Little Dixie Community Action Agency, Inc.
Board of Directors Meeting
N O V E M B E R 1 0 , 2 0 2 0 • 1 0 : 0 0 A M H E A D S T A R T A D M I N I S T R A T I O N O F F I C E 1 0 0 5 S . 5 T H S T R E E T - H U G O , O K L A H O M A
Our Mission:
To improve the lives of low-income individuals and families through service and collaboration leading to self-sufficiency. Item A Page 1 of 3
Board of Directors and/or Executive Committee Meeting Little Dixie Community Action Agency, Inc. Tuesday, November 10, 2020 10:00 a.m. Head Start Administration Office 1005 S. 5th Street Hugo, Oklahoma 74743
This meeting will include videoconferencing or teleconferencing but there will be parties present at the LDCAA Head Start Administration Office, located at 1005 S. 5th St., Hugo, OK 74743.
The following Board Members will appear remotely via Zoom videoconference or teleconference: Brad Burgett Sharon Jernigan Kevin Cory Vickie Leathers Clinton Crawley Sandra Meeks Melissa Cress Dwight Satterfield Earl Dalke Leah Savage Brent Franks, Vice-Chairman Wade Scott Selena Franks David Smith Trilla Frazier, Secretary/Treasurer William Smith, Chairman Patsy Guess Randy Springfield David Hawkins Vicky Wade Andrea Henkel Craig Young
Public view and access: https://us02web.zoom.us/j/7337464865 or 1-346-248-7799 Meeting ID: 733 746 4865
AGENDA
A. Call to Order and Invocation
B. Opening of Board Meeting – Roll Call, Declaration of Quorum, and Introduction of Guests
C. Recognition of Vicky Wade as Elected Representative for Gracefully Yours Foundation of Broken Bow, a Low-Income Entity on the LDCAA Board of Directors (Entity to Expire 12/31/2023)
D. Consideration, Discussion, and Vote to Accept Melissa Cress as Appointed Representative for the Choctaw Nation of Oklahoma, a Public Entity on the LDCAA Board of Directors (Entity to Expire 12/31/2023)
E. Finance/Audit/Loan Committee Report
Consent Docket - The following items of business indicated by brackets (F and G, H, I) may be voted upon by a single vote of the Board without discussion, unless and except for any item which any one of the Board desires to have discussion about at the meeting or withdrawn from the Consent Docket and handled individually in order immediately following the completion of the Consent Docket.
F. Consideration, Discussion, and Vote to Approve October 2020 Regular Meeting Minutes (Organizational Standard 5.5)
G. Consideration, Discussion, and Vote to Approve September 2020 Financial Reports; Distribution of October 2020 Financials for December 2020 Consideration and Vote (O.S. 8.7)
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H. Consider Submission of Resolutions/Grant Applications, Vote to Approve – $2,150,450.91 1. Child and Adult Care Food Program Application (Head Start/Early Head Start) to the Oklahoma Department of Education - $574,946.17 2. CACFP Application (Early Learning Centers) to the Oklahoma Dept. of Education - $157,000 3. CACFP Application to the Oklahoma Department of Education - $1,248,004.74 (Program Operations – $ 168,004.74; Daycare Home Meal Reimbursement – Up to $1,080,000) 4. 2021 AmeriCorps Grant Application (Continuation, Year 3) to the Corporation for National and Community Service/AmeriCorps, Oklahoma Community Service Commission - $163,000 5. Affordable Housing Funding Request to Simmons Bank, Western Division - $2,500 6. Retired and Senior Volunteer Program Pandemic Augmentation Application to AmeriCorps Seniors - $5,000
I. Consider Acceptance of Grants/Contracts/Awards, Vote to Approve – $1,968,455.91 1. Signature Cause (Health and Wellness) Grant Award from International Paper Foundation - $13,955 2. Community Services Block Grant-CARES (Coronavirus Aid, Relief and Economic Security) Discretionary Grant Award (CAPTAIN Client Intake Portal) from the Oklahoma Department of Commerce - $6,050 3. CACFP Award (Head Start/EHS) from the Oklahoma Department of Education - $574,946.17 4. CACFP Award from the Oklahoma Department of Education - $1,248,004.74 (Program Operations – $ 168,004.74; Daycare Home Meal Reimbursement – Up to $1,080,000) 5. Holiday Food Basket Donation from FirstBank, Hugo Branch - $500 6. Drug-Free Communities Support Program Grant Award (Year 7) from the U.S. Department of Health and Human Services, Centers for Disease Control and Prevention - $125,000
J. Consideration, Discussion, and Vote to Approve LDCAA to Act as Fiscal Agent for Choctaw County Freestanding Multidisciplinary Team and Contract with the Oklahoma Commission on Children and Youth ($19,288.94 Maximum Contract Total, Period: 1/1/2021–12/31/2021)
K. Consideration, Discussion, and Vote to Approve LDCAA to Act as Fiscal Agent for Pushmataha County Freestanding Multidisciplinary Team and Contract with the Oklahoma Commission on Children and Youth ($19,288.94 Maximum Contract Total, Period: 1/1/2021–12/31/2021)
L. Consideration, Discussion, and Vote to Approve Minutes from October 13, 2020 Executive Session, Regarding the Performance Evaluation, Renewal of Contract, Employment, and Compensation of Rebecca Reynolds as LDCAA Executive Director (Okla. Stat. Title 25 § 307(B)(1))
M. Consideration, Discussion, and Vote to Approve LDCAA Executive Director Succession Plan (O.S. 4.5)
N. Consideration, Discussion, and Vote to Approve 2021 Agency-Wide Budget (O.S. 8.9)
O. Consideration, Discussion, and Vote to Approve Waiver/Exemption of Conflict of Interest for CSBG-CARES Funds/Assistance for Lauren Barger (a staff member of Little Dixie Community Action Agency), that a full and proper posting of the disclosure has been made to the public, that no objections have been received from the public, a legal opinion determining there is no violation of Oklahoma or local law, any conflict or potential conflict should be waived, and the expenditure of CSBG-CARES Funds/Assistance is fair to LDCAA
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P. Consideration, Discussion, and Vote to Approve Waiver/Exemption of Conflict of Interest for CSBG-CARES Funds/Assistance for Allison McDaniel (a staff member of Little Dixie Community Action Agency), that a full and proper posting of the disclosure has been made to the public, that no objections have been received from the public, a legal opinion determining there is no violation of Oklahoma or local law, any conflict or potential conflict should be waived, and the expenditure of CSBG-CARES Funds/Assistance is fair to LDCAA
Q. Consideration, Discussion, and Vote to Approve Submission of FY 2019 Carryover Application and Non-Federal Share Waiver Request for the EHS-Child Care Partnership Program
R. Board Training: NeighborWorks® America PROMPT Program Review
S. Update on ROMA Process, 2020 Logic Models with Results, LDCAA 2020 Community Action Plan with Addendum, and LDCAA 2020-2023 Strategic Plan: Agency Program and Performance Evaluation, Success of Specific Strategies, Progress on Meeting Goals (O.S. 4.2, 4.3, 4.4 & 6.5)
T. Board Training/Programmatic Report: Quarterly (July-September) and Year-to-Date Housing Production as Reported to NeighborWorks® America (O.S. 5.7, 5.9)
U. Board Training/Programmatic Report: Head Start/EHS/EHS-Child Care Monitoring Protocols (O.S. 5.7, 5.9)
V. Board Training (O.S. 5.7): • How Boards Can Evaluate Their Performance • LDCAA History, Values, Mission, and Vision • History and Future of Community Action/Anti-Poverty Work • Statutory and Regulatory Requirements
W. 2020 LDCAA Customer Satisfaction Report: 3rd Quarter (July – Sept.) Results (O.S. 1.3 & 6.4)
X. 2020 Board Giving Report (O.S. 5.7)
Y. Head Start/EHS/EHS-Child Care Policy Council Report (O.S. 2.1, 5.7 & 5.9)
Z. Recognition of November 2020 Employee of the Month: Tammie Fewell, Teacher – Head Start
AA. Recognition of Service Award, Five Years: Deanna Ammons, Teacher – Head Start
BB. Other Reports/Announcements/Correspondence: HHS Communication and Guidance Report; HS/EHS/EHS-CC Program Summary Report; USDA Meals and Snack Report; HS/EHS/EHS- CC Enrollment/Attendance Report; HS/EHS/EHS-CC Data Analysis Report; LDCAA Food Basket Drive; Salvation Army Red Kettle Campaign; LDCAA In-Service (O.S. 5.7, 5.9)
CC. Consideration, Discussion, and Vote on New Business (Not known about or which could not have been reasonably foreseen prior to time of posting the Agenda. Okla. Stat. Title 25 § 311)
DD. Consideration, Discussion, and Vote to Adjourn
Posted: ______Date: ______Time: ______
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LITTLE DIXIE COMMUNITY ACTION AGENCY, INC. 209 NORTH 4TH STREET HUGO, OKLAHOMA 74743
MINUTES BOARD OF DIRECTORS MEETING October 13, 2020 Head Start Administration Office - Hugo, Oklahoma
The Board of Directors of Little Dixie Community Action Agency, Inc. met in a regular meeting session on Tuesday, October 13, 2020 at 10:13 a.m. The meeting was held at LDCAA’s Head Start Administration Office, located at 1005 S. 5th Street in Hugo, Oklahoma. In accordance with the Oklahoma Open Meeting Act, as Amended, written notice of this change in location was submitted to the County Clerk not less than ten days prior to the regularly-scheduled meeting. The notice of time, place, a link to the videoconference (to allow public view and access), and an agenda for the meeting were posted 24 hours prior within prominent view at the meeting site (Head Start Administration Office – 1005 S. 5th Street, Hugo, Oklahoma) as well as online at https://littledixie.org/board/.
The meeting was called to order by Vice-Chairman Brent Franks.
The Invocation was given by Board Member Dwight Satterfield.
Roll Call was taken and a quorum was established (15 Board Members present, 8 absent). The following Board Members were present at the meeting site: Brad Burgett, Clinton Crawley, Brent Franks, Trilla Frazier, Andrea Henkel, Sandra Meeks, Dwight Satterfield, Leah Savage, David Smith, Vicky Wade, and Craig Young. The following members were present by videoconference or teleconference, appearing remotely via the Zoom communications platform: Kevin Cory, Melissa Cress, Earl Dalke, and David Hawkins. The following members were absent: Jimmy Brandon, Selena Franks, Patsy Guess, Sharon Jernigan, Vickie Leathers, Wade Scott, William Smith, and Randy Springfield. LDCAA employees present at the meeting site were: Rhonda Teague, Corey Kraeger, Sharon Pennell, Sheree Ensley, Jordan Mack, Darla Galyon, Susie Mashburn, Mattie Ferguson, Dawn McDaniel, Lindsey Miller, W.F. Grammar, Andrea Wright, Macy Self, Dee Dee Atwood, Branden Billy, AJ Henslee, Marissa Jordan, Terrie Lane, Jodie Allen, Doris Long, Diana Miller, Tonya Finley, Alicia Manning, Kevin Clardy, Kathy James, and Rebecca Reynolds. LDCAA employees and/or visitors present, appearing remotely via the Zoom communications platform included: Amber Duncan.
Doris Long, Victim and Youth Programs Director, and Kathy James, Senior Program Planner, provided a Board Training/Programmatic Report over the LDCAA Victim Services Programs and Evaluation (Organizational Standard 5.9). This training and evaluation is a requirement for the agency’s Domestic Violence, Sexual Assault, Stalking Victim Services Program Certification through the Oklahoma Office of the Attorney General, which was granted in September 2019. Long provided the Board with an overview of domestic violence, sexual assault, and stalking. She then reviewed the LDCAA Victim Services Programs Policies and Procedures Manual, which provides the basis for operations of the programs. The Manual was
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developed in accordance with the standards and criteria set forth in the Oklahoma Administrative Code, Title 75, Chapters 1 and 15, as well as information included on the DVSA Certification Review Forms and guidance from the Oklahoma Office of the Attorney General. Long also reviewed the Philosophy underlying the standards and criteria for domestic violence and sexual assault programs (Oklahoma Administrative Code § 75:15-1-1.1), which is based upon voluntary services and individual self-determination. The approved Philosophy of service provision and Victim Services Programs Policies and Procedures Manual is made available to the community, staff, volunteers, and clients. Long reviewed the programs and services (for each component) under the Victim Services Program Certification, which include: Court Appointed Special Advocates (established in 1997), Safe Place Healing Hearts (est. 2017), and Victim Advocacy Services (est. 2015). James then reviewed the rules, standards, and criteria followed by these programs to ensure the multicultural needs of clients are met. James reviewed confidentiality standards/practices within the programs (including verbal confidentiality and client records); LDCAA’s Victim Services Programs comply with both State and Federal laws governing confidentiality and any exceptions to those laws. James explained client rights and grievance procedures, as well as legal and ethical issues faced by the Victim Services Programs. Additionally, program staff have undergone a great deal of training to help understand the complexities of domestic violence, sexual assault, and stalking, as well as the laws and ethics that impact this work. The programs also have a great network of partners that provide technical assistance when needed. James then reviewed the generalized goals for each program (approved by the Board in March 2019), consistent with the existing goals and activities/work being conducted. Long and James presented the Program Evaluation and explained that an evaluation of LDCAA’s Victim Programs’ services, facilities, and policies and procedures will be conducted each year. This assessment will help to identify special populations of victims who are underserved or have special needs. The annual Evaluation will utilize information derived from client service data, staff evaluations, the Advocacy and Supportive Services Feedback Form (Evaluation Template), surveys, and other programmatic information (such as reports submitted to funding sources, progress reporting, financial statements, etc.). The evaluation data will be submitted to the Board for review and approval each year. Long and James then provided an evaluation report for the Victim Services Programs for the period of January 1, 2019 to September 30, 2020. Moving forward, the evaluation timeframe will be from October 1 – September 30 to better align with reporting periods for the programs’ funding sources. Since January 1, 2019, the Safe Place Healing Hearts and Victim Advocacy Services programs have served a combined total of 696 victims. Of this total number of victims, 586 were female and 110 male. Primary and secondary victims by type of crime included: 8 child physical abuse, 363 domestic or family violence, 76 adult physical assault, 42 child sexual abuse/assault, 87 adult sexual assault, 32 bullying, 5 robbery, burglary or financial crime, 75 stalking/harassment, 2 teen dating violence, 1 arson, 1 hate crime, and 4 vehicular victimizations. Each of these crimes were perpetrated against individuals in the service area (some clients had multiple categories of victimization). The majority of clients were between the ages of 25-59 years, followed by 18-24 years, and 8% had some form of disability. Since July 2015, the programs have served a total of 1,268 unduplicated victims of crime. In addition, since October 2017, the rates of reporting and prosecution of domestic violence, sexual assault, and stalking cases has increased by 10%. Of the program clients surveyed, 84% said the assistance they received was “very helpful” while 16% rated services as “helpful”. Most importantly, 100% of clients would recommend the programs. Furthermore, 100% of partners strongly agree they are satisfied with the programs, and find the programs to be helpful, to have increased their knowledge,
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and to have enhanced/improved their efforts and service to victims. With regards to Little Dixie CASA, the program served 85 children during the period of January 1, 2019 to September 30, 2020. There were 72 cases involving child physical abuse or neglect and 13 sexual abuse cases. A total of 57 children had their cases closed during the evaluation time period, achieving reunification or placement. Lastly, testimonials were provided by Victim Services Programs staff and various partner representatives.
