SUCAP BOARD OF DIRECTORS
HANDBOOK TABLE OF CONTENTS
I. Contacts 1. Board of Directors Members 2. Board of Director Standing Committees a. Committee choices 3. Term of Office 4. Key Staff List 5. Organization Chart
II. Organization Information 1. History of Community Action Programs 2. SUCAP Mission, Vision and Values Statements 3. SUCAP History 4. SUIT History 5. SUCAP Programs and Services
III. Legal Information 1. By-Laws 2. Articles of Incorporation a. Certificate of Incorporation b. 501 (c)(3) 3. Board Policies a. Roberts Rules of Order – Parliamentary Motions Guide b. Executive Sessions (closed session) c. Community Complaint Procedure d. Communications and Media Policy e. Executive Director
IV. Board Responsibilities 1. Ten Basic Responsibilities of Nonprofit Boards – for approval 2. Job Descriptions a. Category I b. Category II c. Category III 3. Calendar
Revised 5/10/16 4. Standards of Practice a. Conflict of Interest Policy b. Acknowledgement & Disclosure Form c. Code of Conduct Policy
V. Board Information 1. Agenda - sample 2. Current Approved Budget 3. Ratios 4. Monthly Board Financial Report a. Cash Balance Sheet b. Condensed Cash Flow c. Indirect Cost Report d. Grant Termination Report e. Head Start/EHS Financial Projections Report f. Credit Card Statements g. Grant Tracking 5. Audit – most recent 2015 a. Auditor Communication Letter b. Management Letter (if issued) 6. Annual Report – 2015 7. Strategic Plan 2 3 2 7 . 2 5 . 2 5 VI. Board Education 1. Acronyms 2. Board Self-Assessment 3. What to look for when recruiting… 4. Board Member Referral Form 5. Board Membership Process a. Board Application
Revised 5/10/16 I. CONTACTS SUCAP BOARD OF DIRECTORS 2017
Category I – Representatives appointed by Local Organizations and Groups: Six members are appointed to represent groups in the following categories: Agriculture (Granges, etc.), Business (Chamber of Commerce, etc.), Education (Ignacio Teachers Association), Parents (Head Start Parent Committee), Religion (Independent contact by church representatives), other Civic organizations, and the Los Pinos Fire Protection District. Members in this category serve three-year terms.
Virginia Benton, Rep/Early Childhood Adria C. Freitas, Parent Committee 849 CR 215 786 Salt Creek Road Durango, CO 81303 Ignacio, CO 81137 H: (970) 259-1615 C: (970) 382-1223 [email protected] [email protected]
Chris O’Shea Heydinger, Attorney Shirley Reinhardt Rep/Agriculture 807 Saguaro St. 360 CR 317 Bayfield, CO 81122 Ignacio, CO 81137 C: (970) 403-2777 H: (970) 563-4468 [email protected] [email protected]
Emma Shock, Rep/Education Carolyn Thompson – Rep/Finance 8489 State Hwy. 151 11164 Hwy. 151 Ignacio, CO 81137 Ignacio, CO 81137 H: (970) 883-2451 C: (970) 946-0260 W: (970) 563-0500 [email protected] [email protected]
Category II - Elected from the Community at Large: Six members are elected to serve two- year terms during a public election held on the first Tuesday in June in years with odd numbers, i.e., next election will be conducted in 2017. Candidates must be residents of School District 11JT or the Southern Ute Reservation, including the exterior boundaries.
Kathleen Sitton, Chairperson, 6/2013 Gina Schulz, Vice Chairperson, 11/2016 PO Box 422 P.O. Box 92 Bayfield, CO 81122 Ignacio, CO 81137 H: (970) 563-9308 C: (970) 749-6286 C: (970) 317-9044 [email protected] [email protected]
Contacts Revised 5/08/17
Karla Baird, Secretary/Treasurer 11/15 1495 CR 321 Ignacio, CO 81137 Vacant H: (970) 883-2318
C: (970) 749-3912 [email protected]
Jeremy Cuthair - Elected Kathleen Lorenzini 398 S. Mesa Ave PO Box 1132 Bayfield, CO 81122 Ignacio, CO 81137 C: (970) 903-0194 C: (970) 799-1310 [email protected] [email protected]
Category III – Elected Officials: Six seats for representatives of the Tribal Council, the Town Board and the School Board.
Eddie Box, III – Town of Ignacio Rep. Vacant PO Box 1165 Ignacio, CO 81137 C: (970) 442-0044 [email protected]
Rocco Fuschetto, Ed. D, 11JT Rep. PO Box 460 Ignacio, CO 81137 Vacant W: (970) 563-0500 C: (970) 749-3231 [email protected] Dan Naiman – Town of Ignacio Rep Kelly McCaw PO Box 459 7170 State Hwy 172 Ignacio, CO 81137 Ignacio, CO 81137 W: (970) 563-9494 C: (970) 759-9427 [email protected] [email protected]
Contacts Revised 5/08/17
SUCAP BOARD OF DIRECTORS STANDING COMMITTEES
EXECUTIVE COMMITTEE Two-Year Term Quorum = 3 Members
Kathleen Sitton (Committee Chair) Jeremy Cuthair Gina Schulz Carol Thompson Karla Baird Edward Box III
Executive Director (non-voting member)
WAGE SCALE COMMITTEE One-Year Term Quorum = 2 Members
Rocco Fuschetto Kathleen Sitton Carol Thompson
FINANCE COMMITTEE One-Year Term Quorum = 3 Members
Karla Baird (Committee Chair) Kelly McCaw Virginia J. Benton Carol Thompson
Member: Tribal Executive Officer or designee Member: Tribal Chief Financial Officer or designee
POLICIES & PROCEDURES COMMITTEE One-Year Term Quorum = 3 Members
Gina Schulz (Committee Chair) Dan Naiman Jeremy Cuthair VACANCY
Contacts Page | 1 Revised 5/08/17
AD-HOC PROPERTY COMMITTEE No Term Limit No Quorum Limits As of 1/2014 members are:
Emma Shock Adria Freitas (1) VACANCY Karla Baird Dan Naiman
AD-HOC BOARD DEVELOPMENT COMMITTEE No Term Limit No Quorum Limits As of 3/2013 members are:
Dan Naiman Kathleen Sitton Shirley Reinhardt Chris O’Shea Heydinger Emma Shock
Staff: Teresa Campbell, Eileen Wasserbach, Nita Emerson
AD-HOC FUNDING COMMITTEE(Capital Campaign) No Term Limit No Quorum Limits As of 3/2013 members are:
Rocco Fuschetto Kathleen Sitton
Staff: Peter Tregillus, Dawn Farrington, Eileen Wasserbach, Deb Herrera, Chloe Jackson, Dennis Dahlke, and Char Schank.
AD-HOC IMAGE & MARKETING COMMITTEE No Term Limit No Quorum Limits As of 3/2013 members are:
Karla Baird Kathleen Lorenzini Kathleen Sitton
Staff: Nita Emerson, Char Schank, Chloe Jackson, Eileen Wasserbach
AD-HOC CAPITAL CAMPAIGN COMMITTEE No Term Limit No Quorum Limits As of 3/2013 members are:
VACANCY Janet Mosher Gina Cosio LaTitia Taylor
Staff: Eileen Wasserbach, Peter Tregillus, Char Schank, Susan Lander
Contacts Page | 2 Revised 5/08/17
SUCAP BOARD OF DIRECTOR COMMITTEES
Please rate 1st, 2nd, 3rd in order of preference for standing committee membership.
Members are appointed at the June board meeting
Executive – Two year term – Quorum = three members
Wage Scale – One year term – Quorum = two members
Finance – One year term – Quorum = three members
Policies & Procedures – One year term – Quorum = three members
Please rate 1st, 2nd in order of preference for AD-HOC committee membership
Property
Board Development
Funding (Capital Campaign)
Image & Marketing
Contacts
Planning Board Board Member Term length Term Expires Cat I Cat II Cat III Committees Committee Shirley Reinhardt 3 years - Agriculture 2/28/2019 Board Development X
Virginia Benton 3 years - Early Childhood 4/6/2020 Finance X
Shock, Emma 3 years - Education 11/1/2017 Property, Board Development X Adria C. Freitas 3 years - PC 12/1/2020 Parent Policy Property X Executive, Wage Carol Thompson 3 years - Accounting 10/2/2017 Scale, Finance X
Chris O'Shea Heydinger 3 years - Attorney 5/4/2020 Board Development X
Karla Baird 2 years - Elected 5/31/2017 Finance Property, Image & Marketing, Executive X Executive, Policies & Jeremy Cuthair 2 years - Elected 5/31/2017 Procedures X Executive, Policies & Gina Schulz 2 years - Elected 5/31/2017 Procedures X Vacant 2 years - Elected 5/31/2017 X Kathleen Lorenzini2 years - Elected 5/31/2017 Image & Marketing X
Executive, Wage Board Development, Funding Kathleen Sitton 2 years - Elected 5/31/2017 Scale Compaign, Image & Marketing X
Rocco Fuschetto 2 years - School Board 8/5/2018 Wage Scale Funding X Kelly McCaw 2 years - School Board 12/3/2018 Finance X Edward Box III 2 years - Town Board 9/6/2018 Executive X Dan Naiman 2 years - Town Board 6/4/2017 Policies & Procedures Property, Board Development X Vacant 2 years - SU Council X Vacant 2 years - SU Council X
Contacts Page 1 Revised 5/08/17 SUCAP ey Staff
Eileen Wasserbach Matt Nesbitt Executive Director Division Director Ofc: 970 563-4517 x 102 Road Runner Transportation Direct: 970-406-0612 Ofc: 970-563-4545 x 121 Cell: 970-749-2524 Chloe Jackson Nita Emerson Asst. Finance Director Administrative Assistant Ofc: 970-563-4517 x 107 Ofc: 970-563-4517 x 103 Direct: 970-403-0613 Autumn Concepcion Finance Manager Peter Tregillus Ofc: 970-563-4517 x 108 Programs Developer Ofc: 970-563-4517 x 104 Diane MacGuffie Cell: 970-403-0614 Accounting Technician Ofc: 970-563-4517 x 109 Teresa Campbell Human Resource Director Char Schank Ofc: 970-563-4517 x 105 Division Director S. Ute Montessori Head Start & EHS Claudia Muniz Ofc: 970-563-4561 x 18 Human Resources Coordinator Ofc: 970-563-4517 x 12 Debra Herrera Division Director Ignacio Senior Center Dawn Farrington Ofc: 970-563-4561 Division Director The Training Advantage Peggy Iberg 970-563-4517 x 119 Tava Wilson Youth Services Dennis Dahlke Ofc: 970-563-9235 Division Director Peaceful Spirit 970-563-4555
Contacts Revised 6/10/16 Supervision
SUCAP Organization Chart Communication SUCAP Board of Directors Growing Partners Administrative Staff Executive Director Administrative Assistant Suicide Prevention Finance Director Human Resource Director Program Developer
Regional Area Agency Celebrating Healthy Policy Committee Workforce Boards, Communities SW, W, & SC on Aging Council Coalition
CHC Staff Southern Ute Peaceful Spirit Substance The Training Montessori Ignacio Senior SUCAP Youth Road Runner Abuse Advantage Head Start and Center Services Transportation Treatment Colorado WOIA: Early Head Nutrition Project Venture Commuter Transit Residential Trmt (Southwest, Start Transportation Curiosity Afterschool Intercity Transit Outpatient Trmt Western, South Head Start Referral Peer Leaders Dial-A-Ride Child Care UA & BA Central Regions) Employment First Social Activities AmeriCorps Check & Assistance Monitoring Connect Colorado Fatherhood Services Preschool Native Am.-WOIA Program Fatherhood and PS Youth Motherhood Services are Sacred Multisystemic Child Safety Therapy Seats
II. ORGANIZATION INFORMATION History of Community Action Programs
What is Community Action?
In 1964, The Great Society, as envisioned by President Lyndon Johnson, was a sweeping plan to improve the lives of all Americans, regardless of their circumstances. Inspired by President Kennedy and his New Frontier, Johnson pledged to fulfill his promise of equal opportunity for all by enacting several comprehensive changes within the federal government. In August of that same year, the Economic Opportunity Act was signed into law by President Johnson creating the nationwide Community Action Network.
The War on Poverty
In 1963, shortly before he was assassinated, President Kennedy had asked his economic advisors to draw up some proposals to address the problem of American poverty. Johnson took up this charge after he succeeded Kennedy as President. In Johnson's first State of the Union address on June 8, 1964, he called for an unconditional war to defeat poverty. He expanded and revised the proposals given to Kennedy and developed the Economic Opportunity Act of 1964. The act included a variety of initiatives:
1. Head Start 2. Job Corps 3. Work-Study program for university students 4. VISTA (Volunteers in Service to America) - a domestic version of the Peace Corps 5. Neighborhood Youth Corps 6. Basic education and adult job training 7. CAPS (Community Action Programs) - CAPS turned out to be the most controversial part of the package, as it proposed the "maximum feasible participation" by poor people themselves to determine what would help them the most. CAPS were a radical departure from how government had run most social reform programs in the past.
Organization Information
President Johnson signing the EOA, August 1964
The Economic Opportunity Act was innovative legislation, but it received only about $1 billion to divide among the various programs and remained critically underfunded. By 1966, Congress appropriated $4 billion for the programs.
The Start of Community Action
Community Action was a bold idea, especially for the federal government. It handed over control to the local level, so that programs were geared specifically for target population needs. This concept, “maximum feasible participation”, represented a new paradigm in the government and many sectors were wary of its innovative ideas. President Johnson selected a member of President Kennedy’s inner circle to head up the newly formed “Office of Economic Opportunity” –Sargent Shriver.
Shriver was head of Peace Corps in the Kennedy administration and married to Kennedy’s sister, Eunice. He had proved himself to be a capable leader and President Johnson admired his abilities. President Johnson, legendary for his acumen in recruiting key personnel, offered the position to Shriver and would not take no for an answer. Shriver was installed as the first head of the OEO in October 11, 1964 and leapt into action.
Organization Information
Unfortunately for Shriver, he simply did not have adequate funding to begin the process of addressing national poverty issues. However, he assembled an impressive team of advisers, including Michael Harrington, author of The Other America and began to implement new policies and actions to resolve these issues.
Community Action was modeled after two fairly successful urban renewal projects, one undertaken by the Ford Foundation and the Mobilization for Youth, a program aimed at juvenile delinquency. Inspiration was also taken from the “Back of the Yards” program in Chicago, which was developed by Saul Alinsky, considered the father of “community development”. It should be noted that Alinsky became very critical of the OEO as it developed. The key component was that low-income citizens played an active role in program design and administration, or “maximum feasible participation”. The Economic Opportunity Act was amended (known as the Green Amendment) in 1967 to mandate the board structure of community action agencies, with complemented the earlier Quie Amendment which required the tripartite representation, including low-income participation.
In 1981, President Reagan introduced the Block Grant, which dramatically changed the way federal funding was distributed. Programs including Community Action, would now receive funding through the State Office of Community Action/Services and would be under more intense scrutiny than previous administrations.
Over the past several years, federal funding to support the Community Service Block Grant has been challenged. President George W. Bush denounced Community Action programs as being static. However, Community Action remains an important safety net for many vulnerable individuals and families. Beginning in 2001, Community Action has improved their reporting through the Results Oriented Management and Accountability (ROMA) framework and continuously seeks ways to improve outreach and services. The National Community Action Partnership now encourages all Community Action Agencies to embrace the National Standards of Excellence as a pathway to improve and empower agency operations. Organization Information
The guiding principle of maximum feasible participation continues today in Community Action. Local Community Action boards are tripartite, in other words, have representation from all segments of the local community including their low-income clients.
Why Community Action?
Community Action equips low-income citizens with the tools and potential for becoming self-sufficient. The structure of program is unique – federal dollars are used locally to offer specialized programming in communities. It is a coordinated effort to address the root effects of poverty and to, ultimately, move families and individuals to self-sufficiency.
This work is not easy and demand is always shifting and changing. Over the years, the federal government has changed as well. The funding is now part of the Block Grant System, which allows for the flexibility and specialization of unique programs. Poverty is viewed as a systemic problem and Community Action is a systems approach to resolving those issues. There are now over 1000 Community Action Agencies throughout the United States and Puerto Rico.
Community Action Agencies (CAAs) promote self-sufficiency, not dependency. Among their three key assets are:
FLEXIBILTY - The Community Services Block Grant, which supplies the core CAA funding, is unique; it is flexible, and it primarily funds local investments in services, facilities and partnerships which are particular to the CAA's home community. By adding to and altering government programs' "one-size-fits-all" programming, a community can provide its low-income members the right mix of assistance, encouragement, and incentives to become self-sufficient.
IMMEDIACY - CAAs are located in the areas of greatest need, managed and staffed by community residents and often open far into the evening. Therefore, when a family or an individual faces a crisis, their CAA is able to respond quickly with targeted forms of assistance appropriate to the situation; these may well include the mobilization of help from many of
Organization Information
the CAA's private sector partners, volunteers, and faith-based groups.
The goal is to promptly stabilize a family, and thus avoid the long-term consequence of costly dependency. However, Community Action also has the capability to sustain long-term involvement in a family's progress to self-sufficiency, as well as in the development of the low-income community.
COORDINATION - A bedrock principle of Community Action is that resources of all kinds need to be integrated so they can be used in combination to solve community and individual problems. CAAs manage more than $5.6 billion in public and private resources annually, serving more than 9.3 million low- income persons; the CSBG-funded staff goes into the community and to other government sources to bring in not only leveraged funds but also hundreds of thousands of local volunteers.
So, in other words:
The Community Action Method is:
Prioritizes prevention Addresses the causes of poverty Involves the Community Improves the Community Creates Opportunity CAA response to clients/customers is: Flexible Coordinated Directed to Long Term Client Development
Typically, the programs and services coordinated, enhanced and offered to the community by its CAA include all or some of the following:
TO HELP AND ENCOURAGE CHILDREN AND YOUTH: Head Start, Literacy Programs, Dropout Prevention, After School Enrichment and Tutoring, Teen Centers, Recreation and Sports
Organization Information
Programs, Special Supplemental Nutrition Program for Women, Infants & Children (WIC), Well-Baby Clinics, Summer Enrichment Programs, Summer Food Programs, Child Care Food Programs, Pregnancy Prevention, Character Education, Substance Abuse Education, Prevention & Counseling, Summer Youth Employment Programs, College Counseling and Placement.
TO SUPPORT THE WORKING POOR: Child Care, Adult Education, GED Preparation, Job Training and On-The-Job Support, Job Search Assistance, Job Placement, Job Creation, Small Business Development, Loan Funds, Senior Community Service Employment, Displaced Homemaker Programs, Budget Counseling, Internet Training and Access.
TO SUPPORT THE POOR FACING CRISIS: Homeless Shelters & Drop-In Centers, Utility Deposits, Eviction Prevention, Domestic Violence Programs & Shelters, Transitional Housing, Food Pantries Energy Crisis Assistance & Shelter, Emergency Food Baskets, Emergency Clothing, Supplies, and Services - including Medical & Legal Volunteer Help.
TO SUSTAIN AND HONOR THE ELDERLY: Meals on Wheels, In- Home Care Programs, Senior Centers, Senior Day Care, Foster Grandparents, Congregate Meals, Medical Transportation, Volunteer Chore Services.
TO STRENGTHEN THE WHOLE FAMILY: Comprehensive Family Development Support, Nutrition Education, Parenting Education, Community Gardens and Canneries, Food Stamps, Health Clinics, Weatherization Assistance, Energy Assistance, Rental Assistance, Home Ownership Programs, Community Centers, Individual Development Accounts.
TO STRENGTHEN THE WHOLE COMMUNITY: Low-Income Housing Development, Economic Development and Support for New Business Ventures, Mobilization of Community-Wide Safety and Crime Prevention Initiatives, Consumer Education and Fraud Prevention, Community Reinvestment Act Partnerships, Support for Groups Working on Neighborhood
Organization Information
Improvements, Support for Dialogue and Planning among all Sectors of the Community.
Unique Characteristics of Community Action Agencies
BOARD STRUCTURE - CAAs are required to have a tripartite board consisting of equal parts of local private sector, public sector, and low-income community representatives. This structure brings together community leaders from each of these groups to collaborate on developing responses to local needs. This allows for Maximum Feasible Participation in both the creation and administration of Community Action programs.
VOLUNTEER SUPPORT – The CAA network is one of the largest users of volunteer services in the country. In FY 98, CAAs reported that volunteers contributed more than 27 million hours of service, equivalent to more than 13,000 full time employees.
LEVERAGE FOR OTHER RESOURCES – Every Community Service Block Grant (CSBG) dollar spent leverages nearly $4 of state, local, and private contributions combined. The CAA network administers a total of nearly $5.6 billion in federal, state, local and private resources.
INNOVATIVE SOLUTIONS – CSBG funds give CAAs the flexibility to design programs that address needs specific to individuals and the local community and to identify specialized resources that fit these needs.
LOW ADMINISTRATIVE COSTS – CAAs have very low administrative overhead costs (on average, between 7 and 12 percent). Resources are invested directly in the community and families, not in bureaucracy.
COMPREHENSIVE AND RESPONSIVE – CAAs respond quickly when a family or individual is in crisis to avoid costly long-term problems. The highest priority is placed on helping people achieve permanent self-sufficiency. In addition to emergency assistance, a major portion of CSBG expenditures is for
Organization Information
coordination among various programs. Integrated service delivery is tailored to individual circumstances.
COMMUNITY AND FAMILY PROGRAMS – CAAs provide services that address the full range of family needs – from Head Start and other education and child development programs, to youth and adult employment and training, to services for seniors and the frail elderly. Services are generally coordinated through a case manager or family development specialist. Other CAA programs are designed to strengthen the local economy and develop the community’s infrastructure under the guidance of community leaders.
REACHING MILLIONS OF AMERICANS – CAAs provide services to more than a quarter of all Americans living in poverty and to several million more families with incomes only slightly higher than the poverty threshold every year. 2.8 million Low-income children are among those served.
©2015 Illinois Association of Community Action Agencies - All rights reserved. Organization Information
SUCAP Mission, Values and Vision Statements
Mission: SUCAP’s mission is to empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.
Values: SUCAP will continue to provide effective programs that are responsive to individual and community needs, that honor our diverse cultural backgrounds and our inherent need to help each other, with compassion, accountability and commitment.
Vision: SUCAP aspires to continue excellence in programming to achieve increased capacity for responsive programs development and become widely known as the organization that can create effective solutions for community issues.
