Commodity Food Distribution and Home Health Care. In 1977, OACAC
began sponsorship of the Energy Crisis Intervention Program (ECIP). This program provides
utility assistance for needy families and the elderly.
Throughout the years, as needs and conditions changed, some OACAC programs were completed or spun off to be supported by the community or to receive other funding. A few notable
examples include the Adult Basic Education Program which was completely assumed by the
State, and the highly successful Home Health Care program which was formally transferred to
St. John's Regional Health Center in 1982. The New Start Housing Program that provides transitional housing to homeless families with children was transferred to The Salvation Army effective
July 1, 2010.
The agency has grown from a budget of $2 million in 1965 to a budget of $32 million in 2012.
OACAC continues to research needs of the low income population in the ten county area and
operates programs to meet those needs. OACAC serves Barry, Christian, Dade, Dallas, Greene,
Lawrence, Polk, Stone, Taney and Webster Counties. The mission today is to enrich the lives of
families and individuals within our communities by providing opportunities, offering assistance,
and empowering people to make positive change. OACAC offers seven programs: Family Planning, Foster Grandparents, Head Start, Housing Assistance, Low Income Home Energy Assistance Program (LIHEAP), Neighborhood Centers and Weatherization.
6
OUR VISION
OACAC envisions a community of reduced poverty and improved
quality of life for the families and individuals we serve.
OUR MISSION
To enrich the lives of families and individuals within our communities by
providing opportunities,
offering assistance and
empowering people to make positive change.
We fulfill this mission by...
• Assisting individuals and families in need
• Building effective partnerships
• Generating, maximizing and distributing resources
• Investing in children
• Listening to the community
• Providing educational and employment opportunities
• Encouraging self-sufficiency
OUR VALUES
At OACAC we value...
• Feelings, privacy, needs and time of the individual
• Open and honest communications
• Teamwork to accomplish our mission
7
WHAT IS COMMUNITY ACTION?
Community Action Agencies are private, non-profit or public organizations that were created by
the federal government in 1964 to combat poverty in geographically designated areas. Status as a
Community Action Agency is the result of an explicit designation by local or state government.
A Community Action Agency has a tripartite board structure that is designed to promote the
participation of the entire community in the reduction or elimination of poverty. Community
Action Agencies seek to involve the community, including elected public officials, private sector
representatives, and especially low-income residents, in assessing local needs and attacking the
causes and address the challenges of living with low-income.
PURPOSE AND MISSION
In order to reduce poverty in its community, a Community Action Agency works to better focus
available local, state, private, and federal resources to assist low-income individuals and families to
acquire useful skills and knowledge, gain access to new opportunities and achieve economic
self-sufficiency.
A Community Action Agency:
STRUCTURE
• has received designation as a Community Action Agency either from the local government under
the provisions of the Economic Opportunity Act of 1964, or from the state under the Community
Services Block Grant (CSBG) Act of 1981, as amended;
• is recognized as an eligible entity as defined in the CSBG Act and can receive funding from the
state under the Community Services Block Grant;
• has the governing board consisting of at least one-third democratically selected representatives
of low-income people, one-third local public officials or their designees, and the remainder
representatives of business, industry, labor, religious, social welfare, and other private groups in
the community; and
• belongs to a national network of similar agencies, the majority of which received their initial designation, federal recognition and funding under the amended Economic Opportunity Act
of 1964.
MODE OF OPERATION
A Community Action Agency carries out its mission through a variety of means including:
• community-wide assessments of needs and strengths
• comprehensive antipoverty plans and strategies
• provision of a broad range of direct services
• mobilization of financial and non-financial resources
• advocacy on behalf of low-income people
• partnerships with other community-based organizations to eliminate poverty
A Community Action Agency involves the low-income population it serves in the planning,
8 administering, and evaluation of its programs.
WHY COMMUNITY ACTION AGENCIES ARE UNIQUE
Most poverty-related organizations focus on a specific area of need, such as job training, health
care, housing, or economic development. Community Action Agencies reach out to low-income
people in their communities, address their multiple needs through a comprehensive approach,
develop partnerships with other community organizations, involve low-income clients in the
agency’s operations, and administer a full range of coordinated programs designed to have a
measurable impact on poverty.
WHAT MAKES OACAC UNIQUE?
OACAC serves the low-income population in ten counties of Southwest Missouri:
Barry, Christian, Dade, Dallas, Greene, Lawrence, Polk, Stone, Taney and Webster.
OACAC offers seven programs:
•
•
•
•
•
•
•
Family Planning
Foster Grandparents
Head Start and Early Head Start
Housing Assistance
LIHEAP - Low Income Home Energy Assistance Program
Neighborhood Centers
Weatherization
OACAC provides services to low-income individuals and families through:
• Education: Early Head Start, Head Start, Life Skills, Mentoring, School Readiness
• Employment: Case Management, School-to-work, Transportation, Child Care
• Emergency Services: Utility Assistance, Rental Assistance
• Housing: Homeless Prevention, Rental Assistance, Housing Development,
Home Weatherization
• Health Care: Children’s Health Services, Women’s Health Services
• Senior Services: Foster Grandparents, LIHEAP, Weatherization, Case Management
• Income Management: Tax Assistance, Budgeting
• Community Development: Community Organizing, Advocacy, Leadership Training,
Neighborhood Development
9
Section 2
What We Do
10
Head Start
Program
Policy
Council
Organization Chart 2012-2013
Area Board
Housing
Assistance
Program
Director
Executive Director
Weatherization Neighborhood
Program
Centers Program
Director
Director
Resource
Development
Program
Director
Ozarks Area Community Action Corporation
OzarksOrganization
Area Community
Action
Corporation
Chart
2013-2014
Foster
Grandparent
Program
Advisory
Council
Head Start Foster
Low
Family
Program
Grandparent Planning Income
Director
Program
Program Home
Director
Director Energy
Assistance
Program
Director
Systems
Administrator
County Advisory Boards
Human
Resources
Director
Executive Assistant
Fiscal
Officer
11
FAMILY PLANNING
OACAC Family Planning, a not-for-profit clinic, has
provided the Ozarks with comprehensive family
planning services since 1979. The primary funding
source for the Family Planning program is a Federal
Title X Department of Health and Human Services
grant administered by the Missouri Family Health
Council (MFHC) in Jefferson City, MO.
Family planning is basic preventive health care for
women of child-bearing age. The primary goal of the
Title X program is ensuring access to confidential
family planning services, including birth control,
for millions of uninsured, underinsured and lowincome women at no cost or at a reduced cost. For
many women, Title X serves as an entry point into
the health care system, as well as a source of primary
health care services. The high-quality reproductive
health services provided by Title X have significantly
reduced the rate of unintended pregnancy and lowered the rates of sexually transmitted diseases. Basic
Family Planning services consist of the following:
•
•
•
•
•
•
•
•
Bolivar
417-326-7250
Mt. Vernon
417-466-2201
Forsyth
417-546-4725
Galena
417-357-6134
Greenfield
417-637-2345
Branson West
417-272-0050
Hartville
417-741-7791
Cassville
417-847-2114
Mountain Grove
417-926-0009
Monett
417-354-8686
Lebanon
417-532-5100
Springfield
417-864-3410
Gynecological examinations and basic lab tests.
Breast and cervical cancer screenings.
Contraceptive counseling and supplies.
Testing and treatment for sexually transmitted
diseases.
HIV testing and risk reduction counseling
(at select locations).
Pregnancy testing.
General health screenings for high blood
pressure, diabetes and anemia.
Community education and outreach.
In order to provide quality services that are accessible and affordable to the over 5,350 patients seen
each year at the OACAC Family Planning clinics, the
Springfield office has sub-contractual agreements
with Health Departments throughout the OACAC
ten county service area and two clinics in adjoining
counties. These agreements are vital to the viability of the program. Through the joint efforts of our
program and the Health Departments, we are able to
serve a large area of Southwest Missouri and help a
lot of families with this important service. We believe
this is the best way to utilize our Title X funding to
the greatest capacity.
12
Offices & Clinics
Program Year: March 31 - March 30
Funding Sources: U.S. Department of Health
and Human Services through the Missouri Family Health
Council, Inc., Missouri Health Net, Patient Fees
Guidelines: Fees are based on annual poverty
guidelines for low levels and local circumstances
for professional services
Phone: 417-864-3410
Fax: 417-864-3416
“Like” OACAC Family Planning on Facebook
FOSTER GRANDPARENTS
The Foster Grandparent Program began at OACAC in
1972 and is a nationwide volunteer program for seniors.
Seniors ages 55+ offer one-on-one support to at-risk
children and youth.
A volunteer in the program does many of the things a
grandparent would do with their own grandchildren.
Playing, loving, laughing, and listening are experiences
shared between Foster Grandparents and children.
An estimated 70 Foster Grandparent Volunteers
serve in 14 counties in Southwest Missouri including,
Barry, Christian, Dade, Dallas, Greene, Lawrence, Polk,
Stone, Taney, Webster, Laclede, Wright, Douglas and
Texas Counties. They assist education and youth leaders with tutoring, therapy, developing motor skills, and
other classroom activities. The primary focus area of this
project is to address intellectual disability, elementary
education, and Head Start school preparedness. Foster
Grandparents help youth with problem solving, learning
to respect others, communication skills, the importance
of good study habits, and traditional academic skills.
OACAC's Foster Grandparent Program placed 28 volunteers in 19 elementary schools that have been identified
by the classroom teacher as needing assistance to improve
their reading scores. Foster Grandparents focus on
reading and literacy skills using games, teacher-supplied
worksheets, student reading, and writing assignments.
Teachers work directly with Foster Grandparent
volunteers to gauge the student's progress.
Three volunteer stations, Boys Ranch, Oakview State
School, and Mashburn Learning Center have requested
volunteers to serve as positive adult role models for 16
students in our area who have been identified as having
special and/or exceptional needs in the area of social and
emotional development. By comforting children, Foster
Grandparents will be able to create an environment that
provides the emotional support, companionship, and
opportunities for socialization that at-risk children and
youth cannot find at home.
Foster Grandparents also provide school-based mentoring for youth, ages 8-16. Foster Grandparents mentor
youth with special or exceptional needs at The Boys and
Girls Clubs in Greene County. Through in-class and after
school assistance, Foster Grandparent mentors engage
these youth one-on-one through activities/approaches
including goal setting, homework assistance, and
behavior management exercises.