Doris Long, Victim and Youth Programs Director, and Kathy James, Senior Program Planner, requested the Board’s consideration, discussion, and vote to approve the LDCAA Victim Services Programs Evaluation. A motion was made by Andrea Henkel and seconded by David Smith to approve the LDCAA Victim Services Programs Evaluation as presented. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item D).
Trilla Frazier, Secretary/Treasurer, provided the Board with the Finance/Audit/Loan Committee Report. The Finance/Audit/Loan Committee met on October 13, 2020 at 9:10 a.m. The Committee received a status report on all active loans; there were no new loan applications to present. The Committee voted to recommend full Board approval of the agency’s Financial Reports for August 2020. The agency has an OES Audit in process and the Retirement Plan Audit is scheduled for the last week in October. The Committee also received an update on properties; the Antlers Transit building is still undergoing repairs from the storm on July 30, 2020.
CONSENT DOCKET ITEMS In order to be in compliance with the Open Meeting Act (Title 25, Oklahoma Statutes §§ 301-314), the vote of each member was publicly cast and recorded. The agenda contained Consent Docket items of business and the rules that pertain to voting on the items.
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to approve the September 2020 Regular Meeting Minutes and the August 2020 Financial Reports; the September 2020 Financials were distributed for consideration and vote at the November 2020 Board Meeting (Organizational Standards 5.5 and 8.7). A motion was made by Trilla Frazier and seconded by Vicky Wade to approve the September 2020 Regular Meeting Minutes and the August 2020 Financial Reports. The roll call vote was as follows: Yes 10; No 0; Abstain 4. The motion carried. The Voting Record is attached (Items F & G).
CONSIDER SUBMISSION OF RESOLUTIONS/GRANT APPLICATIONS 1. Public Benefit Grant Application (Choctaw County Drug-Free Communities Program) to The Lawrence Foundation in the amount of $5,000; if awarded, these funds will be used for educational materials, curriculum, and events for the Choctaw County DFC Program. 2. Signature Cause (Health and Wellness) Grant Application to the International Paper Foundation in the amount of $13,955; if awarded, funding will be used for materials and supplies for Awareness/Recognition Events conducted/coordinated by the Choctaw County Drug-Free Communities Program. 3. FY 2021 Retired and Senior Volunteer Program Grant Application (Continuation, Year 3) to the Corporation for National and Community Service in the amount of $61,799; if awarded, funding will be used to support program operations for a period of one year.
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4. HOME Investment Partnerships Program Grant Application (Antlers Duplex) to the Oklahoma Housing Finance Agency in the amount of $285,996; if awarded, $259,998 of the funding would be used to construct a new duplex housing unit in Antlers, Oklahoma. The remaining $25,998 will be used to support Community Housing Development Organization operating costs linked to the construction project. 5. 2020 Community Services Block Grant Application (CAPTAIN Software Renewal) to the Oklahoma Department of Commerce in the amount of $5,644; if awarded, these funds will be used to renew the contract for the CAPTAIN outcomes tracking software and services provided by Cap Systems, Inc. 6. Environmental Health Grant Application (Choctaw County DFC Program) to the Cornell Douglas Foundation in the amount of $20,000; if awarded, these funds will be used to support activities by Choctaw County Coalition and Youth Coalition members towards raising awareness about the environmental health risks from smoking, vaping and other tobacco products. 7. CSBG CARES (Coronavirus Aid, Relief and Economic Security) Discretionary Grant Application (CAPTAIN Client Intake Portal) to the Oklahoma Department of Commerce in the amount of $6,050; if awarded, these funds will be used to support access to a new portal within the CAPTAIN software that will enhance the agency’s ability to capture client demographics, services and outcomes provided. The portal should also ensure improved efficiency and accuracy in reporting. The contract period will be 10/1/2020 – 3/30/2022. 8. Grant Application (Choctaw County DFC Program) to Costco Wholesale in the amount of $25,000; if awarded, these funds will be used for operational support of the Choctaw County Drug-Free Communities Program. 9. Grant Application (Choctaw County DFC Program) to the Reiman Foundation in the amount of $5,000; if awarded, these funds will be used for operational support of the Choctaw County Drug-Free Communities Program. 10. Thriving Children Grant Application (Choctaw County DFC Program) to the W.K. Kellogg Foundation in the amount of $100,000; if awarded, these funds will be used over four years ($25,000 each year) for expenses related to the annual CADCA (Community Anti-Drug Coalitions of America) events. These events will give members of the Choctaw County Coalition and Choctaw County Youth Coalition opportunities to learn new strategies and methods aimed at reducing the amount of alcohol, tobacco and drug use amongst 6th – 12th graders in Choctaw County.
After discussion and Board Member input with regards to the applications presented, a motion was made by Brad Burgett and seconded by Andrea Henkel to approve the submission of resolutions and/or grant applications in the amount of $528,444 presented as listed on the Consent Docket. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item H).
CONSIDER ACCEPTANCE OF GRANTS/CONTRACTS/AWARDS 1. PY 20 Department of Energy Weatherization Assistance Program Expansion Grant Award from Oklahoma Department of Commerce in the amount of $269,796; these funds will be used to expand Weatherization services into an additional five-county area. The expansion service area would include Bryan, Carter, Coal, Love, and Pontotoc Counties, allowing the agency to serve 15 families. The total amount awarded for the program year is $379,844.
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2. 2020 CSBG Award (CAPTAIN Software Renewal) from the Oklahoma Department of Commerce in the amount of $5,644; these funds will be used to cover renewal costs for the CAPTAIN software (provided by Cap Systems, Inc.), which is used to track program outcomes, community partnerships, Board/staff volunteer hours, and Board/staff training hours. The contract period will be October 1, 2020 – September 30, 2021. 3. FY 20 Advancing Comprehensive Community Development and Racial Equity Supplemental Grant Award from NeighborWorks® America in the amount of $35,000; these funds will be used to purchase personal protective equipment/supplies (masks, gloves, hand sanitizer, disinfectants) to ensure communities have access to these resources. Funds will also be used for education/awareness events and to support associated costs. 4. FY 2021 Base Grant Award from the Oklahoma CASA Association in the amount of $19,536; these funds will be used to support operational expenses for the CASA Program. 5. 2020 Victims of Crime Act Grant Award (Court Appointed Special Advocates) from the Oklahoma District Attorney’s Council in the amount of $85,401; the one-year VOCA grant will be used to provide salary and other operating support for Little Dixie CASA staff. Since the purpose of this grant program is to provide direct services to victims of crime, this funding will allow Little Dixie CASA to continue providing advocacy services for abused and neglected children within Choctaw, McCurtain, and Pushmataha Counties. 6. 2020 VOCA Grant Award (Victim Advocacy Services) from the Oklahoma District Attorney’s Council in the amount of $97,786; funding would provide operational support for the Victim Advocacy Services Program for a period of one year. The program provides enhanced, needed direct services to victims and their families; a Victim Services Coordinator assists victims of crime in Choctaw, McCurtain and Pushmataha Counties through direct service provision/linking to resources that will serve the victim’s physical, emotional and basic needs. 7. Rural Communities Opioid Response Program–Implementation Grant Award from U.S. Department of Health and Human Services, Health Resources and Services Administration in the amount of $1,000,000; these funds will be used over a three-year period to implement evidence-based interventions and promising practice models to expand access to, and strengthen the quality of, Substance Use Disorder and Opioid Use Disorder prevention, treatment, and recovery services in Choctaw, McCurtain, and Pushmataha Counties. Program activities/outcomes will be achieved through the work of four staff members and the Tri-County Opioid Response Consortium. This program will build upon the community planning work completed through the Rural Communities Opioid Response Program- Planning Grant project. 8. FY 2020 Rural Domestic Violence, Dating Violence, Sexual Assault, and Stalking Program Grant Award from the U.S. Department of Justice, Office on Violence Against Women in the amount of $750,000; these funds will be used to continue operations of the Safe Place Healing Hearts Program, which employs three program staff. Funding will be used over a period of 36 months to enhance services for and ensure the safety of victims of domestic violence, dating violence, sexual assault, and stalking within Choctaw, McCurtain, and Pushmataha Counties. Funding will be used to directly serve victims of such crimes; build the capacity of direct service providers to better serve and protect victims; encourage reporting of these crimes; and ensure all service providers are adequately trained on how to appropriately respond, assist victims, improve the rate of prosecution of such crimes, working together through coordinated service delivery.
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A motion was made by Brad Burgett and seconded by Craig Young to approve acceptance of grants, contracts, and awards in the amount of $2,263,163 as presented and listed on the Consent Docket. The roll call vote was: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item I).
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to enter into Executive Session to review and discuss the following items in accordance with Oklahoma Statute Title 25 § 307(B)(1): 1.) Executive and Personnel Committee’s Performance Evaluation of Rebecca Reynolds, LDCAA Executive Director (Organizational Standard 7.4) and 2.) Employment Contract Renewal and Compensation of Rebecca Reynolds as Executive Director of LDCAA (Organizational Standard 7.5). A motion was made by Brad Burgett and seconded by Craig Young to enter into Executive Session to review and discuss the Executive and Personnel Committee’s Performance Evaluation, the Employment Contract Renewal, and Compensation of Rebecca Reynolds as Executive Director of LDCAA. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item J). LDCAA staff/visitors then exited the room; the Board of Directors entered into Executive Session at 10:46 a.m.
After holding Executive Session, LDCAA staff/visitors were brought back into the meeting room. Brent Franks, Vice-Chairman, then requested the Board’s consideration, discussion, and vote to adjourn out of Executive Session and the regular Board Meeting be reconvened. A motion was made by Craig Young and seconded by Brad Burgett to adjourn out of Executive Session and the regular Board Meeting be reconvened. The Roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item K). The Board of Directors adjourned out of Executive Session at 11:18 a.m.
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to approve the Performance Evaluation of Rebecca Reynolds, LDCAA Executive Director. In accordance with Organizational Standards – Category 7, Standard 7.4, the Governing Board conducts a performance appraisal of the Executive Director each calendar year. The Executive and Personnel Committee conduct the Performance Evaluation with the Executive Director present, then reports back to the Board on its findings. The Board reviews the Performance Evaluation, meets with the Executive Director if deemed necessary, and votes whether to approve the Evaluation. During Executive Session, the Board reviewed and discussed Executive Director Rebecca Reynolds’ Performance Evaluation. A motion was made by Brad Burgett and seconded by Andrea Henkel to approve the Performance Evaluation of Rebecca Reynolds, LDCAA Executive Director. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item L).
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to approve the Renewal of Contract, Employment, and Compensation of Rebecca Reynolds as LDCAA Executive Director. In accordance with Organizational Standards – Category 7, Standard 7.5, the Governing Board reviews and approves the Executive Director’s compensation each calendar year. During Executive Session, the Board reviewed Reynolds’ compensation, which is tied to the renewal of the contract and employment approval, and which was also discussed. A motion was made by Brad Burgett and seconded by Vicky Wade to approve the Renewal of Contract and Employment of Rebecca Reynolds as LDCAA Executive Director, along with
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approval of her Compensation as discussed by the Board in Executive Session. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item M).
Macy Self, Administrative Assistant, requested the Board’s consideration, discussion, and vote to approve the CSBG-CARES Emergency Assistance Policy, Procedure, and Guidelines. LDCAA received $308,480 from the Oklahoma Department of Commerce to aid in addressing family, community and agency-level needs in response to the COVID-19 Pandemic. Of those monies, $60,000 were set aside for the provision of emergency assistance services. These funds will be used to provide food assistance, rental/mortgage assistance, prescription assistance, transportation assistance and utility assistance. This policy defines each emergency service, details eligibility criteria, case management services, frequency/duration of services, maximum dollar amount per household and payment to vendor processes. In an effort to ensure a holistic approach is taken to meeting the client’s needs, LDCAA’s case workers will meet with each client to establish the needs, determine eligibility, and discuss referral options, if applicable, to further promote self-sufficiency. Additionally, LDCAA will offer and encourage participation in an online Financial Literacy Class. This class will cover necessary topics such as budgeting, creating an emergency fund and smart money-making decisions. In determining the need for services, agency staff will conduct a benefits analysis to ensure the prevention of duplication of benefits (i.e. client receives assistance from multiple funding sources for the same purpose, exceeding total identified need). Clients may receive a single or combination of various assistance services based upon need. Clients are eligible to receive one service (i.e. food, rent, or prescription assistance) per calendar year. Funding for services will be available until September 2022 or until funds are no longer available. The values for maximum dollar amount per household will be as follows: • Food Assistance – $50 per household member in a calendar year; • Mortgage Payment – $800 per household in a calendar year; • Prescription Assistance Payment – $200 per household in a calendar year; • Rent Payment Assistance – $500 per household in a calendar year; • Transportation Services – one Bus Ride Voucher per household member; and • Utility Assistance – $300 per household in a calendar year. A motion was made by Andrea Henkel and seconded by Trilla Frazier to approve the CSBG- CARES Emergency Assistance Policy, Procedure, and Guidelines. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item N).