Organization Information SOUTHERN UTE COMMUNITY ACTION PROGRAMS, INC. ORGANI ATIONAL HISTORY
Southern Ute Community Action Programs, (SUCAP) was created by a Southern Ute Tribal Resolution in 1966. Prior to that date, programs associated with the President’s “War on Poverty” were delivered to the Southern Ute Indian Reservation, the Ignacio Community and the surrounding rural area by Southwest Community Action Programs in Durango, Colorado. The twenty-six mile distance between Durango and Ignacio made it difficult for the Durango-based program to effectively serve the needs of the low-income population in the Ignacio area.
In 1966, the Southern Ute Indian Tribe was given the opportunity to receive grant funds from the federal Office of Economic Opportunity-Indian Desk (OEO). The Tribal Council accepted the opportunity on the condition that OEO would agree to the Tribe’s plan to offer the services to all low-income people residing within the boundaries of School District 11J regardless of ethnic background. This action was unique because most Indian Tribes with Community Action Programs opted to serve only their own Tribal membership. Because of the Homestead Act, the Southern Ute Reservation is checkerboarded with Indian and non-Indian owned lands within the borders. The Tribal Council believed, that if they were to truly develop Tribal human resources, they must help improve the lives of their non-Indian neighbors as well. This basic philosophy was translated into an overall plan for “Total Community Development” and the philosophy has continued to be a focal point for projects planned and implemented by the Tribe, the Town of Ignacio, the Ignacio schools, SUCAP and other cooperating agencies.
To assure maximum community participation, the Tribal Council established the SUCAP Organization. A Board of Directors who provides overall guidance and direction to the Organization, and an Executive Director who supervises day-to-day activities, are vital to the operation and administration of the organization. SUCAP operates under a centralized management system and has earned an enviable and longstanding track record for accountability and compliance. SUCAP is recognized as a private non-profit corporation, incorporated under the laws of the State of Colorado and operating as tax-exempt under section 501(c)(3) of the Internal Revenue Code. In 2002, the Board of Directors developed a new mission statement: “SUCAP promotes the well being of families and neighbors through social, educational and economic growth.”
In the 1980s, the Articles of Incorporation were amended to allow the organization to do business as “The Training Advantage” (TTA), a job training and employment program. Doing business as The Training Advantage, SUCAP currently operates employment and training programs under the Workforce Investment Act and through contracts with local governments in eleven counties in the southwest corner of Colorado. These programs operate under the Colorado Department of Labor and Employment, Rural Workforce Consortium. The Program Director of TTA is officed in Ignacio; other Colorado Workforce Centers that house TTA staff are located in Pagosa Springs, Durango, Cortez, Montrose, Delta and Gunnison. TTA also administers the
Organization Information SUCAP History September 2004 Page 2 of 2 Native American WIA program serving Southern Utes and other eligible American Indians living on or near the Southern Ute Indian Reservation.
Since the initial authorization of Head Start in 1968, SUCAP has been the provider of Head Start programs on the Southern Ute Indian Reservation. The Southern Ute Montessori Head Start and Early Head Start Center serves about 150 children and their families. Services are coordinated with the Southern Ute Indian Academy and consistently exceed the traditional standards of Head Start programs. In fact, this program has been selected as a model program for other Indian and non-Indian Head Start services throughout the country. The variety of services offered at the Child and Family Center include family advocacy, parenting training, preschool classes, developmental screening and more. With the addition of the Early Head Start program in 2000, services are now provided to children from birth through age four and their families.
The disease of substance abuse is another community problem targeted by SUCAP. Peaceful Spirit, the Southern Ute Substance Abuse Recovery Program, is housed in a pleasant facility built in 1986 by the Southern Ute Indian Tribe. Services provided include a 40-day residential treatment program, outpatient services, women’s groups, a transitional living component, family counseling and therapy, relapse prevention and aftercare, and wellness/fitness related activities. Peaceful Spirit Youth Services provides counseling for youth who have been identified with substance abuse issues. In addition, since 2000, SUCAP has implemented a certified Multi- Systemic Therapy program, an intensive family therapy program, which has been shown to be effective in improving family functioning.
The SUCAP Senior Center is a program that is vital to the well-being of the elderly residents of the community; it is also the program that is the most difficult to maintain financially. Because the Ignacio community places so much value on these services, a system of patchwork funding has come together to allow SUCAP to continue to keep the doors open. The major focus is a meals program for the elderly. Meals are provided in a congregate setting twice a week and are delivered to the homebound five days per week. In addition, the staff provides outreach services, transportation in the Ignacio area and to Durango, information and referral services and advocacy for the elderly with medical providers, insurance issues and social security personnel. An exercise class for seniors is held twice weekly, and games, outings and other social events occur as frequently as funding allows.
SUCAP operates two other, smaller, programs that have been developed in response to community need. Youth Services provides activities to promote healthy lifestyles for young people, including nutrition, exercise and avoidance of drugs and alcohol. Teen Court is operated in the Ignacio middle and high schools as a function of this program.
In 2001, SUCAP established the Road Runner Transit program providing public transportation between Ignacio and Durango. This is currently our fastest-growing program with more people every month electing to use public transit. For 2005, we are considering increasing the number of runs by 30% to accommodate the needs of a larger target population.
In 1996, SUCAP was honored by the El Pomar Foundation with the Award for Excellence in Human Services—Family.
SUCAP FINANCES 2015 Revenue $7,462,579
2015 Expenses $7,451,159
Employees December, 2015
Full Time (25+hr/wk) 113
Part Time 44
SUCAP FUNCTIONAL EXPENSES 2015
Childrens' Services 30.4% Employment Training 18.2% Substance Abuse Treatment 18% Southern Ute Community Public Transit 13.2% Action Programs, Inc. P.O. Box 800 Celebrating fifty years serving Senior Services 3.4% 285 Lakin Street Ignacio and southwest Colorado. Youth Services 5.4% Ignacio, Colorado 81137 970 563 4517 Other 2.5% www.sucap.org Administration 8.8% 970 563 4517 www.sucap.org SUCAP PROGRAM DIVISIONS SUCAP CONTACTS SUCAP SPOTLIGHTS Southern Ute Head Start and Early Head Start serves 140 families each year, providing early childhood educa- Kathleen Sitton, President, ……………...….563-4517 tion and family support . We adminis- SUCAP Board of Directors ter the child care assistance program Eileen Wasserbach, Executive Director……563-4517 for Native families in La Plata County. A child safety seat program is also Chloe Jackson, Asst. Finance Director..…...563-4517 provided. Peter Tregillus, Programs Developer………563-4517 Teresa Campbell, Human Resource ...... ….563-4517 The Training Advantage implements Director Workforce Investment Act programs from Colorado Workforce Centers in Char Schank, Head Start Division.…..……..563-4566 seventeen western Colorado counties, Director Celebrating Healthy Communities Coalition is a including the Western, Southwest and Dennis Dahlke, Peaceful Spirit………….…..563-4555 local prevention coalition that comes together for South Central Regions. TTA also pro- Division Director youth and families of La Plata County. The coali- vides services for TANF-eligible fami- Dawn Farrington, Training Advantage……..563-4517 tion members work collectively to shape a shared lies in La Plata and Archuleta Cty. Division Director healthy future. SUCAP serves as fiscal agent and Ignacio Senior Center serves over 200 Matt Nesbitt, Road Runner Transit…………563-4545 is a member. Above participants in the dye-versity elderly residents in southeast La Plata Division Director event sponsored by CHC. County with nutrition, transportation, Debra Herrera, Senior Center……………….563-4561 QPR is a suicide prevention program offered by recreation and information services. Division Director SUCAP to train individuals to recognize and re- SUCAP Youth Services engages Jun- Tava Wilson, Peggy Iberg, …...……..………563-9235 spond to suicide warning signs. ior High and High School age kids to Acting Youth Services Division Directors SUCAP is a member of Growing Partners of South- develop self confidence, self aware- Harlene Russell, Suicide Prevention ………759-5201 west Colorado, promoting the production and con- ness and leadership skills. We also Coordinator sumption of local healthy food. . operate Curiosity, an after school Pat Senecal, Celebrating Healthy ……. …...906 8345 program in the Ignacio School District. Communities Coalition SUCAP GOVERNANCE Peaceful Spirit Treatment Center pro- Established by resolution of the Southern Ute vides residential and outpatient treat- Indian Tribal Council October 10, 1966 to serve ment for adults struggling with alcohol (All phone numbers are area code 970) all disadvantaged community members. and drug abuse, and Multisystemic Therapy for youth and families in La Governed by an 18-member Board of Directors Plata and Archuleta Counties. from southeast La Plata County. Road Runner Transit is the public Registered as a corporation with the State of transportation provider from Ignacio Colorado and governed as a stand-alone non- and Bayfield to Durango and from profit organization. Ignacio to Aztec N.M. Intercity bus service between Durango and Grand Tax exempt status under Section 501(c)(3) of Junction is offered daily. the Internal Revenue Code. III. LEGAL INFORMATION
SOUTHERN UTE COMMUNITY ACTION PROGRAMS, INC.
BYLAWS
APPROVED November 1, 2007
Article I - Name
The name of the Corporation shall be Southern Ute Community Action Programs, Inc., hereinafter known as “SUCAP.”
Article II – Seal
The seal of the Corporation shall be circular in form and shall bear on its outer edge the words “Southern Ute Community Action Programs, Inc.”
Article III – Organization
3.1 SUCAP was established October 10, 1966, under Resolution No. 3540, by the Southern Ute Indian Tribe, which is governed by the Southern Ute Indian Tribal Council, hereinafter “Tribal Council.”
3.2 The affairs of the organization shall be managed by its Board of Directors.
Legal Information
Article IV – Purpose
The general purposes of SUCAP are as follows:
4.1 To promote the development and provision of meaningful programs to serve the needs of residents of the traditional homeland of the Southern Ute People. The primary area of responsibility is within the exterior boundaries of the Southern Ute Indian Reservation, including the Ignacio School District 11JT. Special contracts may be developed to serve the needs of a target population residing out of the primary area of responsibility. Activities will be limited to those permitted under Section 501(c) (3) of the Internal Revenue Code.
4.2 To provide effective communication and coordination between SUCAP and all Tribal, state, federal, and local agencies which have the goal of helping residents of the traditional homeland of the Southern Ute People.
4.3 To provide an opportunity to plan together for the benefit of all people and to speak with a united voice regarding the common concerns relating to the needs of these people.
Article V – Directors
The Board of Directors (Board) shall be the administering body of SUCAP.
5.1 Composition
The Board shall be composed of nineteen members, and there shall be no alternate members.
2 1. Category One: Six of the Board members shall be selected by groups, clubs or organizations in the designated primary area of responsibility to represent interests such as, but not limited to: Business, Religion, Education, Agriculture, Civic Organizations, Advisory Groups and the Los Pinos Fire Protection District.
2. Category Two: Six of the Board members shall be elected at a public election to be conducted as set forth by the Board. Those persons elected shall reside in the primary area of responsibility served by SUCAP.
3. Category Three: Six of the Board members shall represent the elected public officials of the following:
a. Two representatives appointed by the Tribal Council. b. Two representatives appointed by the Town of Ignacio Board of Trustees. c. Two representatives appointed by the Ignacio School District 11JT Board of Education.
These Board members shall be selected by the governing bodies to be represented.
5.2 Petition for Representation on Board
The number of members on the Board may be increased upon petition by any private group or representative group of program participants when it perceives a need for representation specific to its interests.
The following procedure shall be used:
1. A written letter or petition signed by the chief officer of the petitioning group will be presented to the Executive Director of SUCAP.
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2. The Board shall examine the validity of the request of the petitioning group and render a decision within forty-five (45) days.
5.3 The Terms of Office for Board members shall be as follows:
Category No. 1 (Groups, Clubs and Organizations) – Persons selected to represent this category shall serve a term of three years, or until another person is named by their appointing body.
Category No. 2 (Representatives of Program Eligible Residents) - These persons shall be elected on the first Tuesday of June on a biennial basis to serve a two-year term.
Category No. 3 (Elected Officials) - The persons selected to represent their respective governing bodies shall serve for a period of two years, or until another person is appointed to replace them as described in 5.4.3.
5.4 Vacancies
Vacancies on the Board shall be filled as follows:
1. Persons resigning shall notify the Board in writing and the Board shall act on said resignation at their next regular meeting.
2. If the vacancy occurs in Category No. 2, the Board Chair shall notify the Board immediately following the vacancy and shall submit at least three names of suitable replacements for each vacancy to the Board for their approval, who shall then appoint a replacement for the remainder of the term.
4 3. If the vacancy occurs in Category No. 1 or 3, the Board Chair will request that the group which that person represents fill the vacancy by appointment until the term of the vacated position expires.
4. A vacancy may be declared if any member of the Board fails to attend three consecutive meetings without prior excuse. A request for an excused absence must be made either in writing or verbally to the Board Chair or to the office of the Executive Director of SUCAP prior to the meeting. If the absence is excused, it shall be noted in the Board minutes.
5.5 Removal
Board members and officers may be removed by a vote of two-thirds (2/3) of the seated Board at a regularly scheduled Board meeting or a special meeting of the Board called for this purpose. The Board Chair shall notify in writing any member sought for removal at least five days prior to the meeting where the removal will be considered.
5.6 Conduct
Board members will conduct themselves in a manner that furthers the interests of the organization, displays support for its objectives, and will provide reasonable assistance in carrying out its purpose.
Board members will avoid participation in the consideration of a matter or decision which poses or gives the appearance of a conflict of interest. A conflict of interest exists when a member has a financial or other interest in the matter which is not common to other members of the Board. Members will excuse themselves from any vote on such matters and may leave the meeting room during discussion and voting. A member who is excused from participation due to conflict of interest is no longer considered in the quorum. (See 5.9)
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5.7 General Powers of the Board
The Board shall have and shall exercise all the powers necessary to implement the goals and policies of this Corporation. No contract, debt, or obligation shall be binding unless executed under the authority of the Board, except as otherwise allowed by the Financial Procedures Manual (FPM).
The Corporation, through its Board, may acquire, hold, encumber or dispose of such property, real or personal or mixed, as may be given, devised, or bequeathed to it or entrusted to its care and keeping, and may purchase, acquire and dispose of such property as may be necessary to carry out the purposes of this Corporation.
The Board shall have the control and management of the assets of the Corporation, with power to borrow money for corporate purposes.
The Board may amend its Articles of Incorporation and Bylaws.
The Board shall establish policies of recruitment, hiring and work environment through the Personnel Policies and Procedures Manual which shall conform to all applicable laws and requirements of funding agencies.
The Board Chair may appoint special or ad hoc committees to implement the organization’s planning process. SUCAP staff shall be responsible for planning with the approval of the Executive Director and the Board.
The Board shall review and approve proposals prior to submission to the appropriate body or agency.
6 5.8 Meetings
Regular Meetings – The Board shall determine a convenient regular monthly meeting time to conduct its business.
Special Meetings – Special meetings of the Board may be called by the Chair or the Chair’s designee. A minimum of two days notice shall be given to Board members. Said notice may be either verbal or written.
Meeting Place – All meetings shall take place at the SUCAP Administrative Offices or at a place designated by the Board Chair or the Chair’s designee.
Open to Public – All meetings shall be open to the public. By majority vote, the Board may retire to executive session to discuss items of a confidential or legal nature; however, no action may be taken in executive session.
Minutes – The Board shall approve minutes at the next regularly scheduled meeting. The approved minutes of meetings shall be available for public inspection during SUCAP’s regular office hours.
5.9 Quorum
Seven members of the Board, present at the meeting, shall establish and maintain a quorum for the transaction of business at any regular or special meeting of the Board.
5.10 Voting
At every meeting each Board member who is present shall be entitled to one vote. Proxy votes shall not be recognized.
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Article VI – Officers
6.1 Election of Officers
At the first regular meeting following the biennial election, the Board will elect by majority vote a Chair, a Vice-Chair and a Secretary/Treasurer, hereinafter “Secretary.”
6.2 Terms of Office
The duties of the duly elected officers begin at the next regular Board meeting following their election. Officers serve until their successors are seated after the next biennial election.
6.3 Vacancies
When vacancies in Board offices occur prior to the end of the term, the vacant office will be filled at the next regular board meeting by election.
6.4 Duties of Officers
Chair: the Chair shall: Establish agendas for meetings of the Board of Directors jointly with the Executive Director; Preside at meetings of the Board of Directors and the Executive Committee; Sign corporate documents and correspondence as may be required; Appoint the chairs and members of standing and special committees; Coordinate the activities of the other officers and all committees; Perform all duties prescribed to the office in these Bylaws, as well as others defined in Robert’s Rules of Order, Revised; Act as spokesman for the membership; Perform other related duties that may be from time to time assigned to the office of the Chair of the Board.
8 Vice-Chair: the Vice Chair shall: Perform all of the duties of the Chair in case of the disability or absence of the Chair; Serve as chair of the Policies and Procedures Committee; Provide an annual report to the Board documenting the validity and accuracy of all documents related to corporate status and responsibility; Perform other related duties that may be from time to time assigned to the office of the Vice Chair of the Board.
Secretary: the Secretary shall: Verify accuracy of all official minutes of the Board; Sign all official minutes and perform all duties incident to the office of Secretary; Oversee the maintenance of complete and current membership records; Serve as the chair of the Finance Committee; Affix the corporate seal and attest to the signature of the Chair when required; Act as temporary chair of the Board of Directors in the absence of other officers.
Article VII – Committees
7.1 Committee Appointment
The Chair shall appoint such standing and ad hoc committees as may be deemed expedient for carrying out the objectives of this corporation, and the Board shall act upon the recommendations of such committees. The Chair shall appoint standing committees and their members at the first business meeting held after the June elections. At the discretion of the Chair, committee members may be Board members, staff members, or community members with special interest or expertise.
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7.2 Composition
Committees of the Board shall reflect the composition of the total Board with respect to category representation whenever possible.
7.3 Committee Authority
For the actions of any committee to be recognized as official actions of the Board, all committee actions and decisions shall be ratified at the next duly called meeting of the Board.
7.4 Reports
Committees will forward reports to the Board upon completion of their assigned task(s). Reports will contain only that information agreed to by the committee and will be compiled prior to the close of the committee meeting. If the Board is being asked to ratify committee action, the report will end with the committee’s recommendation to that effect.
7.5 Standing Committees:
7.5:1 Executive Committee
The Executive Committee shall be comprised of the Chair, Vice-Chair, Secretary, Executive Director (who shall be a non-voting member), and three additional Board members appointed by the Board Chair.
Three voting members of the Executive Committee shall constitute a quorum.
The Executive Committee shall meet at the request of the Board Chair. The Executive Committee shall be empowered to act on behalf of the Board in time-sensitive matters, with the understanding that any such
10 action must be ratified at the next regular or special meeting of the Board for that action to stand.
7.5:2 Finance Committee
The Finance Committee shall consist of five members. The Board Chair shall appoint the Board Secretary and two additional Board members to one-year terms. The Executive Officer and Chief Financial Officer of the Southern Ute Indian Tribe or their delegates shall serve on the Finance Committee when SUCAP is a sub-grantee of grants awarded to the Southern Ute Indian Tribe.
Three members shall constitute a quorum.
The Committee will meet once per quarter or more frequently if required by duties and responsibilities.
The Committee shall be responsible for the following specific functions:
Perform a quarterly review of SUCAP’s financial statements, forwarding summary reports to the Board.
Review and recommend for Board approval the annual Indirect Cost Proposal.
Perform a review of SUCAP’s annual audit with auditors under contract with the Board. Make a recommendation to the Board to accept or reject the annual audit.
Participate in an annual review of the Financial Procedures Manual and recommend any changes to the Board.
Review the contract with the auditor every three years. Recruit and contract with auditor as specified in the Financial Procedures Manual.
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7.5:3 Wage Scale Committee
The Wage Scale Committee shall consist of three members appointed by the Board Chair. Their term shall be one year. The Committee shall meet as required by duties and responsibilities.
Two members will constitute a quorum.
The Wage Scale Committee shall be responsible for the following specific functions:
Conduct an annual review of the SUCAP Wage Scale and recommend adjustments to the Board.
Review requests for grade changes and submit recommendations to the Board.
Review all requests for Incentive Compensation and submit recommendations to the Board.
Establish procedures to grade all new positions.
7.5:4 Policies and Procedures Committee
The Policies and Procedures Committee shall consist of the Vice-Chair and three members appointed by the Board Chair. Members will serve a term of one year.
Three members will constitute a quorum.
The Policies and Procedures Committee will be responsible for the following specific functions:
Oversee the keeping and filing of books, reports, statements, certificates and all other documents and records of SUCAP.
12 Review all Board policies and official documents to ensure applicability and compliance with relevant laws and timetables. Following the review, the Committee will report their findings and recommendations to the Board at the next regularly scheduled meeting.
7.5:5 Personnel Selection Committee
The appointment and performance of a Personnel Selection Committee shall be conducted in accordance with the Personnel Policies and Procedures Manual governing the employees of SUCAP.
7.5:6 Grievance Committee
The appointment and performance of a Grievance Committee shall be conducted in accordance with the Personnel Policies and Procedures Manual governing the employees of SUCAP.
7.5:7 Advisory Committees
Advisory Committees, also called advisory boards or councils, shall be established upon direction of the Board and must be established in accordance with various program mandates, when applicable.
Article VIII – Executive Director
8.1 The position of Executive Director shall be filled as follows:
8.1:1 Hiring:
The Executive Director shall be hired using procedures specified in the Personnel Policies and Procedures Manual. A Personnel Selection Committee appointed by the SUCAP Board Chair shall screen
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applications and interview applicants. The final selection must be approved by majority vote of the SUCAP Board.
8.1:2 Duties and Responsibilities:
The performance criteria for the Executive Director shall be established in the Board-approved Job Description.
8.1:3 Performance Evaluation:
The Executive Director shall be supervised by the Board Chair. Procedures for performance evaluation are described in the Personnel Polices and Procedures Manual.
8.1:4 Dismissal:
Circumstances and procedures for dismissal of the Executive Director are described in the Personnel Policies and Procedures Manual.
8.2 The Executive Director is authorized to enter into or execute contracts and otherwise conduct business in the name of and on behalf of SUCAP as permitted in the Financial Procedures Manual and as specifically authorized by the Board.
8.3 The Executive Director shall be the custodian of the Seal of the Corporation.
Article IX – Prohibition Against Sharing in Corporate Earnings
No Board member, officer, employee, member of a committee, person connected with the Corporation, or any other private individual shall receive at any time, any of the net earnings or pecuniary profit from the operations of the Corporation,
14 provided that this shall not prevent the payment to any such person of such reasonable compensation for services rendered to or for the Corporation in effecting any of its purposes as shall be fixed by the Board.