The Foster Grandparent program placed 16 volunteers in Head Start classrooms to provide one-onone assistance to 96 children identified as needing
assistance with specific delays and/or disabilities.
They assist with pre-reading skills, letter identification, number identification, colors, following
directions, and various social skills. They use games,
music, and art to reinforce concepts to improve
school readiness.
Summary of Needs Met by Foster Grandparent Volunteers:
Where Grandparents Serve
• Public Elementary Schools
• Good Samaritan Boys Ranch, Oakview State
School, and Mashburn Learning Center
• The Boys and Girls Clubs
• OACAC Head Start Classrooms
How They will Impact the Children
• 60 students showed improved academic performance in literacy and/or math through tutoring
• 16 at-risk students were provided emotional
support, companionship, and socialization
• 12 youth maintained a mentoring relationship
with a Foster Grandparent for the full 9 month
school year
• 72 children in Head Start demonstrated gains in
social and/or emotional development.
Source: 2012 Performance Measures
Benefits for Grandparents
• A nutritious meal each day
• Annual physical exam
• Accident/liability insurance
• Orientation prior to volunteering,
monthly in-service training and conferences
• Fellowship through various activities
including recognition trips and holiday
parties
Program Year: April 1 - March 31
Funding Sources: Corporation for National &
Community Service
Guidelines: Low-income seniors age 55+,
200% of the poverty guideline
Phone: 417-864-3420
Fax: 417-864-3499
13
HEAD START
Head Start and Early Head Start programs
provide comprehensive early childhood and
family development services to children from
birth to five years old, pregnant women and
families. Head Start provides services in the
areas of education and early childhood development; medical, dental and mental health; nutrition; parental involvement and family support.
Our program has a long tradition of delivering
comprehensive and high quality services
designed to foster healthy development for
income eligible children and their families.
The goal of OACAC Head Start is school readiness. School readiness for the child includes the
developmental domains of approaches to
learning, social-emotional development,
language, literacy, math, science, creative arts,
physical development and health. School readiness for the family includes becoming engaged in
the child's education, setting personal and family
goals, and demonstrating for the child that learning is a lifelong process.
Throughout the year, teaching staff gather
assessment data on children's development and
report at least 3 times per year. Reported data is
aggregated and analyzed on children's
progress. The analyzed data is used to target
areas of improvements across all areas of
development, areas of improvement for training
and technical assistance, and program improvements regarding classroom materials, curricula, and/or areas of emphasis. While children
showed gains across all areas of development,
3%
the program identified science and mathematics as areas in which to provide target professional development for teachers for the 2012-13
program year.
Improving children's health issues is an
important part of preparing children for success in school and later life. Upon enrollment,
only 18.3% of the enrolled children were up to
date according to the state's EPSDT schedule
for preventative and primary health care.
However, by the end of the year, 96.1% of
enrolled children were up to date!
The issue of homelessness for young children
continues to be a concern. During the 2012-13
program year, 8.8% of the children served
experienced homelessness. Of those 172
children, only 10.5% of those families were able
to acquire permanent housing during the program year. All of the families acquiring housing were Head Start families. No Early Head
Start families acquired housing.
OACAC Head Start provides a range of
services to support families as they move toward self-sufficiency. During 2012-2013, 973
families were working and 546 were enrolled in
job training and/or school. However, only 221
children received child care assistance.
1%
2012-2013 Federal Head Start Budget
7%
17%
55%
17%
14
55%
17%
17%
7%
3%
1%
Funded Enrollment
Actual Enrollment
Total # of Children Served
% Eligible by Income
% Enrolled as Over-Income
Medical Home
Dental Homes
Salaries
Fringe Benefits
Other
Indirect
Contractual
Supplies
Head Start
1414
1414
1736
99%
1%
100%
100%
Early Head Start
188
188
326
98%
2%
100%
100%
"Sunglasses and Hats Day" provided lots of fun and HUGE smiles!
Program Year: September 1 - August 31
Funding Sources: Department of Health and Human
Services; Office of Human Development; Administration
for Children and Families
Policy Council: Policy-making board composed of 21
members: 12 parents, 8 community representatives and
1 Area Board of Directors’ representative
Phone: 417-864-3430
Fax: 417-864-3449
.
HOUSING ASSISTANCE
The OACAC Housing Assistance Program has
administered the HUD Section 8 Housing Choice
Voucher Program in the ten-county OACAC service
area, outside the city limits of Springfield, for 34
years. Since 1978, OACAC has served as program
administrator on behalf of the Dallas County Public
Housing Agency (PHA), a regional housing agency,
to address the housing needs of low-income citizens. The HUD Section 8 Housing Choice Voucher
Program helps eligible households pay part of their
rent on an ongoing basis in a privately-owned house,
apartment, or mobile home which is safe, decent,
sanitary and rent reasonable. Each participating
household pays approximately 30% of their adjusted
monthly income as their contribution toward the
total monthly rent. The program pays a rent subsidy
directly to the property owner each month on behalf
of the eligible household.
Section 8 Housing Choice Voucher Program Facts
• 85% Female Head of Household
• 69% Elderly and/or Disabled
• 5% minorities
• 2.26 Average Household Size
• 2,582 Households on waiting list as of
September 2013
• 75% of new admissions must have income less
than 30% Median Family Income (MFI) (Example:
30% 2012 MFI for family of 4 in Greene County =
$16,600)
• All applicants must be income eligible for placement on the waiting list for assistance. Qualifying
maximum gross income is 50% Median Family
Income based on family size. For example: 50%
MFI family of 4 in Greene County = $27,700
Source: Point in time data, OACAC Housing Assistance
Program, February 14, 2013.
The OACAC Housing Assistance Program also operates other rental subsidy programs, similar to Section 8,
to assist households with special needs who are homeless and/or disabled. These two programs have limited
availability in the ten county OACAC region.
HUD Shelter Plus Care - Homeless and Disabled
• Branson area, Springfield/Greene, Christian,
Webster Counties
• Funds provided by Missouri Department of
Mental Health (DMH)
DMH Rental Assistant Program-Disabled
• Available in ten counties, including the City of
Springfield
Number of Unduplicated Households Served
2013:
Section 8 Housing Choice Voucher
Shelter Plus Care
DMH Rental Assistance
TOTAL 693
Funding Sources: U.S. Department of Housing
and Urban Development, Missouri Department
of Mental Health
Program Year: July 1 - June 30
Guidelines: All applicants must be income
eligible. Maximum gross income is 50% MFI.
Phone: 417-864-3444 Fax: 417-873-3360
15
LIHEAP
(Low Income Home Energy Assistance Program)
The mission of the Low Income Home Energy Assistance Program (LIHEAP) is to assist low income
households who have an energy related crisis.
Energy Assistance (EA)
The Winter Heating Energy Assistance Program
(EA) provides a one-time payment for assistance
with winter heating costs for low-income households (based on household size and income). The
program runs from October through March. Applicants must first apply for EA before being considered for the Energy Crisis Intervention Program
(ECIP).
Words of Thanks...
“I wonder how one says thanks for making our lives
easier and more peaceful! So much pressure taken
off us about heat for the winter. Your response time
and return calls were most refreshing. Your department has the most competent people anywhere I've
ever had the pleasure to assist me in my life of 52
years. Thank you more than words!"
-Robert & Christina
The Energy Crisis Intervention Program (ECIP)
The Energy Crisis Intervention Program
provides utility assistance and relief for eligible
households to alleviate energy related crises. The
Winter Program runs from October through May
while the Summer Cooling Program is from June
through September. Applicants must have received
a notice of termination, had services terminated or
be a COD propane customer to be eligible for the
Energy Crisis Intervention Program (ECIP).
Project SHARE - A City Utilities Program in
Partnership with OACAC
Project SHARE primarily helps seniors and families
to keep their utilities from being terminated. The
program runs January through May and is administered through OACAC. Contributions for Project
SHARE comes from City Utilities (CU) customers.
They can add a little extra to their monthly utility
bill or send direct donations to the program. Last
year, Project Share donations totaled over $105,000.
Program Year: October 1 - September 30
Funding Sources for LIHEAP:
U.S. Department of Health and Human Services
Department of Social Services, Family Support Division
Budget:
10% Administration
90% Direct Services
Phone: 417-864-3460
Fax: 417-864-3472
16
Neighborhood Centers
OACAC Neighborhood Centers are “the point
of entry” for those in need of services. OACAC
will help with:
• Case Management: A program providing support to address barriers which may be getting
in the way of self-sufficiency. This program
also provides long-term support
focusing on achieving a specific vocational
goal such as employment or education.
• Life Skills Classes: We offer a variety of classes
aimed at helping overcome obstacles resulting
from poverty. Workshops cover many subjects
including: Finding and Keeping a Job, Budgeting, Money Management, Nutrition, Health
Management, and Parenting Skills.
The Journey of Success
Moving the Coffeys Toward Self-Sufficiency
The road starts out full of bumps and curves...the
first part of 2012 found them living in Diamond,
MO when Mrs. Coffey lost her job due to illness
and Mr. Coffey had to address a legal situation.
After serving 40 days in jail, Mr. Coffey was able
to get a job in Springfield where he commuted
back and forth. But the couple got behind on their
rent and they lost their home in Diamond. They
moved to Springfield and lived at a weekly rental
until Mr. Coffey's employment was terminated,
which left them homeless. Mr. Coffey moved into
the Victory Mission and Mrs. Coffey went to stay
at Safe to Sleep. Every morning for two weeks,
Mrs. Coffey would call the Salvation Army and
Missouri Hotel to try and obtain shelter. Finally
the door opened for them to reside at the Salvation Army.
Through a partnership with The Salvation Army,
Ozarks Area Community Action Corporation
(OACAC) staff offered a life skills class called
"Journeying to a Career." Mr. and Mrs. Coffey
attended the class and signed up for case management. The couple established goals for employment, transportation, and housing.
Although the Coffeys had a vehicle, it desperately needed repairs. Their goal was to use this
vehicle to assist with their employment search as
the bus routes were limited. The OACAC Family
Resource Specialist (FRS) connected the family
with GearHead Ministries, which provides
vehicle repairs for low-income individuals.
Unfortunately, the mechanics determined
the car was not able to be repaired. Instead
of repairs, GearHead Ministries blessed the
Coffeys with a 1994 Oldsmobile in good
working condition. Through assistance from
the Greene County Center's Emergency Funds,
the Coffeys were able to obtain the vehicle and
proceed with licensing and insuring it. To help
with the on-going expenses of car ownership,
OACAC gave them information about Bryles
Research to obtain income for gasoline and
other expenses. Mr. Coffey applied and
participated in a paid survey that asked
questions regarding the Health Reform Act and
how it might benefit Mr. Coffey and his family.