Rebecca Reynolds, Executive Director, requested the Board’s consideration, discussion, and vote to approve the LDCAA Board of Directors Regular Meeting Dates for 2021 (Organizational Standard 5.5). For 2021, the only change from prior years will be that all Regular Meetings of the Board will be held at LDCAA’s Head Start Administration Office, located at 1005 S. 5th Street in Hugo, Oklahoma. A motion was made by Brad Burgett and seconded by Clinton Crawley to approve the LDCAA Board of Directors Regular Meeting Dates for 2021. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item O).
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to elect two Board Members to the Executive and Personnel Committee, pursuant to LDCAA Amended By-Laws, Article X. A motion was made by Craig Young and seconded by Clinton
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Crawley to elect David Hawkins and Sandra Meeks to the Executive and Personnel Committee. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item P).
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to elect two Board Members to the Committee to Research Private and Low-Income Sector Representation for McCurtain County, pursuant to LDCAA Amended By-Laws, Article XI. A motion was made by Andrea Henkel and seconded by Trilla Frazier to elect Vicky Wade and Craig Young to the Committee to Research Private and Low-Income Sector Representation for McCurtain County. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item Q).
Brent Franks, Vice-Chairman, appointed Andrea Henkel to serve as Chairperson for the Committee to Research Private and Low-Income Sector Representation for McCurtain County, pursuant to LDCAA Amended By-Laws, Article XI, Section 2.
Brent Franks, Vice-Chairman, requested the Board’s consideration, discussion, and vote to elect one Board Member to the Risk Assessment and Management Committee, pursuant to LDCAA Amended By-Laws, Article XI. A motion was made by Brad Burgett and seconded by Craig Young to elect Andrea Henkel to the Risk Assessment and Management Committee. The roll call vote was as follows: Yes 13; No 0; Abstain 1. The motion carried. The Voting Record is attached (Item S).
Kathy James, Senior Program Planner, requested the Board’s consideration, discussion, and vote to approve a Budget Revision Amendment Application for the LDCAA Head Start Program. If awarded, the FY 2020 Amendment (Budget Period: 12/1/2019–11/30/2020) would re- direct $58,604 of existing Head Start Program Operations funds to cover the purchase of a school bus for use at the Rattan I Center, in order to transport the children served. The purchase of the school bus would be allocated 100% to Head Start, as it would be used solely by the program. A motion was made by Brad Burgett and seconded by David Smith to approve a Budget Revision Amendment Application for the LDCAA Head Start Program. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item T).
Kathy James, Senior Program Planner, requested the Board’s consideration, discussion, and vote to approve Budget Revision Amendment Applications for the LDCAA Head Start, Early Head Start, and EHS-Child Care Programs. James explained there would be two FY 2020 Budget Revision Amendments submitted, one for Head Start/Early Head Start (Funding Period: 12/1/2019–11/30/2020), and the other for the Early Head Start-Child Care Program (Funding Period: 8/1/2020–7/31/2021). If awarded, both Amendments would redirect funding for the current budget period to support the purchase of two vans to be used by the programs’ maintenance personnel. The two Maintenance Technicians (shared by the three programs) service and maintain program centers/facilities to help ensure seamless operations, and the vans would be used to facilitate this work. The purchase of the two vans (total expense of $56,532) would be allocated among the three programs according to the approved Cost Allocation Plan, as follows: Head Start – 54.55%, Early Head Start – 12.12%, and Early Head Start-Child Care – 33.33%. For Head Start/Early Head Start, the Amendment would re-direct $37,690 of existing Program Operations
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Item F Page 9 of 14
funds ($30,838 HS, $6,852 EHS) to partially support the purchase of the two vans. For Early Head Start-Child Care, the Amendment would re-direct $18,842 of existing Program Operation funds to partially support the purchase of the two vans as well. A motion was made by David Smith and seconded by Craig Young to approve the Budget Revision Amendment Applications as presented for the LDCAA Head Start, Early Head Start, and EHS-Child Care Programs. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item U).
Darla Galyon, Head Start/EHS/EHS-CC Director, requested the Board’s consideration, discussion, and vote to approve the Head Start/Early Head Start/Early Head Start-Child Care Succession Plan. The Head Start/Early Head Start/EHS-Child Care Program Director holds a critical position within the agency. Therefore, ensuring that the functions of the Director are well- understood and shared among the Management Team and Associate Director is important to ensure programmatic stability and leadership continuity in the event of unplanned or unexpected change. The purpose of the plan is to ensure the continuous coverage of duties critical to the ongoing successful operations of LDCAA’s Head Start/Early Head Start/EHS-Child Care Programs. The plan outlines policies and procedures for the temporary appointment of an acting Head Start/Early Head Start/EHS-Child Care Director in the event of an unplanned and extended absence of the Program Director. A motion was made by Andrea Henkel and seconded by Trilla Frazier to approve the Head Start/Early Head Start/Early Head Start-Child Care Succession Plan. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item V).
Mattie Ferguson, Head Start/EHS/EHS-CC Assistant Director, requested the Board’s consideration, discussion, and vote to approve the Head Start/Early Head Start/Early Head Start- Child Care Policy Council Operating Procedures and Conflict Resolution/Impasse Policy. The Policy Council Operating Procedures and Conflict Resolution/Impasse Policy reflect Federal requirements contained in the Head Start Program Performance Standards. A motion was made by Brad Burgett and seconded by David Smith to approve the Head Start/Early Head Start/Early Head Start-Child Care Policy Council Operating Procedures and Conflict Resolution/Impasse Policy. The roll call vote was: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item W).
Brent Franks, Vice-Chairman, explained that the staff member who was to present Item X (Update on ROMA Process, 2020 Logic Models with Results, LDCAA 2020 Community Action Plan with Addendum, and LDCAA 2020-2023 Strategic Plan: Agency Program and Performance Evaluation, Success of Specific Strategies, Progress on Meeting Goals [O.S. 4.2, 4.3, 4.4 & 6.5]) had to leave the meeting due to illness and asked for the item to be continued until the next Board Meeting. A motion was made by Andrea Henkel and seconded by David Smith to continue/postpone Item X until the next LDCAA Board Meeting, to be held November 10, 2020. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. The Voting Record is attached (Continue Item X).
Susie Mashburn, HS/EHS/EHS-CC Early Childhood Development and Curriculum Coach, provided a Board Training/Programmatic Report over Summer 2019-2020 Child Outcomes and Assessment Results for the Early Head Start/EHS-Child Care Programs (Organizational Standards
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Item F Page 10 of 14
5.7 and 5.9). The data covers the time frame of May 31 to August 15. Along with providing the Outcomes and Assessment Results, Mashburn also provided an overview of the Widely Held Expectations for the Social-Emotional, Physical, Language, and Cognitive domains, including the ranges for Objectives with progressions for development and learning.
Brent Franks, Vice-Chairman, explained that the staff member who was to present Item Z (2020 LDCAA Customer Satisfaction Report: 3rd Quarter [July – Sept.] Results [O.S. 1.3 & 6.4]) had to leave the meeting due to illness and asked for the item to be continued until the next Board Meeting. A motion was made by David Smith and seconded by Craig Young to continue/postpone Item Z until the next LDCAA Board Meeting, to be held November 10, 2020. The roll call vote was as follows: Yes 13; No 0; Abstain 0. The motion carried. The Voting Record is attached (Continue Item Z).
Jordan Mack, HS/EHS/EHS-CC Assistant Director, provided the Board with the Head Start/Early Head Start/EHS-Child Care Policy Council Report for the September 15, 2020 meeting (Organizational Standards 2.1, 5.7, and 5.9).
Rebecca Reynolds, Executive Director, recognized Macy Self (Administrative Assistant, LDCAA Administration) as the October 2020 Employee of the Month.
Rebecca Reynolds, Executive Director, recognized the following Service Award recipients: Five Years – Melissa Wallace (Family Advocate, Head Start Program); Ten Years – Jason Stillwell (Self-Help Specialist, Technical & Management Assistance Program), Kenneth Wallace (Computer Support Technician, LDCAA Administration); and Twenty Years – Sheree Ensley (Fiscal Officer, LDCAA Administration).
Other Reports/Announcements/Correspondence were presented as follows: HHS Communication and Guidance Report; HS/EHS/EHS-CC Program Summary Report; USDA Meals and Snack Report; HS/EHS/EHS-CC Enrollment/Attendance Report; HS/EHS/EHS-CC Data Analysis Report; Jim Freeny Memorial Service Program; Domestic Violence Awareness Month information and Victim Services Programs Partner Awards; and Amendatory Changes to the Oklahoma Open Meeting Act expiring November 15, 2020 (Organizational Standards 5.7 and 5.9).
There being no other business to come before the Board, a motion was made by Brad Burgett and seconded by Craig Young to adjourn the regular meeting. The roll call vote was as follows: Yes 14; No 0; Abstain 0. The motion carried. Voting record is attached (Item FF).
The Regular Meeting adjourned at 12:09 p.m.
______Trilla Frazier, Secretary/Treasurer
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Funding Entity: Oklahoma Department of Education Funding Opportunity: Child and Adult Care Food Program Grant Application Amount: $574,946.17 Agency Program: Head Start and Early Head Start Programs
Little Dixie Community Action Agency’s Head Start/Early Head Start Programs are requesting the Board’s approval to submit an application to the Oklahoma Department of Education in the amount of $574,946.17 for the Child and Adult Care Food Program. If awarded, these funds will provide an opportunity to be reimbursed for a portion of the costs of meals and snacks served to enrolled children in the 29 Head Start classrooms and three Early Head Start centers. The total requested is an estimate of food, milk, food-related supplies, and cooks’ salaries/benefits needed for food service operations under the programs.
Item H2
Funding Entity: Oklahoma Department of Education Funding Opportunity: Child and Adult Care Food Program Grant Application Amount: $157,000 Agency Program: Early Learning Centers
Little Dixie Community Action Agency’s Early Learning Centers are requesting the Board’s approval to submit an application to the Oklahoma Department of Education in the amount of $157,000 for the Child and Adult Care Food Program. If awarded, these funds will provide an opportunity to be reimbursed for a portion of the costs of meals and snacks served to enrolled children at the five Early Learning Centers.
Item H3
Funding Entity: Oklahoma Department of Education Funding Opportunity: Child and Adult Care Food Program Grant Application Amount: $1,248,004.74 (Program Operations – $168,004.74; Daycare Home Meal Reimbursement – Up to $1,080,000) Agency Program: Child and Adult Care Food Program
Little Dixie Community Action Agency has operated a Child and Adult Care Food Program (CACFP) since 1984. CACFP is a Federal food program that provides money for serving nutritious meals to enrolled children in licensed family day care homes. LDCAA provides the CACFP program in 37 counties in Oklahoma, and is one of the largest sponsors in the state. Through this program, our agency provides daycare home providers with training in nutrition, child development, safety, and sanitation. The program also provides daycare home providers with a reimbursement check based on meals served, up to a maximum of two main meals and one snack per child per day. This ensures that the children in these daycare homes receive nutritious meals. By providing free and low-cost food to child care providers, CACFP helps to ensure that children are well fed, able to concentrate, and ready to learn. As a result, providers in the program are being reimbursed for meals served to more than 3,000 children daily. Because the program works with a large number of daycare home providers, CACFP staff must be diligent and meticulous when it comes to management of the program and reporting. The day care homes regularly submit claims for reimbursement to the program, which must process the paperwork efficiently and correctly. LDCAA’s CACFP staff conducts reviews and edit checks of day care homes at least three times a year to negate any compliance problems. The program is reviewed biennially by the State Department of Education, which administers the program in Oklahoma.
With the Board’s approval, we are asking to submit the CACFP Grant application to the Oklahoma Department of Education in the amount of $1,248,004.74. Of this total, $168,004.74 will be used for training daycare home providers, site visits to monitor and assist these providers, and other operational budget needs. In addition, up to $1,080,000 will be used for food reimbursement claims filed by participating daycare home providers.
Item H4
Oklahoma Community Service Commission Little Dixie Head Start/Early Head Start – AmeriCorps Program Year 3 Continuation Formula Grant: Grant Cycle: (2021-2022 Program Year) Amount Requested: $163,000
The mission of the Corporation for National and Community Service (CNCS) is to improve lives, strengthen communities, and foster civic participation through service and volunteering. Within the AmeriCorps competition, CNCS especially seeks to prioritize investment in the following focus areas: Disaster services; Economic and Workforce Development; Education; Energy Conservation; Health and Aging; and Veterans and Military families.
Each child in Head Start and Early Head Start has an Individual Development Plan (IDP) which includes goals for achieving skills the child has not yet mastered, but needs to master before entering Kindergarten. Each time a child masters one of the goals on his/her IDP, a new goal is then added to be worked on, so that the child has at least three active goals at all times. Thus, LDCAA will utilize AmeriCorps members to serve as IDP Coaches in LDCAA's Head Start and Early Head Start centers. Under the direction of the classroom teacher, each AmeriCorps member will work with the Head Start or Early Head Start children on their IDP goals. Examples of a child's IDP goals could be: Trace a diamond shape; Recite numbers 1 - 10; Points to 8 colors; Hops on both feet for 6 feet; Gets up from floor without using hand; or selects pictures related to a sentence read by the teacher. The AmeriCorps members will provide one-on-one attention to Head Start/Early Head Start children to help them master school readiness goals such as these. With the increased one-on-one attention toward mastering their IDP goals, the children will attain their IDP goals faster throughout the year and will attain a higher degree of school readiness by the end of the school year.
With the Board’s approval, we are requesting $163,000 from the Oklahoma Community Service Commission for a Year 3 Continuation Formula AmeriCorps Grant project. If funded, this award will fully fund the AmeriCorps Program for a period of one year. Through the grant project, LDCAA will utilize 20 900-hour AmeriCorps members to serve as IDP Coaches in LDCAA's Head Start classrooms and its Early Head Start centers. AmeriCorps members will serve these locations, which are spread out across Choctaw, McCurtain, and Pushmataha Counties. AmeriCorps members will provide six hours of service a day during days that pre- school is in session.