Upon the dissolution or winding up of the affairs of the Corporation, whether voluntary or involuntary, no such person or persons shall be entitled to share in the distribution of any of the corporate assets. After all debts have been satisfied, the assets of the Corporation shall be distributed, in such amounts as the Board may determine or as may be determined by a court of competent jurisdiction upon application of the Board, exclusively to charitable, religious, scientific, testing for public safety, literary, or educational organizations which would then qualify under the provisions of Section 501 (c) (3) of the Internal Revenue Code and its Regulations as they now exist or as they may hereafter be amended.
Article X – Parliamentary Authority
Robert’s Rules of Order, Revised, shall govern in all cases to which they are applicable and in which they are not inconsistent with these Bylaws.
Article XI – Revisions and Amendments
These Bylaws may be amended by a vote of two-thirds of the seated SUCAP Board membership. Written notification of proposed amendments must be delivered to Board members at least thirty days prior to the vote, which may be taken at a regular or special meeting of the Board.
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Parliamentary Motions Guide Based on Robert's Rules of Order Newly Revised (11th Edition)
The motions below are listed in order of precedence. Any motion can be introduced if it is higher on the chart than the pending motion.
YOU WANT TO: YOU SAY: INTERRUPT? 2ND? DEBATE? AMEND? VOTE? §21 Close meeting I move to adjourn No Yes No No Majority §20 Take break I move to recess for No Yes No Yes Majority §19 Register I rise to a uestion of complaint privilege Yes No No No None §18 Make follow I call for the orders agenda of the day Yes No No No None §17 Lay aside I move to lay the temporarily question on the table No Yes No No Majority I move the previous §16 Close debate uestion No Yes No No 2/3 §15 Limit or extend I move that debate be debate limited to ... No Yes No Yes 2/3 §14 Postpone to a I move to postpone certain time the motion to ... No Yes Yes Yes Majority §13 Refer to I move to refer the committee motion to … No Yes Yes Yes Majority §12 Modify wording I move to amend the of motion motion by ... No Yes Yes Yes Majority I move that the §11 Kill main motion motion be postponed No Yes Yes No Majority indefinitely §10 Bring business before assembly I move that [or "to"] No Yes Yes Yes Majority (a main motion) ...
Jim Slaughter, Certified Professional Parliamentarian-Teacher & Professional Registered Parliamentarian 336-378-1899(W) 336-378-1850(F) P.O. Box 41027, Greensboro 27404 web site: www.jimslaughter.com Side 1 Parliamentary Motions Guide Based on Robert's Rules of Order Newly Revised (11th Edition)
Incidental Motions - No order of precedence. Arise incidentally and decided immediately.
YOU WANT TO: YOU SAY: INTERRUPT? 2ND? DEBATE? AMEND? VOTE? §23 Enforce rules Point of order Yes No No No None §24 Submit matter to I appeal from the assembly decision of the chair Yes Yes Varies No Majority I move to suspend the §25 Suspend rules rules which … No Yes No No 2/3 I object to the §26 Avoid main motion consideration of the Yes No No No 2/3 altogether question I move to divide the §27 Divide motion uestion No Yes No Yes Majority §29 Demand rising vote I call for a division Yes No No No None §33 Parliamentary law Parliamentary question in uiry Yes (if urgent) No No No None Re uest for §33 Request information information Yes (if urgent) No No No None
Motions That Bring a uestion Again Before the Assembly - no order of precedence. Introduce only when nothing else pending.
§34 Take matter from I move to take from table the table … No Yes No No Majority I move to rescind/ §35 Cancel or change amend something No Yes Yes Yes 2/3 or previous action previously adopted... maj. w/ notice I move to reconsider §37 Reconsider motion the vote ... No Yes Varies No Majority
Jim Slaughter, Certified Professional Parliamentarian-Teacher & Professional Registered Parliamentarian 9/2011 336-378-1899(W) 336-378-1850(F) P.O. Box 41027, Greensboro 27404 web site: www.jimslaughter.com Side 2
EXECUTIVE SESSIONS: HOW TO USE THEM REGULARLY AND WISELY
What are executive sessions?...... 1 Why are executive sessions needed?...... 2 Who Participates in Executive sessions?...... 4 What is appropriate to discuss during executive sessions?...... 5 What are the legal boundaries around executive session?...... 9 How should executive sessions be handled?...... 11 How can we avoid misusing executive sessions?...... 13
1 Legal Information
WHAT ARE E ECUTIVE SESSIONS?
Nonprofit board meetings are convened for the board to transact business and address important organizational issues with the Executive Director and, often, senior staff. While many nonprofit boards choose to conduct their meetings in private, some organizations are required to operate in the public arena. 1 For all boards, however, specific instances warrant that some portion of the meeting be conducted in executive session.
An executive session—sometimes called a closed meeting or an in camera session—is a useful tool for protecting and advancing the best interest of an organization. Executive sessions provide a venue for handling issues that are best discussed in private, for fostering robust discourse, and for strengthening trust and communication. Distinguished by their purpose and participants, executive sessions serve three core functions: (1) they assure confidentiality, (2) they create a mechanism for board independence and oversight, and (3) they enhance relationships among board members and with the Executive Director.
By the board and for the board, executive sessions enable the board to manage itself. They create and appropriate forum for board members to talk openly about topics that warrant special treatment. In effect, executive sessions are a kind of special meeting-within-a-meeting. Executive sessions may take place before, in the middle, or at the end of a regular board meeting. They are, by definition, exclusive to board members, but others, such as the Executive Director, staff members, or professional advisors, may be invited to join for part or all of the session.
The notion of a private conversation for board members may seem contrary to the ethos of transparency expected of nonprofit organizations and to the development of a constructive partnership between the Executive Director and the board. However, executive sessions are an effective mechanism for boards of all organizations to deal with certain kinds of issues, provided that they are called for the right reasons and handled appropriately.
1 Some nonprofit organizations are subject to sunshine, or open meeting, laws that define when and how executive sessions can be used. For more information, see page 11.
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WHY ARE E ECUTIVE SESSIONS NEEDED?
According to the Nonprofit Governance Index 2007, 74 Percent of Executive Directors surveyed report that their Boards met in executive session within the last 12 months, and nonprofits with annual budgets of $5 million or more are more likely to use executive sessions. The most common reasons for these sessions include executive performance and/or compensation review, personnel issues, and peer-to-peer board discussions. While the rationale for culture and circumstances, certain issues require more candid, confidential conversations and, consequently, a more limited audience (See the exhibit on page 3).
First, the board needs time alone to strengthen relationships and communication among board members and with the Executive Director. For example, board members may be reluctant to challenge the Executive Director in front of staff for fear of undermining his or her authority. In other instances, board members may wish to discuss sensitive topics like succession planning, senior staff performance, or executive compensation. Likewise, the Executive Director may want to discuss future retirement plans without causing consternation among staff.
Second, board members need an opportunity to get to know and trust each other, personally and collectively. They need to be able to speak freely to air concerns and explore all aspects of issues. Executive sessions afford the board an opportunity to raise warning flags, discuss time- sensitive opportunities that can’t yet be made public, and allow the board to explore different courses of action. Some issues involve the board itself, such as board performance or individual member participation. Other issues might warrant further board discussions with the Executive Director, such as negative community reaction to a recent decision.
Third, as a governing body, the board needs to demonstrate and exercise its independence from the Executive Director. For example, a nonprofit board serves as a check-and-balance when accepting the financial audit and determining Executive Director Compensation. These oversight activities require the board to make decisions that are not controlled by the Executive Director.
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E HIBIT: BASIC GUIDELINES FOR E ECUTIVE SESSIONS
BOARD WITH E ECUTIVE DIRECTOR BOARD ALONE
To maintain confidentiality required by To create a forum that is not unduly law and further the organization’s influenced by the Executive Director RATIONALE interests To encourage more open communication To discuss highly sensitive business among the board issues in private To discuss issues related to the way the To foster a more constructive board operates partnership between the board and To address issues related to the Executive Executive Director Director To build capacity for robust discussions To build capacity for robust discussion
Legal issues Audit TOPICS Major strategic and business issues Executive Director performance
Crisis management Executive Director compensation
Roles, responsibilities, and expectations Succession planning
of the board and Executive Director Legal issues involving the Executive
Director
Board practices, behavior, and performance
POSSIBLE Senior Staff Professional advisors INVITEES Professional advisors
FRE UENCY At the start, middle, or end of regular At the start, middle, or end of regular meetings meetings As needed, e.g., litigation As needed, e.g., for audit
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Fourth, the board has a responsibility to Cause for Confusion: maintain confidentiality to protect the Executive Committee vs. Executive Session organization. The law allows boards to An executive session is a special closed meeting of the handle certain situations in a restricted board. An executive committee is a special committee of the board whose composition and purpose are defined in setting. For example, if an organization organization bylaws. When an executive committee has been sued, the board, Executive meets, it is not called an executive session. Many, but not Director, and legal counsel may meet in all, boards have executive committees. They are often executive session to decide whether to composed of the officers, Executive Director, and perhaps settle the case and the terms of the committee chairs or other board members. Some settlement. Sound business sense may executive committees meet only in emergencies. Others also require that key strategic decisions meet more regularly and are charged with handling be discussed privately. For example, if business between regular board meetings. an organization is considering a merger, the organization is considering a merger, the board, Executive Director, and financial officer may need to consider the pros and cons before discussing alternative courses of action with various stake holders.
WHO PARTICIPATES IN E ECUTIVE SESSIONS?
Participants in board meetings vary from topic to topic, meeting to meeting, and organization to organization. In addition to board members and the Executive Director, board meeting participants may include senior staff, constituents, professional advisors, and sometimes interested members of the community. United by an interest in the organization, these individuals play different roles—decision makers, experts, commentators, guests, and observers.
During an executive session, the board room looks different. The full board will almost always be there, but the Executive Director may participate for only a portion of the session. Outside advisors (e.g., lawyers, auditors, consultants) may be invited to issue findings or provide professional guidance. On a very limited basis, select senior staff members (e.g., financial officer, HR Director, general counsel) may be included to present a report or provide their perspective, or they may be secluded altogether. Deciding whom to include and when should be determined by the purpose of the session, bearing in mind that an individual can be invited to join for a portion of the discussion and then excused at the appropriate time.
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WHAT IS APPROPRIATE TO DISCUSS DURING E ECUTIVE SESSIONS?
Board meeting agenda items serve different purposes—from team building and information sharing to deliberation and decision making. The particular items on the docket shape who needs to attend the meeting and its degree of openness. When planning executive sessions, the board chair and Executive Director should specify the timing, purpose and topics, and attendees.
Executive Sessions with the Executive Director
Executive sessions with the Executive Director may be essential to advancing the organization’s business interests and to cultivating a constructive partnership between the board and the Executive Director. Many operational issues that require confidentiality may also require the presence of the Executive Director and sometimes others to enable an informed conversation. Common issues for executive sessions with the Executive Director include:
PAWN Sessions. To support the Executive director, many boards have adopted KPAWN sessions to discuss what eeps the President Awake at Night. These executive sessions, with just the board and Executive Director, create an informal setting that is “off the record.” They are intended not for taking action, but rather for thinking together. For example, they may be used to take the board’s temperature on an industry issue or to identify potential operational problems (e.g., high staff turnover). Because Executive Directors do not have true peers within an organization, KPAWN sessions are a unique forum for meeting with the board without other staff or outsiders present. Alleged Illegal or Improper Activities. The Sarbanes-Oxley Act has drawn attention to the importance of whistleblower policies and protection for employees who report suspected illegal or unethical activities (e.g., embezzlement, sexual harassment, discrimination). If such issues are raised, the board may need to meet in executive session to ensure appropriate discussion and confidentiality. If the Executive Director is implicated, obviously, he or she should be excluded from the executive session. Litigation. We live in a litigious society, and nonprofits are not immune from lawsuits. The board needs to be apprised of potential or actual litigation against the organization. Depending on the nature and stage of the litigation, the board may meet in executive session to discuss progress, decisions, and repercussions resulting from any lawsuits. Often, the organization’s legal counsel (internal or outside) and sometimes financial officer and the HR Director may also be included in executive sessions focused on litigation.
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Case in Point: Defining Roles
The Executive Director and board chair of a local organization met monthly for breakfast. These informal conversations, which covered a range of strategic and operational issues, helped them work as a team in leading the organization, Realizing that these informal conversations helped the board chair focus on strategic matters and become more engaged in the organization’s work, the Executive Director suggested they use executive sessions with the full board as a way to get all board members similarly committed to their cause and engaged in their work.
The Executive Director had always considered the board as his boss. But, he found it lonely at the top of the organizational chart and wanted a group of peer executives for brainstorming. The board already met twice a year in executive sessions for financial audit and for executive performance review and compensation. He and the board had great confidence in each other. By suggesting the board meet in executive session without him, he felt he would inspire even greater confidence, commitment, and performance from the board.
Major Business Transactions. Nonprofits, like all enterprises, need to be able to strategize, plan, and negotiate business deals without divulging inside information. Certain opportunities—from real estate deals (e.g., purchasing a new building) to operational transitions (e.g., undertaking a strategic alliance) to organizational failures (e.g., filing for bankruptcy)—require frank discussions about proprietary matters. Executive sessions emphasize the need for confidentiality and allow the board to explore the situation without prematurely revealing information. Key staff and professional advisors may be included in these executive sessions.
Case in Point: Lessons Learned Among Business Leaders
The board of a national, federated organization was wrestling with protecting its brand. Local chapters, despite a common mission and similar programs, operated with widely divergent definitions of quality, sustainability, and impact. A few, as is often the case, ended up on the front page of their local papers with questionable business practices. The Executive Director turned to the board, which included quite a few captains of industry, for guidance and insight.
Thanks to a pre-existing culture of openness and the privacy afforded by an executive session—without other staff present—the nonprofit Executive Director was able to facilitate a dialogue about the role of headquarters in managing far-flung franchises. Corporate board members freely shared similar problems, attempted fixes, and working solutions from their firsthand professional experience. In the end, not only did the federated organization tap into a wealth of knowledge, but board members learned valuable leadership lessons from each other.
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Executive Sessions without the Executive Director
Just as it is important for the board and Executive Director to tackle critical organizational situations together, the board also needs time to focus on its governance duties without any staff present. Some of this has to do with the board’s oversight function, and some has to do with the board’s need to take responsibility for itself and to function as a cohesive team. Understanding the value of executive sessions and developing routine procedures for using them can help alleviate an Executive Director’s anxiety. A confident Executive Director sends a powerful message of trust to the board and staff when he or she regularly and voluntarily steps out of the boardroom.
Executive sessions without the Executive Director are essential for strengthening board oversight and building board capacity for robust discussion. Common issues that necessitate the board meeting in executive session without the Executive Director, regardless of whether he or she is a voting member of the board, or any other staff present include:
Meeting with the Auditor. As part of its fiduciary responsibilities, a nonprofit board is responsible for the financial audit. The auditors should be selected by and report to the board, and the board should review and accept the financial audit. At some point in the board’s review of the financial audit, the board should meet in an executive session with the auditors without any staff present. This allows the board—directly or via a designated committee—to receive unfiltered feedback about the organization’s financial health and practices, as well as its finance staff. It also allows the board to have a less inhibited discussion than might otherwise occur with the Executive Director or other staff present. Executive Director Performance. Nonprofit boards are responsible for managing the Executive Director. This is a difficult, sometimes awkward task to carry out collectively, so the board needs to find appropriate venues for this important duty. An executive session allows board members to share their individual perspectives and to provide input to the board committee or officer assigned to convey the board’s message. These discussions are best held after information has been gathered in advance using an appropriate performance review tool. Executive Director Compensation. As with the annual performance review, executive compensation also requires a highly confidential conversation. An executive session is an essential requirement to ensure that the full board understands the compensation philosophy and approves the details of the complete compensation package. It is common, perfectly appropriate, and highly recommended that the board discuss the specifics of the arrangement in private before the information is disclosed publicly thought the IRS Form 990.
8 Legal Information Case in Point: A Self-Correcting Board
At an association’s annual retreat, the board found itself fragmenting between the larger and the smaller institutions. The Executive Director struggled to mediate a conversation about how changes in the industry should drive its programs. Board members continued to act as a focus group, expressing concerns about their individual institutions’ needs rather than the future of the association. At a break, one of the board members suggested that the board dismiss all staff, including the Executive Director, from the conversation for 45 minutes.
During the executive session, board members acknowledged that they felt pressured to stand their ground in front of staff for fear of losing member benefits and that they too readily dismissed the opinions of some board in favor of others. A candid conversation touched upon the association’s mission, the common values that motivated board members, and the Executive Director’s powerful presence.
Before returning to the meeting the board chair summarized the gist of the conversation for the Executive Director. When the retreat resumed, board members rearranged themselves so that the larger institutions were no longer seated opposite the smaller institutions. The strategic planning conversation resumed, with a more intentional focus on the needs of different constituents and the relationship between programs.
Executive Succession Planning. Nonprofit boards cannot delegate responsibility for hiring the Executive Director, and one often-overlooked step in the process is succession planning. Just as the board needs to pay attention to its current Executive Director, it also needs to pay attention to future leadership needs. Some succession planning conversations should take place between the board and Executive Director, and others need to occur exclusively among board members. This helps the board not only plan ahead, but also be better prepared should the unexpected happen. Board Self-Management. Nonprofit boards serve as a leadership team. To function better, collectively, team members need time to assess and adjust their own performance—to pay attention to their behavior, to bolster relationships— away from the Executive Director’s observation and direction. Executive sessions allow board members to relate to each other as peers and partners. They can be a productive way to deal with difficult and delicate board conversations. For example, they can be used to identify board and staff members who go beyond the call of duty, encourage quieter board members to participate more fully, ease into a potentially divisive discussion, and correct unproductive or inappropriate board meeting behavior. These kinds of executive Sessions facilitate greater condor among board members and strengthen the board’s independence from the Executive Director.
9 Legal Information Practice Tip: The Board Huddle
A regular debriefing at the end of each board meeting, without the Executive Director, brings conversations that would otherwise happen in the parking lot into a collective forum. It gives board members a place for both praise and probing. Not only can this bring the board together, but it also reserves a moment for the board to identify potential problems without causing undue concern. However, Executive Directors often get nervous—understandably—when the board meets without them. To assuage this anxiety, try these five tips to build an atmosphere of trust between the board and Executive Director.
1. Make executive sessions a regular part of your board meeting agenda. Hold one every time the board meets. This diffuses the notion that executive sessions are convened only to deal with matters involving the Executive Director or in times of crisis. 2. Set the agenda for the executive session in conversations between the board chair and Executive Director prior to the board meeting. 3. Invite the Executive Director to join part of the executive session for a private conversation with the board, unless the business at hand makes that inappropriate. This sends a clear message that the relationship between the board and the Executive Director is paramount. 4. Keep the conversation in the executive session on topic. Do not let it devolve into gossip. It is the board chair’s responsibility to guide the discussion to a productive conclusion. 5. Summarize the executive session for the Executive Director as soon as possible. The board chair should communicate the gist of the conversation, especially those issues that reflect the board’s views of the Executive Director’s or the organization’s performance, to the Executive Director.
What Are The Legal Boundaries Around Executive Sessions?
Nonprofit organizations must follow federal and state statutes that regulate businesses and their transactions with individuals. These laws are designed to protect constituents, clients, staff, and organizations. Nonprofit leaders need to be familiar with and abide by the applicable laws and regulations. For instance, the Health Insurance Portability and Accountability Act of 1996 (HIPAA) requires that hospitals keep patients’ medical records private. Boards should rarely, if ever, be involved in such private client matters, but if such details surface during a board meeting or are linked to a board issue, they must be handled appropriately and all those present must agree not to disclose this information.
In addition, some organizational business may legitimately be kept confidential. For example, certain discussions with legal counsel are subject to attorney-client privilege or some donors may wish to remain anonymous to the public. An executive session gives the board a private setting for these kinds of confidential discussions.
10 Legal Information
Sunshine In The Boardroom Case In Point: Governing In The Sunshine
By law, a well-established cultural organization was required to hold Some organizations, such as those public board meetings and announce the agenda in advance. receiving certain kinds of Periodically, a few members of the community attended these meetings, government funding, are subject but they did not often make comments or suggestions. At one meeting, to sunshine laws that require open the board was considering a significant change in strategic direction that meetings and define the use of would affect many of its beloved programs. In order to have a executive sessions, most sunshine substantive discussion of the proposal, the board needed to delve into laws clarify which records do not proprietary organizational matters, including financial performance and personnel implications. need to be disclosed (e.g., litigation, disciplinary matters, job When the board reached this item on the agenda, it first invited interviews) and which do (e.g., comments from the public because so many people had expressed budget discussions, salaries of interest in the issue. Then, having previously consulted its attorney, the public officials). board went into executive session. After a complete discussion of the proposal and its ramifications, the board resumed its meeting in public.
While state sunshine laws vary This process ensured that the full board was able to discuss a critical considerably in their specificity, business decision while complying with the legal requirement for open they generally define what meetings. At the same time, it also ensured that the public was able to constitutes an executives session, voice its views on the matter, understanding the process used to consider how and whom to notify of their the issues, and to hear the votes of individual board members. scheduling, and what can be handled in closed sessions. Nonprofit leaders need to be familiar with these legal limits to know when an executive session is allowed and the proper procedure for handling it. For example, the board may need to cite the state sunshine law, identify the issue that warrants a closed session, and reference the closed session in the board meeting minutes.
How Should Executive Sessions Be Handled?
The following procedures provide step-by-step guidance for facilitating executive sessions:
1. Policies. Begin by establishing a board policy that articulates the process for calling and conducting an executive session. Establish guidelines for the routine use of executive sessions and, if necessary, identify issues that are acceptable for closed meeting. Use the following sample policies, which represent two different approaches to executive sessions, as starting points for drafting a policy appropriate to your organization’s needs and culture. Sample Policy 1. The board of directors will hold an executive session, without the Executive Director, in conjunction with each regularly scheduled board meeting. Sample Policy 2. An executive session of the board may be called by the chair under the following circumstances: (a) on the advice of counsel, (b) to discuss 11 Legal Information current pending legal matters, (c) to consult with the auditors and compensation consultant, (d) to acquire or dispose of property, (e) to discuss or act on personnel issues, or (f) to address such other matters as the board deems appropriate. At the option of the chair, or upon Majority vote of the directors, an executive session of the board may be called.