Before obtaining dependable transportation,
Mr. Coffey would apply on-line for
employment. However, within a few weeks
after obtaining the car, he applied in person
at Northeastern Diesel Services and was hired
the same day. OACAC was able to secure a
gasoline voucher through the Greene County
Center Emergency Fund to help until Mr.
Coffey obtained his first paycheck. OACAC
also gave them the list of all the subsidized
housing in Greene County. The couple
completed the poverty simulation training and
plan to volunteer soon.
It is clear to see that a small donation to the
OACAC Greene County Center Emergency
Fund helped this couple move from being
employment seeking to becoming fully
employed. OACAC Case Management services
helped to support the couple throughout their
journey. Soon the Coffeys will be self-sufficient
as their successful journey continues.
Neighborhood Centers Services: Case Management,
Emergency Assistance, School Readiness Fairs,
Life Skills Classes, Community Projects
Program Year: October 1 -September 30
Funding Sources: U.S. Department of Health and Human
Services, Missouri Department of Social Services, Family
Support Division, Community Services Block Grant
Phone: 417-873-3370
Fax: 417-873-3379
17
Weatherization
Started in 1974, Weatherization is a free service for homeowners or renters who are income-eligible in the ten counties
served by OACAC. Our mission is to reduce the energy burden on low-income residents by installing cost-effective
energy efficiency measures, while ensuring their health and safety. For every $1 invested, weatherization returns $2.72
in benefits (national average). These include $1.65 in energy-related benefits and $1.07 in other benefits such as
reducing pollution, unemployment, and adverse health concerns.
OACAC’s Weatherization benefits to our clients
• Reduce energy usage
• Alleviate substandard living conditions and
reduce homelessness
• Help to provide a safer, healthier living
• environment
• Extend the lifetime of affordable housing
• Weatherization saves energy year after year
• Provides permanent weatherization
energy solutions for low-income families
• Average annual energy savings = $430
first-year savings per household
Program News
•
OACAC additional funding sources: Low-Income
Home Energy Assistance Program (LIHEAP),
Empire Electric Company (EE), Missouri Gas Energy
(MGE), City Utilties of Springfield (CU), Associated
Electric Cooperative, Inc. (AECI)
Funding Resources
American Recovery Department of
and number of homes & Reinvestment Act Energy
weatherized by month Funding
18
October 2012
November 2012
December 2012
January 2013
February 2013
March 2013
April 2013
May 2013
June 2013
July 2013
August 2013
September 2013
28
26
50
0
1
8
17
0
0
0
0
0
0
1
0
13
10
9
13
24
20
20
13
13
Total Homes
Weatherized
130
136
Funds are made possible through the
American Recovery and Reinvestment
Act (ARRA) and the Transform Missouri
Initiative which are administered by the
Missouri Department of Natural Resources,
Division of Energy (MDNR/DE).
•
OACAC will weatherize 150 homes with our regular DOE
grant for program year July 1, 2013 - June 30, 2014.
•
593 homes were on a waiting list to be weatherized as of
September 24, 2013. We estimate a 3 to 4 year waiting list
for weatherization services.
Program Year: July 1 - June 30
Funding Sources: Department of Energy
Missouri Department of Economic Development, Division of
Energy
Guidelines: All applicants must meet income guidelines
(200% of poverty)
Workers caulk windows, sills and casings; seal cracks in
windows, walls and foundations; weatherstrip windows and
doors; repair windows and doors; insulate hot water heaters,
attics, floors, and sidewalls; test and repair gas heating systems
and gas water heaters
Families or individuals may apply for Weatherization at their
county Neighborhood Center.
Phone: 417-865-7797
Fax: 417-865-7542
Funding Resources
(October 1, 2011 - September 30, 2012)
Family Planning ...........................................................................................$972,783 Total
Family Planning - Title X , U.S. Department of Health and Human Services
$468,335
Fee Income
$127,076
Interest Income
$158
In-Kind
$302,294
Other Income
$63,841
Other Grants $11,078
Foster Grandparents.....................................................................................$443,897 Total
Foster Grandparents
Corporation for National & Community Service
Other Grants
Interest Income
In-Kind
$272,582
$40,029
$125
$131,161
Head Start .............................................................................................$16,993,725 Total
Head Start
US Department of Health & Human Services
State and Other Grants
Fee Income
Donations
Interest Income
In-kind * (see note on page 20)
Other Income
$11,548,001
$512,523
$1,300,322
$28,926
$638
$3,487,192
$116,123
USDA........................................................................................................$814,417 Total
USDA
U.S. Department of Agriculture, Missouri Department of Health,
Missouri Department of Social Services, Missouri Department of Health
Housing Assistance Program.....................................................................$3,014,878 Total
Dallas County Public Housing Agency
HUD Section 8 Housing Choice Voucher
$2,449,054
Other Grants
$911
Interest Income
$479
Other Income-Portable Rent $263,644
Shelter Plus Care
Interest Income
Missouri Department of Mental Health (DMH/HUD)
Rental Assistance Program
Interest income
Missouri Department of Mental Health (DMH)
$238,011
$17
$62,756
$6
Missouri Housing Development Corporation (MHDC).................................$88,008 Total
MHDC Disaster $44,008
MHDC Home $44,000
19
Funding Resources
(October 1, 2011 - September 30, 2012)
LIHEAP (ECIP)........................................................................................$3,415,855 Total
LIHEAP U.S. Department of Health and Human Services,
Missouri Department of Social Services, Family Support Division
Project Share.................................................................................................$105,596 Total
Interest income
Donations
$90
$105,506
Neighborhood Centers................................................................................$1,731,956 Total
Neighborhood CentersCommunity Services Block Grant
State and Other Grants
Senior Citizens Tax Funds
Interest income
Donations
Other
$1,310,750
$68,537
$137,467
$62
$110,742
$104,398
Emergency Food & Shelter..............................................................................$90,942 Total
Weatherization..............................................................................................$141,147 Total
Weatherization US Department of Energy/MO Department of Natural Resources
Other Grants
Fees
$14,379
$50,382
$76,386
Weatherization ARRA Funds......................................................................$4,214,444 Total
Weatherization
$4,214,444
Agency Funds................................................................................................$157,344 Total
Other Grants
$74,367
Fee Income $58,545
Interest income
$4,598
Donations
$5,941
Other income
$13,893
Total Funding:..........................................................................................$32,377.161 Total
OACAC is a private non-profit 501(c)(3) corporation. The total expenditures for the October 2011 September 2012 fiscal year per financial records were $28,889,969. * This in-kind represents the amount
reported internally that is required by the funding source, and does not match financial statements in
accordance with generally accepted accounting principles. This is an audited statement.
20
CONTACT US
OACAC Main Office
215 S. Barnes w Springfield, MO 65802
Phone :
417-862-4314
Fax:
417-864-3499
TDD:
417-864-3495
Website: oacac-caa.org
Like us on Facebook and Follow us on Twitter
Executive Director
Carl Rosenkranz
417-864-3492
[email protected]
Housing Assistance Director
Nancy Masner
417-864-3440
[email protected]
Executive Assistant
Debbi Magnifico
417-864-3491
[email protected]
LIHEAP Program Director
Tommie Trammell
417-873-3330
[email protected]
Personnel Administrative
Assistant
Vickie Waggoner
417-864-3493
[email protected]
Neighborhood Centers
Director
Mary Connolly
417-873-3370
[email protected]
Fiscal Officer
Gail Rusch
417-873-3380
[email protected]
Weatherization Director
Todd Steinmann
417-865-7797
[email protected]
Family Planning Director
Diane Anthony
417-864-3410
[email protected]
Human Resources Director
Caryn Mackie
417-873-3393
[email protected]
Foster Grandparents
Program Director
Debbie Young
417-873-3350
[email protected]
Resource Development Director
Alice Wingo
417-864-3448
[email protected]
Head Start Director
Kimberly Shinn-Brown
417-864-3435
[email protected]
NEIGHBORHOOD CENTERS
ADMINISTRATIVE OFFICE
Phone 417-873-3370
Fax 417-873-3379
215 S. Barnes Avenue
Springfield, MO 65802
Head Start Assistant Director
Diane Bauer
417-864-3456
[email protected]
WEATHERIZATION
ADMINISTRATIVE OFFICE
Phone 417-865-7797
Fax 417-865-7542
2643 W. College Road
Springfield, MO 65802
OUTREACH CENTERS
BARRY COUNTY
Neighborhood Center
Phone 417-847-2140
Fax 417-847-2172
e-mail: [email protected]
700 E Hwy. 248
Cassville, MO 65625
LAWRENCE COUNTY
Neighborhood Center
Phone 417-678-5031
Fax 417-678-5401
e-mail: [email protected]
101 East Olive
Aurora, MO 65605
CHRISTIAN COUNTY
Neighborhood Center
Phone 417-581-7631
Fax 417-581-4837
e-mail: christian@oacac-caa.
org
P.O. Box 416/ 204 East Elm
Ozark, MO 65721
POLK COUNTY
Community Center
Phone 417-326-6276
Fax 417-777-7742
e-mail: [email protected]
P.O. Box 419 2110 South
Springfield, Bldg. 2 Unit B
Bolivar, MO 65613
DADE COUNTY
Neighborhood Center
Phone 417-637-2701
Fax 417-637-5079
e-mail: [email protected]
150 Main Street
Greenfield, MO 65661
STONE COUNTY
Neighborhood Center
Phone 417-272-8508
Fax 417-272-8427
e-mail: [email protected]
PO Box 2068 / 10944 E State Hwy
76; Lower Level
Branson West, MO 65737
DALLAS COUNTY
Neighborhood Center
Phone 417-345-7964
Fax 417-345-4171
e-mail: [email protected]
1350 Carlson Lane
Buffalo, MO 65622
GREENE COUNTY
Greene County Center
Phone 417-447-0554
Fax 417-832-0303
e-mail: [email protected]
560 A North Stewart
Springfield, MO 65802
TANEY COUNTY
Neighborhood Center
Phone 417-239-1882
Fax 417-239-3833
e-mail: [email protected]
610 South 6th Street
Branson, MO 65616
WEBSTER COUNTY
Neighborhood Center
Phone 417-859-4589
Fax 417-859-4094
e-mail: [email protected]
211 North Clay, Suite D
Marshfield, MO 65706
21
Section 3
What You Do
22
OACAC AREA BOARD OF DIRECTORS
OACAC AREA BOARD OF DIRECTORS (30 Members) is composed equally of three groups
(Tripartite) selected from the ten OACAC County Advisory Boards:
1. Elected Officials
2. Representatives of low-income
3. Representative of private organizations
OACAC COUNTY ADVISORY BOARD has the same composition as the Area Board.