Item H5
October 26, 2020
Ryan McMullen, Community Affairs Officer Western Division-Simmons Bank 6301 Waterford Blvd., Suite 400 Oklahoma City, OK 73118
Dear Mr. McMullen,
Little Dixie Community Action Agency, Inc. is a 501(C)3 private non-profit Community Action Agency that provides many affordable housing services including single-family new construction. Through our Section 502 USDA/Rural Development Self Help Housing Program, we help low and very-low income families achieve homeownership. Our mission is “To improve the lives of low-income individuals and families through service and collaboration leading to self-sufficiency.” Working with families and individuals in Bryan, Marshall, Carter and other Southeast Oklahoma counties to become homeowners is one key strategy towards achieving our mission.
The Self-Help Housing Program serves families with household income at 80% and below of the median. Forty percent (40%) of our participants are very-low income with the remaining 60% low-income. I have attached an income guidelines table which shows the current income limits and household size used for eligibility determination. Self-Help housing staff determine eligibility using these income guidelines which is compared to reported and verified income provided by the applicants. Little Dixie is requesting $2,500 from Simmons Bank’s Western Division in support of our efforts to help families achieve homeownership through the Self-Help Housing Program. The funding, if awarded will be earmarked to help those families residing or building in Bryan, Carter and Marshall Counties of Southeast Oklahoma. Please call me should you have any questions or need additional information.
Sincerely,
Becky Reynolds Executive Director
Item H6
AmeriCorps Seniors Nov. 4, 2020
AmeriCorps Seniors Pandemic Augmentation
Dear Grantees,
AmeriCorps Seniors is pleased to announce a one-time augmentation for all AmeriCorps Seniors RSVP grants. This one-time augmentation is available to support your program’s efforts to facilitate a safer pathway to service. AmeriCorps Seniors encourages all RSVP grantees to use these funds to address service challenges as a result of COVID-19.
AmeriCorps Seniors is offering RSVP one-time augmentations in the amount of $5,000. Please note: these are one-time funds that should be spent by the end of the grant’s current budget period and will not increase permanent baseline amounts. If you are unsure about your program’s budget period or baseline amount, please contact your Portfolio Manager.
For more information on the augmentation, please visit the AmeriCorps Seniors Pandemic Augmentation Opportunity section on the Manage AmeriCorps Seniors Grants webpage.
To request funds, email [email protected] no later than 12:00 p.m. ET on Fri., Nov. 13, 2020, copying your assigned Portfolio Manager and including the following information:
1. Legal applicant name, 2. Grant number, 3. Portfolio Manager names, 4. Amount of funds requested.
All requests will receive a confirmation email with additional instructions on completing your augmentation.
Sincerely,
The AmeriCorps Seniors Team
Item I1 Page 1 of 2 Item I1 Page 2 of 2 Item I2 Little Dixie Community Action Agency CSBG-CR-2020-Little Dixie CAA-00022
FAIN #: 2001OKCSC3 UEI #: 95453171 FEI #: 730772321 CONTRACT PART I SUMMARY AND SIGNATURES
Contracting Agency: Oklahoma Department of Commerce State of Oklahoma (ODOC) Contractor: Little Dixie Community Action Agency, Inc. Contract Title: ODOC Community Services Block Grant Contract Number: 18012 CSBGCR 20 Federal Amount: $6,050.00 Match Amount: $0 Contract Amount: $6,050.00 Research and Not R&D Related Development: Indirect Cost Rate: 23.49% Grant Award Amount - This $6,050.00 Action: Total Committed: $6,050.00 Total Obligated: $6,050.00 Source: U.S. Department of Health and Human Services Community Services Block Grant Act of 1981, as amended. (42 USC§§9901, et seq.; P.L. 97-35, Title VI, Subtitle B). Catalog of Federal Domestic Assistance (CFDA) Number 93.569 Project Funding Period: October 1, 2020 through March 30, 2022 Federal Award Period: March 27, 2020 through September 30, 2022
Summary of Project CAPTAIN Public Client Intake Portal
Budget Summary CDBG Funds Construction - Engineering/Architect - Inspection - Other - Public Facilities Admin - Direct Grantee Admin - Planning - TOTAL CDBG - TOTAL LEVERAGE - TOTAL FUNDS -
10/14/2020 Page 1 of 28 Item I3 Item I4 Page 1 of 3 Item I4 Page 2 of 3 Item I4 Page 3 of 3 Item I5 Item I6 Page 1 of 2 Item I6 Page 2 of 2 Item J Page 1 of 6 Item J Page 2 of 6 Item J Page 3 of 6 Item J Page 4 of 6 Item J Page 5 of 6 Item J Page 6 of 6 Item K Page 1 of 6 Item K Page 2 of 6 Item K Page 3 of 6 Item K Page 4 of 6 Item K Page 5 of 6 Item K Page 6 of 6 Item M Page 1 of 15
Little Dixie Community Action Agency, Inc.
Executive Director/President/Chief Executive Officer SUCCESSION PLAN
Guideline for the Appointment of an Acting Executive Director in the Event of an Unplanned Absence of the Incumbent
1. Rationale
The Executive Director position in a nonprofit organization is a central element in the organization's success. Therefore, ensuring that the functions of the Executive Director are well-understood and even shared among the executive team and senior staff is important to ensure organizational stability and leadership continuity in the event of unplanned and unexpected change. This kind of risk management is equally helpful in facilitating a smooth leadership transition when it is predictable and planned.
The purpose of this plan is to ensure the continuous coverage of duties critical to the ongoing successful operations of Little Dixie Community Action Agency, Inc., hereafter known as “LDCAA”. The Board of Directors is adopting policies and procedures for the temporary appointment of an Acting Executive Director in the event of an unplanned and extended absence of the Executive Director. The Board Chair, or Board Vice Chair in the absence of the Board Chair, may determine the appropriate time to initiate the implementation of this plan.
While the Board of Directors acknowledges that such an absence is highly improbable and certainly undesirable, they believe that due diligence in exercising executive-level management functions requires that it have an succession plan in place. It is expected that this plan will ensure continuity in the administration of the organizations day-to-day programs and operations, management of external relationships and supervision of staff and finances.
2. Priority functions of the Executive Director position at LDCAA
The full Executive Director job description is attached (See Attachment 1). Of the-duties listed in the job description, the following are considered to be examples of the key functions of the Executive Director, and therefore, have a corresponding temporary staffing strategy. Functions to be covered by an Acting Executive Director are attached. (See Attachment 2: Succession Plan Detail: Executive Director)
The positions assigned in the Temporary Staffing Strategy are based on LDCAA organizational structure as of October 2020. In the event this plan is implemented and assigned positions are vacant or no longer available, the Board Chair may select other senior staff to support each of the key Executive Director functions. It is the
1 Item M Page 2 of 15 responsibility of the Executive Director to ensure that positions have appropriate cross- training to successfully implement the temporary staffing strategy.
3. Business as Usual
This succession plan and the staffing structure at LDCAA are intended to minimize disruption in quality service and maintain business as usual to the extent possible. In the absence of the Executive Director, unless otherwise determined by the Board of Directors, business as usual includes maintenance of the following (See Attachment 2):
A. Delivery of services B. Accounting, billing, payroll, purchasing and payables C. Fundraising D. Liaison with the Board of Directors E. Facilities and information technology oversight F. Supervision and oversight of management and staff
While this timeline may vary based on circumstances, the suggested steps for implementation are:
• Executive Management Team informs Board Chair immediately of unplanned absence.
• The Board Chair informs Board of appointment of Johnny Moffitt, Associate Director to the post of Acting Executive Director.
• The Board Chair (and potentially other officers) consults with the Acting Executive Director on circumstances of the absence, organizational situation and related factors.
• After Board Chair and Acting Executive Director consult, stakeholders will be notified following the plan.
4. Succession Plan Implementation
The Board of Directors authorizes the Board Chair to implement the terms of this succession plan in the event of a planned or unplanned temporary, short-term absence of the Executive Director.
• It is the responsibility of the Executive Director to inform the Board of Directors of a planned temporary or short-term absence, and to plan accordingly.
• As soon as feasible, following notification of an unplanned temporary or short-term absence, the Board Chair may convene an Executive Committee meeting to affirm the procedures prescribed in this plan, or to modify them if needed.
2 Item M Page 3 of 15
5. Succession Plan in event of a temporary, unplanned absence (SHORT-TERM)
A. Definitions
1. A temporary absence is one in which it is expected that the Executive Director will return to his/her position once the events precipitating the absence are resolved.
2. An unplanned absence is one that arises unexpectedly, in contrast to a planned leave, such as a vacation or a sabbatical.
3. A short-term absence is three months or less.
B. Who may appoint the Acting Executive Director?
1. The Board of Directors authorizes the Board Chair to implement the terms of this succession plan in the event of the unplanned absence of the Executive Director.
2. In the event of an unplanned absence of the Executive Director, Johnny Moffitt, Associate Director, may immediately inform the Board Chair of the absence.
3. As soon as is feasible, the Board Chair may convene a meeting of the Executive Management Team to affirm the procedures prescribed in this plan or to make modifications the team as deems appropriate.
C. First backup for the position of Acting Executive Director
The Board Chair may designate Johnny Moffitt, Associate Director to the position of Acting Executive Director. His position description may specify that he may serve as the backup and Acting Executive Director in the absence of the Executive Director unless otherwise decided by the Board. He will have a Succession Plan with designated appointees if he becomes Acting Executive Director or if he is otherwise unable to serve his own functions as Associate Director.
D. Cross-training plan for appointees
The Executive Director may develop a plan for training the potential appointees in the priority functions of the Executive Director which are listed in section 2 above. The training plan will be attached to this document when the plan is completed. The Director of Operations may have the responsibility of handling the logistics of the plan's implementation.
E. Authority and restrictions of the appointee
The person appointed as Acting Executive Director may have the same authority for day-to-day decision making and independent action as the Executive Director. Decisions that may be made in consultation with the Board or other appropriate committee include senior management staff hiring and terminations, financial issues, taking on a new project, and taking public policy positions on behalf of the organization.
3 Item M Page 4 of 15
F. Compensation
The Board may consider a salary adjustment for the Acting Executive Director.
G. Board Chair responsibility for oversight and support to the Acting Executive Director
As with the Executive Director, the Board Chair and Board of Directors will have the responsibility for monitoring the work of the Acting Executive Director. The Acting Executive Director will provide regular updates and meet with the Board. The Board will also be alert to the special support needs of the Acting Executive Director serving in this temporary leadership role and act to address them.
H. Communications plan
Within eight (8) hours after an Acting Executive Director is appointed, the Board Chair and the Acting Executive Director may meet to implement an external communications plan to announce the organization's temporary leadership structure including the kind of information that will be shared and with whom (e.g. major donors, civic leaders, government officials). (See Attachment 2)
Within 24 hours to 48 hours after an Acting Executive Director is appointed, the Board Chair and Acting Executive Director may implement the communications plan to announce the organization's temporary leadership structure to the management team, the Board of Directors and the Advisory Board.
Notifications will take place in sequence on the following timetable:
• Within 24 hours, the Acting Executive Director notifies the Management Team.
• Within 24 hours, the Acting Executive Director will notify the staff.
• Within 72 hours, the Acting Executive Director will notify the closest vendors, the banks and the auditor.
• Within seven days, the Acting Executive Director will notify the local and state governmental funding agencies, officials and foundations.
For a full overview of the communications plan, see Attachment 2: Succession Plan Detail: Executive Director
6. Succession Plan in event of a temporary, unplanned absence (LONG-TERM)
A. Definition
1. A temporary absence is one in which it is expected that the Executive Director will return to his/her position once the events precipitating the absence are resolved.
4 Item M Page 5 of 15
2. An unplanned absence is one that arises unexpectedly, in contrast to a planned leave, such as a vacation or a sabbatical.
3. A long-term absence is one that is expected to last more than 3 months.
B. Procedures
The procedures and conditions to be followed may be the same as for a short-term absence with one addition: The Board will give immediate consideration, in consultation with the executive management team, to temporarily back-filling the position left vacant by the Acting Executive Director. This is in recognition of the fact that, for a term of more than three months, it may not be reasonable to expect the Acting Executive Director to carry the duties of both positions. The position description of a temporary director would focus on covering the priority areas in which the Acting Executive Director needs assistance.
7. Succession Plan in event of a PERMANENT unplanned absence
A. Definition
A permanent absence is one in which it is firmly determined that the Executive Director will not be returning to the position.
B. Procedures
The procedures and conditions may be the same as for a long-term temporary absence with one addition: The Board Chair may appoint a Transition and Search Committee of nine members in accordance with the terms of LDCAA By-Laws and Succession Policy and follow the procedures set forth in LDCAA By-Laws and Succession Policy.
8. Approvals and maintenance of record
A. Succession Plan approval
This succession plan will be approved by the full Board of Directors and reviewed biennial at a Board meeting to make any needed changes in the standing appointees. The Board may review and amend the plan at other times if a standing appointee is no longer available to serve in an Acting Executive Director capacity. The Board may reevaluate the plan when new designees are appointed.
B. Signatories
This plan may be signed by the Board Chair, the Executive Director, the Human Resource Director, and the standing appointees designated in this plan.
5 Item M Page 6 of 15
C. Maintenance of record
Copies of this plan may be maintained by the Board Secretary, Executive Director, Human Resource Director and the standing appointees designated in this plan.