While in executive session, only board members and individuals invited by the chair may be present. At the option of the chair the Executive Director may be excused. Board members may discuss the business conducted in an executive session only with other board members including or not including the Executive Director as directed by the chair, and others upon advice of counsel. Those present will be reminded that the executive session deliberations and minutes are confidential. 2. Calling an Executive Session. Most executive sessions are planned by the board chair and Executive Director in advance and listed in the agenda itself. But, choosing the right moment to call an unplanned executive session often demands tact and courage. Usually the chair has the authority to call an executive session. Should a board member request an executive session, some boards require that a majority or super majority confirm the decision. Under difficult circumstances, the chair needs to use discretion when announcing the purpose of the executive session.
3. Attendance. The meeting agenda should What Does Robert Say? identify executive session participants, Robert’s Rules of Order define an executive session including any non-board members. If as a meeting or portion of a meeting whose confidentiality is required, even if everyone proceedings are secret. Only members of the present is a board member, the board should governing body are entitled to attend, but they may still go into executive session. Some invite others to stay at the pleasure of the board. A nonprofits choose to have legal counsel motion is required to go into executive session, and present for all board meetings, including a majority must approve it. Those present must executive sessions. maintain the confidentiality of the discussion, and 4. Subject. The chair should facilitate the anyone who violates that confidentiality is subject to conversation so that the issue at hand gets disciplinary action. (Emphasis added.) addressed during the executive session. When the purpose of the executive session has been accomplished, the regular board meeting resumes. 5. Discussion. Executive sessions should be for discussion, negotiation, and in some instances decision making. For example, the board chair may use the closed doors to take a straw poll, or the Executive Director may want to gauge the board’s appetite for a new initiative. After discussion, should the board wish to take action, it can be done back in the board meeting. Other formal decisions, such as determining executive compensation or settling contract disputes, are best decided in an executive session and ratifies back in the board meeting. 12 Legal Information 6. Informing the Executive Director. After an executive session without the Executive Director, the chair should summarize the substance of the executive session. This immediate follow-up helps eliminate unnecessary worry by the Executive Director about these meetings. 7. Documentation. Minutes of the Executive Session. If the session is an informal discussion, detailed minutes may not be necessary, but general substance of the executive session itself should be noted. If the session contributed to a board decision about a difficult or important issue, minutes may be necessary. Some organizations have legal counsel maintain minutes of all executive sessions. Executive sessions minutes should be shared only with participants and should not be attached to the regular board meeting minutes. Any confidential documents distributed for an executive session should be clearly marked as confidential and maintained by the Executive Director and/or the board chair.
Board Meeting Minutes. The regular board meeting minutes should indicate when the board went into an executive session, and when the board came out of executive session.
Case in Point: What Wasn t Said in the Boardroom
The incoming board chair of a private foundation contemplated the issues facing the organization, its grantees, and the community they served. She feared that current board meetings did not allow the board to get granular enough. While efficient and productive, meetings were driven by a carefully scripted agenda. Board members asked questions and offered observation, but all from a polite and respectful distance. She worried about what was not being said.
While the board/staff relationship was strong, this trustee felt that periodic executive sessions could make it stronger. The board valued its time with senior staff and greatly appreciated their knowledge of program board members a chance to hear staff present the logic behind recommendations and staff a chance to hear how board members analyzed recommendations. But, at times trustees were hesitant to voice ideas that might make a staff member feel unduly challenged or criticized.
Board and staff agreed to experiment with executive sessions. After using them periodically, board members became more comfortable with the very candid discussions that ensued. Over time, this ability to have more candid discussions seeped into the regular sessions with staff. Board members and staff agree that executive sessions created a space for the board to have real discussions, which helped enhance overall board performance.
13 Legal Information How Can We Avoid Misusing Executive Sessions?
As with many practices that are not fully understood, executive sessions can cause consternation. And, as with practices that are not completely open, they have the potential for misinterpretation and misuse. When not well managed, executive sessions can fuel problems, ranging from a lack of transparency and disregard for public accountability to inappropriate board member behavior and distrust between board and staff members. But, they need not.
Executive sessions are one of many valuable tools nonprofit boards can use to strengthen governance and organizational leadership. They create an environment for important conversations among board members, sometimes alone and sometimes with the Executive Director. Time spent in direct, unencumbered conversations creates stronger relationships among nonprofit leaders that can help them weather ups and downs together. A thoughtful, attentive, and even-handed board chair can be critical in managing difficult conversations.
The following guidelines can help ensure that executive sessions become a productive, rather than a dubious, practice:
Facilitate executive sessions judiciously. Executive sessions exist for particular purposes that the board should clearly define and follow. When in executive session, stick to the issue at hand—grounded in facts and circumstances, not gossip or speculation. Do not let executive sessions be used to scheme behind the Executive Director’s back, fuel rumors, isolate dissenting board members, or manipulate the results of a vote. Create a safe haven. Board service often requires uncompromising, independent decision making. Use an executive session to create a forum for thoughtful discussion, not to hide behind a cloak of secrecy. In the absence of staff, encourage board members to feel more comfortable asking questions, expressing doubts, and challenging assumptions. These private discussions can help nurture a robust dicussions style that can spill over into the boardroom. Communicate, communicate, communicate. A closed door discussion provides privacy when a board needs to handle delicate matters, but eventually the message needs to be shared. Tell those being excused when, why, and how the board uses executive sessions. The board chair should clearly state when the executive session begins and concludes. After an executive session, share the results with those who need to know. Take action in meetings. The majority of board business belongs in the standard board meeting, regardless of the difficulty of reaching the ultimate decision. Use executive sessions for frank open conversations but, when possible, return officially to the board meeting to take formal votes. Remember, final board decisions are recorded in the minutes and shared with staff, and the results often become public knowledge when the organization takes action.
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A board must know how to address the right issues in the right setting with the right individuals present. A savvy board manages itself and relationships thoughtfully. It distinguishes between inappropriate secrecy and legitimate privacy. Relying on good judgment, it is able to take advantage of the seclusion an executive session provides when private communication is necessary. At the same time, knowing how not to abuse executive sessions, a savvy board manages to maintain trust and confidence in the organization’s integrity and processes.
Credit for this information comes by BoardSource
15 Legal Information COMMUNITY COMPLAINTS TO THE BOARD OF DIRECTORS 3/3/2011
1. Any participant of a SUCAP program, or any community member, who raises an issue or complaint with SUCAP shall be directed to either the SUCAP community complaint procedure or the procedure for complaints or grievances from the specific program, whichever is most appropriate.
2. Complaints from clients, participants, or other community members are expected to be addressed and resolved by the Program Director and/or the Executive Director.
3. At any time during the complaint process, the complainant may bring the issue to the attention of the SUCAP Board of Directors.
• If the complainant speaks to an individual Board member, that member will convey the issue to the Board Chair, who will discuss the issue with the Executive Director. The Chair will determine whether to communicate the issue to other members of the Board. • If the complainant requests time on the Board of Directors agenda -The request must be presented in writing to the Executive Director no later than seven (7) calendar days prior to the regular Board meeting. -The request will be forwarded to the Board Chair by the Executive Director as soon as possible. The Board Chair will determine whether to add the issue to the Board meeting agenda. -If the request is granted, complainants will be allowed five (5) minutes of meeting time at the next regular Board meeting to inform the Board about their issue. -The Board will not provide a response to the complainant during the Board meeting. -The Board should determine to its satisfaction that organization policies were followed in staff response to the issue. -The Board may: establish a committee to further review the incident, refer the complainant back to the community/client complaint process, request a full report from staff regarding the actions taken in addressing the issue, or any combination of the above.
Legal Information
Board of Director Communications and Media Policy
The Executive Director will be the official spokesperson for SUCAP with the media, except that the board may designate or the Executive Director may request that the board chair or another board member may be the spokesperson, when appropriate.
All board members who receive calls from the media should direct them to the
Executive Director or the designated spokesperson and should notify the Executive
Director and the designated spokesperson of the contact immediately.
Legal Information Executive Director Appraisal Process
1. The Appraisal Committee (AC) shall be appointed at the October Board meeting. The AC shall be comprised of a minimum of three members of the Executive Committee and any other board members able to volunteer their time. The Board Chair is automatically assigned as a member of the AC. 2. The Human Resource Director will coordinate the meeting schedule with the AC. 3. The Human Resource Director will distributed the 360 surveys to Division Directors, Supervisors and the SUCAP Board members, as well as a few specifically selected community members, with an expected return date of October 31th. 4. The process to select the community members is; The Executive Director will submit a list of names and contact information of persons on committees, boards and other community relationships. The participants will be selected by the AC. 5. The Executive Director’s self-assessment is completed and submitted to the AC by October 31st. 6. The 360 survey results, division self-assessments and requested budget information, as it pertains to Central Administration wage budget, and staff increase percentages are supplied to the AC by October 31st. 7. AC members may hold confidential conversations with SUCAP staff and/or Division Directors. 8. AC considers input and drafts the Executive Director’s appraisal in November. 9. AC meets with the Executive Director to discuss and approve the appraisal by the end of November. 10. A C submits the appraisal to the full board at the December meeting. Board discussions, if any, regarding the appraisal may be held while in Executive Session. Official action by the Board will be made in an open session. 11. The Board Chair will meet with the Executive Director to finalize the appraisal and communicate any salary adjustments. 12. The final appraisal and the Executive Director’s self-assessment are placed in the personnel file.
III. Legal / 3. Board Policies / e. Executive Director Appraisal IV. BOARD RESPONSIBILITIES
SUCAP Board of Directors Job Description and Expectations for Category I
Purpose: To advise, govern, oversee policy and direction, and assist with the leadership and general promotion of SUCAP so as to support the organization’s mission and needs.
Mission: SUCAP’s mission is to empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.
Vision: SUCAP aspires to continue excellence in programming to achieve increased capacity for responsive program development and become widely known as the organization that can create effective solutions for community issues.
Values: SUCAP will continue to provide effective programs that are responsive to individual and community needs, that honor our diverse cultural backgrounds and inherent need to help each other, with compassion, accountability and commitment.
Major responsibilities: Organizational leadership and advisement Organization of the Board of Directors, and committees Formulation and oversight of policies and procedures Financial management, including adoption and oversight of the annual budget Oversight of program planning and evaluation Review of organizational and programmatic reports Promotion of the organization Fundraising and outreach Members of the Board share these responsibilities while acting in the best interests of SUCAP. Each member is expected to make recommendations based on his or her experience and vantage point in the community.
Definition: Six of the Board members shall be selected by groups, clubs or organizations in the designated primary area of responsibility to represent interests such as, but not limited to: Business, Religion, Education, Agriculture, Civic Organizations, Advisory Groups and the Los Pinos Fire Protection District.
Length of term: (Groups, Clubs and Organizations) – Persons selected to represent this category shall serve a term of three years, or until another person is named by their appointing body.
Board Responsibilities Approved 10/3/2013 Revised 4/2016
Meetings and time commitment: The Board of Directors meets January through December on the first Thursday of the month, 12:00 p.m. at announced locations. Meetings typically last 60 to 90 minutes. Committees of the Board meet on an as needed basis
Expectations of SUCAP Board members: Attend and participate in meetings on a regular basis. Attend and participate in special events as able. Participate on a standing committee of the Board, and serve on ad-hoc committees as necessary. Be alert to community concerns that can be addressed by SUCAP’s mission, objectives, and programs. Help communicate and promote SUCAP’s mission and programs to the community. Become familiar with SUCAP’s programs, finances, budget, and financial and resource needs. Understand the policies and procedures of SUCAP. Financially support SUCAP in the form of a personal donation in a manner commensurate with one’s ability. Each member of the board shall make an annual cash donation to the organization. Board members will be expected to give to the best of their means, at a level they would consider generous by the end of October*.
*Grant makers want to make sure the organizations they choose to fund have boards that are aligned with their missions before they commit to funding them. It’s also important for a nonprofit’s executive director to be able to demonstrate 100% commitment from the board, as evidenced by the number of board members who have made direct financial contributions.
Leadership, governance and oversight Serves as a trusted advisor to the SUCAP Executive Director and implement SUCAP’s strategic plan. Approve SUCAP’s annual budget, audit reports, and material business decisions; being informed of and meeting all, legal and fiduciary responsibilities. Contributes to an annual performance evaluation of the Executive Director as appointed. Ensures SUCAP’s commitment to a diverse board and staff that reflects the communities SUCAP serves.
Service on the SUCAP Board of Directors is without monetary compensation.
Signature Date
Board Responsibilities Approved 10/3/2013 Revised 4/2016
SUCAP Board of Directors Job Description and Expectations for Category II
Purpose: To advise, govern, oversee policy and direction, and assist with the leadership and general promotion of SUCAP so as to support the organization’s mission and needs.
Mission: SUCAP’s mission is to empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.
Vision: SUCAP aspires to continue excellence in programming to achieve increased capacity for responsive program development and become widely known as the organization that can create effective solutions for community issues.
Values: SUCAP will continue to provide effective programs that are responsive to individual and community needs, that honor our diverse cultural backgrounds and inherent need to help each other, with compassion, accountability and commitment.
Major responsibilities: Organizational leadership and advisement Organization of the Board of Directors, and committees Formulation and oversight of policies and procedures Financial management, including adoption and oversight of the annual budget Oversight of program planning and evaluation Review of organizational and programmatic reports Promotion of the organization Fundraising and outreach Members of the Board share these responsibilities while acting in the best interests of SUCAP. Each member is expected to make recommendations based on his or her experience and vantage point in the community.
Definition: Six of the Board members shall be elected at a public election to be conducted as set forth by the Board. Those persons elected shall reside in the primary area of responsibility served by SUCAP.
Length of term: (Representatives of Program Eligible Residents) - These persons shall be elected on the first Tuesday of June on a biennial basis to serve a two-year term.
Board Responsibilities Approved 10/3/2013
Meetings and time commitment: The Board of Directors meets January through December on the first Thursday of the month, 12:00 p.m. at announced locations. Meetings typically last 60 to 90 minutes. Committees of the board meet on an as needed basis. Expectations of SUCAP Board members: Attend and participate in meetings on a regular basis. Attend and participate in special events as able. Participate on a standing committee of the Board, and serve on ad-hoc committees as necessary. Be alert to community concerns that can be addressed by SUCAP’s mission, objectives, and programs. Help communicate and promote SUCAP’s mission and programs to the community. Become familiar with SUCAP’s programs, finances, budget, financial and resource needs. Understand the policies and procedures of SUCAP. Financially support SUCAP in the form of a personal donation in a manner commensurate with one’s ability. Each member of the board shall make an annual cash donation to the organization. Board members will be expected to give to the best of their means, at a level they would consider generous by the end of October*.
*Grant makers want to make sure the organizations they choose to fund have boards that are aligned with their missions before they commit to funding them. It’s also important for a nonprofit’s executive director to be able to demonstrate 100% commitment from the board, as evidenced by the number of board members who have made direct financial contributions.
Leadership, governance and oversight: Serves as a trusted advisor to the SUCAP Executive Director and implement SUCAP’s strategic plan. Approves SUCAP’s annual budget, audit reports, and material business decisions; being informed of and meeting all, legal and fiduciary responsibilities. Contributes to an annual performance evaluation of the Executive Director as appointed. Ensures SUCAP’s commitment to a diverse board and staff that reflects the communities SUCAP serves.
Service on the SUCAP Board of Directors is without monetary compensation.
Signature Date
Board Responsibilities Approved 10/3/2013
SUCAP Board of Directors Job Description and Expectations for Category III
Purpose: To advise, govern, oversee policy and direction, and assist with the leadership and general promotion of SUCAP so as to support the organization’s mission and needs.
Mission: SUCAP’s mission is to empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.
Vision: SUCAP aspires to continue excellence in programming to achieve increased capacity for responsive program development and become widely known as the organization that can create effective solutions for community issues.
Values: SUCAP will continue to provide effective programs that are responsive to individual and community needs, that honor our diverse cultural backgrounds and inherent need to help each other, with compassion, accountability and commitment.
Major responsibilities: Organizational leadership and advisement Organization of the Board of Directors, and committees Formulation and oversight of policies and procedures Financial management, including adoption and oversight of the annual budget Oversight of program planning and evaluation Review of organizational and programmatic reports Promotion of the organization Fundraising and outreach Members of the board share these responsibilities while acting in the best interests of SUCAP. Each member is expected to make recommendations based on his or her experience and vantage point in the community.
1. Definition: Six of the Board members shall represent the elected public officials of the following: a. Two representatives appointed by the Tribal Council. b. Two representatives appointed by the Town of Ignacio Board of Trustees. c. Two representatives appointed by the Ignacio School District 11JT Board of Education.
These Board members shall be selected by the governing bodies to be represented.
Length of term: (Elected Officials) - The persons selected to represent their respective governing bodies shall serve for a period of two years, or until another person is appointed to replace them as described in 5.4.3. (of the SUCAP Bylaws.)
Board Responsibilities Approved 10/3/2013
Meetings and time commitment: The Board of Directors meets January through December on the first Thursday of the month, 12:00 p.m. at announced locations. Meetings typically last 60 to 90 minutes. Committees of the Board meet on an as needed basis Expectations of SUCAP Board members: Attend and participate in meetings on a regular basis. Attend and participate in special events as able. Participate on a standing committee of the Board, and serve on ad-hoc committees as necessary. Be alert to community concerns that can be addressed by SUCAP’s mission, objectives, and programs. Help communicate and promote SUCAP’s mission and programs to the community. Become familiar with SUCAP’s programs, finances, budget, and financial and resource needs. Understand the policies and procedures of SUCAP. Financially support SUCAP in the form of a personal donation in a manner commensurate with one’s ability. Each member of the board shall make an annual cash donation to the organization. Board members will be expected to give to the best of their means, at a level they would consider generous by the end of October*.
*Grant makers want to make sure the organizations they choose to fund have boards that are aligned with their missions before they commit to funding them. It’s also important for a nonprofit’s executive director to be able to demonstrate 100% commitment from the board, as evidenced by the number of board members who have made direct financial contributions.
Leadership, governance and oversight
Serves as a trusted advisor to the SUCAP Executive Director and implement SUCAP’s strategic plan. Approve SUCAP’s annual budget, audit reports, and material business decisions; being informed of and meeting all, legal and fiduciary responsibilities. Contributes to an annual performance evaluation of the Executive Director as appointed. Ensures SUCAP’s commitment to a diverse board and staff that reflects the communities SUCAP serves.
Service on the SUCAP Board of Directors is without monetary compensation.
Signature Date
Board Responsibilities Approved 10/3/2013
2017 SUCAP CALENDAR
January DAY EVENT 5th Board Meeting Board Self Assessment Community Assessment-begin Survey distribution process CA Self Assessment Cont. February DAY EVENT 2nd Board Meeting Peaceful Spirit Self-Assessment Community Assessment – gather data from survey CA Self Assessment Report Due March DAY EVENT 2nd Board Meeting PS Self-Assessment Cont. April DAY EVENT 6th Board Meeting PS Self Assessment Report Due HS / EHS Self Assessment May DAY EVENT 5th Board Meeting AUDIT Presentation Senior Center Self Assessment HS/EHS Self Assessment Report Due June DAY EVENT 1st Board Meeting 990 Presentation Sr Ctr Self Assessment Cont. HS / EHS Assessment Report Due Cont.
Board Responsibilities
July DAY EVENT
6th Board Meeting ANNUAL Report Youth Services Self Assessment Sr Ctr Self Assessment Report Due August DAY EVENT 3rd Board Meeting Road Runner Transit Self Assessment YS Self Assessment Report Due September DAY EVENT 7th Board Meeting RRT Self Assessment Cont. October DAY EVENT 5th Board Meeting The Training Advantage Self-Assessment RRT Self Assessment Report Due November DAY EVENT
2nd Board Meeting TTA Self-Assessment Cont. December DAY EVENT 7th Board Meeting Central Administration Self Assessment TTA Self Assessment Report Due
Board Responsibilities
SUCAP CONFLICT OF INTEREST POLICY
As members of the Board of Directors (Board) of SUCAP, Directors must act at all times in the best interests of SUCAP. The purpose of this policy is to help inform the Board about what constitutes a conflict of interest, assist the Board in identifying and disclosing actual and potential conflicts, and help ensure the avoidance of conflicts of interest where necessary. This policy is intended to supplement, but not replace, any applicable state and federal laws governing conflicts of interest.
POLICY:
1. Board members have a fiduciary duty to conduct themselves without conflict to the interests of SUCAP. In their capacity as Board members, they must avoid placing or even the appearance of placing, self-interest or the interests of a third party above the interests of SUCAP.
Board members should:
2. Refrain from representing to third parties that authority as a Board member extends any further than that which is stated in the Bylaws;
3. Not engage in any outside activities that may be adverse to the interest of SUCAP;
4. Not solicit or accept gifts, gratuities, or any other item of value from any person or entity as a direct or indirect inducement to provide special treatment with respect to matters pertaining to SUCAP without fully disclosing such an exchange to the Board;
5. Provide goods or services to SUCAP as a paid vendor to SUCAP only after full disclosure to, and advance approval by, the Board, and pursuant to any related procedures adopted by the Board;
6. Refrain from bringing personal, or third party issues directly to the Board, follow the SUCAP Policies and Procedures, or State and Federal regulations and processes designed to address such issues.1
1 See Appendix A
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Board Responsibilities
DEFINITIONS:
1. Interested Person:
An interested person is any Board member, of SUCAP or anyone else who is in a position of control over SUCAP who has a direct or indirect financial interest, as defined below.
2. Financial Interest:
A person has a financial interest if the individual has, directly or indirectly, any actual or potential ownership, investment, or compensation arrangement with SUCAP or with any entity that conducts transactions with SUCAP.
A financial interest is not necessarily a conflict of interest in all cases. Under Article III, Section 2 of IRS Form 1023, a person with a financial interest may have a conflict of interest only if the appropriate governing board or committee decides that a conflict of interest exists.
PROCEDURES:
All conflicts of interest are not necessarily prohibited or harmful to SUCAP. However, full disclosure of all actual or potential conflicts of interest is required.
1. Duty to Disclose:
In connection with any actual or potential conflict of interest, an interested person must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the Board or committees with governing board-delegated powers considering the proposed transaction of arrangement. In an effort to aid such disclosure, each Board member shall complete a conflict-of-interest Acknowledgement and Disclosure as circumstances warrant, but no less frequently than annually.
2. Determining Whether a Conflict of Interest Exists:
The Board shall review each member’s questionnaire and any other disclosures regarding the financial interests of its members. After disclosure of the financial interest, the interested person shall leave the board meeting while the remaining board members discuss and vote on whether a conflict of interest exists.