The number of board members varies with each county.
1. Elected Officials - The Presiding Commissioner or his/her appointed representative automatically
serves on the County Advisory Board and the Area Board.
2. Representatives of Low-Income - in each county are determined by a low-income democratic
selection process in the county. The County Advisory Board then selects one low-income
representative and Alternate to serve on the Area Board.
3. Representatives of Private Organizations come from county organizations selected by the County
Advisory Board. Selected organizations choose the person to represent them on the County
Advisory Board. The County Advisory Board then selects one of these representatives and an
Alternate to serve on the Area Board.
The three County Advisory Board Members from each of the ten counties who are selected to serve on
the OACAC Area Board of Directors are the voices for their respective counties in the agency administration, programmatic, planning and evaluation policies of OACAC.
MEETING TIME - The OACAC Area Board of Directors meet an average of 7 times per year. Meet-
ings are normally on the fourth Tuesday of the month in the evening. Board Members are responsible
to attend or to arrange for their Alternate to attend the meeting. Alternates must be empowered by the
Board Members or the organization to vote and make decisions for the Board Member.
TERM OF SERVICE - Two Years
23
OACAC COUNTY ADVISORY BOARD
OACAC COUNTY BOARDS are advisory in nature to the OACAC Area Board of Directors
regarding agency administration, programmatic, planning and evaluation policies that affect their
individual counties. There are ten OACAC County Advisory Boards serving Barry, Christian, Dade,
Dallas, Greene, Lawrence, Polk, Stone, Taney and Webster Counties.
ELIGIBILITY - Members of the Board who are in the Public Official and Low-Income categories must reside in the counties they represent. A member of the Board who is in the Private Organizations category as an official or member of a private group such as business, industry or labor in one of the
counties served by OACAC may not necessarily reside in that county.
RESPONSIBILITY - Each County Advisory Board has the responsibility to determine the needs
of the low-income population in their respective County and to recommend their County’s goals and
objectives to the OACAC Area Board of Directors. County Advisory Boards also assist their County’s
Neighborhood Center staff in program development and fund raising activities.
BOARD COMPOSITION - County Advisory Boards are composed of three groups:
1. Public Officials or their appointed representatives -The Presiding Commissioner or his duly appointed representative, serves as a public official representative. At least two other county elected
or appointed officials must be selected to serve on the Advisory Board.
2. Representatives of Low-Income - The representatives of the low-income are selected by a nomination and democratic selection process. Representatives need not be low-income themselves,
but must be nominated by low-income and selected by the County Advisory Board Nominating
Committee. At least three individuals must be selected.
3. Representatives of Private Organizations - Private organizations invited to serve on the Board are
selected by current County Advisory Board members from a list of eligible organizations. This list
must be updated every two years and provide for rotation of seats among interested organizations.
The private organizations selected must be willing to serve. The selected organization will choose
the person to represent it on the County Advisory Board.
MEETING TIME - The County Advisory Board meets an average of 7 times per year.
TERM OF SERVICE - Two Years
24
DAVE’S TOP TEN
The Top Ten reasons for being on the OACAC Board...
According to Dave O’Dell, Vice President
1. OACAC's vision is to reduce poverty and improve the quality of life for the families and
individuals we serve. Being familiar with OACAC's mission defines why you are an OACAC
Board Member.
2. You are able to take a vested interest in OACAC and the success of the organization.
3. The knowledge you gain in involvement with OACAC gives you a broader knowledge of
community issues.
4. You serve as an OACAC ambassador to other agencies and the general community.
5. You learn that the organization needs are minimal compared to the needs of the people we
serve.
6. You are able to support OACAC by making personal donations, garnering resources and
assisting in fundraising.
7. As a volunteer, you are willing to prove that you can make a difference in the lives of families living on low-incomes.
8. You will know that volunteering enriches your life and the lives of others around you.
9. You are one individual, but you have the power of many to make a difference.
10.The most important thing is you take the time and are willing to put your heart and
soul into it.
25
BOARD ROLES AND RESPONSIBILITIES
As a representative on the Area Board or the County Advisory Board for the Ozarks Area
Community Action Corporation, please review this checklist of responsibilities expected of Board Members.
✓ Defining and believing in the mission of the agency and the commitment to
communicate it to the public.
✓ Attending regular board meetings.
✓ Setting goals and forming the strategies that will enable the agency to achieve the desired
future. This involves planning for agency programs, projects and initiatives.
✓ Mobilizing resources and assist in fundraising endeavors to make certain we have the
funds available to meet our mission.
✓ Helping to publicize the work of the agency and establishing alliances within the
community on behalf of the agency.
✓ Assist in raising funds for the County Emergency Fund and overseeing usage of
these funds.
26
✓ Aid county staff in the development, implementation and evaluation of Neighborhood
Center projects.
✓ As part of the agency’s planning cycle, determine the major poverty factors in the county
and recommend to the Area Board the strategies which will be used in the county.
✓ Fully participate in the Board decision-making process.
✓ Review all agency programs and budgets, and ensure compliance with the conditions of
federal and state grants and contracts.
✓ Participate in meetings of your assigned committee (committees include personnel,
program and finance).
✓ Review and approve amendments to agency personnel policies and bylaws.
✓ Support the Executive Director and review his or her performance.
✓ Generate vision and long-term growth for the agency.
✓ I understand that as a Board member, I lead the way. I am a model for others to follow. If I, as a Board member, do not care enough to work and give, why should anyone else?
✓ Among the Boards I serve on, I shall consider my work with OACAC to by my most
important priority - or at the very least, not lower than my second interest.
COMMUNITY ACTION CODE OF ETHICS FOR BOARD MEMBERS
We, as Ozarks Area Community Action Corporation (OACAC) Board Members representing a
Community Action Agency, dedicate ourselves to eliminating poverty in the midst of plenty in
this nation by opening to everyone the opportunity for education and training; the opportunity to
work; and the opportunity to live in decency and dignity; and with respect for cultural diversity,
commit ourselves to:
1. Recognize that the chief function of OACAC at all times is to serve the best interest of lowincome people, thereby serving the best interests of all people.
2. Accept as a personal duty the responsibility to keep up to date on emerging issues and to
conduct ourselves with, competence, fairness, impartiality, efficiency, and effectiveness.
3. Respect the structure and responsibilities of the Board of Directors as delineated in the
OACAC Bylaws; commit to regular Board meeting attendance; be guided by the OACAC
Mission and Goals; represent OACAC positively in the community and adhere to this Code of
Ethics for Board Members, and expect that OACAC professional staff will provide the Board of
Directors with facts and advice as a basis for their making policy decisions and will uphold and
implement policies adopted by the Board of Directors.
4. Assist staff to keep the community informed about issues affecting low-income people; facilitate communications among low-income people, locally elected public officials, and the private
sector.
5. Conduct organizational duties with positive leadership exemplified by open communication,
creativity, dedication, and compassion.
6. Exercise whatever discretionary authority we have under the law to promote the interests of
low-income people.
7. Serve OACAC and the community action movement with respect, concern, courtesy, and responsiveness, recognizing that service to low-income people is beyond service to oneself.
8. Demonstrate the highest standards of personal integrity, honesty, truthfulness and fortitude
in all our OACAC activities in order to inspire confidence and trust in the community action
movement.
9. Serve in such a way that we do not realize undue personal gain from the performance of our
duties.
10.Avoid any interest or activity which is in conflict with the conduct of official duties.
11.Respect and protect privileged information to which we have access in the course of official
duties.
12.Strive for personal excellence and encourage the development of our volunteer associates.
Adopted by OACAC Area Board of Directors, November 1997
27
ADVOCATING FOR THE LOW-INCOME
WHAT YOU CAN DO
• Commit - If you are committed to helping OACAC achieve its mission, make every effort to
attend your County Advisory Board meetings, and, if you are a delegate to the Area Board of
Directors representing your County, please take that responsibility seriously and attend regular
meetings in Springfield. Make a promise to yourself that you are going to take action to make
a difference in the lives of those people who experience poverty not just for an hour, but every
day.
• Educate - The first step in helping end poverty is talking about poverty. Tell your family and
friends about OACAC and what we do to help families out of poverty in your community. If
you belong to a church, club or civic organization, schedule a presentation about OACAC.
Staff will be happy to come and help you educate your peers about what we do and how poverty affects the community. As you learn more, you can help OACAC staff make presentations
in the community.
• Volunteer - Poverty is everywhere, including the city or town where you live. Find out what
organizations are helping people in poverty. Find out what you can do to help, and do it. Your
local OACAC Neighborhood Center or OACAC Head Start Center always has volunteer opportunities. Other organizations in your communities will welcome volunteer help as well.
• Write Letters - Alert government officials, newspaper editors, local business leaders, producers
of local television news, etc. about the knowledge you have gained about the causes of poverty
and what can be done to offer assistance to low-income families. Writing letters demonstrates
that when people with a common purpose combine their skills and energies, the results are
magnified. If we can get government officials and members of the media talking about poverty,
we have a better chance at winning support for policies and programs that improve the lives of
low-income. Contact information can be found at www.oacac-caa.org or contact Alice Wingo
at the OACAC Resource Development Office at 417-864-3448 or by email at [email protected] and she will provide you with information.
• Socialize - Make it a habit to meet with people of all socioeconomic backgrounds. Have you
ever noticed that all of your friends and social contacts are from the same economic class? If
so, make a point to meet with those who don't necessarily have as much as you and your family do. By socializing with people at different economic levels, you will develop a sensitivity to
their needs and learn to relate to them as people just like yourself.
28
YOUR ROLE IN FUNDRAISING FOR OACAC
Fundraising is the process of soliciting and gathering grants and donations from:
•
•
•
•
Individuals
Businesses
Charitable Foundations
Governmental Agencies
10 Ways to Help with OACAC Fundraising Activities
1. Give Personally
Examples of programs that need undesignated funding: Neighborhood Center
Emergency Funds, Price Cutter Charity Championship Golf Tournament,
Head Start Smiles (Dental), Gift to be used where needed most
2. Help identify prospects and set up appointments
3. Ask your peers to give
4. Accompany staff on visits to key donors
5. Help with an expression of thanks
6. Be an Advocate
7. Explain to a prospect why you serve as a Board Member
8. Invite a prospect to an OACAC Coffee and Chat or schedule one in your County
9. Talk about OACAC on your Facebook Sites, share posts from OACAC
10.Help craft a case for support - why should someone give to OACAC?