Plan has been reviewed and approved by LDCAA Board of Directors on this _10__ day of _November_____, 2020
William Smith, Board Chair
Rebecca Reynolds, Executive Director
Dawn McDaniel, Human Resource Director:
Johnny Moffitt, Acting Executive Director:
6 Item M Page 7 of 15 Attachment #1 Item M Page 8 of 15 Attachment #1
12. Assures long range strategy is in place to achieve the Agency's mission and that progress is attained on all elements of the mission. 13. Provides planning and program design which involves development and articulation in grant and contract applications of program goals, objectives, procedures, processes, and budget priorities. 14. Maintains a knowledge of significant developments and trends affecting funding supporting current and future Agency programs. 15. Represents all programs and the Agency's position to other service organizations and to the general public. 16. Provides oversight and monitoring which involves measures to verify program accomplishments of Agency goals and objectives. 17. Ensures that sound financial practices are developed and maintained. 18. Jointly with the Chairman and Secretary of the LDCAA Board, conducts official correspondence and executes legal documents. 19. Ensures adequate security, upkeep and maintenance of all property and equipment owned, rented, or leased by the Agency. 20. Ensures that job descriptions arc developed, that regular performance evaluations are held, and that sound human resources practices are in place. 21. Maintains an up-to-date organizational chart. 22. Ensures that an effective management team is in place with appropriate succession plan. 23. Maintains a climate that attracts, keeps, and motivates a diverse staff of top quality employees. 24. Directly supervises and performs periodic performance evaluations of Associate Directors and administrative staff who report to the Executive Director; and 25. Performs other related duties as assigned by the Board of Directors. 26. Must comply with all Federal Grant Regulations including, but not limited to, no indictment for or otherwise criminally or civilly charged by a governmental entity (Federal, state or local) with commission of any of the offenses listed in §180.800(a).
SUPERVISORY RELATIONSHIP
The Executive Director is directly responsible to the LDCAA Board, supervises Associate Directors and all administrative staff who report to the Executive Director.
EDUCATIONAL QUALIFICATIONS
1. Degree in public or business administration or a combination of education and five or more years of experience at mid- and upper- level administrative position. 2. A Bachelor's degree in public or business administration from an accredited college or university is desired, with extensive administrative and supervisory experience with government programs or equivalent combination of relative education and experience. 3. Five or more years of experience at mid- and upper- level administrative position. Item M Page 9 of 15 Attachment #1
4. Experience in and knowledge of the principles of planning, budgeting, accounting and fiscal management. 5. Must have considerable knowledge of program administration techniques and procedures as well as proven ability to effectively supervise professional staff. 6. Knowledge of the structure and functions of governmental agencies. 7. Public relations experience is a plus.
MENTAL AND PHYSICAL DEMANDS/ENVIRONMENTAL FACTORS
1. Constantly must be able to sit/stand in a stationary position 50% of the time. 2. Frequently must be able to move about inside the office to access file cabinets, office machinery, etc. 3. Frequently must operate a computer and other office productivity machinery, such as a calculator, copy machine, and computer printer. 4. Frequently must communicate with staff and others who have inquiries about the program. Must be able to exchange accurate information in these situations. 5. Able to see and read PC screens; detect color coding, read fine print, and/or normal type size print. 6. Frequently must communicate with staff and others who have inquiries about the program. 7. Must be able to exchange accurate information in these situations. 8. Ability to understand, remember, and apply oral and/or written instructions or other information 9. Make appropriate job decisions following standard office policies and past precedents. 10. Think through the consequences of a decision prior to making it. 11. Ability to make decisions which have moderate impact on the immediate work unit and monitor impact outside immediate work unit. 12. Ability to complete routine forms, use existing form letters and/or conduct routine oral communication 13. Ability to add, subtract, multiply, divide and to record, balance, and check results for accuracy 14. Occasionally must move/carry items weighing up to 30 pounds.
I have read and understand the job description listed above. My questions have been answered. I am fully qualified for this position and can perform the duties as described. I understand that this is not an exhaustive list of all my duties and responsibilities. I understand that LDCAA Board (and no other) reserves the right to revise this job description as deemed necessary.
Little Dixie Community Action Agency, Inc. is an Equal Opportunity provider and employer. The functions, qualifications, requirements, and physical demands listed in this job description represent the essential functions of the job, which the employee must be able to perform either with or without reasonable accommodation. As an equal opportunity provider and employer, LDCAA will make reasonable accommodations to enable individuals with disabilities to perform their job duties/functions. The listed job functions, duties and responsibilities do not necessarily include all activities that the employee may perform. Nothing herein restricts management's right Item M Page 10 of 15 Attachment #1 to assign or reassign duties and responsibilities to this job at any time. This position is exempt from the provisions of the Fair Labor Standards Act and its amendments.
I certify that I understand and accept the responsibilities and duties of this position.
______Employee Signature Date
______Employee Name (Printed)
Item M Page 11 of 15 Attachment #1
LDCAA Affidavit of Compliance With Federal Grants Regulations
I, ______, do solemnly swear or affirm the following:
(a) I am not presently excluded or disqualified from entering into a covered transaction with a Federal agency. (b) I have not been convicted within the preceding three years of any of the offenses listed in 2 CFR §180.800(a), outlined below and made a part hereof, or had a civil judgment rendered against you for one of those offenses within that time period; (c) I am not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, state or local) with commission of any of the offenses listed in §180.800(a); or (d) I have not have had one or more public transactions (Federal, state, or local) terminated within the preceding three years for cause or default.
I further solemnly swear or affirm I have not violated any of the remaining parts of 2 CFR § 180.800 as outlined below and made a part hereof.
2 CFR § 180.800 - A Federal agency may debar a person for (a) Conviction of or civil judgment for (1) Commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public or private agreement or transaction; (2) Violation of Federal or State antitrust statutes, including those proscribing price fixing between competitors, allocation of customers between competitors, and bid rigging; (3) Commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, tax evasion, receiving stolen property, making false claims, or obstruction of justice; or (4) Commission of any other offense indicating a lack of business integrity or business honesty that seriously and directly affects your present responsibility; (b) Violation of the terms of a public agreement or transaction so serious as to affect the Integrity of an agency program, such as (1) A willful failure to perform in accordance with the terms of one or more public agreements or transactions; (2) A history of failure to perform or of unsatisfactory performance of one or more public agreements or transactions; or (3) A willful violation of a statutory or regulatory provision or requirement applicable to a public agreement or transaction; (c) Any of the following causes: (1) A nonprocurement debarment by any Federal agency taken before October 1, 1988, or a procurement debarment by any Federal agency taken pursuant to 48 CFR part 9, subpart 9.4, before August 25, 1995; (2) Knowingly doing business with an ineligible person, except as permitted under 180.135; (3) Failure to pay a single substantial debt, or a number of outstanding debts (including disallowed costs and overpayments, but not including sums owed the Federal Government Item M Page 12 of 15 Attachment #1
under the Internal Revenue Code) owed to any Federal agency or instrumentality, provided the debt is uncontested by the debtor or, if contested, provided that the debtor's legal and administrative remedies have been exhausted; (4) Violation of a material provision of a voluntary exclusion agreement entered into under 180.640 or of any settlement of a debarment or suspension action; or (5) Violation of the provisions of the Drug-Free Workplace Act of 1988 (41 U.S.C. 701); or (d) Any other cause of so serious or compelling a nature that it affects your present responsibility.
Further Affiant Sayeth Not.
______
STATE OF OKLAHOMA COUNTY OF CHOCTAW
On this ____ day of______, 20____ before me, the undersigned, a Notary Public in and for said County and State, personally appeared ______and acknowledged to me that she executed the foregoing instrument for the uses and purposes therein set forth.
WITNESS, my hand and seal the date last above written.
______Notary Public My Commission Expires
Item M AttachmentPage 13 of 15#2
Little Dixie Community Action Agency, Inc. Succession Plan Detail November 10, 2020
Name: Rebecca Reynolds, Executive Director
First Backup: Johnny Moffitt, Associate Director
First Backup Support: Provides support in collaboration with Johnny Moffitt, Associate Director - Personnel Management: Dawn McDaniel, Human Resource Director - Grants, Planning, & Public Relations: Rhonda Teague, Director Planning/PR - Financial: Sheree Ensley, Fiscal Officer
Second Backup(s): Dawn McDaniel, Human Resource Director
Second Backup Support: Provides support in collaboration with First Backup Support - Personnel Management: Dawn McDaniel, Human Resource Director - Grants, Planning, & Public Relations: Rhonda Teague, Director Planning/PR - Financial: Sheree Ensley, Fiscal Officer
Short-Term Staffing of Key Functions
Key Functions Short Term Staffing Strategies (Define short-term: Up to 3 months) Provides direction, guidance, & assistance to initiate program Johnny Moffitt, Associate Director activities including: (in collaboration with)
- Grants & Operations Management Lindsey Miller, Associate Director - Public policy & public information, Kathy James, Senior Program Planner - State Plan dev, monitor, report, Rhonda Teague, Planning Director - Planning & project development Rhonda Teague, Planning Director
Directs and oversees fiscal affairs of LDCAA Sheree Ensley, Fiscal Officer
Manages and oversees personnel functions Dawn McDaniel, Human Resource Director
Provides support to the Chair, Board, Committees, and Dawn McDaniel, Human Resource Director and Board Members Lindsey Miller, Associate Director
Ensures effective relationships with state agencies, disability Rhonda Teague, Planning Director and Community, Governor’s office, state legislature and federal consultation with Board Chair agency
Item M AttachmentPage 14 of #215
Notifications
Notify: Accountability: Timeline: Temporary Leadership Change Person to Send Notification Notification to be Made
Board Chair Johnny Moffitt, Associate Director or ASAP Lindsey Miller, Associate Director
Executive/Personnel Committee Johnny Moffitt, Associate Director or 1-2 hours Lindsey Miller, Associate Director Program Directors Johnny Moffitt, Associate Director or 1-2 hours Lindsey Miller, Associate Director Accounting/Payroll, HR, Others as Johnny Moffitt, Associate Director or 1st 4 hours appropriate Board Chair Board Members Johnny Moffitt, Associate Director or 1-2 days Board Chair Staff Johnny Moffitt, Associate Director or 1-2 days Dawn McDaniel, Human Resource Director Governor’s Office Johnny Moffitt, Associate Director or 1-2 days Board Chair Grantees as needed Johnny Moffitt, Associate Director or 1st week Rhonda Teague, Planning Director State Agency Colleagues Johnny Moffitt, Associate Director or 1st week Rhonda Teague, Planning Director
Oklahoma Secretary of State Dawn McDaniel, Human Resource Director 1st week
Other Interested Parties Dawn McDaniel, Human Resource Director or 1st week Rhonda Teague, Planning Director
Contact information for the above contacts is located in the following: ♦ www.littledixie.org, Contact Information ♦ www.littledixieboard.org, Membership ♦ www.ldcaainfo.org, LDCAA Who to Call ♦ Grantee Database
Item M AttachmentPage 15 of #2 15
Required: Contact information lists for the above contacts to be developed: ♦ State Agency Colleagues ♦ Governor’s Office
Cross-Training Plan (on Executive Director Role)
Training area Staff to be Cross-Trained Timeline Trainee Trainer
Grants and Regulations Johnny Moffitt Rebecca Reynolds Ongoing Training: self-review
Board relations activities and Board Chair coordination Johnny Moffitt Rebecca Reynolds Ongoing
Issues/topics of Board, Board Board Chair and Government office Johnny Moffitt Rebecca Reynolds Ongoing Understanding of how to develop Johnny Kathy James ASAP agendas, etc. Moffitt, Dawn Develop: written procedure McDaniel
Item N
Agency Wide PROPOSED 2021 BUDGET
REVENUES: GRANTS/CONTRACTS 15,500,000.00 INTEREST 100,000.00 OTHER /RENTS/MISC. 4,250,000.00 RECOVERIES FROM PROG. 3,150,000.00 INKIND/MATCH 1,300,000.00
TOTALS 24,300,000.00
EXPENSES: SALARIES/WAGES 7,900,000.00 FRINGE BENEFITS 2,686,000.00 INDIRECT COST 1,817,000.00 STIPENDS 91,000.00 CONTRACTUAL 1,575,000.00 TRAVEL/TRANSPORTATION 400,000.00 SPACE COST 150,000.00 TELEPHONE/UTILITIES 575,000.00 REHAB/RENOVATIONS 25,000.00 POSTAGE 40,000.00 SUPPLIES 1,100,000.00 FOOD/NUTRITION SUPPORT 1,400,000.00 EQUIPMENT/FACILITIES 500,000.00 ADVERTISING/PROMOTION 105,000.00 INSURANCE 2,000,000.00 PRINTING/PUBLICATIONS 55,000.00 REPAIRS/MAINTENANCE 500,000.00 TRAINING 200,000.00 FEES/LICENSING/DUES 130,000.00 DIRECT SERVICES 96,000.00 INTEREST 75.00 OTHER 1,000,000.00 INKIND/MATCH EXPENSE 1,300,000.00
TOTALS 23,645,075.00 Item O Page 1 of 3 Item O Page 2 of 3 Item O Page 3 of 3 Item P Page 1 of 3 Item P Page 2 of 3 Item P Page 3 of 3 The PROMPT Onsite Review Process
Measuring the Capacity, Performance, and Impact of NeighborWorks Network Members Page 1 Item of 21 R About the Review Process • Supports the NeighborWorks America Strategic Plan goal to “support a strong network of strong organizations” • Enhance the Performance and Productivity of network organizations to sustain and build a NeighborWorks Network of Excellence by maintaining & monitoring an NWO rating system • Measure the Health, Capacity, & Impact of existing and/or potential NeighborWorks Network members to ensure that they meet membership standards and programmatic, resource and organizational management performance objectives • Assure Management Systems are in place (for existing network members) to comply with NeighborWorks America contracts and network standards Page 2 Item of 21 R Program Review: PROMPT
In order to achieve these goals, NeighborWorks America has developed a uniform program review system that is based on evaluating performance and capacity in six key areas best identified by the acronym “PROMPT”. Page 3 Item of 21 R PROMPT PRODUCTION/PROGRAM SERVICES – Evaluates production, impact, and quality of each line of business (LOB)
RESOURCE & FINANCIAL MANAGEMENT – Evaluates financial health, resource development & management, and financial management/accounting systems & procedures
ORGANIZATIONAL MANAGEMENT & BOARD GOVERNANCE – Evaluates corporate, board, committees/task groups and affiliated partnerships Page 4 Item of 21 R PROMPT MANAGEMENT – Evaluates staffing and personnel management
PLANNING – Evaluates multi-year strategic and annual operational planning/community development
TECHNICAL OPERATING & COMPLIANCE SYSTEMS – Evaluates service delivery procedures, client & contract management, and compliance systems Page 5 Item of 21 R Summary of FY18 Updates to Reviews and Ratings • Adding Trend Analysis • Adding a ‘Meets with Concern’ rating category • Clarifying the Production and Program Services performance objective • Rating Resource Management and Financial Management separately • Offering a PROMPT Self Assessment Tool • Increasing the number of health rating categories • Offering a six-month-to-cure window after reviews Page 6 Item of 21 R Onsite Review Phases
• Confirm of availability – onsite visit & conduct a review planning meeting • Discovery – based on offsite examination of agreed upon documents and select staff/board interviews • Onsite assessment – conduct onsite assessment • Reports – complete a “Draft for Comment” report for NWO,
then complete a “Final” Program Review Report Page 7 Item of 21 R OHTS Committee
• Organizational Health Tracking System (OHTS) meets quarterly • Officers and senior leadership of NeighborWorks America • Includes related capital corporations as non-voting members • Cross-divisional risk assessment discussions • All NWO ratings are assessed annually, informed by annual off- site PRO reviews or onsite PROMPT reviews, which occur every three years Page 8 Item of 21 R In FY18, the OHTS rating system changed from a 4-point system to a 6- point system Page 9 Item of 21 R Onsite reviews: Corrective Actions • Corrective Actions (CA) is defined as “the most significant risk issues that, if left uncorrected, would jeopardize the health and performance of the organization”. • CA is cited when immediate risk is documented by OAD from an on-site review or off-site analysis. CA is also cited for compliance issues with the charter and grant agreements. • CAs should be resolved within a timely manner, and progress and documentation supporting resolution of the CA should be submitted to the Relationship Manager. • Progress on CAs is reported at each OHTS Committee meeting. • If not resolved within 12 months, an organization could be placed on Provisional Status (PCS). Exceptions must be approved by OHTS. Page 10 Item of 21 R Onsite reviews: Area for Improvement (AFI) • An area for improvement (AFI) is an issue that does not present an immediate, significant risk to an organization, but requires attention within a reasonable time frame. • AFI can be cited in any PROMPT category. • Resolved within a defined timeline (12 months from the time of communication to the NWO) and follow a threefold process: Identification, Intervention and/or Resolution, and Documentation. • Progress on AFI will be monitored by Region. • If not addressed within 12 months an organization may face an OHTS rating downgrade. Page 11 Item of 21 R Onsite reviews: Period to Cure • Organizations that receive AFIs and PROMPT ratings that could lead to a health rating downgrade are eligible for a six-month period to cure. • The period to cure allows organizations to address the issues identified in the report before the health rating is downgraded. • To be granted a period to cure, the organization must submit a brief action plan that describes how the issue will be addressed in the six- month period. • If organizations receive findings and PROMPT ratings that lead to an overall health rating of vulnerable, they will not be eligible for a period to cure. Page 12 Item of 21 R Performance Objectives: Production/Program Services • Impact: Identify, approve & implement program services and production consistent with mission and plans. • Sustainability: Produce added value and provides a base and/or track record to sustain and/or expand efforts. • Capacity: Internal and external capacity is adequate to sustain and/or expand goals and future commitments. • Monitoring: Regularly compare current progress and capacity with future expectations and challenges.