3. Procedures for Addressing the Conflict of Interest:
2
Board Responsibilities a. Any member of the Board who becomes aware of circumstances that he or she believes poses a conflict of interest for another Board member should:
i. Discuss the issue with the member; ii. If the issue is not resolved to the satisfaction of both parties, inform the Chair of the underlying facts and her or his assessment of the appropriate resolution of the actual or potential conflict; iii. If the issue is not resolved to the satisfaction of all parties, the Chair presents the issue to the Board for final decision.
b. An interested person may make a presentation to the Board or committee, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the potential conflict of interest.
c. The Chairperson of the Board shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement.
d. After exercising due diligence, the Board or committee shall determine whether SUCAP can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest.
e. If an alternative transaction or arrangement is not possible, the Board or committee shall determine by a majority vote of the disinterested members whether the transaction or arrangement is in the best interests of SUCAP, for its own benefit, and whether it is fair and reasonable. Based on these determinations, the Board shall make its final decision on whether to enter into the transaction or arrangement.
VIOLATIONS OF THE CONFLICTS OF INTEREST POLICY:
a. If the Board has reason to believe an individual has failed to disclose actual or potential conflicts of interest, it will inform the member and allow him/her to explain the alleged failure to disclose.
b. If, after hearing the member’s response, and after making further investigation as warranted by the circumstances, the Board determines the member has failed to disclose an actual or potential conflict of interest, it shall take appropriate disciplinary action, and/or corrective action, or remedy.
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Board Responsibilities c. If the Board determines that an actual or potential conflict of interest does exist, the Board shall also determine an appropriate disciplinary action, and/or corrective action, or remedy. An example of a remedy may include the recusal of the conflicted member from participating in certain matters pending before the Board or SUCAP.
ANNUAL STATEMENTS:
Each member of the Board shall be provided with a copy of this policy, and shall complete and sign the Acknowledgement and Disclosure form which affirms such person:
a. Has received a copy of the conflicts of interest policy, b. Has read and understands the policy, c. Has agreed to comply with the policy, and d. Understands that SUCAP is a charitable organization and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes.
Appendix A:
PERSONAL OR THIRD PARTY COMPLAINTS:
In cases where staff or parents approach you, or if you have a personal issue, remember that the board is often the last link in the chain of command. SUCAP has a clear policy on when it is appropriate for the board to “hear” a case, and it is after other avenues are exhausted. Let the process work. In some extreme cases, your involvement at the wrong time could keep the board from rendering a legitimate decision, or open SUCAP to potential legal liability. Ultimately, your attempt to help someone could leave the board open to more serious harm.
Likewise, when approached by someone you know; a friend, coworker, neighbor or political supporter, be very careful not to commit to voting a certain way. You should always vote your conscience, and make decisions based on what you believe is best for SUCAP, but only after hearing all sides.
Memorize this statement:
“This problem could end up requiring board action, and if I am involved in it at this level, I will be unable to act on it as a member of the board because it could be a violation of due process. You really need to go through the proper channels.”
4
Board Responsibilities Board of Directors
Conflict of Interest
Acknowledgment and Disclosure
I have read the conflict of interest policy and agree to comply fully with its terms and conditions at all times during my service as a member of the SUCAP Board of Directors.
If at any time following the submission of this form I become aware of any actual or potential conflicts of interest, or if the information provided below becomes inaccurate or incomplete, I will promptly notify the SUCAP Board Chair in writing.
Disclosure of actual or potential Conflicts of Interest:
Do you receive any compensation? Yes No
Do you receive or do you expect to receive compensation for any services provided? Yes No
Does any immediate family member1 receive compensation or material financial benefit? Yes No
Do you have a family relationship or business relationship with any current SUCAP employee? Yes No
If you answered “yes” to any of the above, please explain below.
(Continue on back)
Printed Name:
Signature: Date:
1 Immediate family member includes an interested person’s: father, mother, brother, sister, spouse, child or corresponding step or in-law relations.
Board Responsibilities Board Responsibilities Board of Director Code of Conduct Policy
By accepting board membership a board member is committing to honor the following code of conduct: As a board member, I shall do my utmost to ensure that SUCAP performs its mission and achieves its goals. As a board member I agree to: Act with honesty and integrity. Support in a positive manner all actions taken by the board of directors even when I am in a minority position on such actions. I recognize that decisions of the board can be made only by a majority vote at a board meeting and respect the majority decisions of the board, while retaining the right to seek changes through ethical and constructive channels. Participate in (1) the strategic planning retreat, (2) board self-assessment programs, and (3) board development workshops, seminars, and other educational events that enhance my skills as a board member. Keep confidential information confidential. Exercise my authority as a board member only when acting in a meeting with the full board or as I am delegated by the board. Work with and respect the opinions of my peers who serve this board, and leave my personal prejudices out of all board discussions. Always act for the good of the organization and represent the interests of all people served by the organization. Represent this organization in a positive and supportive manner at all times. Observe the parliamentary procedures and display courteous conduct in all board and committee meetings. Refrain from intruding on administrative issues that are the responsibility of management, except to monitor the results of the organization. Accept my responsibility for providing oversight of the financial condition of the organization. Avoid acting in a way that represents a conflict of interest between my position as a board member and my personal or professional life, even if those actions appear to provide a benefit for the organization. This includes using my position for the advantage of my friends and business associates. If such a conflict does arise, I will declare that conflict before the board and refrain from voting on matters in which I have conflict. Abide by the board bylaws and policies.
Signature Date
Board Responsibilities V. BOARD INFORMATION AGENDA BOARD OF DIRECTORS Will meet at Peaceful Spirit Noon January 1, 2016 I. Roll Call II. Agenda – Approval III. Board Minutes Committee Reports a. **December 4, 2014 – approval needed b. BDC 12/12/14 – for information.
IV. Staff Financial Reports 1. Cash Flow/Financial Projections Report 2. Indirect Cost Report 3. Grant Termination Report 4. Head Start Monthly Expenditure Report/Credit Card transactions 5. Grant tracking – at the meeting
V. Old Business a. SUCAP Visibility: for information b. Strategic Planning i. Term tracking c. Board gift to the Organization d. Elk Ticket sales
VI. New Business a. Approval of Annual Budget 2015 – at the meeting b. **E. Wasserbach: Concurrence with SUIT-IHS Agreement c. C. Schank: ACFP Instruction and Information Memorandum d. Employee Benefit Package for 2015 – at the meeting e. **DFC Year 4 application (add today)
VII. Program Director Reports/ Announcements/Miscellaneous Information a. Executive Director – at the meeting b. TTA c. Head Start/Early Head Start d. Peaceful Spirit – November and December e. Board & Administrator f. J. Lansing & L. Mahlum – letter to Board (add today) g. RR Transit Mo. Report – (add today)
SUCAP’s mission is to empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.
Resources SOUTHERN UTE COMMUNITY ACTION PROGRAMS, INC. FOR THE YEAR ENDING DECEMBER 31, 2015 DIRECT AND INDIRECT COSTS SCHEDULE 2015 BUDGET Approved 1/8/15 Direct Cost Children's Substance Education Job Abuse Senior Transit Youth Other Management Total Services Training Treatment Services Services Services Programs Total and General 2015 Personnel Costs: Salaries and wages $ 1,127,858 650,000$ 760,000$ $ 112,349 $ 363,378 162,819$ 58,600$ $ 3,235,004 382,543$ $ 3,617,547 Employee Benefits 515,660$ 230,000$ 273,000$ 47,904$ $ 80,354 44,125$ 15,950$ $ 1,206,993 $142,689 $ 1,349,682 Total Personnel Costs $ 1,643,518 880,000$ $ 1,033,000 $ 160,253 $ 443,732 206,944$ 74,550$ $ 4,441,997 525,232$ $ 4,967,228 Direct Participant Costs: Direct payments/benefits/training 40,494$ 400,000$ 12,000$ -$ $ - -$ $ 452,494 -$ 452,494$ Contract services 72,000$ -$ -$ $ - 9,500$ -$ $ 81,500 -$ 81,500$ Program supplies 79,495$ 4,000$ 48,500$ 51,300$ $ - 35,592$ -$ $ 218,887 -$ 218,887$ Total Direct Participant Costs 191,989$ 404,000$ 60,500$ 51,300$ $ - 45,092$ -$ $ 752,881 -$ 752,881$ Other Operating Costs: Depreciation -$ -$ $ - -$ -$ $ - -$ -$ Equipment costs -$ -$ -$ -$ -$ -$ $ - -$ Insurance and bonding 31,500$ 18,500$ 8,800$ 6,044$ $ 16,330 7,565$ 1,750$ $ 90,489 $3,600 94,089$ Office expenses 11,250$ 12,000$ 14,500$ 2,500$ $ 3,007 5,000$ 2,500$ $ 50,757 21,550$ 72,307$ Other expenses -$ 5,000$ 32,000$ 2,500$ $ 49,935 2,500$ 5,250$ $ 97,185 $11,400 108,585$ Printing and publications 3,550$ 1,200$ 3,500$ $ 600 $ 2,080 -$ 3,700$ $ 14,630 $9,000 23,630$ Professional services 24,300$ 10,000$ 39,000$ 1,500$ $ 23,240 12,020$ 5,500$ $ 115,560 $40,700 156,260$ Rent, utilities and maintenance 50,313$ 100,000$ 42,678$ 8,980$ $ 23,026 3,500$ 5,000$ $ 233,497 $20,000 253,497$ Telephone 12,490$ 11,000$ 15,500$ 4,200$ $ 8,114 3,711$ 1,500$ $ 56,515 $6,000 62,515$ Travel and mileage 22,108$ 15,000$ 35,000$ 1,100$ $ 10,117 7,890$ 1,380$ $ 92,595 $5,000 97,595$ Vehicle costs 6,336$ -$ 7,000$ 11,500$ $ 326,250 2,000$ -$ $ 353,086 -$ 353,086$ Total Other Operating Costs 161,847$ 172,700$ 197,978$ 38,924$ $ 462,099 44,186$ 26,580$ $ 1,104,314 117,250$ $ 1,221,564 Total Program Expenses $ 1,997,354 $ 1,456,700 $ 1,291,478 $ 250,477 $ 905,831 296,221$ $ 101,130 $ 6,299,191 642,482$ $ 6,941,673
2015 Indirect 195,366$ 152,954$ 135,605$ 26,300$ $ 95,112 31,103$ 10,619$ 647,059$
TOTAL EXPENSES $ 2,192,720 $ 1,609,654 $ 1,427,083 $ 276,777 $ 1,000,943 327,325$ $ 111,749 $ 6,946,250
Income Federal Grants $ 2,006,867 49,500$ $ 1,120,738 $ 164,987 $ 751,749 30,574$ $ 102,246 $ 4,226,661 State Grants 154,100$ $ 1,196,100 13,884$ $ - 261,250$ -$ $ 1,625,334 Tribal Grants 5,200$ -$ 24,500$ 50,000$ $ 63,876 45,000$ -$ 188,576$ County Grant 434,500$ 157,716$ 28,000$ $ 42,192 662,408$ Misc/other/Program Income 144,361$ -$ 155,000$ 33,800$ $ 132,572 10,000$ 475,733$ Matching Funds -$ -$ $ 10,915 -$ -$ 10,915$ Total $ 2,310,528 $ 1,680,100 $ 1,471,838 $ 276,787 $ 1,001,304 336,824$ $ 112,246 $ 7,189,627
Revenues over (under) Expenses 117,809$ 70,447$ 44,755$ $ 10 $ 361 9,499$ $ 497 243,378$ NONPROFIT FINANCIAL RATIOS
CURRENT RATIO: This ratio indicates the organizations ability to meet short-term financial obligations by comparing the current assets to the current liabilities. 1.0 – at least, preferable greater 2.0 – if under it may indicate an inability to pay current financial obligations with a measure of safety. Current assets Current Liabilities
QUICK RATIO: used to gauge financial stability. It compares quick assets (current assets less inventory and prepaid expenses) to current liabilities. 1.0 – at least, preferable greater Cash – Inventory – Prepaid Expenses Current Liability
FUNDRAISING EXPENSE: Fundraising Expense Total Expense
FUNDRAISING EFFICENCY: The average dollar amount of contributions raised from each dollar spent on fundraising. Indicates the amount of contributions that result from fundraising expenses. Lower expense to revenue is better. Fundraising Expense Fundraising Revenue
Program % Cost to Raise $100 Efficiency Rating
90-100% $0 - 4 A+
80 - 89% $5 - 11 A
75 - 79% $12 - 15 A-
72 - 74% $16 - 19 B+
68 - 71% $20 - 26 B
65 - 67% $27 - 30 B- Program % Cost to Raise $100 Efficiency Rating
61 - 64% $31 - 33 C+
56 - 60% $34 - 37 C
50 - 55% $38 - 40 C-
36 - 49% $41 - 59 D
0 - 35% $60 - 100 F
A range = Excellent
B range = Good
C range = Satisfactory / Average
D = Unsatisfactory / Poor
F = Failing
AVERAGE DAYS IN ACCOUNTS PAYABLE: This measures the number of days that it takes to pay creditors and vendors. If the number increases from one period to the next, this indicates the company is paying its suppliers more slowly, and may be an indicator of worsening financial condition. Paying to quickly will affect the amount of cash on hand. Generally looked at either quarterly or yearly. Total Accounts Payable Beginning AP + Ending AP / 2 (Quarterly or yearly time frames)
SOUTHERN UTE COMMUNITY ACTION PROGRAMS, INC.
2015 ANNUAL REPORT
Southern Ute Community Action Programs, Inc.
2015 Annual Report
Welcome to SUCAP ...... 3
SUCAP Board of Directors ...... 4
SUCAP Activities 2015 ...... 5
Financial Information ...... 6
Southern Ute Montessori Head Start and Early Head Start ...... 8
Ignacio Senior Center ...... 12
Road Runner Transportation ...... 16
Peaceful Spirit Substance Abuse Treatment Center...... 20
The Training Advantage ...... 25
SUCAP Youth Services ...... 31
SUCAP Other Programs ...... 36 Suicide Prevention Growing Partners Celebrating Healthy Communities
Table of Contents Table of SUCAP Administration ...... 39
SUCAP Employees ...... 40
SUCAP Annual Report 2015 Page 2
Welcome to SUCAP
Thank you for your interest in our organization!
This report documents some of the activities and issues that SUCAP staff and participants shared during 2015. As we near our 50th anniversary in 2016, we are grateful for the foresight of Tribal and Ignacio Community leaders who could see that the lives of children, families and the entire community could be improved by using resources effectively to serve everybody.
In 2015, SUCAP was able to use many diverse approaches to help people throughout southwestern Colorado. Working through our six program divisions, we continue to strive to meet our mission:
”SUCAP will empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.”
As we celebrate our golden anniversary as an organization, we invite you to join us as a supporter, a participant, an employee and/or a partner so we can be
WITH YOU--EVERY STEP OF THE WAY
SUCAP Annual Report 2015 Page 3 SUCAP Board of Directors
SUCAP’s Board is composed following the Community Action Agency model of the tri-partite board. This includes one third of the membership representing elected officials, one third representing the low income population and one third filling other needs defined by the board. In 2015, the SUCAP Board seats were filled as follows:
Category I Community Interests
Angie Buchanan, Attorney, Mediator Shirley Reinhardt, Rancher Raymond Dunton, Religion, Vice Chair Emma Shock, Retired Teacher Beau Moore, Head Start Policy Committee Carolyn Thompson, Accountant
Category II Elected at Large
Karla Baird, Rancher, Grandparent Anna Marie Garcia, SUIT Information Srvs. James Brown, Ignacio Town Public Works (through May) Director Cathy Seibel, Business Owner (from June) Gina Cosio, Parent, Secretary Treasurer (through May) Gina Shultz, Mediator, Parent, Jeremy Cuthair, SUIT Food Dist. (from June) Secretary Treasurer Kathleen Sitton, Parent, Board Chair
Category III Elected Officials
Edward Box III, Ignacio Town Trustee Kelly McCaw, Ignacio School Board, Alex Cloud, Southern Ute Tribal Council (from December) Ramona Eagle, Southern Ute Tribal Council Dan Naiman, Ignacio Town Planner (July – December) (from July) Rocco Fuschetto, Ignacio School District Agnes Sanchez, Retired Teacher Superintendent (through November) Lee San Miguel, Ignacio Town Manager (through April)
Board member Agnes Sanchez talks with Head Start staff at the SUCAP Employee Appreciation Picnic in August.
SUCAP Annual Report 2015 Page 4 SUCAP Activities 2015
Programs
SUCAP continually seeks to provide programs that are responsive to community needs. On the flip side, occasionally, a program must be discontinued due to lack of funding or other program difficulty. Given these circumstances, every year we are able to implement new programs and, more often than we’d like, we have to close programs down.
In 2015, SUCAP was successful in seeking funding to implement an AmeriCorps program funded by Serve Colorado. The program implements Check and Connect, an evidence-based school retention model, in eleven schools in Dolores, Montezuma and La Plata Counties. This was an effort initiated by Regional Substance Abuse Prevention Partners to provide positive intervention in the lives of kids and teens across southwest Colorado. SUCAP stepped in when RSAPP discontinued operation of the program.
SUCAP also was awarded funds to implement highway safety activities for the Ignacio community. We have begun organizing a child safety seat education and fit program at Head Start and facilitating teen safe driving activities in the high school.
SUCAP and TTA were very disappointed to learn that the Fatherhood Program being implemented in partnership with Archuleta County Dept. of Human Services was not refunded. The discontinuation of this program resulted in layoffs for three employees and interrupted services for several fathers and families. We commend the work that was being performed by our staff and regret that we weren’t able to maintain the resources to keep the program going.
Employees
With more than 100 full time employees, SUCAP is one of the larger employers in La Plata County. We strive to provide meaningful employment with compensation and benefits that are competitive. This is a challenge for us as we are constantly seeking to provide the best benefits possible in a market of increasing costs while our resources remain fairly consistent.
SUCAP initiated an Employee Wellness Program in 2007. We currently have an incentive-based comprehensive program that allows employees to use fitness activities, preventive medical visits, community volunteering and other healthy pursuits to earn points toward cash and other rewards. We also offer biomedical screenings to all of our staff each year, with a comprehensive individual health report for all participants.
As an organization, we also value employee training. We believe this is the key to high quality services and continuous improvement and we encourage supervisors and employees to access training opportunities when time and resources permit.
For more about employment opportunities at SUCAP, check our website at www.sucap.org
SUCAP Employment December, 2014 December, 2015 Full time 113 113 Part time 33 44 Total 146 157
SUCAP Annual Report 2015 Page 5 SUCAP Financials 2015
Statement of Financial Position: December 31, 2015
ASSETS
2014 2015 Current assets Cash and cash equivalents $ 1,114,182 $ 1,108,724 Grants receivable 723,566 801,171 Other receivables 4,252 4,998 Prepaid expenses 34,695 58,583
Total current assets $ 1,876,695 $ 1,973,476
Property and equipment, net $ 259,231 $ 220,294
TOTAL ASSETS $ 2,135,926 $ 2,193,770
LIABILITIES AND NET ASSETS
Current liabilities Accounts payable $ 72,138 $ 99,105 Accrued payroll 246,370 232,542 Accrued compensated absences 133,848 131,842 Grant funds received in advance 32,299 67,590
Total current liabilities $ 484,655 $ 531,079
Net assets Unrestricted $ 543,192 $ 580,658 Temporarily restricted 1,108,079 1,082,033
Total net assets $ 1,651,271 $ 1,662,691
TOTAL LIABILITIES AND NET ASSETS $ 2,135,926 $ 2,193,770
SUCAP Annual Report 2015 Page 6
SUCAP Financials 2015
Statement of Activities, Year ended December 31, 2015
REVENUE AND SUPPORT:
2014 2015 Revenue and other support Grant revenue $ 6,572,208 $ 6,601,879 Program income 242,686 394,028 Other income 497,566 286,507 In-kind contributions 171,575 180,165 Net assets released from restrictions (+)(-)137,279 (+)(-)163,246
TOTAL REVENUE AND SUPPORT $ 7,484,035 $ 7,462,579
EXPENSES:
Program services:
Children's education services $ 2,172,254 $ 2,266,759 Job training 1,417,184 1,354,829 Substance abuse treatment 1,313,100 1,344,942 Senior services 267,248 251,679 Other programs 130,542 43,916 Transit services 775,595 986,424 Youth services 293,632 544,226
Total program services $ 6,369,555 $ 6,792,775
Supporting services:
Management and general $ 696,831 658,384
TOTAL EXPENSES $ 7,066,386 $ 7,451,159
CHANGE IN NET ASSETS + 417,649 + 11,420 FROM PREVIOUS YEAR
SUCAP Annual Report 2015 Page 7
Southern Ute Montessori Head Start and Early Head Start
Southern Ute Child Care Assistance
Program Report for 2015 (970) 563-4566
Head Start/Early Head Start Division Director: Char Schank
Mission Statement
We respect each child and family in our diverse community and support their growth toward reaching their full potential.
The Head Start Program provides comprehensive early childhood education, health, nutrition, and parent involvement services to low-income children of all ethnicities in our community, and their families. The program's services and resources are designed to foster stable family relationships, enhance children's physical and emotional well-being, and establish an environment to develop strong cognitive skills. The transition from preschool to elementary school imposes diverse developmental challenges that include requiring the children to engage successfully with their peers outside of the family network, adjust to the space of a classroom, and meet the expectations the school setting provides. Early Head Start promotes healthy prenatal outcomes, healthy families and infant and toddler development beginning as early as birth.
The Southern Ute Child Care Assistance Program helps Native American low-income families to obtain child care so they can work or attend Southern Ute Montessori Head Start held a community training/education. The program also improves party in September to honor the 50th Anniversary of the the quality of child care, and promotes passage of the first Head Start Act. A cupcake display coordination among early childhood development depicted the Head Start logo. and afterschool programs.
SUCAP Annual Report 2015 Page 8 Program Highlights for 2015
Accomplishments In our quest for continuous quality improvement at Head Start, we have focused on training this year. We have provided several training opportunities for our staff in child assessment and lesson planning. The Creative Curriculum program has been added to enhance the Montessori Method. Both are currently used to ensure that child outcomes are being met and that we address the challenges that children may face in their 21st century education.
We are committed to the families of the program and Children practice Fine have continued to provide parent education. We focus Motor Skills by on building relationships with families that support stacking baskets. family well-being, strong and more rewarding relationships between parents and their children, and nurture ongoing learning and development for both parents and children. In 2015 we offered the Fatherhood/Motherhood is Sacred and the Linking Generations by Strengthening Relationships programs to our families and members of the community.