29
Section 4
Agency Bylaws
30
BYLAWS OF THE
OZARKS AREA COMMUNITY ACTION CORPORATION
Amended: May 21, 2013
ARTICLE 1: NAME
SECTION 1: Name of Agency
The name of the agency is the Ozarks Area Community Action Corporation. (OACAC).
SECTION 2: Location
OACAC is a private non-profit corporation serving Barry, Christian, Dade, Dallas, Greene, Lawrence,
Polk, Stone, Taney, and Webster Counties.
ARTICLE II: STATEMENT OF PURPOSE
The Mission of OACAC is to enrich the lives of families and individuals within our communities by
providing opportunities, offering assistance and empowering people to make positive change. OACAC
also has among its purposes the provisions of decent housing that is affordable to low-income and
moderate-income persons.
ARTICLE III: BOARD OF DIRECTORS MEMBERSHIP
SECTION 1: Number and Term of Members
The business, property, and affairs of the Ozarks Area Community Action Corporation shall be
managed by a Board of Directors of at least thirty persons, three residents from each county represented in this corporation as hereinafter provided. All directors of the Board shall be selected biennially
in September of odd numbered years to serve for a term of two years beginning with the regular board
meeting in October or until their successors are selected and qualified.
SECTION 2: Composition and Organization of the Board of Directors
The Board of Directors shall consist of at least twelve but not more than thirty-six Directors. The current number of Directors is thirty.
A. PUBLIC OFFICIALS
One-third of the members of the Board will be the Presiding Commissioners (chief elected public officials) of the counties served by the agency who are holding office on the date of selection, or their representatives; except that if the number of such elected officials reason
ably available and willing to serve on the Board is less than one-third of the current number of Directors of the Board, appointive public officials or their representatives may be counted in meeting such one-third requirement. If a representative who is not an elected or appointment official is selected by a Presiding Commissioner, then the Board must approve the seat-
ing of this representative. All Presiding Commissioners must follow the Public Official
Representation Process for the two-year term or when filling vacancies.
31
OACAC BYLAWS PAGE 2
B. REPRESENTATIVES OF THE LOW-INCOME
C. REPRESENTATIVES OF PRIVATE ORGANIZATIONS
Not less than one-third of the members are persons chosen in accordance with democratic selection procedures adequate to assure that these members are representative of low-income individuals and families in the counties served by OACAC. Although representatives of
the low-income need not themselves be low-income, they must be selected in a manner
which insures that they truly represent the low-income population. Therefore, each county
will follow the Low-Income Democratic Selection Process. Representatives shall be selected from a nomination pool of low-income individuals or representatives of the low-income who have expressed an interest in Board membership. The County Advisory Board will select a
Director and an Alternate for two year Area Board terms from the low-income representatives selected for the County Advisory Board.
The remainder of the members are officials or members of business, industry, labor, religious, law enforcement, education, or other major groups and interests in the counties served
by OACAC. Private organizations shall be selected in such a manner as to assure that
the Board will benefit from broad community involvement. Once an organization is
selected it shall choose the person to represent it on the County Board and, if
appropriate, on the Area Board. OACAC will update its list of eligible private organizations every two years, and provide for rotation of seats among interested organizations
whenever there are more organizations willing to serve than there are seats available.
D. RESIDENCE REQUIREMENT
Members of the Board who are in the Public Official and Low-Income categories must reside
in the counties they represent. A member of the Board who is in the Private Organizations category as an official or member of a private group such as business, industry or labor in
one of the counties served by OACAC may not necessarily reside in that county.
E. CONFLICT OF INTEREST
1.
No person may sit on the Board who is an officer or an employee of an organization contracting to perform a component of the Community Action Agency (CAA) work program funded by the Community Services Block Grant (CSBG) or any other federal program.
2.
No employee of the CAA may serve on the Board.
3.
No Federal employee may serve on the Board in a capacity which will require him/
her to act as an agent of or as attorney for the agency in its dealings with any Federal Agency.
4.
No former employees who have been involuntarily terminated may serve on the Board.
5.
No immediate family member of an OACAC employee may serve on the Board.
6.
No person serving as a voting member of the Board will be simultaneously employed by
the agency.
7.
Any former employee of the agency may serve on the Board after having left employ
ment for a period of one year.
32
OACAC BYLAWS PAGE 3
F. REMOVAL OF DIRECTORS OF THE BOARD
Any Board Director who is a representative of the low-income sector or the private organiza-
tion sector may be removed by a two-thirds vote (a quorum voting) of the Board of Directors whenever in its judgment the best interest of the corporation would be served thereby, and provided that notice of the proposed action is sent to all Board members at least ten days
prior to the meeting. Public officials or their representatives may be removed from the Board only by petitioning the chief elected officials of the particular county to take appropriate
action for whatever cause, including absenteeism.
SECTION 3: Alternate Membership
Each Presiding Commissioner eligible to serve on the Board may select an Alternate to serve in their
absence. These representatives need not be public officials themselves, but they shall have full authority to act for the public officials whom they represent at meetings of the Board. These representatives,
however, may not select Alternates to substitute for them. Alternates for representatives of the lowincome shall be selected in the same manner and at the same time as the representatives themselves
by each County Advisory Board. The private organizations represented on the Board may select their
own Alternate, just as they select their own representative. Each Alternate may substitute for only one
Board member. All Alternates shall serve until successors are elected or selected. In the absence of
the Director, the Alternate assumes full voting powers. However, Alternates cannot hold Board offices.
SECTION 4: Vacancies on the Board of Directors
There is a vacancy on the Board when a member has been notified of his/her official removal by action
of the Board for cause, when a member notifies the Board of his/her resignation, when the chief elected
officials of a county remove a public official, or when a public official leaves office. When the seat of a
public official is vacant, the Board shall ask the chief elected official of the particular county to select
another public official to fill the seat. When the seat of a representative of a private organization is vacant and no alternate has been named, the Local County Advisory Board shall ask that organization to
name another representative to fill out the term. In the event that the organization chooses not to name
a new representative, the Local County Advisory Board shall choose another organization to name a
new representative. When the seat of a representative of low-income is vacant, the local County Advisory Board Nominating Committee will submit a nominee from the nomination pool to the County
Advisory Board for approval to fill the vacancy in the Director or Alternate position. The Alternate
may also be chosen to replace the Director in which case the approved nominee would become the
Alternate. The Board shall fill all vacancies as soon as it is reasonably possible.
SECTION 5: Compensation
Members of the Board of Directors shall serve without salary, but may be reimbursed for travel and
other reasonable expenses incurred in attending meetings and transacting the business of the corporation, unless such reimbursement would conflict with the provisions of any contracts entered into by
this corporation.
33
OACAC BYLAWS PAGE 4
SECTION 6: Representative Nature of Participating County Corporations
OACAC County Corporations are advisory in nature to the Board of Directors as to administrative,
programmatic, planning and evaluation policies that affect their individual counties. The Board of any
OACAC County Corporation electing Directors and Alternates to the Area Board of Directors shall be
broadly based and representative in the same proportion as the Area Board. One-third of the members of the County Board are elected public officials including the Presiding Commissioner, holding
office on the date of selection, or their representatives; except that if the number of such elected officials
reasonably available and willing to serve on the Board is less than one-third of the membership of the
Board, membership on the Board of appointive public officials or their representatives may be counted
in meeting such one-third requirement. If an individual who is not an elected or appointed public official is selected by a Presiding Commissioner or other public official to serve on the County Board,
then that Board must approve the seating of the representative. Not less than one-third of the members
are persons chosen in accordance with democratic selection procedures adequate to assure that these
members are representative of low-income individuals and families in the county. The remainder of
the members are officials, or members of business, industry, labor, religious, law enforcement, education, or other major groups and interests in the county.
ARTICLE IV: QUORUM
One-half of the number of Directors authorized by these bylaws shall constitute a quorum for the
transaction of business at any meetings of the Board of Directors. Any vacant seats on the Board are
not to be used to constitute a quorum.
ARTICLE V: VOTING AND PROXIES
SECTION 1: Who is Entitled to Vote
Each member of the Board shall have one vote upon all questions presented for action at any meeting of
the Board of Directors, with Alternates substituting for Directors as provided in Article III, Section 3.
SECTION 2: Proxies
No member may vote by proxy.
ARTICLE VI: MEETINGS
SECTION 1: Regular Meetings
The Board shall meet on a regular basis. The Board will meet at least six times annually for the purpose
of conducting the business of the corporation.
SECTION 2: Time, Place, and Notice of Public Meetings
Regular meetings of the Board of Director shall be held at a time and place convenient to the public.
Public notice of each meeting shall state the time and place at which the meeting shall be held and the
agenda for the meeting. Notices of the meeting shall be distributed to all Directors and Alternates,
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OACAC BYLAWS PAGE 5
Neighborhood Centers, and the media at least ten days before the day of the meeting.
SECTION 3: Special Meetings
Special meetings of the Board of Directors may be called at any time by the President, or any three
members of the Board upon giving a five-day notice of the time, place, and purpose thereof to each
member.
SECTION 4: Absence from Meetings
Failure to attend three consecutive Board meetings in person, unless in compliance with the following
excused absence procedures, will be cause for declaring a Director’s place on the Board of Directors
vacant in accordance with proper removal procedures in Article III, Section 2F.
The County Center Supervisor is responsible for contacting the Director either by phone or email to
verify if the Director is attending the Board of Directors meeting. The Director can also call or email
the Supervisor to state their absence or attendance. When the Director is unable to attend, then the Alternate shall be contacted by the County Center Supervisor. When the Alternate cannot attend or the
Director does not have an Alternate, then the County Center Supervisor shall report the information
to the Executive Assistant who will notify the Board Secretary prior to roll call so an excused absence
may be granted by the Board.
SECTION 5: Executive Committee Meetings
Executive Committee meetings may be held to transact routine and ordinary business between meetings of the full board.
ARTICLE VII: OFFICERS
SECTION 1: Number of Officers
The officers of the corporation shall be a President, Vice-President, Secretary, and Treasurer, each of
whom shall be elected by the Board of Directors.