• Infrastructure: Implemented policies, procedures, documentation, and Page
monitoring systems to ensure consistency. 13 Item of 21 R Performance Objectives: Resource Management • Sustainability: The org has planned and/or raised adequate resources to support current year operating and capital needs. • Capital and Liquidity: The org has accumulated adequate operating and capital reserves and net assets to ensure sustainability beyond current year. • Adequately prepared financial planning and oversight reports; implemented an on-going process to effectively monitor and sustain resource development progress & financial health.
• Accounting structure and financial recordkeeping procedures and practices Page
provide adequate internal controls and safeguards. 14 Item of 21 R Performance Objectives: Financial Management • Management: Adequately trained staff, management and governance • Financial Recordkeeping, Reporting, and Internal Controls: Accounting structure and financial recordkeeping procedures and practices provide adequate internal controls and safeguards. • Monitoring and Planning: Adequately prepared financial planning and oversight reports; implemented an on-going process to effectively monitor and sustain resource development progress & financial health. • NW Restricted Fund: Compliance with the Grant Agreement Page 15 Item of 21 R Performance Objectives: Organizational Management & Board Governance
• Build and sustain an effective Board of Directors • Select, support and evaluate the chief executive officer/executive director • Create a strategic plan for the organization, regularly evaluate progress towards the plan, and approve necessary course corrections (Effective, May 2017) • Monitor and strengthen the organization and its programs and services • Ensure financial, legal and ethical integrity Page 16 Item of 21 R Performance Objectives: Planning
• “Board in partnership with senior staff” has established a mission and annual operating/business plan • “Board in partnership with senior staff” has implemented a process to evaluate the success of its plans • Established a multi-year strategic plan • Implement a planning process that involves its board and staff leadership Page 17 Item of 21 R Performance Objectives: Management Staffing & Personnel
• Established and documented staffing model and structure • Human resource policies and maintains a practice of providing annual employee evaluations • Staff recruitment, compensation and skill development programs • Establish, document, and maintain staff meeting and reporting practices Page 18 Item of 21 R Performance Objectives: Technical Operating & Compliance System
• Established, documented and maintains a contract staffing model and structure • Maintains a process to review all contracts and agreements prior to approval • Staff recruitment, compensation and skill development programs • Establish, document, and maintain staff meeting and reporting practices Page 19 Item of 21 R Next Steps: Regional Engagement and Assistance
• Available to support the organization in developing an “Action Plan” to address the significant review results – especially any identified ‘areas for improvement” and/or “corrective action issues”. • The charter requires that a network member make a good faith effort to address and resolve any identified risk and/or capacity issues – especially any and all corrective action issues – which will be communicated by the Regional Vice President along with the review report results. • Relationship Managers will work collaboratively with the NWO to broker the resources necessary to achieve the outcomes identified in the review report. Page 20 Item of 21 R Questions? Contact your Relationship Manager Brian Levinson [email protected] Page 21 Item of 21 R Item S Page 1 of 57 Item S Page 2 of 57 Item S Page 3 of 57 Item S Page 4 of 57 Item S Page 5 of 57 Item S Page 6 of 57 Item S Page 7 of 57 Item S Page 8 of 57 Item S Page 9 of 57 Item S Page 10 of 57 Item S Page 11 of 57 Item S Page 12 of 57 Item S Page 13 of 57 Item S Page 14 of 57 Item S Page 15 of 57 Item S Page 16 of 57 Item S Page 17 of 57 Item S Page 18 of 57 Item S Page 19 of 57 Item S Page 20 of 57 Item S Page 21 of 57 Item S Page 22 of 57 Item S Page 23 of 57 Item S Page 24 of 57 Item S Page 25 of 57 Item S Page 26 of 57 Item S Page 27 of 57 Item S Page 28 of 57 Item S Page 29 of 57 Item S Page 30 of 57 Item S Page 31 of 57 Item S Page 32 of 57 Item S Page 33 of 57 Item S Page 34 of 57 Item S Page 35 of 57 Item S Page 36 of 57 Item S Page 37 of 57 Item S Page 38 of 57 Item S Page 39 of 57 Item S Page 40 of 57 Item S Page 41 of 57 Item S Page 42 of 57 Item S Page 43 of 57 Item S Page 44 of 57 Item S Page 45 of 57 Item S Page 46 of 57 Item S Page 47 of 57 Item S Page 48 of 57 Item S Page 49 of 57 Item S Page 50 of 57 Item S Page 51 of 57 Item S Page 52 of 57 Item S Page 53 of 57 Item S Page 54 of 57 Item S Page 55 of 57 Item S Page 56 of 57 Item S Page 57 of 57 Quarterly Production Summary Report 8251 - Little Dixie Community Action Agency July 1 - September 30 2020 Midwest Region
Total Reported Investment $1,513,025.00
Homeowners Created - Customers 11
Preserved Homeownership - Customers 2
Rental Homes Constructed, Acquired, and 0 Preserved Created and Preserved Homes and 13 Customers Owner Occupied Repairs - Homes 3
Rental Homes, Repaired 0
Total Repaired - Homes 3
All Group Education - Customers 4
Other Counseling - Customers 74
Foreclosure Mitigation Counseling, Home Not 0 Retained - Customers All Counseling and Education - Customers 78
Foreclosure Mitigation Counseling Intake - 0 Customers Financial Capability - Customers
Rental Homes Portfolio, Owned and/or 121 Managed Page Item 1
'Total Reported Investment' and 'Created and Preserved Homes and Customers' are the two measures that NeighborWorks America uses to demonstrate and evaluate the strength and impact of network of organizations. 8 T Quarterly Production Summary Report 8251 - Little Dixie Community Action Agency July 1 - September 30 2020 Midwest Region
I. Clients & Homeowners Created Financing NWO Constructs New NWO Sells a Unit it Directly Provides Self- Plays Intermediary Counselor and/or Total Homeowners Unit for New Home Had Purchased (with Help Housing for New Role in Providing Self- Broker/Lender ONLY Created Owner or without rehab) to Home Owner Help Housing for New for New Home Owner New Home Owner Home Owner Investment $0.00 $114,141.00 $434,500.00 $800,031.00 $60,999.00 $1,409,671.00
Homes 0 1 3 6 1 11
Customers 0 1 3 6 1 11
Preserved Homeownership
Owner Occupied Rehab Refinance not foreclosure Reverse mortgage Replacement Foreclosure Mitigation Total Preserved Counseling (home retained) Homeownership Investment $7,453.00 $0.00 $0.00 $0.00 $0.00 $7,453.00 Homes 2 0 0 0 0 2 Customers 2 0 0 0 0 2
II. Projects & Rental Homes Summary Owner- For-Sale Homes Development Constructed and Rehabilitated Repaired Commercial Commecial Special Projects Occupied Developed Services Purchased and Refinanced Development Lending Repairs Investment $5,029.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $90,872.00 $0.00
Homes 3 * 0 0 0 0 0
*Units reported under For-Sale Homes Developed do not count towards Total Production, Investment does count toward Total Investment. Page Item 2 of 8 T Quarterly Production Summary Report 8251 - Little Dixie Community Action Agency July 1 - September 30 2020 Midwest Region
III. Rental Homes Portfolio IV. Commercial Development Portfolio V. Group Education Customers a. Owned 121 Number of Projects 0 a. Number of households that completed pre-purchase homebuyer 4 education workshop b. Managed not Owned 0 Square Footage 0 b. Number of households that completed financial literacy 0 workshop, including home financing budgeting and/or credit repair c. Section 8 Place-based homes 0 c. Number of households that completed resolving or preventing 0 d. Section 8 Tenant-based homes 17 mortgage delinquency workshop d. Number of households that completed non-delinquency post- 0 e. USDA Rental Assistance Place-based homes 0 purchase workshop, including home maintenance and/or financial management for homeowners f. USDA Rental Assistance Tenant-based homes 0 e. Number of households that completed fair housing workshop 0
f. Number of households that completed predatoring lending 0 workshop Total Group Education 4
VI. Counseling Results - Customers
Preserved Homeownership, Foreclosure Mitigation Foreclosure Mitigation Counseling, Home Not Other Counseling - Customers - Customers Retained - Customers Number of households that received Reverse Mortgage one-on-one 21 a. Mortgage refinanced 0 a.Executed a deed-in-lieu 0 counseling Number of households that received Pre-Purchase/Homebuying one-on- 52 b. Brought mortgage current 0 b. Sold property/chose alternative 0 one counseling housing solution c. Mortgage modified 0 Number of households that received Home Maintenance and Financial 1 c.Pre-foreclosure sale 0 Management for Homeowners (Non-Delinquency Post-Purchase) one-on- one counseling d. Received second mortgage 0 d.Mortgage Foreclosed 0 Number of households that received Resolving or Preventing Mortgage 0 e. Initiated forebearance 0 e.Bankruptcy 0 Delinquency or Default one-on-one counseling agreement/repayment plan Other Counseling - Customers (Total) 74 f. Obtained partial claim loan from FHA 0 f. Entered debt management 0 lender g. Counseled and referred for legal 0 Preserved Homeownership, 0 assistance Foreclosure Mitigation - Customers (Total) h. Other (final result not listed above) 0
Foreclosure Mitigation Counseling, 0 Home Not Retained - Customers (Total) Page Item 3 of 8 T Quarterly Production Summary Report 8251 - Little Dixie Community Action Agency July 1 - September 30 2020 Midwest Region
VII. Revolving Loan Fund (RLF), Excluding Forgivable and Deferred
First Mortgages Subordinate Mortgages Revolving Loan Fund (RLF), Non Amortized a. Total outstanding number of RLF loans 4 j. Total outstanding number of RLF loans 0 a. Total number of outstanding non-amortized 0 loans (excluding forgivable) b. Total outstanding value RLF loans $140,455.00 k. Total outstanding value of RLF loans $0.00 b. Total value of outstanding non-amortized loans $0.00 (excluding forgivable) c. Number currently 30-59 days delinquent 1 l. Number currently 30-59 days delinquent 0 d. Value currently 30-59 days delinquent $20,758.00 m. Value currently 30-59 days delinquent $0.00 e. Number currently 60-89 days delinquent 0 n. Number currently 60-89 days delinquent 0 f. Value currently 60-89 days delinquent $0.00 o. Value currently 60-89 days delinquent $0.00 g. Number currently 90 days or more delinquent 1 p. Number currently 90 days or more delinquent 0 h. Value currently 90 days or more delinquent $7,411.00 q. Value currently 90 days or more delinquent $0.00 i. Delinquency Rate (90 days or more) 5.28 % i. Delinquency Rate (90 days or more) 0.00 %
VIII. Inventory For-Sale / Days on the Market IX. Volunteers
Inventory For-Sale Homes Days on the Market for For-Sale Homes in Inventory Volunteer Hours 9,817
Units Held in Portfolio at End of Quarter 0 For sale less than 120 days 0
Units moved to rental portfolio or lease 0 For sale between 120-180 days 0 purchase program # of Unimproved Owned Buildings 0 For sale greater than 180 days 0
# of Owned Undeveloped Lot 40
# of Units Under Construction 1
# of Units Sold 1
X. Home Ownership Customers: Education and Counseling Hours
0 Hours >0 and <4 Hours =>4 and <8 Hours =>8 Hours
# Clients % Total Clients # Clients % Total Clients # Clients % Total Clients # Clients % Total Clients Page
0 0 0 0 0 0 11 100.00 % Item 4 of 8 T YTD Production Summary Report 8251 - Little Dixie Community Action Agency October 1 - September 30 2020 Midwest Region
Total Reported Investment $6,482,909.96
Homeowners Created - Customers 50
Preserved Homeownership - Customers 7
Rental Homes Constructed, Acquired, and 0 Preserved Created and Preserved Homes and 57 Customers Owner Occupied Repairs - Homes 10
Rental Homes, Repaired 0
Total Repaired - Homes 10
All Group Education - Customers 16
Other Counseling - Customers 255
Foreclosure Mitigation Counseling, Home Not 0 Retained - Customers All Counseling and Education - Customers 271
Foreclosure Mitigation Counseling Intake - 0 Customers Financial Capability - Customers
Rental Homes Portfolio, Owned and/or 121 Managed
Production Goals FY 2019 FY 2020 Projections Projections Homeownership 100 80 Promotion Clients Homeownership 15 20 Preservation Clients Rental Units Developed 3 3
Rental Units Preserved 0 0 Page Item 5 of 8 T 'Total Reported Investment' and 'Created and Preserved Homes and Customers' are the two measures that NeighborWorks America uses to demonstrate and evaluate the strength and impact of network organizations. YTD Production Summary Report 8251 - Little Dixie Community Action Agency October 1 - September 30 2020 Midwest Region
I. Clients & Homeowners Created Financing NWO Constructs New NWO Sells a Unit it Directly Provides Self- Plays Intermediary Counselor and/or Total Homeowners Unit for New Home Had Purchased (with Help Housing for New Role in Providing Self- Broker/Lender ONLY Created Owner or without rehab) to Home Owner Help Housing for New for New Home Owner New Home Owner Home Owner Investment $0.00 $114,141.00 $1,225,022.00 $3,570,991.00 $1,161,379.18 $6,071,533.18