To assure that children are ready to engage with school, we have begun revision of our school readiness goals for all children who attend Early Head Start and Head Start. We have seen growth in all the measured areas: Social-Emotional, Cognitive, Physical, Literacy, Language, and Mathematics. The area with the slowest growth has been Fine and Gross Motor, which is the development of controlled body movement. We have focused our attention to train teachers in methods to present Fine and Gross Motor activities to increase the growth in this area. See table below:
Child Outcomes 800
700
600 Social Emotional 500 Physical 400 Cognitive
Child Score Child 300 Language 200 Mathematics 100 Literacy
0 Fall 2014/15 Winter 2014/15 Spring 2014/15
SUCAP Annual Report 2015 Page 9 Circle time is a part of every day at Head Start. It’s a fun time for everyone in the classroom.
Program changes In 2015, four Management Staff were trained in the Practice Based Coaching model and these staff have implemented group coaching sessions for all teaching staff on Wednesday afternoons. In partnership with the Policy Committee, a decision was made to close early on Wednesday afternoons to accommodate this method of staff development. Coaching sessions provide training, self reflection and peer feedback on basic teaching skills. Below is a comment from one of the teachers participating in the coaching sessions.
“Within the realm of education and learning, the concept of self-reflection can often be a daunting challenge for some. However, through one-on-one coaching, self-reflection has become an essential portion of my teaching approach and has enabled me to hone critical skills that have totally shaped my classroom positively. Thus, through coaching, I’ve found that it’s the smallest of details that makes the big difference and can make a significant impact in the classroom. As an educator, I would highly recommend any teacher to immerse themselves in the reflection piece and use this coaching aspect as a tool to take their teaching to the next level.” Marc Alwang Jan. 27th, 2016
In October, we added an Occupant Safety program funded by the Department of Transportation to provide education to families on vehicle child restraint safety. We have child safety seats available for families and two
SUCAP Annual Report 2015 Page 10 trained technicians to educate parents on their proper installation and usage. Another component of this program is increasing parent and community awareness of the laws regarding seat belts, child safety seats and distracted driving.
New partnerships We have partnered with the Child Care Development Fund providers to assist in improving quality among centers who serve our Native children. Several of our regular providers received health and safety mini-grants to increase the quality of the child care environment, as well as staff training opportunities using CCDF funds.
Head Start and Child Care Program Participants 2015
Service Southern SU Other White Hispanic Other Male Female Total Ute Desc. Native Ethnicity American Head Start 16 22 15 26 31 2 55 57 112 Early Head 9 8 9 6 12 0 30 14 44
Start
Prenatal 1 2 5 4 2 0 14 14
Moms
CCDF 1 0 18 13 6 19
Total 27 32 47 36 45 2 98 91 189
Head Start Division Funding Sources 2015
D.H.H.S. Head Start 1,261,632 D.H.H.S. Early Head Start 521,229 Colorado Preschool Program 120,939 U. S. D. A. Child Care Food Program 100,647 Child Care Development Fund 177,713 C.D.O.T. Highway Safety 2,103 Buell Foundation 30,000 United Way of Southwest Colorado 17,000 San Juan BOCES 645 D. o J. Tribal Youth (SUIT Grant) 6,915 L.P.E.A. RoundUp Foundation 1,017 In-Kind Donations 129,351 Other Reimbursements and Miscellaneous 5,384 Program Assets 19,148 Program Income & Sharing Tree 3,568 Contributed Space 167,678
TOTAL 2015 Expenses 2,564,969 See you next year!
SUCAP Annual Report 2015 Page 11
Ignacio Senior Center
Program Report for 2015 (970) 563-4561
Senior Center Division Director: Debra Herrera
Mission Statement
To provide services to the senior citizens of the Southern Ute Reservation, the town of Ignacio, and the surrounding area. The program will serve those with the greatest economic and social need, including those who are low-income, the frail and impaired, the geographically and socially isolated, and the non-English speaking, to improve their quality of life by fostering an environment of dignity and pride.
Arts and crafts activities included creating St. Patrick’s Day shamrocks.
SUCAP Annual Report 2015 Page 12 Nutrition services Nutrition forms the core of the Ignacio Senior Center’s activity. Good nutrients help elderly people stay fit, alert, and independent later in life. This service supports the Senior Center’s over-arching purpose: to support independent living in dignity for older Ignacio and Arboles residents, to delay hospitalization and entry into assisted living.
The Senior Center provides nutrition support in two ways:
• Group meals, three times per week in Ignacio, the first and third Thursdays of the month in Arboles. These are also called Congregate Meals. The senior center usually serves about 25 seniors and tribal elders for a meal. In 2015, the Senior Center served a total of 4,494 meals in a group setting
• Meals-on-Wheels. These are home delivered meals five days per week when recommended by a doctor. The Senior Center serves an average of 50 meals per day; 13,344 meals in 2015. In the fall we send out a “blizzard box” (contains 3 ready to eat meals) to each client that receives Meals on Wheels. These shelf meals are available when there is a snow day and we are not able to deliver.
Seniors like to celebrate! Some of the celebrations at the Ignacio Senior Center include the “Senior Prom” and Halloween.
Transportation services Transportation has become a major part of the Senior Center Program. With the rising cost of driving and the need to get to and from doctor’s appointments, seniors are facing a tough time getting around. The Senior Center has a program that helps frail or disabled persons get where they need to go. The New Freedom program makes getting around easier; the program allows clients to be able to get to their doctors and go on social outings and shopping. In addition we run errands locally for those who are homebound. There is also a Monday shopping trip that brings clients to Durango (the regional shopping and business center) for their personal care and business needs.
SUCAP Annual Report 2015 Page 13 Solving day-to-day life problems To maintain independence, the Senior Center helps about 140 persons per month handle day-to-day life problems by providing access to information. About half, or 70, of these are Native American elders. Our staff help address issues like health insurance, social security payments, oil and gas lease issues, taxes, and other bills. When appropriate, the Senior Center helps older Ignacio residents make connections with other services to see that problems get solved.
The Daughters of the American Revolution made a donation of home- made blankets so that each vehicle used by the Senior Center to carry elderly clients is now equipped with extra warmth during the winter. Thank you!!
Senior Center Program Participants 2015
Native White Hispanic Other Male Female Residence Age in Years American Ethnicity Ignacio 80 and over 91 (40%) 89 (39%) 48 (21%) 2 (0%) 90 (39%) 140 (61%) 174 (75%) 56 (24%) 55-80 Arboles 48 125 (21%) (55%) Under 55 Oxford 49 8 (4%) (21%)
SUCAP Annual Report 2015 Page 14
Senior Center Funding Sources 2015
D.H.H.S. Administration on Aging, Title III 69,987 D.H.H.S. Administration on Aging, Title VI 71,685 D.H.H.S. AoA Title VI Nutrition Support Incentive Program 5,274 U.S. Dept. Transportation thru CDOT 19,753 D.H.H.S. Office of Community Services 7,532 Donation-Southern Ute Indian Tribe 44,971 La Plata County--Senior Nutrition 28,000 United Way of Southwest Colorado 16,000 La Plata County--Senior Transportation 3,000 Tribal Donation--Senior Transportation 1,743 Medicaid Reimbursement 8,337 Program Income 6,612 Senior Center Donations & Fundraising 112
Total 2015 Expenses 283,006
Performers from the Cowboy Poetry Gathering sing for the seniors during their festival in October. This annual performance is one that the seniors look forward to all year.
SUCAP Annual Report 2015 Page 15
Road Runner Transportation
Program Report for 2015 970-563-4545
Road Runner Transportation Division Director: Clayton Richter
Road Runner’s Ignacio-Durango bus makes a stop at the Southern Ute Growth Fund. In 1999, in collaboration with the Southern Ute Indian Tribe, SUCAP initiated a public transit service. In the beginning it was only three round trips per day, Ignacio to Durango, and a few hours of dial-a-ride service in the afternoon. Now, SUCAP’s Road Runner Transportation program division operates three types of transportation service for affordable fares: Two types operate under the brand Road Runner Transit: 1. Ignacio Area Dial-a-Ride. This is called “demand response” and serves the Town of Ignacio, the Southern Ute Tribal Campus and enterprises, tribal housing areas, and others up to a two-mile radius from the Town. 2. Deviated Fixed Route services. These are traditional bus routes with identified bus stops and schedules. There are three such routes: Ignacio-Durango, Bayfield-Durango and Ignacio- Aztec, NM. “Deviated” means that upon request for persons with disabilities, the bus will deviate off its route up to one mile to pick up and drop off that rider. The third operates as Road Runner Stage Lines: 3. Inter-city bus. This is a daily route, 273 miles one- way, connecting Durango and Grand Junction, through Cortez and Telluride.
SUCAP Annual Report 2015 Page 16 Safe operations Safe operations is the priority of the program division. Drivers have a minimum of forty hours of training before they are allowed on the road without supervision, and periodic training in key topics such as assistance to riders with disabilities. Vehicles are maintained by mechanics certified through the National Institute of Automotive Service Excellence, and are inspected regularly (every 4,000 to 6,000 miles) using a vehicle- specific preventive maintenance program. Annual inspections use the guidelines and forms of the Federal Motor Carriers Safety Administration (FMCSA). The Road Runner Stage Lines over-the-road coaches are inspected every 20,000 to 25,000 miles with preventive maintenance programs, and are also inspected annually according to FMCSA guidelines.
Funding partners In memoriam Road Runner Transportation is funded by the Southern Ute Indian Tribe, La Plata County, Towns of Ignacio and Bayfield, City of Durango, Colorado Department of Transportation, and the Federal Transit Administration (part of the US Department of Transportation).
Road Runner Stage Lines is operated in collaboration with Greyhound Lines, Inc., and is a sponsored member of the National Bus Transportation Association. This membership allows riders anywhere in the country to book tickets to destinations on the Road Runner Stage Lines route.
Ridership Changes in ridership can be a result of a wide variety of contributing factors. These can be internal factors: changes in level of service, quality of service, or marketing. External factors, such as funding, can increase or reduce levels of service. Ridership also rises and falls with gas prices. Changes in ridership in services operated by the Road Runner Transportation program division from 2014 to 2015 are shown in the table below: Clayton Richter, Road Runner Transportation Program Division Director from 2012 through Transit ridership typically declines with falling fuel prices, February, 2016, passed away unexpectedly on and 2015 saw dramatic drops in gasoline prices to below February 10, 2016. Clayton served the public as a driver for much of his career, bringing $2.00 per gallon. Also, funding reductions reduced the groceries to our region from Denver. More Bayfield route from four to three runs per day. Given the recently, he was driving the Aztec and Ignacio circumstances, it is noteworthy that the decline in routes for Road Runner. In 2011, when ridership was as small as it was. Greyhound announced that the inter-city route serving this region from Grand Junction was no longer commercially viable and would close, it was Clayton Richter’s initiative that got the ball rolling, and later the wheels rolling, on Road Runner Stage Lines. RRSL completed the first full year of operations in 2015. At SUCAP, we are indebted to Clayton for his insight and action. His drive and commitment to public transportation in this region will be missed by many.
SUCAP Annual Report 2015 Page 17 Ridership by Service Type Type of service Service or route names 2015 2014-2015 Total ridership Ridership change (trips) Demand response Ignacio Area Dial-a-Ride 18,062 -0.2% Fixed Route Service Ignacio-Durango, Bayfield-Durango, 14,833 -4.3% Ignacio-Aztec Inter-City Bus Durango-Grand Junction via Cortez and 5,920 +63.5% Telluride (comparison is Aug-Dec only)
Who Is Riding With Us?
Service Southern Other Native White Hispanic Other TOTAL Male / Female Ute Bayfield 5% 10% 55% 20% 10% 100% 50/50 Ignacio 30% 20% 20% 20% 10% 100% 50/50 Aztec 5% 30% 50% 5% 10% 100% 40/60 DAR 50% 20% 15% 15% 0% 100% 50/50
Trip Purpose 2015
Service Medical Employment Shopping Nutrition Social Other Education Recreation Bayfield 131 3,936 261 6 856 45 Ignacio 183 2.862 505 19 2,412 159 Aztec 1 2,988 0 0 312 10 DAR 295 1,888 2,387 319 9,016 4,640
Road Runner received a new Dial A Ride bus in late 2015. Dial A Ride in Ignacio is our most popular service.
SUCAP Annual Report 2015 Page 18 Program Highlights for 2015
Looking back on 2015, Road Runner Transportation can identify two primary accomplishments:
• Maintaining reliable public transit operations for 16 consecutive years through Road Runner Transit.
• Maintaining operations on a challenging inter-city bus route with two mountain passes while growing ridership through Road Runner Stage Lines.
Looking ahead The challenge facing SUCAP’s Road Runner Transportation Division is very simple: to maintain safe, reliable public transit service in the current funding environment. Although
An Ignacio rider boards the bus using the auxiliary lift. The Durango-Grand Junction bus route takes passengers over mountain passes to their destinations. operational funding is flat, the bright light for the division in 2016 is vehicle replacement: three new vehicles are slated for replacement in 2016.
Road Runner Funding Sources 2015
Federal Transit Administration 5311 (CDOT) 137,310 FTA Intercity Bus 365,072 FTA Tribal Transit 203,625 Fares (Intercity) 119,651 Fares (Not Intercity) 44,348 Commissions 8,224 Donation Southern Ute Tribe 71,102 La Plata County 42,246 Town of Bayfield 8,000 Town of Ignacio 3,500 FTA Capital (Equipment) 45,255 CO SB 09-108 Capital (Equipment) 7,680 Donations, Reimbursements & Miscellaneous 7,701 Program Assets 5,396
TOTAL 2015 Expenses 1,069,110
SUCAP Annual Report 2015 Page 19
Peaceful Spirit Substance Program Report for 2012 Abuse Treatment Center
Program Report for 2015 970-563-4555
Peaceful Spirit Division Director: Dennis Dahlke
Mission Statement
To provide care and education to those struggling with addiction issues. To promote the dignity of each client while supporting healthy lifestyles. To create a community dedicated to sobriety and recovery.
Community members gathered for a walk supporting sobriety and remembering those who have passed on as a result of alcoholism in November 2015. Photo courtesy Southern Ute Drum.
SUCAP Annual Report 2015 Page 20 Peaceful Spirit provides alcohol and substance abuse treatment to the Southern Ute Tribe, Ignacio and the surrounding community, and receives referrals from several other Native American agencies and from the State of Colorado. The major programs for treatment are Intensive Residential Program (60 day residential treatment), Outpatient Treatment, Mutisystemic Therapy (intensive family treatment). In addition, Peaceful Spirit supports Healing Spirits, a community peer support recovery group.
Residential Treatment - Our 60-day residential program has an open and continuous enrollment for both male and female adults. We offer a multi-disciplinary treatment that includes individual and group therapy, skill modules, 12-step study, equine therapy, Alcoholics Anonymous, Narcotics Anonymous, Acudetox, yoga, exercise, as well as Cognitive Behavioral Therapy (CBT) education, Dialectical Behavioral Therapy (DBT) education, and Native American spiritual and cultural practices.
Clients in residential treatment participate weekly in equine therapy. The program helps them learn to look for ways that their behavior is impacting the horses. Outpatient Treatment - DUI/DWAI Education and Therapy: Peaceful Spirit utilizes the Colorado-approved evidence-based Prime for Life, Prime Solutions, and The Change Companies curricula in the outpatient program along with other therapeutic approaches and materials.
Individual Therapy - Includes Cognitive Behavioral Therapy, Dialectical Behavioral Therapy, Grief Therapy, Motivational Interviewing and Aftercare counseling.
Multisystemic Therapy (MST) - Provides in home family therapy, dealing mostly with troubled youth to keep them in home, in school, and in the community. The therapist uses MST, evidenced based treatment, with the client, parents, and family, as well as key stakeholders to help establish sustainable gains in family and personal functioning.
Healing Spirits Aftercare Program - The group is open to everyone in support of recovery. They believe that each person holds the potential for healing and transformation for themselves and the community where they live. They believe that people "walking the red road" are an essential source of knowledge about healing and transformation. They believe the capacity to heal and transform includes relapse, forgiveness, and fresh starts. Guided by these beliefs, Healing Spirits welcomes everyone to join the movement creating community health.
SUCAP Annual Report 2015 Page 21 Program Highlights for 2015
In late 2014, our residential program transitioned from a 40-day to a 60-day curriculum. Throughout 2015, the new format was monitored for efficacy and client satisfaction. Although the new schedule did not result in serving significantly more clients, the longer treatment period has resulted in more clients in the program at the same time. This has had a positive impact on group interaction and has improved the treatment experience for most clients.
A component of the new residential program has been increased emphasis on incentives and outings. The purpose is to provide clients with positive experiences in relation to positive, substance-free choices.
Our outpatient treatment program continues to serve mostly the clients needing DUI Education and Therapy and monitoring. We have been able to provide individual counseling for Anger Management and Methamphetamine clients. Although our counselors have developed a Methamphetamine Treatment course, we believe that treatment for meth is most A speaker addresses the group at the annual Recovery effective with a group of people working Celebration sponsored by Peaceful Spirit. This year’s event over a long period of time toward the goal of was held September 26 . Photo courtesy Southern Ute Drum. sobriety and we have not yet been able to implement the curriculum with such a group.
Residential clients pose near the tepee in Ute Park while taking advantage of warm spring weather.
The Healing Spirits community program has been supported by Peaceful Spirit staff and resources since its inception in the fall of 2015. This group of community members has actively planned and carried out activities to increase the awareness of the impact of alcohol abuse on families and communities. Their effort has provided
SUCAP Annual Report 2015 Page 22 a forum of aftercare for those who complete treatment and want to socialize in a substance-free environment, as well as a healing place for family members and others who have been hurt by substance abuse. The group holds about one activity a month to highlight their message. Successful activities include memorial walks, pow-wows, educational events and more.
Trends Peaceful Spirit staff are aware of the national trend toward a higher percentage of individuals who become addicted to over-the-counter pain killers, particularly opioids, and then to heroin. In 2015, these addictions did not characterize a significant number of clients in treatment at our facility, but we are including training in these addictions to prepare staff for future cases.
Focus areas All program staff participate in training to facilitate professional development and to comply with new Colorado counselor certification requirements. We continue to explore developments in the behavioral health and addictions fields to ensure a high quality program.
MST Outcomes Multi-Systemic Therapy is an evidence-based program that requires continued consultation with a System Supervisor to assure high fidelity to the model. SUCAP contracts with the Center for Effective Interventions for assistance with fidelity to the model and for training. The following table represents our program’s outcomes for the MST cases which finished during the six-month periods identified.
12/1/2014- 6/1/2015- National 5/31/2015 11/30/2015 Target Total cases discharge 11 5 Total number of cases with opportunity for full course of 10 5 treatment during the report period Avg length of stay in days for youth with opportunity to have 102 125.4 125 full course of treatment Percent of youth living at home 90% 100% 90% Percent of youth in school/working 100% 80% 90% Percent of youth with no new arrests 90% 100% 90% Percent with parenting skills necessary to handle future 80% 100% 90% problems Percent with improved family relations 90% 100% Percent with improved network of supports 90% 100% Percent with success in educational/vocational setting 80% 80% Percent of youth involved with prosocial peers/activities 80% 80% Percent of cases where changes have been sustained 70% 80%
SUCAP Annual Report 2015 Page 23 Peaceful Spirit 2015 Adult Service Statistics
Service Southern Other White Hispanic Other Male Female Total Ute Native Ethnicity American IRT 13 20 11 5 2 28 23 51 OP and Monitor 87 33 62 31 35 143 105 248 Only Total 100 53 73 36 37 171 111 299
Peaceful Spirit Funding Sources 2015
La Plata/Archuleta Cty Core Services (MST) 157,716 Tribal Core Services (MST) 24,500 IHS Meth/Suicide Prevention Initiative--MST 21,600 West Slope CASA 17,791 Indian Health Service Substance Abuse 1,050,933
Program Income (fee for service) 169,150 IHS Meth/Suicide Prevention Initiative— Residential Treatment 15,750 Donations, meal reimbursement 2,262 Program Assets 18,230
TOTAL 2015 Expenses 1,477,932
Southern Ute veteran Howard Richards participates in the grand entry at the Sobriety PowWow hosted by Healing Spirits on January 2, 2016, Photo courtesy Southern Ute Drum.
SUCAP Annual Report 2015 Page 24
The Training Advantage
Program Report for 2015 970-563-4517
TTA Division Director: Dawn Farrington
Mission Statement
To provide quality employment and training related services that assist individuals in improving their skills and attaining economic self-sufficiency.
TTA operates a number of programs that focus on employment skills, supportive services and job training. Each program has its own eligibility criteria, but all share the purpose of assisting participants in achieving employment success and sustainability.
The majority of TTA’s programming was provided through the Workforce Investment Act (WIA) programs which transitioned to the Workforce Innovation and Opportunity Act (WIOA) in July of 2015. These are federally funded workforce development programs contracted through the CO Rural Workforce Consortium at the CO Dept. of Labor and Employment. A similar WIOA program is a federally funded Native American program operated for the Southern Ute Indian Tribe.
Additional programs in 2015 were federally funded services operated for La Plata and Archuleta Counties’ Dept. of Human Services. These include the Colorado Works employment program for recipients of Temporary Aid to Needy Families (TANF) cash assistance, and the Colorado Employment First program for recipients of food assistance through Supplemental Nutrition Assistance Program (SNAP) funds, commonly known as food stamps. In Archuleta County, employment and advocacy services for fathers were also provided by A recently trained Emergency Medical Technician is TTA in the Pathways to Responsible employed with the ambulance service. Fatherhood federally funded program.
SUCAP Annual Report 2015 Page 25 For all programs, TTA makes available a continuum of services focused on positive employment outcomes, including: • Individual employment planning (including sub-goals and action steps) • Skill assessments and inventories • Career exploration and counseling • Job application assistance and résumé development • Job search skills, including interview preparation • Supportive services (e.g., work clothing, transportation, tools, training materials) • Work support referrals (e.g., housing, child care, tax credits) • Occupational training (e.g., medical professions, CDL, energy-related certifications, law enforcement, business services) • Advocacy (e.g., child support access, court appearances, medical/mental health care referrals, community outreach)
Eligibility for TTA programs varies. WIOA programs are not entitlement programs, so applicants must first be determined to be U.S. citizens or eligible to work in the U.S. They must also be unemployed or underemployed for the Adult program, and over 50% must be low income or basic skills deficient. Those laid off through no fault of their own often are eligible for the Dislocated Worker program. For the WIOA Youth program, applicants must have a barrier of being basic skills deficient, being homeless or a runaway, being pregnant or parenting, being an offender, being in foster care, being a high school dropout, having a disability or generally needing additional assistance for social stability, and in some instances must also be low income. All of these programs require assessments that establish that the programs can meet the current employment needs of the applicants and can address their current barriers.