SECTION 2: Election and Term of Office
The officers of the corporation shall be elected biennially by the Board of Directors in November of odd
numbered years. The term of office shall be for two years. Each officer shall hold office until his successor shall have been duly elected or until he/she has been removed in the manner hereinafter provided.
SECTION 3: Removal
Any officer or agent elected by the Board of Directors may be removed by a two-thirds vote (a quorum
voting) of the Board of Directors whenever in its judgement the best interest of the corporation would
be served thereby and provided that notice of the proposed action is sent to all Directors and Alternates
at least ten days prior to the meeting.
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OACAC BYLAWS PAGE 6
SECTION 4: Vacancies of Officers
A vacancy in any office may be filled by the Board of Directors for the unexpired portion of the term. ARTICLE VIII: DUTIES OF OFFICERS
SECTION 1: President
The President shall be the chief volunteer officer of the corporation. The President shall have overall
responsibility for general management of the corporation subject to the control of the Board of Directors. The President shall see that all orders and resolutions of the Board are carried into effect. The
President shall be an ex-officio member of all standing committees and shall have the general powers
and duties usually vested upon a presiding officer. The President shall preside over all meetings of the
Board of Directors.
SECTION 2: Vice-President
The Vice-President shall perform the duties and exercise the powers of the President during the absence or disability of the President.
SECTION 3: Secretary
The Secretary shall attend meetings of the Board of Directors and shall preserve in books of the corporation true minutes of the proceedings of all such meetings and, in general, shall perform such other
duties as are incidental to the office of Secretary of a corporation However, minutes will be recorded in
writing by an agency staff person who shall be custodian of the corporate records and give all notices
required by statute, bylaws or resolution.
SECTION 4: Treasurer
The Treasurer, with the assistance of the agency’s Fiscal Officer, shall have charge and custody of and be
responsible for all funds and securities of the corporation, receive and give receipt for monies payable
to the corporation, and deposit all such monies in the name of the corporation in such banks, trust
companies, or other depositories in accordance with Article lX of these bylaws and, in general, perform
all the duties incidental to the office of Treasurer. The Treasurer shall serve as the Chairperson of the
agency’s Finance/Audit Committee.
ARTICLE IX: CONTRACTS, CHECK, DEPOSITS, AND FUNDS
SECTION 1: Contracts
The Board of Directors may authorize any Officer or Officers or the Executive Director of the corporation to enter into any contract or execute and deliver any instrument in the name of and on behalf of
the corporation, and such authority may be general or confined to specific instances. Whenever the
corporation chooses to place the responsibility for planning, conducting, or evaluating a component of
its work program funded by CSBG with another organization, it shall formalize the relationship with
that organization in a contract which states the specific responsibilities contracted and the conditions
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OACAC BYLAWS PAGE 7
for performance. The Board may delegate these responsibilities only to organizations whose Board of
Directors shall be composed of at least one-third low-income or their representatives or which form
an advisory committee at least a majority of which are democratically selected representatives of the
low-income.
SECTION 2: Checks, Drafts, or Orders
All checks, drafts, or orders for payment of money, notes, or other evidence of indebtedness issued in
the name of the corporation shall be signed by such Officer or Officers or the Executive Director of the
corporation and in such manner as shall from time to time be determined by resolution of the Board of
Directors. In the absence of such determination by the Board of Directors, such instruments shall be
signed by the Treasurer and countersigned by the President of the corporation.
SECTION 3: Deposits
All funds of the corporation shall be deposited from time to time to the credit of the corporation in
such banks, trust companies, or other depositories as the Board of Directors may select.
SECTION 4: Office and Staff
The corporation may maintain an office, contract with consultants and employ an Executive Director
and such other employees, on a part-time or full-time basis, as deemed necessary and appropriate by
the Board of Directors.
SECTION 5: The Role of the Board of Directors
The Board of Directors shall select the Executive Director and shall establish the major personnel, governing board, fiscal, and program policies including setting priorities and assuring compliance with
conditions of, and approving proposals for financial assistance. The Board of Directors shall select and
determine the compensation of consultants or delegate that responsibility to the Executive Director.
SECTION 6: Duties of Executive Director
The Executive Director, subject to the approval of the full board, shall be responsible for the general
management and direction of the affairs and operation of the corporation in accordance with policies
established by the Board of Directors and shall supervise the office and staff and shall perform any duties of the respective Officers assigned to him by the Board of Directors.
ARTICLE X: LIMITATION OF BOARD AUTHORITY
SECTION 1: Responsibilities Delegated to County Advisory Boards
Each County Advisory Board shall have the responsibility to identify poverty problems in their county through community and consumer input and through the use of the agency’s Community Needs
Assessment process. The Board of Directors has final authority to determine overall program plans
and priorities for the agency, including provisions for evaluating progress against performance, and to
make final approval of all program proposals and budgets.
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OACAC BYLAWS PAGE 8
ARTICLE XI: COMMITTEES
SECTION 1: General Committees
The Board of Directors shall have the power to form committees. Such committees shall maintain the
representative quality of the Board itself, including one-third representatives of the low-income, onethird public officials, and the remainder from special interest groups..
SECTION 2: Executive Committee
The Board of Directors may form an Executive Committee annually in October but such a committee
must reflect the general composition of the Board. Approximately one-third of its Directors must be
low income or their representatives, one-third must be public officials or their representatives, and the
remainder must be from special interest groups. The committee shall include one person from each
county with the Officers of the corporation being the representatives from their respective counties.
Staff members may be invited to attend committee meetings at the invitation of the committee.
SECTION 3: Powers of the Executive Committee
The Board may appoint an Executive Committee to transact routine and ordinary business between
meetings of the full Board. The Executive Committee shall report on the actions it takes between meetings at the next meeting of the full Board. The quorum for the Executive Committee shall be at least
fifty percent of the non-vacant seats on the Committee.
SECTION 4: Standing Committees
The following committees (Program Committee, Personnel Committee, and Finance/Audit Committee) comprised of at least one-third from low-income or their representatives, one-third from public
officials and the remainder from special interest groups will be appointed by the President of the Area
Board in October.
The Program Committee will: (1) Review current agency programs and make recommendations to the
Area Board, and (2) Evaluate the goals and objectives of the agency’s community action programs to
see if they have been met, and make recommendations to the Area Board.
The Personnel Committee will: (1) Administer the hiring process for the position of Executive Director including recommending candidates to the Board for consideration, (2)Evaluate the work of the
Executive Director on an annual basis, (3) Give consultation to the Executive Director when he is filling major staff positions, (4) Evaluate agency personnel policies and job descriptions with the help of
staff members, and (5) Review amendments to the Personnel Policies and Bylaws of the corporation
and make recommendations to the Board.
The Finance/Audit Committee will (1) Review agency fiscal operations with the assistance of agency
staff, (2) Annually review the results of the OACAC Audit, the Housing Assistance Program Audit and
the IRS Form 990 and make recommendations to the Board and (3) Recommend the selection of an
agency auditor (when necessary) to the Board.
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OACAC BYLAWS PAGE 9
An Equal Opportunity Committee reflecting the composition of the Area Board will be appointed by
the Area Board President in October of odd numbered years. The Equal Opportunity Committee will
provide the Area Board with progress reports on a regular schedule of the monitoring and evaluation
of the agency’s effort to implement the Equal Opportunity Policy and Affirmative Action Program.
A committee on Public Hearings will be appointed by the Board President with at least one-third of its
members from the low-income group, one-third from public officials, and the remainder from private
interest groups. The committee will hold a meeting within twenty days after any 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 OACAC
Board of Directors, submits a petition requesting representation on the Board of Directors. The hearing
will be open to the public. The committee will vote on recommending endorsement or rejection of the
proposed representation with a report to be submitted to the Board of Directors at its next regularly
scheduled meeting. The Board of Directors will discuss, consider, and vote upon the petition with all
proceedings to be filed in writing with the appropriate state agency. If necessary, the Board will be realigned to permit one-third representation of public officials, not fewer than one-third representation
of low-income, and the remainder from private interest groups.
A Grievance Committee will be appointed by the Area Board President in accordance with Article
XI, Section 1, in the event of an employee grievance filed against the corporation. When a grievance
involves a Head Start employee, the Chairperson of the Policy Council can appoint a member of the
Policy Council to serve on that committee.
A Nominating Committee of three members reflecting the composition of the Area Board will be appointed by the President in October of odd numbered years to present a slate of officers at the next
regular meeting when election of officers will be held. Nominations will be allowed from the floor at
that meeting. The officers of the Area Board will rotate among the counties, if possible.
ARTICLE XII: AMENDMENTS TO BYLAWS
These bylaws may be amended, altered, changed, or repealed by an affirmative vote of two-thirds of the
members of the Board of Directors present and voting at any regular meeting or at any special meeting,
provided that notice of the proposed amendments is given ten (10) days prior to the meeting.
ARTICLE XIII: RULES OF ORDER
Robert's Rules of Order shall govern the meetings of the Board of Directors in all cases where they are
not inconsistent with these bylaws or the Articles of Incorporation of this corporation.
39
Section 5
Sarbanes-Oxley
Policies
40
Sarbanes-Oxley Whistleblower Policy (Original Source: Copyright 2004, National
Council of Nonprofit Associations)
January 24, 2012(Revised to clarify the role of the Board of Directors in dealing
with complaints)
January 22, 2013 (Revised Section C, Financial Standards and Cost Principles, B.
Uniform Federal Standards
General
The Ozarks Area Community Action Corporation’s Personnel Policies require employees to observe high
standards of business and personal ethics in the conduct of their duties and responsibilities. As employees and representatives of OACAC, we must practice honesty and integrity in fulfilling our responsibilities and comply with all applicable laws and regulations.
Section 806 of the Act under Whistleblower Protection states in part that it is unlawful to discharge, demote, suspend, threaten, harass, or discriminate in any other manner against any employee who provides
information regarding conduct the employee reasonable believes constitutes financial fraud or a violation of laws.
Types of Concerns Covered by the Policy
The subject matter of allegations or types of concerns covered by this policy includes any illegal or unethical behavior such as:
Financial fraud, violations of the law, violations of federal procurement and contracting law, violations of
conflict of interest policies, waste and/or mismanagement of organizational resources, workplace safety,
workplace violence, employment practices (e.g., discrimination, harassment and collective bargaining
rights), privacy violations, environmental concerns, substance abuse and service quality.