Homes 0 1 9 27 13 50
Customers 0 1 9 27 13 50
Preserved Homeownership
Owner Occupied Rehab Refinance not foreclosure Reverse mortgage Replacement Foreclosure Mitigation Total Preserved Counseling (home retained) Homeownership Investment $18,293.69 $40,618.00 $142,000.00 $0.00 $0.00 $200,911.69 Homes 5 1 1 0 0 7 Customers 5 1 1 0 0 7
II. Projects & Rental Homes Summary Owner- For-Sale Homes Development Constructed and Rehabilitated Repaired Commercial Commecial Special Projects Occupied Developed Services Purchased and Refinanced Development Lending Repairs Investment $12,593.09 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $197,872.00 $0.00
Homes 10 * 0 0 0 0 0
*Units reported under For-Sale Homes Developed do not count towards Total Production, Investment does count toward Total Investment. Page Item 6 of 8 T YTD Production Summary Report 8251 - Little Dixie Community Action Agency October 1 - September 30 2020 Midwest Region
III. Rental Homes Portfolio IV. Commercial Development Portfolio V. Group Education Customers a. Owned 121 Number of Projects 0 a. Number of households that completed pre-purchase homebuyer 16 education workshop b. Managed not Owned 0 Square Footage 0 b. Number of households that completed financial literacy 0 workshop, including home financing budgeting and/or credit repair c. Section 8 Place-based homes 0 c. Number of households that completed resolving or preventing 0 d. Section 8 Tenant-based homes 17 mortgage delinquency workshop d. Number of households that completed non-delinquency post- 0 e. USDA Rental Assistance Place-based homes 0 purchase workshop, including home maintenance and/or financial management for homeowners f. USDA Rental Assistance Tenant-based homes 0 e. Number of households that completed fair housing workshop 0
f. Number of households that completed predatoring lending 0 workshop Total Group Education 16
VI. Counseling Results - Customers
Preserved Homeownership, Foreclosure Mitigation Foreclosure Mitigation Counseling, Home Not Other Counseling - Customers - Customers Retained - Customers Number of households that received Reverse Mortgage one-on-one 59 a. Mortgage refinanced 0 a.Executed a deed-in-lieu 0 counseling Number of households that received Pre-Purchase/Homebuying one-on- 192 b. Brought mortgage current 0 b. Sold property/chose alternative 0 one counseling housing solution c. Mortgage modified 0 Number of households that received Home Maintenance and Financial 2 c.Pre-foreclosure sale 0 Management for Homeowners (Non-Delinquency Post-Purchase) one-on- d. Received second mortgage 0 one counseling d.Mortgage Foreclosed 0 Number of households that received Resolving or Preventing Mortgage 2 e. Initiated forebearance 0 e.Bankruptcy 0 Delinquency or Default one-on-one counseling agreement/repayment plan Other Counseling - Customers (Total) 255 f. Obtained partial claim loan from FHA 0 f. Entered debt management 0 lender Preserved Homeownership, 0 g. Counseled and referred for legal 0 Foreclosure Mitigation - Customers assistance (Total) h. Other (final result not listed above) 0
Foreclosure Mitigation Counseling, 0 Home Not Retained - Customers (Total) Page Item 7 of 8 T YTD Production Summary Report 8251 - Little Dixie Community Action Agency October 1 - September 30 2020 Midwest Region
VII. Revolving Loan Fund (RLF), Excluding Forgivable and Deferred
First Mortgages Subordinate Mortgages Revolving Loan Fund (RLF), Non Amortized a. Total outstanding number of RLF loans 4 j. Total outstanding number of RLF loans 0 a. Total number of outstanding non-amortized 0 loans (excluding forgivable) b. Total outstanding value RLF loans $140,455.00 k. Total outstanding value of RLF loans $0.00 b. Total value of outstanding non-amortized loans $0.00 (excluding forgivable) c. Number currently 30-59 days delinquent 1 l. Number currently 30-59 days delinquent 0 d. Value currently 30-59 days delinquent $20,758.00 m. Value currently 30-59 days delinquent $0.00 e. Number currently 60-89 days delinquent 0 n. Number currently 60-89 days delinquent 0 f. Value currently 60-89 days delinquent $0.00 o. Value currently 60-89 days delinquent $0.00 g. Number currently 90 days or more delinquent 1 p. Number currently 90 days or more delinquent 0 h. Value currently 90 days or more delinquent $7,411.00 q. Value currently 90 days or more delinquent $0.00 i. Delinquency Rate (90 days or more) 5.28 % i. Delinquency Rate (90 days or more) 0.00 %
VIII. Inventory For-Sale / Days on the Market IX. Volunteers
Inventory For-Sale Homes Days on the Market for For-Sale Homes in Inventory Volunteer Hours 55,248
Units Held in Portfolio at End of Quarter 0 For sale less than 120 days 0
Units moved to rental portfolio or lease 0 For sale between 120-180 days 0 purchase program # of Unimproved Owned Buildings 0 For sale greater than 180 days 0
# of Owned Undeveloped Lot 40
# of Units Under Construction 1
# of Units Sold 1
X. Home Ownership Customers: Education and Counseling Hours
0 Hours >0 and <4 Hours =>4 and <8 Hours =>8 Hours
# Clients % Total Clients # Clients % Total Clients # Clients % Total Clients # Clients % Total Clients Page
0 0 2 4.00 % 1 2.00 % 47 94.00 % Item 8 of 8 T CUSTOMER Item W SATISFACTION JULY - SEPTEMBER 2020
What is the Customer Satisfaction Survey? Demographics Customer Satisfaction Surveys are designed to allow customers an outlet for providing feedback after services are rendered. 67% 33% LDCAA analyzes these surveys as an additional tool to determine female male overall effectiveness of programs.
15% American Indian 18 - 30 18% Customer Quotes 26% African American 31 - 50 37% "A blessing to others" 51 - 65 15% 55% Caucasain 66 above 30% "workers were patient, pleasant, professional and helpful" 4% two or more races
"EVERY TIME I COME AND ASK FOR HELP AMANDA IS ALWAYS SO FRIENDLY AND Counties Represented HELPFUL" Bryan County 15% Carter County 4% Choctaw County 48% Satisfaction Level McCurtain County 4% Pushmataha County 7% Other Counties 22%
Programs Represented VERY SATISFIED
33% 37% es utilities Surveys Completed hecm
21% surveys 11% Self-help Housing weatherization Item Z Page 1 of 2 Item Z Page 2 of 2 Item BB Page 1 of 14 View the web version Go to ECLKC
Explore the content posted to the Early Childhood Learning and Knowledge Center (ECLKC) last month. These resources and email announcements may be helpful for Head Start programs and other early childhood staff. Find tools and information related to your work with children and families. Select the links below to get started. News from the Office of Head Start
COVID-19
Caring for Children in Group Settings During COVID-19: A Follow-up Conversation (video) Guidance for Reopening Buildings After Prolonged Shutdown or Reduced Operation – Now Available from the CDC! (email) Resources and Strategies to Support Children with Disabilities and Their Families During COVID-19 (email)
Other News
ACF-PI-HS-20-06 Administrative Simplification for Consolidating Head Start Grants, Including Early Head Start-Child Care Partnerships Available in Spanish (español)
Early Head Start: The First Step Toward School Readiness (blog) The Importance of Vaccines and Flu in Particular (blog) October Is Domestic Violence Awareness Month – Explore the Newest Resources in the Preventing and Responding to Domestic Violence Series (email)
Federal Register Alerts
Federal Register Alert: Proposed Establishment of the Advisory Committee on Heritable Disorders in Newborns and Children (email) Grant Notice: Preschool Development Grant Birth Through Five (PDG B-5) Renewal Grant (email) TTA Resources
Early Childhood Development, Teaching, and Learning
Head Start Coaching Companion Upgrades – Explore Now on the ECLKC! (email) Implementing the Dual Language Learners Program Assessment – Watch Now On-Demand! (email) The Individualized Professional Development (iPD) Portfolio – New Version Available on the ECLKC! (email) Infant and Toddler Behaviors That Can Challenge Adults Practice-Based Coaching Overview (video) Reading Stories Aloud to Support the Transition to Kindergarten – Watch Now on the ECLKC! (email)
Health
Child and Adult Care Food Program Developmental Milestone Expectations in Early Head Start Family Style Meals Food Allergies and Sensitivities Tips for Family Style Dining
Parent, Family, and Community Engagement
Aggregating and Sharing Data About Children's Progress During Transition to Kindergarten Economic Mobility Toolkit for Head Start and Early Head Start Facilitation Guide Leading Online Parent Meetings and Groups Item BB
Program Management and Fiscal Operations Page 2 of 14
Digging into Data for Responsive Programs – Now Available on the ECLKC! (e-blast) Learning for New Leaders: Head Start A to Z, 2.0 Strategic Use of Consultants: A Guide for Head Start and Early Head Start Leaders – Now Available on the ECLKC! (e-blast) Upcoming Events for November
Thursday, Nov. 19: MyPeers Orientation Thursday, Nov. 19: Making the Most of MyPeers
Stay Connected. Follow the Office of Head Start on Twitter and Facebook. Visit the Family Room blog to learn more about the activities of the Administration for Children and Families (ACF).
Office of Head Start (OHS) | 330 C Street, SW | 4th Floor Mary E. Switzer Building | Washington, DC 20201 https://eclkc.ohs.acf.hhs.gov | 1-866-763-6481 | Contact Us
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Program Summary Head Start/Early Head Start/Early Head Start-Child Care Programs November 2020
Eligibility, Recruitment, Selection, Enrollment & Attendance During the month of October services were provided for 48 children, age birth to 3, enrolled in the Early Head Start centers, 115 children, age birth to 3, enrolled in the Early Head Start – Child Care centers and 231 three and four-year-old children enrolled in the Head Start centers within the tri- county service area. Enrollment has been down in the Head Start and Early Head Start – Child Care programs due to the COVID-19 pandemic this year. We are currently accepting applications for all 3 programs. During the month of October, we have been recruiting by posting various flyers, posters and other recruitment materials via online media posts due to the COVID-19 pandemic. Partnering child care facilities are also actively recruiting children for the program. We will continue placing recruitment flyers, posters and other recruitment items online until we are able to go back to placing materials in and around various businesses within the tri-county service area
Family & Community Engagement For August, we had 177 parents that participated in the Orientation Parent Meeting. The month of September, we had 136 that participated in the parent meeting with a total of 313 year to date. Family Advocates are working on FPA’s with families. Due to Covid-19, there has not been any outside partners or community members in our classrooms.
Father Involvement The activities for the month of August consisted of making sheep, turtles, county fair projects, and many other neat ideas. Dad’s Day is different this year; teachers are sending home packets with activities for parents to do with the children. We have had fathers/grandfather/uncles and other adults that sent in pictures to the teachers to show that they did the project. The month of August and September there was a total of 231 with 120 being a father figure. There were also 24 dads/father figures that participated in August & September parent meetings.
Nutrition The Nutrition Specialist and Assistant have been very busy completing 1st Semester Folder checks across all Head Start Centers. Head Start folder checks are complete for the fall semester. The Child and Adult Care Food Program on-site monitor visits have begun the Nutrition component is 15% complete on the checks. Early Head Start and Early Head Start Child Care folder checks will begin this month. The Fiscal Year 2021 Child and Adult Care Food Program Application has been submitted and has recently been approved for the FY 2021. In October all staff were trained on the “New Meal Patterns” & “Civil Rights” for the Child and Adult Care Food Program. Many of the centers will be participating in a Thanksgiving Meal. All centers are looking forward to the upcoming Holidays and vacations. Item BB Page 4 of 14
Education While preparing for classroom instruction and distance learning, teachers feel extra responsibility. We hope that as parents of distance learning, you and your child are taking every opportunity to grow & learn. Please stay in contact with your child’s teacher for extra guidance and their years of expertise. They have a vast knowledge of childhood development which can be of great benefit. With the beginning school experience, teachers and staff use activities, and experiences to enhance further learning. So often we want to do things for our children, but more importantly we need to let the child learn by experience. No matter which option you have chosen, please remember to allow your child to make small mistakes, so he/she will learn from their experiences.