The Colorado Works and Employment First programs are designed to address the employment needs of those receiving TANF and food assistance. The Archuleta County Pathways to Responsible Fatherhood program was available to fathers who needed employment assistance, personal finance and stability assistance, parenting training, and/or assistance with healthy family relationships.
A TTA client trained and was hired with a tree-trimming business in Montrose.
SUCAP Annual Report 2015 Page 26 Program Highlights for 2015
Accomplishments The division supported 18 staff positions in 2015, located in 7 counties throughout southern Colorado, including Montezuma, La Plata, Archuleta, Delta, Montrose, Rio Grande and Alamosa. TTA implemented its programs in partnership with the Southwest, Western and South Central workforce sub-areas of the CO Rural Workforce Consortium (CRWC) & the CO Dept. of Labor (CDLE), the La Plata and Archuleta County Depts. of Human Services and the Southern Ute Indian Tribe.
The largest percentage of TTA services fall under the WIA/WIOA employment and job training programs for Adults, Dislocated Workers and Youth. TTA is in its sixteenth year implementing these programs in the Southwest and Western work force sub-areas, and its fourth year of providing WIA/WIOA programs in the San Luis Valley, the South Central workforce sub- area. Current work follows an additional 34 years of providing similar services in southern Colorado under previous iterations of the Nursing students from Durango federal WIOA programs, including the Job Training Partnership Act received their RN degrees (JTPA) programs, the Comprehensive Employment and Training Act (above) while those from (CETA) programs, and the Manpower Development and Training Act Alamosa learn patient care (MDTA) programs. techniques.
The WIA/WIOA Youth programs work with youth 17 to 24 years of age, both in school and out of school. This population received special focus in TTA’s work, such as assisting with coordination of the Youth Council activities of the local Workforce Development Boards.
In 2015 TTA supported a large regional Career Fair in the Southwest workforce sub-area,
SUCAP Annual Report 2015 Page 27 attended by over 1000 high school students. TTA also helped organize and participated in the annual WIOA Youth case managers retreat as part of its partnership with the CRWC.
Number of Participants 2015 Service Southern Other White Hispanic Other Male Female Total Ute Native Ethnicity American SW WIOA Southwest Workforce sub-region: Dolores, Montezuma, La Plata, San Juan, Archuleta Counties Adult Unavailable 7 74 31 5 53 64 117 Dislocated Unavailable Worker 6 32 7 2 31 16 47 Youth Unavailable 10 31 20 5 33 33 66 WE WIOA Western Workforce sub-region: Delta, Montrose, San Miguel, Ouray, Gunnison, Hindsdale Counties Youth Unavailable 4 42 44 6 22 74 96 SC WIOA South Central Workforce sub-region: Mineral, Rio Grande, Saguache, Alamosa, Conejos, Costilla Counties Adult Unavailable 7 34 77 10 48 80 128 Dislocated Worker Unavailable 2 10 36 3 28 23 51 Youth Unavailable 4 8 73 10 32 63 95 NA WIOA Native American WIOA 4 39 (includes 7 0 0 0 23 20 43 SUIT descendents) LP CW La Plata County Colorado Works/Family Advocacy Unavailable Unavailable Unavailab Unavailable Unavailable Unavailable Unavailable 23 le LP EF La Plata County Employment First Unavailable 70 385 61 243 416 343 759 ARCH CW Archuleta County Colorado Works Unavailable 2 49 9 3 15 48 63 ARCH EF Archuleta County Employment First 1 4 183 67 3 132 126 258 ARCH FA Archuleta County Pathways to Responsible Fatherhood Unavailable Unavailable Unavailab Unavailable Unavailable 0 70 70 le TOTAL 1816 2014 1697 2013 1837 2012 1502
Office workers at their posts in Ignacio (left) and Cortez.
SUCAP Annual Report 2015 Page 28 Program outcomes TTA’s program year for most programs run from July through June, with the exception of the Employment First programs, which run October through September. Outcomes are measured for the specific program year.
Current available outcomes for the WIA/WIOA programs operated by TTA cover the period of July 1, 2014 through June 30, 2015.
WIA Common Measures Outcomes - July 2014 – June 2015 (by sub-area) Southwest So. Central Western Program Measure Standard Actual Actual Actual Entered Employment (employed 1st quarter after exit) 67.10% 96.55% 91.43% Adult WIOA Employment Retention (2nd & 3rd quarters after exit) 80.49% 89.19% 100% Program Average Earnings (2nd & 3rd quarters after exit) $12.76/hr $18.04/hr $15.78/hr Dislocated Worker Entered Employment (employed 1st quarter after exit) 67.61% 88.89% 90.91% WIOA Employment Retention (2nd & 3rd quarters after exit) 83.45% 100% 80% Program Average Earnings (2nd & 3rd quarters after exit) $14.70/hr $17.11/hr $18.33/hr Certificate (diploma or training certificate) 62% 70.37% 86.21% 83.33% Youth WIOA Placement (employment, post-secondary education, military) 60.14% 90.63% 92% 86.96% Program Literacy/Numeracy Gains (Reading and Math levels) 41% 75% 88.89% 100%
Native Entered Employment (employed 1st quarter after exit) N/A 66% American Employment Retention (2nd & 3rd quarters after exit) N/A 100% WIOA nd rd Adult Average Earnings (2 & 3 quarters after exit) N/A $13.90/hr Program Attained two or more goals N/A 33% Native Youth Dropouts attaining GED N/A 0 WIOA Program Enrolled in post-secondary education N/A 0
Employment outcomes for TTA’s other programs for 2015 are as follows.
Colorado Works / Employment First Employment Outcomes 2015 Program Measure Standard Outcome Colorado Works Archuleta County Employment Rate N/A 41.36% Employment First La Plata County Employment Rate N/A 49.5% Archuleta County Employment Rate N/A 30%
Program changes In the spring of 2015, the La Plata County Colorado Works/Family Advocacy program was discontinued due to lack of funds. In October of 2015 the Archuleta County Fatherhood program was discontinued due to non- renewal of a grant held by the Archuleta Dept. of Human Services. In July of 2015, most of TTA’s programs transitioned from WIA to WIOA, with a variety of programmatic changes related to eligibility and performance outcomes.
New partnerships TTA has maintained its significant partnerships with schools, adult literacy and education programs, area colleges and many human service-focused agencies and non-profits in each of the communities where staff are located. These partner relationships are maintained through regularly scheduled networking and collaboration events. Through the new requirements of WIOA, an increased emphasis has been placed on coordinated services with the Division of Vocational Rehabilitation (DVR) and Adult Education providers.
SUCAP Annual Report 2015 Page 29 Trends Continued gradual improvement in the local economies where TTA staff work made employment services easier in 2015 than in the prior 3-4 years, as jobs became more plentiful. A further decrease in the job placement wages required for WIOA adult programs to wages more commensurate with the average earnings in Colorado’s rural communities also boosted the movement toward serving more people. A renewed use of on- the-job training opportunities with employers emerged in 2015, with new WIOA focus on work-based learning. Less positive trends in 2015 included the decrease in number of jobs in the energy sector, as well as in the number of programs funded for TTA implementation.
Focus areas Following the trends in national workforce development strategies, TTA continued its focus in 2015 on serving dislocated workers and the long-term unemployed, young adults in need of assistance with educational advancement, and expansion of work-based learning opportunities, including on-the-job training, internships and subsidized work experience placements.
Certified Nurse Assistant training led to
employment for these participants at the
San Juan Living Center in Montrose.
TTA Funding Sources 2015
Program/Region Southwest South Central Western NAWIA Archuleta La Plata TOTAL CDLE WIA Adult 226,001 164,429 40,758 431,188 CDLE WIA Youth Out of School 102,428 80,058 137,543 320,029 CDLE WIA Youth In School 66,859 45,739 74,239 186,837 USDOL Native American Youth 8,779 8,779 CDLE WIA Adult Dislocated Worker 94,597 93,278 187,875
Archuleta County Fatherhood Contract 177,660 177,660 Colorado Works 45,435 16,070 61,505 Employment First 39,571 66,353 105,924 Data Entry Contract 11,583 11,583 Program Assets 5,706 TOTAL 2015 Expenses 489,885 383,504 211,782 49,537 274,249 82,423 1,497,086
SUCAP Annual Report 2015 Page 30 SUCAP Youth Services
Program Report for 2015 970-563-9235
Youth Services Division Director: Zach Bertrand
Mission Statement
Provide learning experiences for the positive development of youth.
Youth Services hosted a Haunted House for Halloween in their new program space in Ignacio’s ELHI Center. The “scare” crew posed for a photo behind the scenes.
SUCAP Youth Services supplements the variety of positive resources available to youth in the Ignacio community. Youth Services programming strives to improve academic achievement, build character, increase internal and external assets, decrease risk factors while increasing protective factors, encourage healthy lifestyles, and generally impact the youth of Ignacio in a positive way.
SUCAP Annual Report 2015 Page 31 Curiosity Afterschool: Curiosity Afterschool is an academic enrichment program for Ignacio Middle School youth. The goal of the program is to improve the academic success of program participants by providing educational lessons through a wide variety of fun, engaging, prosocial, and experiential activities. The primary emphasis of these lessons includes: science, technology, engineering, math, the arts, and service learning. The program day offers youth an opportunity to complete their homework with the assistance of tutors; provides a healthy snack; and delivers a fun and engaging activity.
Triple-selfie! Students enjoy an outing at Ballarat Education Center near Boulder.
Curiosity occurs Monday – Thursday, after school – 6:00 pm, in accordance with the school year calendar. The program meets at the Ignacio Middle School and the ELHI Community Center, and frequently leaves these premises for the purpose of exposing youth to a variety of educational environments. The drop-in nature of the program affords students the opportunity to join at any point throughout the year so that they can fit the SUCAP YS activities into their busy schedules.
Club Venture: Club Venture is an outdoor based experiential education program targeting asset building and character development. This program Riding backwards is a different way to provides youth with a chance view horses—and the rest of the world.
SUCAP Annual Report 2015 Page 32 to experience a wide variety of adventures and activities that are out of their daily norm. Activities include rock, ice and tree climbing; hiking, snowshoeing, kite flying, mask making, equine assisted learning, paintball, archery, multiday adventures, and many others. These activities are used as metaphors to address many different topics of the adolescent experience. Youth are provided a space to reflect on both the physical experience of the activity as well as the related experiences they are having in their daily lives. These reflective opportunities offer youth a chance to share the positive things they have in their lives and communities, ways they would like to grow and improve, and the value systems they have that help guide them through their lives.
Peer Mentorship: The Peer Leadership program has morphed in 2015 into a cascading mentorship program. In this model adult staff act as mentors to older youth participants through a yearlong pairing process. Those participants in turn act as mentors to younger youth participants by using skills they obtain from their mentors, as well as the trainings provided as part of the program. Trainings are aligned with the intent of the Curiosity and Club Venture programs, and will be put to use during the middle school program facilitation time.
AmeriCorps Check and Connect SUCAP assumed the management of a regional AmeriCorps program in August, 2015. The Check and Connect program model enlists mentors who work on school campuses to help kids connect with school and learning. SUCAP recruited and enrolled eleven AmeriCorps members to serve as mentors. School partners include Mancos Middle School, Cortez Middle School in Montezuma County, Dolores High School in Dolores County, Kids’ Camp, Bayfield Middle School, Durango High School, Animas Valley Elementary, Park Elementary, Escalante Middle School, Miller Middle School and Florida Mesa Elementary in La Plata County. The program will continue through the 2015-2016 school year.
Youth Services Participants 2015
Service Southern Other White Hispanic Other Male Female Total Total Ute/ Native Participa- Undupli- Descendant American tion Days cated Youth Curiosity 12 23 30 15 6 39 47 86 Club 14 14 34 11 7 30 50 80 Venture Check and DATA AVAILABLE IN 2016 Connect Un-dup- 19 33 47 20 9 53 75 166 128 licated
Youth and staff served as referees and coordinators for the Annual Snowdown Dodgeball Tournament in Durango.
SUCAP Annual Report 2015 Page 33 Program Highlights for 2015
Accomplishments: In 2015 the Youth Services Division provided a wide variety of programming to middle school and high school aged youth. In addition to the above mentioned the division hosted After Prom, provided several multiday adventures, held ski and ropes course events for Ignacio middle and high school “youth of character” and hosted the annual Camp Venture event. The division also assisted the Ignacio Middle School in the implementation of Character Counts, PBIS, and other “special event” activities. Programming occurred 6 days a week during the school year and in 3 separate week long camps throughout the summer.
Program outcomes Program outcomes are primarily defined by 3 overarching categories. Students in the Curiosity After School The first is program program create woodworking projects in participation with the Maker Space of the ELHI Center. additional emphasis being placed on “regular participants” and the associate “dosage” participants receive. The second is providing programs that are “evidence based” or follow “best practice” guidelines for the specific content area the program addresses. Both programs contract with a third party evaluator to closely monitor the programs for fidelity to the evidenced based model and/or to ensure best practice. The third category associated with program outcome is based on quantitative measures demonstrating improvements in the lives of program participants. For this outcome measure SUCAP Youth Services currently uses the Developmental Assets Profile, and has begun to implement the Step it Up to Thrive rubrics.
Program changes Designing and implementing a formal cascading mentorship program was new for 2015. The program has also found a new home in the ELHI Community Center where most programming occurs, and all programming begins and ends. The ELHI has not only provided an optimal space for programing to be held, but also provides for an abundance of collaboration opportunities.
SUCAP Annual Report 2015 Page 34 Partnerships There are no new partnerships of note in 2015. Youth Services attributes this to our long term focus of maintaining existing partnerships of which there are many. The School District has continued to support the programs in a greater capacity every year, and 2015 is no exception. We also maintain our close working relationships with the Southern Ute Police Department, the Sun Ute Community Center, the Boys and Girls Club of the Southern Ute Indian Tribe, Southern Ute Tribal Courts, the Ignacio Library, Celebrating Healthy Communities, and many other youth serving organizations in and around Ignacio.
Trends Participation rates and “dosage” (number of times that a single youth participates) continue to increase as the programs, and program staff, become more rooted in the Ignacio community. Bouldering in New Mexico. Focus areas In 2015 we continued to focus on providing high quality programs in positive youth development. All drop-in services continue to be program specific and conducted through the lens of the Club Venture, Curiosity and Peer Leader components. The Character Counts initiative adopted by the school system in 2014 remains an integral part of program norms and discussion.
Youth Services Funding Sources 2015
US Dept Education (through CDE) 21st Century After school 158,732 CDPHE Office of Behavioral Health 79,367 Donation Southern Ute Indian Tribe 47,986 IHS Meth and Suicide Prevention 20,773 CO Division of Criminal Justice Justice Assistance Grant 19,230 Nat’l Indian Youth Leadership Project 30,576 Serve Colorado (AmeriCorps) 36,705 AmeriCorps Site Partners 27,818 El Pomar Foundation (AmeriCorps) 7,500 Program Income & Donations 1,909 Program Assets 224
TOTAL 2015 Expenses 430,820
SUCAP Annual Report 2015 Page 35 SUCAP Other Programs
Suicide Prevention Program
Program Report 2015 Program Coordinator: Harlene Russell
2015 Programs and Activities
In 2005, SUCAP was approached by the Ignacio school counselors, and asked to seek funding for suicide prevention training. Since then, SUCAP has trained a few hundred volunteer “gatekeepers”, who have learned techniques to intervene when asked in a situation with a risk of suicide. Gatekeepers are not counselors. Rather, their purpose is to connect the person in distress with emergency mental health services, provided regionally by Axis Health System (970 403-0180).
SUCAP uses the evidence-based QPR (Question, Persuade, Refer) training, which can be completed in less than two hours. QPR helps people understand behavior indicators of suicide risk, how to connect with someone in distress, and how to ask the basic question: “Are you considering suicide?” Surprisingly, it usually comes as a relief for someone to get a chance to answer that question, even when the answer is “Yes.”
In 2015, SUCAP trained 72 gatekeepers in four separate trainings.
This effort has had very little funding in recent years despite above average and rising suicide rates in Colorado. Recent funding from Indian Health Service will allow some additional outreach and marketing efforts so that more people in the community are aware of the resource available in trained gatekeepers, and know how to reach one when there is a need. And when there is a need, it’s usually pretty urgent.
Funding Summary 2015
IHS Meth and Suicide Prevention 4,778 Program Income (training fees) 350 TOTAL 2015 Expenses 5,128
SUCAP Annual Report 2015 Page 36
Growing Partners
Program Report 2015 Executive Director: Joni Podschun
Growing Partners of Southwest Colorado (GP) is a coalition of businesses, service providers, academic institutions, farmers, government and tribal entities, health practitioners, and individuals working together to build a food system that reaches all ages, incomes, and cultures.
SUCAP has served as the fiscal agent for this group, managing funds from federal grants as well as local donations.
2015 Programs and Activities
Homegrown February Food Retreat—February 28 at La Plata County Fairgrounds • Over 100 participants • Hungry For Change—where food systems, justice and access converge • Keynote Speaker: Sarah Haynes, of the New Mexico Community Data Collaborative
Participants discussed: Who has access to local, healthy foods? What is the modern face of hunger in our four county region? What are the barriers creating these gaps in services? What are actionable solutions for addressing these challenges?
Apple Days—October 4 at Buckley Park, Durango • Over 1,500 people in attendance • Harvested over 2,000 lbs of apples and pressed over 200 gallons of apple cider
In 2015 Growing Partners hired its first Executive Director, Joni Podschun. Throughout her career, Joni has been known for building community through advocacy campaigns, participatory action research, and accountable organizational development. She believes in the power of sharing stories, food, art, and skills.
Funding Summary 2015
Growing Partners General Operations 8,129 “Homegrown” Food Retreat 2,621 Apple Days 2,308 TOTAL 2015 Expenses 13,058
SUCAP Annual Report 2015 Page 37
Celebrating Healthy Communities
Program Report 2015 Program Director: Pat Senecal
Celebrating Healthy Communities (CHC) is a sustainable coalition that engages, educates and collaborates to promote addiction-free lifestyles by building assets for all. It is a 24 year old prevention organization that has gathered together 44 partners focused on youth and families. To meet our mission we use the Search Institute’s framework of 40 Developmental Assets. These assets are the relationships, skills, experiences and positive values that support youth to thrive. In 2007, La Plata youth reported an average of 19 of the 40 assets on the Developmental Assets survey. Through intensive asset-building and collaboration with coalition partners, a resurvey in 2015 reported youth having an average of 21.9 assets. Studies of more than 4 million young people consistently show the more assets young people have the more thriving behaviors they will demonstrate and the less likely they are to engage in a wide range of high-risk behaviors.(www.search institute.org). To further our outreach to all sectors of the community, CHC coordinates the Healthy Kids Colorado Survey for grades 6-12 in middle and high schools throughout the county. This data is used in media campaigns to educate and enlighten the community about youth behavior. An example of the way CHC frames its media message: “ 7 out of 10 teens do not use alcohol. Why? Because they are Too Busy: playing sports, serving the community, reading, spending time with family, creating.” SUCAP acts as CHC’s fiscal agent and is a partner in funding specific media projects. Meetings are open to all and held the third Tuesday of each month, rotating every other month between town in La Plata County in order to serve individual cultures. See: ourhealthycommunities.org for more information on assets, workshops, joining us.
Members of the Boys and Girls Club of the Southern Ute Indian Tribe celebrate the the Dye-Versity Dash sponsored by CHC.
Funding Summary 2015
SAMHSA Drug Free Communities 153,294 CDOT Highway Safety Mini-grant 750 Donations 1,840 TOTAL 2015 Expenses 155,884
SUCAP Annual Report 2015 Page 38
SUCAP Administration
Report for 2015 970-563-4517
SUCAP Executive Director: Eileen Wasserbach
Administrative services at SUCAP support the Program Divisions by providing Financial Management, Human Resources and Program Development services. Administrative staff also represent the organization in county-wide and region-wide planning and coordination activities to benefit program divisions.
SUCAP Administrative Funding, 2015
Indirect Costs @ 10.5% of Program Expenses 617,309 SUCAP Capital Campaign Planning 7,142 SUCAP Nonfederal Administration Expenses 27,778 SUCAP Pass-Through Accounts 11,827 TOTAL 2015 Expenses 664,056
SUCAP Annual Report 2015 Page 39
SUCAP Employees
SUCAP Staff Who Worked Regular Hours in 2015
Southern Ute Montessori Head Start
Marc Allwang Teacher Sydney Andersen Teacher Brandi Archuleta Administrative Assistant Jessica Archuleta Sub Teacher Rebecca Barnes Family and Community Partnership Coordinator
Sierra Velasquez, Head Start Cook, (left) and her sister play dress up with Sierra’s son at the Head Start 50th Birthday party in September.
Melanie Brunson Education Coordinator Gabrielle Bufanda Para Educator Tanya Campbell Mental Health Specialist Amanda Cray Teacher Assistant Savannah Davis Teacher Virginia Davis Teacher Artur Dziurzynski Bus Driver/Janitor Nathan Strong Elk Facility/Occupant Safety Coordinator Valerie Eustace Teacher Assistant Ernest Garcia Family Health Coordinator Joshua Gonzales Maintenance/Janitor Marquita Gonzales Administrative Assistant Maria Gurule Sub Teacher Scott Halsband Family Health Coordinator Rebecca Harris Sub Teacher
SUCAP Annual Report 2015 Page 40 Southern Ute Montessori Head Start (cont.)
Samuel Harrison Family Advocate Juana Hendren Teacher Deja Herrera Clerical Assistant Monique Jack Teacher Marie Johnson Teacher Katherine Jones Family Advocate Scott Kuster Special Education Coordinator Amy Leach Teacher Patricia Leroy Clerical Assistant Christa Lucero Sub Teacher David Lucero Teacher Assistant Analise Mahnken Teacher Assistant Rudi Martinez Teacher Debra McCoy Montessori Mentor Steve McCoy Maintenance/Janitor Randi Peabody Clerical Assistant Shasta Pontine Teacher Brandi Raines Teacher Sandy Ramirez Teacher Assistant Jennifer Rugland Teacher Gloria Sanchez Cook Charlene Schank Division Director, Southern Ute Head Start/ Early Head Start
Kimberly Williams, Head Start Sub Teacher, works the hula hoop at a Head Start event.