Reporting Responsibility
It is the responsibility of all employees to comply with the agency’s Personnel Policies and to report violations or suspected violations in accordance with this Whistleblower Policy.
No Retaliation
No employee who in good faith reports a violation of the policy shall suffer harassment, retaliation or
adverse employment consequence. An employee who retaliates against someone who has reported a
violation in good faith is subject to discipline up to and including termination of employment. This
Whistleblower Policy is intended to encourage and enable employees and others to raise serious concerns within OACAC prior to seeking resolution outside the organization.
Compliance
The Board of Directors will be responsible for investigating and resolving all reported complaints and allegations concerning violations of the agency’s policies regarding employment practices and/or corporate
accounting practices, internal controls or auditing matters and shall report to the Board of Directors at
least annually on compliance activity.
41
Reporting Violations
OACAC has an open door policy and suggests that employees initially share their questions, concerns, suggestions or complaints with someone who can address them properly. In most cases, an
employee's supervisor is in the best position to address an area of concern. However, if you are not
comfortable speaking with your supervisor or you are not satisfied with your supervisor's response,
you are encouraged to speak with the Executive Director. The last stage of this process is for employees to report suspected violations that involve employment practices to the Personnel Committee of
the Board of Directors who will then conduct an investigation utilizing all or some members of the
committee or to report suspected violations that involve corporate accounting practices, internal controls or auditing matters to the Finance Committee of the Board of Directors who will then conduct
an investigation in the same manner as the Personnel Committee. Legal counsel will be consulted as
needed.
Acting in Good Faith
Anyone filing a complaint concerning a violation or suspected violation of the policy must be acting
in good faith and have reasonable grounds for believing the information disclosed indicates a violation of the policy. Any allegations that prove not to be substantiated and which prove to have been
made maliciously or knowingly to be false will be viewed as a serious disciplinary offense.
Confidentiality
Violations or suspected violations may be submitted on a confidential basis in writing by the complainant to the appropriate Board of Directors committee or may be submitted anonymously. Reports
of violations or suspected violations will be kept confidential to the extent possible, consistent with
the need to conduct an adequate investigation.
Handling of Reported Violations Involving Employment Practices and
Handling of Reported Violations Involving Corporate Accounting Practices, Internal Controls or
Auditing Matters
The Board of Directors will notify the sender and acknowledge receipt of the reported violation or
suspected violation complaint within five business days. All reports will be promptly investigated and
appropriate corrective action will be taken if warranted by the investigation. The appropriate committee (Personnel or Finance) will report the results of any investigation to the Board of Directors at
its next regularly scheduled meeting.
42
Sarbanes-Oxley Document Destruction Policy
January 22, 2013
The Sarbanes-Oxley Act addresses the destruction of business records and documents and turns
intentional document destruction into a process that must be carefully monitored. It also addresses
the so-called "Whistleblower Policy." Therefore, it is the policy of the Ozarks Area Community Action
Corporation to meet or exceed the legal requirement for all nonprofits under the Sarbanes-Oxley Act.
The Ozarks Area Community Action Corporation will comply with Section 802 of the Act which
states in part that individuals shall not knowingly alter, destroy, mutilate, conceal, cover up, or falsify
documents or records with the intent to impede, obstruct, or influence an investigation of any department or agency of the United States.
At the time of approval of this document, retention and periodic destruction of documents as required by the auditors and approved by the Board of Directors will be adhered to by the Ozarks Area
Community Action Corporation.
OACAC Manual of Operations
SECTION C
Financial Standards and Cost Principles
B.
Uniform Federal Standards
5. Records Retention - All grant related documents including financial records,
supporting documents, must be retained and stored for a period of 5 years after final
audits have been resolved. Payroll and tax records, along with books of original
entry (i.e. general ledgers, cash payments, cash receipts, and general journals) will
be designated "never destroy." All records must be accessible to the grantor agency,
the comptroller general of the United States, or their authorized representatives.
43
Sarbanes-Oxley Act of 2002
Conflict of Interest Policy for Board of Directors/Committee Members
January 22, 2013
Purpose
The purpose of the Conflict of Interest Policy is to protect OACAC when it is contemplating entering
into a transaction or arrangement that might benefit the private interest of a member of the Board of
Directors of OACAC. This policy is intended to supplement but not replace any applicable state laws
governing conflicts of interest applicable to nonprofit and charitable corporations.
A. Definitions
1. Interested Person: Any director, alternate or member of a committee with board delegated powers, who has a direct or indirect financial interest, as defined below, is an interested person.
2. Financial Interest: A person has a financial interest if the person has directly or indirectly, through
business, investment or family
a. an ownership or investment interest in any entity with which OACAC has a transaction or
arrangement or
b. a compensation arrangement with OACAC or with any entity or individual with which
OACAC has a transaction or arrangement or
c. a potential ownership or investment interest in, or compensation arrangement with any
entity or individual with which OACAC is negotiating a transaction or arrangement.
Compensation includes direct and indirect remuneration as well as gifts or favors that are
substantial in nature.
2. A financial interest is not necessarily a conflict of interest. Under Procedures 2. a person who has
a financial interest may have a conflict of interest only if the appropriate board or committee decides
that a conflict of interest exists.
B. Procedures
1. Duty to Disclose: In connection with any actual or possible conflict of interest an interested person must disclose the existence and nature of his/her financial interest to the directors and members
of committees with board delegated powers considering the
proposed transaction or arrangement.
2. Determining Whether a Conflict of Interest Exists:
After disclosure of the financial interest and all material facts, and after any discussion with the
interested person, he/she shall leave the board or committee meeting while the financial interest is
discussed and voted upon. The remaining board or committee members shall decide if a conflict of
interest exists.
44
3. Procedures for Addressing the Conflict of Interest:
a. An interested person may make a presentation at the board or committee meeting, but after
such presentation, he/she shall leave the meeting during the discussion of, and the vote on, the
transaction or arrangement that results in the conflict of interest.
b. The chairperson of the board or committee shall, if appropriate, appoint a disinterested person
or committee to investigate alternatives to the proposed transaction or arrangement.
c. After exercising due diligence, the board or committee shall determine whether OACAC can
obtain a more advantageous transaction or arrangement with reasonable efforts from a person or
entity that would not give rise to a conflict of interest.
d. If a more advantageous transaction or arrangement is not reasonably attainable under
circumstances that would not give rise to a conflict of interest, the board or committee shall
determine by a majority vote of the disinterested directors whether the transaction or
arrangement is in OACAC’s best interest and for its own benefit and whether the transaction is
fair and reasonable to OACAC and shall make its decision as to whether to enter into the
transaction or arrangement in conformity with such determination.
4. Violations of the Conflict of Interest Policy
a. If the board or committee has reasonable cause to believe that a member has failed to disclose
actual or possible conflicts of interest, it shall inform the member of the basis for such belief and
afford the member an opportunity to explain the alleged failure to disclose.
b. If after hearing the response of the member and making such further investigation as may be
warranted in the circumstances, the board or committee determines that the member has in fact
failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary
and corrective action.
C. Records of Proceedings
The minutes of the board and all committees with board-delegated powers shall contain
1. The names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest, any action
taken to determine whether a conflict of interest was present, and the board's or committee's decision as
to whether a conflict of interest in fact, existed.
2. The names of the persons who were present for discussions and votes relating to the transaction or
arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a record of any votes taken in connection therewith.
45
D. Compensation
1. A voting member of the Board of Directors who receives compensation, directly or indirectly,
from the Corporation for services is precluded from voting on matters pertaining to that member’s
compensation
2. A voting member of any committee whose jurisdiction includes compensation matters and who
receives compensation directly or indirectly from OACAC for services is precluded from voting on
matters pertaining to that member's compensation.
E. Annual Statements
The Board of Directors will annually review this Policy. It is understood that by voting to reaffirm
the Policy as is or in amended form that each member of the Board of Directors has received a copy
of the Conflict of Interest Policy, has read and understands the policy, has agreed to comply with the
Policy and understands that the Corporation is a charitable organization and that in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of
its tax exempt purposes.
(Original Source: Tax-Exempt Health Care Organizations Community Board on Conflicts of Interest
Policy, Sample Conflict of Interest Policy Revised 1999 by Lawrence M. Brauer and Charles F. Kaiser)
46
Section 6
Impasse Resolution
Policy and
Procedures
47
MEMORANDUM
TO:
OACAC BOARD OF DIRECTORS
OACAC HEAD START PROGRAM POLICY COUNCIL
FROM: CARL ROSENKRANZ, EXECUTIVE DIRECTOR
KIMBERLY SHINN-BROWN, HEAD START PROGRAM DIRECTOR
RE:
PROPOSED IMPASSE RESOLUTION POLICY AND PROCEDURES
DATES: APPROVED ON APRIL 18, 2013 BY POLICY COUNCIL
APPROVED ON MAY 21, 2013 BY OACAC BOARD OF DIRECTORS
The Head Start Program Performance Standards in 45 CFR, Part 1304.50 (h) requires that each
Grantee Agency and Policy Council jointly must establish written procedures for resolving internal disputes, including impasse procedures, between the Governing Body (Board of Directors)
and the Policy Group (Policy Council). Part 1304.50, Appendix A of the Head Start Program Performance Standards lists Governance and Management Responsibilities for the Grantee Agency’s
Governing Body and Policy Council.
There are ten sections where the Board of Directors and the Policy Council must jointly approve
or disapprove of actions being proposed in three areas: Planning, General Procedures, and Human Resources Management which means that if either group does not approve of the action
being proposed, a proposal cannot be adopted, or the proposed action taken, until agreement is
reached between the disagreeing groups.
The Planning function involves procedures for program planning, selection of delegate agencies, and funding applications and amendments. The General Procedures Function involves the
composition of the Policy Council, roles and responsibilities, shared decision making, and internal
dispute resolution. The Human Resources Management Function involves personnel policies and
amendments, and decisions to hire or terminate the Early Head Start or Head Start Director of the
grantee agency.
The Approved OACAC Impasse Resolution Policy and Procedures would be implemented only
when the Board of Directors and the Policy Council do not agree on an action taken in any one of
the ten sections previously mentioned or any other Head Start Program decisions which require
joint approval.