Adjusting to the classroom experience can be overwhelming for children, but by this time, most children are into the routine and structure of the classrooms. During this transition, they are making new friends and broadening their horizons.
By the end of October, teachers will have completed the first quarter of observations on the TSGOLD assessment site. Be sure to ask your child’s teacher about the Developmental Learning Report from Teaching Strategies GOLD. This will help you to know where your child is on the developmental scale. Also, it will assist you in knowing what the next step is in his/her development.
Health During the month of October necessary Hearing and Vision screens were completed on newly enrolled children and re-screens were completed on those requiring them. We have also been working on completing hearing, vision and speech screens on the children who are participating in distance learning at this time. EHS/ EHS-CC’d 3rd quarter folder checks have been completed and the 1st round of HS folder checks have been started and all physicals, dentals and immunizations are being entered and updated in the Child Plus database.
Professional Development October was a big month for Little Dixie Head Start Professional Development.
On October 15th, a virtual In-Service training was completed. In-Service opened up with a live Zoom meeting to welcome staff. LDCAAHS Specialists and OKDHS pre-recorded their required trainings on their specific component areas and they were saved to a flash drive. Each classroom received a flash drive to watch on In-Service day. Staff members were also required to take a 2 hour webinar on Effective Practice Guides from the Office of Head Start ECLKC iPD portal specific to the age group they work with.
Along with In-Service, Professional Development held a few other trainings in October. Two CPR/FA classes were held, one on October 1st, and the other on October 8th, where 8 staff members received or renewed their CPR/First Aide certifications. Also, a training was held on October 22nd, where two new staff members took their required ELCCT class. We also had 6 EHS-CC employees who are employed at OECP funded centers take their required PITC modules all through the month of October. Item BB Page 5 of 14
In addition to In-Service and ELCCT, Professional Development saw the CDA Certification for 6 staff members in the month of October! Way to go, staff!!
Professional Development has been busy ensuring that all staff members are on track to meet any education requirements in the proper timeframe. Staff members have been making progress and are on track to be completed within requirement deadlines.
We have been working on ensuring all new staff meet requirements for the programs they work for including trainings as well. We strive for excellence and want to make the new staff as well a seasoned staff as informed as possible.
Disabilities/Mental Health/Transition Numbers have stayed the same in Early Head Start and Early Head Start Child-Care, due to COVID-19, unless the student with an IFSP has moved out of the program because of a third birthday. Providers have been in contact with parents during this time. Referrals have still not been able to be completed by Sooner Start staff. EHS and EHS-CC children that are in the referral process to Sooner Start, will be evaluated when the OSDE allows providers to determine a need for special services for these children. With new guidelines from the government, all referrals are on hold while social distancing is in effect.
In Head Start, there are 59 students on IEPs that have been receiving services from the public schools. There have been 17 other referrals made to the public schools from the screenings that have been done in the areas of vision, hearing, speech, and the developmental areas of motor skills, communication, problem solving, personal-social and social-emotional skills. The schools have had difficulty evaluating students and determining eligibility with the intermittent closure of many centers.
The Mental Health Consultant and staff have completed classroom observations. Teachers, staff, and parents have the opportunity to make appointments and can be made at the discretion of the parents and staff. A classroom observation report from the mental health consultants has been completed for each classroom and recommendations for counseling services have been made as appropriate. At the Early Head Start-Child Care Centers and the Early Head Start Centers, staff have been providing transition activities for children ages 2 ½ to 3 years old to promote a smoother transition to the next level of Child Care.
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MEALS SERVED TO CHILDREN LITTLE DIXIE HEAD START/EHS 12 Month Summary
Children that eat 2 meals and a snack at Little Dixie Head Start/ EHS receives 1/2 to 2/3 of their daily nutritional needs.
Month Breakfast Lunch Snack Monthly Total October-19 4847 4928 6290 16065 November-19 3433 3475 4329 11237 December-20 3376 3511 4370 11257 January-20 4175 4237 5359 13771 February-20 4220 4241 5446 13907 March-20 2357 2427 3080 7864 April-20 0 0 0 0 Due to Covid-19 May-20 0 0 0 0 Due to Covid-19 June-20 404 404 349 1157 July-20 364 354 334 1052 August-20 1363 1400 1721 4484 September-20 2525 2548 3155 8228
YEARLY TOTALS 27064 27525 34433 89022 September 2020 HEAD START TIME & ATTENDANCE REPORT 9/30/2020 ENROLLED DROPPED ATTENDANCE Previously Monthly YTD Previously Monthly YTD Currently 30 Day Date Total Kid Monthly CENTER Enrolled Enrolled Enrolled Drop Drop Drop Enrolled Count Dropped Enrollment AI Days ADA Antlers 1 9 9 1 1 8 0 8 0 17 97.8% Antlers 2 7 7 1 1 6 0 6 1 17 94.1% Battiest 4 4 0 4 0 4 0 17 92.7% Boswell 1 10 10 0 10 0 10 6 17 99.4% Boswell 2 8 8 0 8 0 8 3 17 89.0% Broken Bow 1 9 1 10 0 10 0 10 1 21 94.4% Broken Bow 3 5 5 0 5 0 5 1 21 95.2% Clayton 1 5 2 7 0 7 0 7 3 17 94.6% Clayton 2 4 4 2 2 2 0 2 0 17 100.0% Forest Grove 1 9 9 0 9 0 9 3 17 92.8% Forest Grove 2 7 1 8 0 8 0 8 4 17 93.9% Fort Towson 8 2 10 1 1 9 1 9/27/2020 10 5 17 87.9% Haworth 6 2 8 0 8 0 8 1 17 92.4% Horace Mann 1 6 2 8 0 8 0 8 1 17 91.7% Horace Mann 2 14 14 1 1 13 1 9/27/2020 14 2 17 91.5% Horace Mann 3 6 2 8 0 8 0 8 0 17 92.3% Hugo 2 0 0 0 0 0 0 0 0 0.0% Hugo 4 15 15 0 15 0 15 3 17 83.5% Idabel 1 6 3 9 1 1 8 1 9/15/2020 9 1 21 91.6% Idabel 2 2 2 4 0 4 0 4 0 21 89.7% Idabel 3 2 2 4 0 4 0 4 0 21 97.0% Rattan 1 9 9 0 9 0 9 5 17 96.7% Rattan 2 6 6 0 6 0 6 2 17 99.0% Rattan 3 5 5 0 5 0 5 2 17 89.4% Soper 1 9 1 10 1 1 9 1 9/27/2020 10 3 17 88.7%
Soper 2 12 2 14 0 14 0 14 5 17 95.3% Page 0 0 0 0 0 0 0 0 0.0% Swink Item 7
Valliant 1 5 2 7 0 7 0 7 3 17 97.4% of BB Valliant 2 5 3 8 0 8 0 8 3 17 97.7% 14
TOTALS 193 27 220 4 4 8 212 4 216 58 93.0% September 2020 Pre-K TIME & ATTENDANCE REPORT As of 9/30/20 ENROLLED DROPPED ATTENDANCE
Previously Monthly YTD Previously Monthly YTD Currently Kid Monthly CENTER Enrolled Enrolled Enrolled Drop Drop Drop Enrolled Days ADA Antlers 2 0 0 0 Battiest 0 0 0 Boswell 1 0 0 0 Boswell 2 0 0 0 Broken Bow 3 0 0 0 Clayton 2 2 2 0 2 17 97.1% Forest Grove 1 0 0 0 Horace Mann 2 1 2 3 0 3 17 97.1% Hugo 2 0 0 0 Hugo 4 0 0 0 Soper 2 0 0 0 Swink 0 0 0
TOTALS 3 2 5 0 0 0 5 97.1% Page Item 8 of BB 14 September 2020 EHS Time and Attendance As of 9/30/20 ENROLLED DROPPED ATTENDANCE Previously Monthly YTD Previously Monthly YTD Currently 30 Day Date Kid Monthly CENTER Enrolled Enrolled Enrolled Dropped Drop Drop Enrolled AI Count Dropped Days ADA Antlers 28 4 32 9 2 11 21 2 2 9/20/2020 21 89.4% Hugo 12 5 17 3 2 5 12 0 2 9/20/2020 21 95.9% Idabel 13 1 14 1 1 2 12 3 1 9/17/2020 21 83.7%
TOTALS 53 10 63 13 5 18 45 5 5 89.4% Page Item 9 of BB 14 September 2020 EHS-CC Time and Attendance As of 9/30/20 ENROLLED DROPPED ATTENDANCE Previously Monthly YTD Previously Monthly YTD Currently 30 Day Date Kid Monthly CENTER Enrolled Enrolled Enrolled Dropped Drop Drop Enrolled AI Count Dropped Days ADA ELC-Antlers 10 10 2 2 4 6 0 2 9/27/2020 21 83.2% ELC-Broken Bow 20 2 22 4 1 5 17 2 1 9/24/2020 21 83.9% ELC-Hugo 11 11 4 4 7 2 0 21 89.1% ELC-Idabel 17 2 19 3 3 16 0 0 21 92.7% ELC-Swink 7 7 2 2 5 1 0 21 88.6% Cabbage Patch 10 10 2 1 3 7 1 1 9/8/2020 21 86.2% The LearningTree 42 1 43 2 2 4 39 1 2 9/13/2020 21 90.5% Turner Learning 11 1 12 2 2 10 3 0 21 99.5%
TOTALS 128 6 134 21 6 27 107 10 6 89.6% Page 10 Item of BB 14 Item BB Page 11 of 14 Data Analysis Report Summary September 2020
Disabilities IEP/IFSP –
30% Oct-19 25%25%25%25%25% Nov-19 25% 23% 22% Dec-19 21% Jan-20 20% 18% Feb-20
15% Mar-20 Apr-20
10% 8%8%8%8%8% May-20 7% 7% 6%6%6%6% 8% Jun-20 5% 5% 5% 5% 4%4%4% 4%4% 4% Jul-20 2% 0% Aug-20 0% 0% Sep-20 Head Start EHS EHS-CC
Attendance 120 Oct-19 99.6 Nov-19 100 95.5 95 88.9 88.2 89 90.6 90.388.5 89.5 85.385.2 85.385 86.7 85.187.185 87.687.1 87.885.186.2 Dec-19 82.281.5 78.480.8 80 86.5 Jan-20 Feb-20
60 Mar-20 Apr-20 40 May-20 Jun-20 20 Jul-20
0 Aug-20 0 0 Sep-20 EHS EHS-CC Head Start
*Attendance for April & May 2020 show children actively engaged with Distance Learning. Item BB Page 12 of 14
Family & Community Engagement
Dad’s Day 300 259 Oct-19 247 250 Nov-19 Dec-19 198 Jan-20 200 180 Feb-20 143 150 Mar-20 116 Apr-20 104 103 100 May-20 80 78 65 Jun-20 43 50 40 Jul-20 25 Aug-20 0 0 0 0 0 0 0 0 0 Sep-20 Male Participation Total Participation
*Centers were closed in April & May 2020 due to COVID-19 Pandemic. Centers have not had volunteers within classrooms in June and July 2020.
Parents Ready to Read
120 Sep-19 102 100 Oct-19 91 93 91 Nov-19 79 80 Dec-19 67 Jan-20
60 Feb-20 Mar-20
40 Apr-20 May-20
20 14 Jun-20 Jul-20 0 0 0 0 0 0 Aug-20 Volunteers
*Centers were closed in April & May 2020 due to COVID-19 Pandemic. Centers have not had volunteers within classrooms in June to present. Item BB Page 13 of 14
Little Dixies 2020 Annual Thanksgiving Food Basket Drive
If you would like to make a monetary donation please contact Kinsey Cox at [email protected] or by calling (580)326-3351 no later than 11/13/2020. Item BB Page 14 of 14
Salvation Army Red Kettle Campaign
Little Dixie partners with the Salvation Army to raise funds for low-income families in Choctaw, McCurtain, and Pushmataha Counties and is seeking volunteers to Ring the Bell via the National effort known as the “Red Kettle Campaign”. Proceeds will go to assist needy families.
Dates: November 30 – December 17, 2020 Times: Varies by Location (See Sign-Up Sheets for Details) Locations: Wal-Mart Supercenter-Hugo; Wal-Mart-Idabel; and Pruetts Foods-Antlers Contact: Kinsey Cox-LDCAA- (580)326-3351 or [email protected] Red Kettle History
In 1891, Salvation Army Captain Joseph McFee was distraught because so many poor individuals in San Francisco were going hungry. During the holiday season, he resolved to provide a free Christmas dinner for the destitute and poverty-stricken. He only had one major hurdle to overcome -- funding the project.
Where would the money come from, he wondered. He lay awake nights, worrying, thinking, praying about how he could find the funds to fulfill his commitment of feeding 1,000 of the city's poorest individuals on Christmas Day. As he pondered the issue, his thoughts drifted back to his sailor days in Liverpool, England. He remembered how at Stage Landing, where the boats came in, there was a large, iron kettle called "Simpson's Pot" into which passers-by tossed a coin or two to help the poor.
The next day Captain McFee placed a similar pot at the Oakland Ferry Landing at the foot of Market Street. Beside the pot, he placed a sign that read, "Keep the Pot Boiling." He soon had the money to see that the needy people were properly fed at Christmas.
Six years later, the kettle idea spread from the west coast to the Boston area. That year, the combined effort nationwide resulted in 150,000 Christmas dinners for the needy. In 1901, kettle contributions in New York City provided funds for the first mammoth sit-down dinner in Madison Square Garden, a custom that continued for many years. Today in the U.S., The Salvation Army assists more than four-and-a-half million people during the Thanksgiving and Christmas time periods. Captain McFee's kettle idea launched a tradition that has spread not only throughout the United States, but all across the world. Kettles are now used in such distant lands as Korea, Japan, Chile and many European countries. Everywhere, public contributions to Salvation Army kettles enable the organization to continue its year-round efforts at helping those who would otherwise be forgotten.