48
OZARKS AREA COMMUNITY ACTION CORPORATION
IMPASSE RESOLUTION POLICY AND PROCEDURES
If the OACAC Head Start Program Policy Council and the OACAC Board of Directors do not agree on
such decisions as the hiring or firing of the Head Start Director or the Early Head Start Director; approval of all funding applications and amendments to funding applications for Early Head Start and
Head Start, including administrative services; major changes in budgets and/or work plans during
the program year, or any other program decisions which require joint approval, then the following
steps will occur:
STEP ONE (DAY ONE OR AS SOON AS POSSIBLE AFTER THE BOARD MEETING)
The Board of Directors will notify the Head Start Program Policy Council of the Board’s decision in
writing, including the rationale for the decision.
STEP TWO (NO LATER THAN TEN DAYS AFTER NOTIFICATION)
The Head Start Program Policy Council will hold a special meeting to consider the Board of Director’s decision and then notify the Board in writing of its approval or disapproval of the decision. If
the Policy Council disapproves, then the written notification will include the rationale for the disapproval.
STEP THREE (NO LATER THAN TEN DAYS AFTER THE POLICY COUNCIL MEETING)
If differences still exist, then the Executive Committees of the Board of Directors and the Policy
Council will hold a joint meeting to resolve differences. If no agreement can be reached, then the
Board of Directors and the Head Start Policy Council will hold a joint special meeting to resolve
differences. If the Board of Directors and the Policy Council cannot reach an agreement, then the
Board must notify the Policy Council immediately of its intent to submit the impasse for arbitration.
STEP FOUR (NO LATER THAN TWENTY-FIVE DAYS AFTER THE START OF THE PROCESS)
The Board of Directors will select an arbitrator from outside the agency based on a current list of
available community resources. The Policy Council will do the same. The two arbitrators will form a
panel and schedule a hearing. Arbitrators cannot be current or former CAA Board members or current or former agency staff nor can they be current or former Policy Council members or Head Start
parents.
STEP FIVE (NO LATER THAN TEN DAYS AFTER THE SELECTION OF THE PANEL)
The Arbitration Panel will meet and hear oral presentations by representatives of the Board of Directors and the Policy Council. The Panel will also review all materials pertinent to the case.
STEP SIX (NO LATER THAN FIVE DAYS AFTER THE PANEL MEETS)
The Arbitration Panel issues its decision in writing to both groups. The decision is final and is subject to the review of the funding source.
The Impasse Resolution Policy and Procedures will be reviewed on an annual basis by the OACAC
Board of Directors and the OACAC Head Start Program Policy Council.
49
Section 7
Head Start
Area Board &
Policy Council
Training Materials
50
2012-2013 OACAC HEAD START
Area Board & Policy Council Training Materials
Head Start and Early Head Start programs provide comprehensive early childhood and family
development services to children from birth to five years old, pregnant women, and their families.
Head Start provides services in the areas of education and early childhood development; medical,
dental, and mental health; nutrition; parent engagement, family self-sufficiency, and family support. OACAC Head Start has a long tradition of delivering high-quality, comprehensive services
designed to foster healthy development for income-eligible children and their families.
The goal of OACAC Head Start is school readiness. School readiness for the child includes approaches to learning like initiative, curiosity, persistence, and problem-solving; social-emotional
development; language and literacy; math and science; creative arts; physical development; and
health. School readiness for the family means creating well-being and stability in housing, income,
family life, and social supports; actively engaging in their child’s life and education; modeling lifelong learning; and connecting to peers and the broader community.
In partnership with parents, school districts, and community stakeholders, OACAC Head Start
established the following school readiness goals for children:
•
Children will display appropriate social emotional skills to build relationships,
regulate themselves, and form a healthy concept.
•
Children will develop and practice health and safety habits.
•
Children will use large and small muscles with increasing coordination and control.
•
Children will acquire concepts and skills to build math and science knowledge.
•
Children will develop skills to engage in research, think critically, and participate as active members of a classroom community.
•
Children will engage in social, creative, and learning experiences with curiosity, persistence, and an eagerness to learn.
•
Children will use and understand an increasingly complex and varied vocabulary and sentence structure.
•
Children will gain knowledge and skills needed to build the foundation for reading and writing.
To achieve these goals, OACAC Head Start implements research-based curricula; uses observation
and assessment to record facts about children’s development across multiple domains; evaluates
progress of individual children for daily/weekly planning and communicating with families; monitors classrooms for curricular fidelity and quality teaching/learning practices; and aggregates and
reports classroom, subset groups, and program level data for on-going program planning.
The tables included below are excerpted from a GOLD assessment report showing data gathered
for 1375 children at the Summer 2013 checkpoint. Teachers at OACAC Head Start used 86 objectives in Teaching Strategies GOLD® to report the children's skill levels for the selected criteria.
Teachers using the Teaching Strategies GOLD® assessment tool follow a systematic process, or
cycle in order to collect the data needed for all reports. An important part of this cycle is evaluating scores by comparing them to research-based indicators of development and learning. This is
accomplished by looking at the 38 objectives. Many of these objectives include dimensions that
guide teacher’s thinking about various aspects of an objective. To assess a child's skill level, the
teacher reads a progression to determine which indicator best describes a child’s knowledge, skills,
and/or behaviors based on what she has observed in everyday experiences. The teacher seeks to
answer questions: what does the child know, what is he or she able to do? The color bands group
51
children by age and are used to make connections between the skill level teachers are observing in
children and research-based widely held expectations for that same age group.
Table 1: Social-Emotional by Colored
At the Summer 2013 checkpoint, most children were meeting or exceeding widely held expectations for their age group in social-emotional development. Social-Emotional development includes managing feelings, following limits and expectations, using age-appropriate self-help skills,
forming relationships with peers and adults, making friends, and solving social problems.
Table 2: Physical-Gross Motor by Colored Band
Across the program, most children were meeting or exceeding widely held expectations for their
age group in gross motor development. Gross motor development includes using traveling skills
from rolling and creeping to running and leaping, using body balance skills, and using large
muscles to manipulate materials (i.e., grasp, throw, kick, carry). A relatively high number of infants, aged birth to one year, were below the widely held expectations. Knowing this information
helps teachers intentionally plan more gross motor opportunities for children in this age group.
It also helps program leadership make decisions about the types of training, technical assistance,
materials, and/or supplies teaching staff may need to promote gross motor development in this
age group.
Table 3: Physical-Fine Motor by Colored Band
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Language development, an indicator of future school success, is an area in which focused efforts
are warranted. Research indicates children from low-income families have significantly smaller
vocabularies than more financially affluent peers. Summer 2013 checkpoint shows a large percentage (20%) of children ages 1 to 2 years are below the widely held expectations for language
development. In this age group, toddlers are rapidly building their vocabulary, learning to speak
clearly so familiar people can understand them, engage in brief conversations, and use social rules
of language (appropriate eye contact, watching others for signs of being understood, pauses). A
number of children ages 2 to 3 years old and children one year prior to Kindergarten are also
below the widely held expectations for their ages. In the 2 to 3 year old group, the specific areas of
language development where children lagged were related to engaging in conversations and using
the social rules of language (paying attention to the speaker, pausing for a response to a question,
"please" & "thank you" with prompts). For children who are one year from Kindergarten entry,
the areas needing the most support were responding verbally to questions, telling another time
or place in a logical order and with major details, and engaging in conversations with 3 or more
exchanges.
Table 4: Language by Colored Band
A small number of children in the OACAC Head Start program speak Spanish as their primary
language. When assessed by a fluent Spanish-speaking observer, almost half of the children one
year prior to Kindergarten who spoke Spanish as their primary language were significantly below
the widely held expectations for language development in their primary language.
Table 5: Spanish Language by Colored Band
Most OACAC Head Start and Early Head Start children met or exceeded widely held expectations
in cognitive development. Additional support around curiosity and exploration using senses for
infants birth to 1 year would be beneficial. Preschoolers who are 1 year from Kindergarten entry
need support to stick with a challenging task, to be curious and eager to learn about a variety of
topics and ideas, and to recognize and recall hidden objects and/or prior events or experiences.
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Table 6: Cognitive by Colored Band
Literacy development for children 1 to 2 years of age and 2 to 3 year of age appears to be the area
of greatest need. Toddlers demonstrate age-appropriate literacy development by joining in rhyming songs or finger plays, singing songs with repeating initial sounds (i.e., Willaby Wallaby, Woo),
showing an interest in books, beginning to finish the ending to a familiar predictable books, (i.e.,
Brown Bear, Brown Bear, What do you {see]?), pretending to read a familiar book, retelling parts
of a book with lots of adult support, and making scribbles or marks.
Table 7: Literacy by Colored Band
Several children who are one year from Kindergarten entry and who speak Spanish as their primary language are not meeting widely held expectations in Spanish Literacy. Additional support
to teaching staff on the markers of Spanish Literacy development would be beneficial.
Table 8: Spanish Literacy by Colored Band
Math continues to be an area in which teaching staff and families need support to facilitate young
children’s understanding of mathematics concepts. Toddlers from 1 to 2 years of age need support in beginning "rote" counting, quantifying ("more," understanding quantity of one or two),
matching two identical shapes, and showing interest in patterns in daily life (clean-up song at
clean-up time). Children who are one year prior to Kindergarten entry need support understanding shapes and spatial relationships (including position words), comparing objects (i.e., taller,
shorter, more, less), sequencing, and patterning.
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Table 9: Mathematics by Colored Band
Teacher-Child Interactions (CLASS):
Research indicates a strong correlation between high-quality teacher-child interactions and
positive child outcomes. OACAC Head Start contracts with an independent, third-party CLASS
observer to complete two CLASS assessments annually in each classroom. CLASS assessments
occur once in the fall and once in the spring. Results from Fall 2012 and Spring 2013 are shown
in the chart below with comparisons to the FY 2012 OHS Monitoring Cycle. The Head Start
Act of 2007 created the Designation Renewal System (DRS) which requires grantees scoring in
the lowest 10% to recompete for their grants. Solid, dashed, and dotted lines on the chart below
represent the lowest 10%, median (50%), and highest 10% of CLASS scores during the FY 2012
monitoring cycle. Compared to the FY 2012 OHS CLASS Monitoring data, OACAC Head Start’s
Spring 2013 median scores would place the program in the highest 10% in Emotional Support
and slightly above the national median score (50%) in Classroom Organization and Instructional
Support.
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CATEGORIES2012-2013
Federal Head Start-Early Head Start Funding
Salaries
$
6,406,323.13
Fringe
$
1,996,879.66
Other
$
1,997,036.15
Indirect
$
747,885.05
Contractual
$
377,640.00
Supplies
$
148,422.00
Travel
$
41,945.00
TOTAL
$
11,716,130.98
56