SUCAP Annual Report 2015 Page 41 Southern Ute Montessori Early Head Start
Mary Seagrave Cook/Bus Monitor Shannon Stephens Para Educator/Teacher Assistant Krislynn Thompson Teacher Assistant Sandra Thomson Sub Teacher Chantell Toledo Teacher Assistant Michael Tom Family Advocate Leon Valdez Transportation/Safety Coordinator Sierra Velasquez Cook Barbara Walker Sub Teacher Kimberly Williams Sub Teacher Virginia Archer Early Care Educator Deborah Begay Early Care Educator Brittney Benavidez Early Care Educator Trainee Jamie Garcia Early Care Educator Julie Goodman Family Services Coordinator Yanaba Hatathlie Early Care Educator Angel Paul Teacher Assistant Nancy Rodriguez Early Care Educator Christie Ryan Early Care Educator Amber Saiz Early Care Educator Trainee Ashley Saiz Early Care Educator Rose Valencia Early Care Educator Trainee Jasmine Watts Early Care Educator Trainee
Peaceful Spirit Substance Abuse Treatment Center
Ronald Avitabile Outpatient Counselor Dawn Ballinger Outpatient Counselor Esther Belin Intake Coordinator/Adjunct Counselor Angela Dach IRT Counselor Dennis Dahlke Division Director, Peaceful Spirit Elizabeth Fischer Residential Assistant Lynn Ford Clinical Supervisor Rosemary Hatfield IRT Counselor Lavern Jenson Kitchen Manager Andrea Lucero Residential Assistant Geraldine Martinez Residential Assistant Amanda McKinley IRT Counselor Deborah Miles Kitchen Manager Janille Mills IRT Counselor
SUCAP Annual Report 2015 Page 42
Peaceful Spirit Counselor Nathan Strong Elk served as the Master of Ceremonies at the Annual Sobriety Dinner. Phtoto courtesy Southern Ute Drum.
Peaceful Spirit Substance Abuse Treatment Center (cont)
Stephanie Nelson Residential Assistant Lona Nopah Residential Assistant Cathie Roe Midnight Residential Assistant Benito Ruybal Residential Assistant,/Maintenance Scott Sallinger House Manager/RA Supervisor Katherine Stenquist Intake Coordinator/Supervisor Marvin Tom Residential Assistant Kathryn Valencia Outpatient Counselor
Peaceful Spirit Youth Services
Robbin Hunt MST Therapist Della Romero MST Supervisor Mandy Velasquez Clerical Assistant Mariellen Walz MST Therapist
SUCAP Annual Report 2015 Page 43 Ignacio Senior Center
Patricia deKay Physical Therapy Assistant Joyce Guzman Assistant Cook Debra Herrera Division Director, Ignacio Senior Center Pamela Hood Assistant Cook Cassandra Hoops Program Aide Patricia Jacket Head Cook David Lucero Handyman Ernestine Maez Program Aide Mataya Rock Program Aide Maynard Tessler Handyman
Transit Driver Forest Wright operates the Dial A Ride route in Ignacio.
Road Runner Transportation
Robert Blaine Part Time Transit Driver Gabrielle Chief Ticket Agent John Coker Transit Driver Edward Dean Sub Transit Driver Dan Gosney Transit Driver Edward Heard Part Time Transit Driver Danny Hunter Transit Driver Paul Lambert Assistant Division Director, RRT Douglas Little Part Time Transit Driver Kathleen Lorenzini Sub Transit Driver Janice Lyon Ticket Agent Johnny Martinez Part Time Transit Driver Sean O’Kane Part Time Intercity Bus Operator Susan Palmer Transit Driver
SUCAP Annual Report 2015 Page 44 Road Runner Transportation (cont)
Richard Pool Intercity Bus Operator Edward Pretzer, III Part Time Transit Driver Richard Rex Intercity Bus Operator Clayton Richter Division Director, Road Runner Transportation Erin Skoglund Ticket Agent James Stoeckl Intercity Bus Operator Barbara Weaver Transit Administration Charles Wilson Part Time Intercity Bus Operator Forest Wright Part Time Transit Driver Michael Wright Transit Driver William Young, Jr. Lead Transit Driver
The Training Advantage
Renae Chavez Career Counselor, Alamosa Dawn Farrington Division Director, The Training Advantage Valiant Fulco Case Manager/Advocate, Pagosa Springs Lora Fults Career Counselor, Durango Mary Ganier Career Counselor, Cortez Crystal Garnanez Career Counselor/Administrative Asst. Kristi Garnanez Career Counselor, Regional Supervisor, Durango Debbie Gomez Career Counselor, Regional Supervisor, Alamosa Ann Hasse Regional Supervisor, Montrose Marie Kehm Career Counselor, Durango Tia Lee Career Counselor, Cortez Heidi Martinez Career Counselor, Pagosa Springs Ashley Maestas Career Counselor, Monte Vista Max Schneider Case Manager/Advocate, Pagosa Springs Mark Smith Lead/Career Counselor/Advocate, Pagosa Springs Anne Strainis Career Counselor, Durango Linda Stuckwish Career Counselor, Pagosa Springs Debra Teller Assistant Division Director, TTA Sarah Triantos Career Counselor, Delta Ruthie Uhl Family Advocate, Durango Jamie Wood Child Care Provider, Durango
SUCAP Youth Services
Dawn Alexander After School Educator Jenn Bartlett Recreation Specialist Felicia Begay YS Program Assistant Zach Bertrand Division Director, SUCAP Youth Services Jennifer Boniface After School Educator
SUCAP Annual Report 2015 Page 45
Andrae Pierre-Louis, Youth Services
Program Assistant, serves up hot dogs at
the end-of-school barbecue for Ignacio
Middle School students and staff.
SUCAP Youth Services (cont.)
Jaceson Cole After School Educator Anthony Corona After School Educator Elizabeth Glaysher After School Educator Meaghan Gouldrup YS Program Assistant Caitlyn Grandon YS Program Assistant Katrina Hedrick After School Educatr Peggy Iberg Curiosity Program Manager Anthony Konkol Project Venture Program Manager Nicole Lovato After School Educator Ryan Martin YS Program Assistant Patrick Murphy After School Educator Allen Ottman Recreation Specialist Andrae Pierre-Louis YS Program Assistant David Quiroz After School Educator Molly Turner After School Educator Tava Wilson Interim Project Venture Program Manager
SUCAP Annual Report 2015 Page 46 SUCAP Central Administration
Teresa Campbell Human Resource Director Steve Chapman Accounting Technician Autumn Concepcion Finance Manager Hilda Garcia Special Events Assistant Hannah Gartung Office Assistant/Receptionist Chloe Jackson Assistant Finance Director Jerica Jackson Special Events Assistant Diane MacGuffie Accounting Technician Claudia Muniz Human Resources Coordinator Naomi Russell Administrative Assistant Peter Tregillus Programs Developer Eileen Wasserbach Executive Director
Chloe Jackson, Assistant Finance Director, and Teresa Campbell, Human Resources Director, performed “other duties as assigned” when they made breakfast burritos for the Youth Services After Prom party in 2014. Autumn Concepcion, Finance Manager, is also working hard, but facing away from the camera.
Check and Connect AmeriCorps
Kelsie Borland AmeriCorps Program Manager Jadea Braddy AmeriCorps Member Christine Brice AmeriCorps Member Diane Bruck AmeriCorps Member Colin Clausen AmeriCorps Member Valerie Dance AmeriCorps Member Ashley Gulick AmeriCorps Member Carie Harrison AmeriCorps Member Summer Kabakoro AmeriCorps Member Drew Nelson AmeriCorps Member
SUCAP Annual Report 2015 Page 47 Check and Connect AmeriCorps (cont.)
Meghan Olson AmeriCorps Member Adrianne Petrilla AmeriCorps Member Sylvia Schmechel AmeriCorps Member Monica Slabonick AmeriCorps Member Amanda Wyman AmeriCorps Member
Kelsie Borland,AmeriCorps Program
Manager, talks with a student at the Fort
Lewis College Career Fair in April.
Celebrating Healthy Comunities
Camren Cordell Youth Summer Intern Avory France Youth Summer Intern Joseph Genvaldi Youth Summer Intern Cody Goss CHC Coalition Coordinator Katelyn Koerner Youth Summer Intern Leilah Rosa Youth Summer Intern Patricia Senecal CHC Coalition Director
Suicide Prevention
Harlene Russell Suicide Prevention Coordinator
SUCAP Annual Report 2015 Page 48 SUCAP Strategic Plan 2013-2017
Approved 2/7/2013
Southern Ute Community Action Programs, Inc. (SUCAP) is a private non-profit organization with tax exempt status under section 501(c)(3) of the Internal Revenue Code. SUCAP was established through resolution of the Southern Ute Indian Tribal Council in 1966 to provide human services programs to the residents of the Southern Ute Indian Reservation and southeast La Plata County. Although the primary area of responsibility is defined as the Ignacio School District, SUCAP administers several programs with a scope throughout La Plata County and also operates employment and training programs in eighteen counties in southwest Colorado.
SUCAP is governed by a 19-member board of directors who live within the primary area of responsibility. The board is comprised of members in three categories. Seven members are appointed to represent community interests (currently these are agriculture, business, civic organizations, education, parents (Head Start PC Representative), religion and Los Pinos Fire Protection District). Six members are elected from within the target area. Six are appointed to represent local governments (two each from the Ignacio School District, Ignacio Town Board and Southern Ute Tribal Council).
SUCAP administers programs in six different divisions. These are:
Southern Ute Montessori Head Start and Early Head Start Peaceful Spirit Substance Abuse Treatment (Adult and youth programs) Ignacio Senior Center The Training Advantage (Employment and training programs) SUCAP Youth Services Road Runner Transit and Road Runner Stage Lines
In 2013, SUCAP will also be administering other programs, including:
Southeast La Plata County Vehicle Safety Growing Partners Events and Farmer’s Market Promotion Suicide Prevention Training
I. PLANNING PROCESS
Planning is important to an organization like SUCAP because, with many diverse programs and activities, it is difficult for the organization as a whole to keep moving in a positive direction unless there is a focus. SUCAP has completed long-range plans two or three times previously; the most recent process affected the period from 1/1/2007-12/31/2011. In 2012, the organization began work on a five-year strategic plan using the Applied Strategic Planning model developed by Goodstein, Nolan and Pfeiffer. The model recommends an external facilitator and David Marvin of Confluence Consulting was selected to provide that service.
1 Resources
The planning committee included the following members:
Teresa Campbell, Human Resources Director Dennis Dahlke, Division Director, Peaceful Spirit Raymond Dunton, Board Member Dawn Farrington, Division Director, The Training Advantage Debra Herrera, Division Director, Ignacio Senior Center Chloe Jackson, Assistant Finance Director Kathleen Lorenzini, Board Member Nita Emerson, Administrative Assistant Bill Shank, Board Member Char Schank, Division Director, Southern Ute Montessori Head Start Kathleen Sitton, Board President Peter Tregillus, Programs Developer Eileen Wasserbach, Executive Director
II. PLANNING FOUNDATIONS
The group began by identifying organization basics, including values, services, activities, target population, etc. There were discussions of several issues to get to the statements of values, mission and vision. Mission is what we do; Values is what is important to us while we do what we do; Vision is what we aspire to be.
Values To establish a common values statement, the group listed and prioritized values that were individually important to members and that each member believed should be important to the organization.
The most important values selected by planning team for SUCAP organization, prioritized by the committee:
Effective Responsive Accountable (take transparency seriously) Empathy (approachability, human touch—accessible, compassion) Commitment (Job, Community organization) Quality Family oriented, programs and employees Teamwork
Based on these values and additional discussion, the group generated the following draft values statement:
2 Resources SUCAP will continue to provide effective programs that are responsive to individual and community needs, that honor our diverse cultural backgrounds and our inherent need to help each other, with compassion, accountability and commitment.
Mission SUCAP’s current mission is to “promote the well being of families and neighbors through social, educational and economic growth.” The group decided to update the mission and so worked on developing a new one. A mission statement should answer four questions: 1. What does the organization do; that is, what customer needs or wants does it meet? 2. Who is the organization in business to serve? 3. How do we go about fulfilling these wants and needs? 4. Why does the organization exist?
The first three questions were answered fairly easily, but the fourth required some work and discussion. The following are reasons the group listed for why SUCAP exists:
SUCAP organization has value, a proven track record. SUCAP’s broad structure allows people to come together and solve problems. Initially, the Tribe wanted to serve everyone in the community, not just native people, so that the entire community would improve, make progress with social issues. SUCAP provides access to needed resources. SUCAP serves and values all community/cultural members. SUCAP helps to create/support at least a minimum standard of living for all. SUCAP connects disenfranchised people (or reconnects) to resources they need, to build confidence, self sufficiency. SUCAP programs can change where little children are headed; stop and change directions that aren’t working. Because no one else is there for some people. To create a better world. People have a need to come together to solve problems; SUCAP can be a leader because we have the capacity. We are group/social animals who like, value, appreciate people. With support, people can be more successful. SUCAP can meet the needs of people for non-monetary reasons. SUCAP staff members have an inherent need to help people; many were raised to be compassionate and caring. Some staff have experienced a significant emotional event that led to their commitment to help others overcome barriers that they themselves overcame. SUCAP can implement programs that help change social inequality. Some staff relate to a religious message learned: “you will help people”.
In review of that discussion, the group created this draft mission statement:
SUCAP s mission is to empower community members of all ages to recognize and reach their full potential by providing select programs and services in order to create better communities.
3 Resources
Vision The organization’s vision should be a statement of an idealized future state. The vision should describe aspirations; it is a clear, motivating message about what the future should look like. It should state what the organization aspires to become, what it would be known for and recognized as.
In trying to describe a future ideal state, groups in the planning committee had this input:
Group 1. Different Name. Regional Focus. Stable Funding for all programs. Facilities are sound and well maintained. Tribal relationship resolved. Remain viable and effective use of resources. Quality services that are needed. Responsive to needs-has capacity. Sucap recognized as who to go to with needs and ideas. SUCAP staff engaged, experienced, trained and well compensated.
Group 2 SUCAP takes care to dialogue with its community and is aware of the challenges its members face. It is creative and effective in the responses it designs with the community and is efficient in expenditures of resources with real world constraints. The community sees SUCAP as a trusted resource and as a good place to work.
Group 3 The SUCAP organization sets the example for quality programs. It’s well known, instills pride and employs caring individuals. SUCAP is personable, empowering and visionary.
Based on those discussions, the group came up with this vision statement:
SUCAP aspires to continue excellence in programming to achieve increased capacity for responsive program development and become widely known as the organization that can create effective solutions for community issues.
III. IDENTIFYING DIRECTION
Committee members then turned to explore the current state of the organization. A SPOT analysis was completed by the committee, with these responses:
4 Resources SPOT Analysis (Strengths, Problems, Opportunities, Threats
Strengths 1. People in the organization, especially staff, are a strength because of their overall desire to help, their capabilities, and their commitment. 2. SUCAP has strong and lasting partnerships--with the tribe and with other organizations. 3. There are some new active board members that are more involved. 4. SUCAP has diversity of programs-multiple funding streams that support each program and create jobs for many and services for many. 5. Our history--SUCAP was created by the tribe; we have a proven community track record and a great relationship with the tribe. 6. Stability of organization; longevity and effective organizational structure (program divisions and central administration). 7. Impact of programs in communities. 8. Staff experience level. 9. Reputation for accountability: financially and programmatically. SUCAP is fiscally responsible. 10. SUCAP’s programs have reached several generations; knowledge of SUCAP in the Ignacio community is handed down through families who have worked for SUCAP or have been program participants. 11. Motivated staff are invested in team approaches. 12. Board and management relationship is the best that it has been for many years. 13. Ability of the organization to practice transparency. 14. SUCAP is good at learning from its mistakes. 15. SUCAP has been able to access lots of government funding. 16. SUCAP has the ability to respond to emerging community needs. 17. SUCAP has an entrepreneurial spirit to create what needs to exist.
Problems 1. Pay for staff is low. 2. SUCAP is a horizontal organization; there is not much opportunity to move up to management. 3. Diversity of programs--pay raises are program specific which can breed difficulties between the staff of different programs and their ability to offer raises. Need to have more cohesive management of all employees. 4. SUCAP name--suggests we are part of the tribe which can create confusion, especially for the Training Advantage which operates in regions far from the Southern Ute Reservation. Still, the SUCAP name has value as representing a long standing organization with a solid reputation. 5. Lack full board involvement, 19 members with approximately 1/3 pretty engaged. SUCAP has not structured board activities to encourage additional involvement with
5 Resources programs, fundraising, etc. It is helpful to have a large board, but would be wonderful to have all members highly engaged. 6. Size of departments in central administration are minimal to handle potential growth and expansion (finance, human resources). We need to be careful about exceeding our capacity. 7. Aging management and lack of funding for succession planning; limitations for salaries and retirement benefits may impact our ability to attract new management. 8. Lack of initiative for a capital campaign (example Head Start and the need to build a new building). Who can do it due to the legal restrictions from Head Start office? 9. Lack of vision as an organization. Lack clarity. 10. People in programs not connected to administration or SUCAP as holistic organization; focused instead on their own programs. Teamwork across programs is lacking sometimes. There is room for improvement on the management end. 11. Central Administration building has limited space. 12. Facilities are old and the organization has no capacity for capital improvement. 13. Our identity for marketing. Organization has mostly federal funds, but those funds can’t be used for promotion of the agency. In community we have not presented an organizational identity. 14. Disconnect between programs in terms of a shared identiy. 15. Funding restrictions (ex: vehicles at senior center). With so much funding from federal sources there are limitations in meeting some critical organizational needs. 16. Staff recruitment (salaries, pool of experienced, qualified people for certain positions is limited in region.) 17. Myriad of rules that inhibit collaboration across programs.
Opportunities 1. SUCAP is ready to grow; create or absorb programs when need arises. 2. Board: educate members, help them see programs. Develop clear, more specific roles. Be more clear about board expectations. 3. Address name change possibility; address relationship with tribe. Use SUCAP name as an opportunity to build on a positive image. 4. Cross train staff who are younger and identified in succession plan. 5. Teleconferencing capabilities at Adult Ed Center for training and funding meetings. Use of emerging technology. 6. Timely to address problems now. 7. With the planning process priorities, we can develop a clear marketing approach. 8. Prioritizing next steps. 9. Dynamic process-don’t wait for planning process to address problems-deal with them as they come up. The planning process has been a good reminder of this approach in the future.
6 Resources 10. Create plans to take to board; ex: Headstart. Take advantage of high board member attendance to provide more information about individual programs. 11. Greater clarity can give board recruitment more of a strategic focus in terms of what kind of skill set is needed and what kind of involvement is desired from board members. With more engaged board members there will be more opportunity for input and direction from a variety of people. 12. Participation in a capital campaign will develop relationships with funders which will continue to grow after the capital project. 13. A good time to re-identify, re-create, re-establish partnerships
Threats 1. If we change our name, will it put our funding at risk? Will it damage our relationship with the tribe? 2. There is a high potential for cuts in public funding. Some programs may experience interruptions in operations or part of operations while funding remains uncertain. 3. If we continue to adopt new programs, SUCAP could get too big; exceed our capacity to deliver quality performance. 4. Facilities: no way to fund maintenance and/or replacement of buildings and vehicles. 5. Increased, imposed requirements for staff without additional funding. 6. Increased costs for operations, especially energy and health care. Ignacio town utility rates will rise in 2013. 7. Staff turnover: expensive in terms of time, recruitment process and training to replace folks. 8. We have little experience in how to raise funds. 9. Board members may choose to end their membership with increased clarity from this process about what is needed from board members. We could lose experience on the board. 10. Unknown liabilities or mandates that may affect program delivery. Natural disasters may have an impact also. 11. Loss of jobs in the Ignacio area, especially in energy and construction. 12. With program expansion to other areas, Ignacio residents may feel that SUCAP is no longer targeting them for programs. 13. Customer or participant problems may cause a negative public image of SUCAP if not correctly handled by board and staff. 14. Competition (agencies that may be better known and better understood) for finite resources from other community agencies for capital and other funding campaigns.
IV. WHAT SHOULD WE DO? THE PLAN
The input from the SPOT analysis was condensed to five work streams; the planning committee then prioritized work streams as follows:
7 Resources 1. Funding Structure 2. Board Development 3. Image/Marketing 4. Facilities and Vehicles 5. Collaboration Across Programs
The Facilities and Vehicles group was combined under Funding Structure, and the Collaboration issues merged with Image and Marketing to finalize three general categories for improvement, which we called “Buckets” since they were the repositories of all the tasks that were identified as needing to get done.
“Bucket” committees met separately to generate goals, tasks and timelines for the five year funding period. The following is a summary of each of the three committee plans.
Funding Structure Goals:
1. Develop capacity of SUCAP as an organization (board and staff members) to carry out effective community fundraising on an annual basis.
2. Complete a successful Head Start Facility Capital Campaign with consulting assistance and trained board and staff members.
2. Create and follow an annual fundraising plan for unrestricted general operating funds to include grants, events and community fundraising campaigns. Set reasonable annual fundraising goals which increase to $100,000 per year by 2017.
3. Establish regular systematic activities, including fundraising events, which allow SUCAP to cultivate donors and increase awareness of programs, activities and results.
Funding Structure Tasks
1. Find out best practices from other nonprofits and CAAs 2. Complete a 24-month grant application plan 3. Hire a consultant to put together a fundraising and training plan 4. Contact funding sources that could support the capacity building period 5. Initiate board and staff training 6. Identify, cultivate and solicit donors 7. Develop Marketing Plan, Events Plan and Sponsorship Plan
Image and Marketing Goals
1. Increase awareness in La Plata County about SUCAP’s current programs and capacity to develop and implement responsive programs.
8 Resources 2. Explore the relationship between SUCAP and the Southern Ute Tribe to put forth a public image that reflects positively on all parties, but defines SUCAP as an independent organization.
3. Help staff identify more with SUCAP as an overall organization and become effective public relations advocates for all of SUCAP’s programs.
4. Use SUCAP resources among different programs; collaborate effectively to meet common goals.
Image and Marketing Tasks
1. Use the SUCAP logo to brand all the programs, update brochures and develop consistent signage 2. Update website and make it more interactive 3. Develop a system of informational press releases that are submitted to local media on a routine basis; include announcements of new hires and other organizational activities 4. Begin building toward SUCAP’s 50th anniversary celebration in 2016 as a public relations tool and to increase awareness. 5. Use NOGA meetings to identify press releases on new programs or new awards. 6. Each Division conducts a self-assessment each year with assistance from other staff and board members; include efforts to market individual programs in assessment. 7. Train board members to become advocates and public relations ambassadors for SUCAP. 8. Create newsletters for each division and share electronically with community members and stakeholders.
Board Development Goals
1. Board members are engaged, informed and active:
2. Each member spends a minimum number of hours per month (determined by the BDC) advocating for or working with SUCAP.
3. 100% of board members are personal donors to SUCAP. As a group, the board annually raises a goal amount for the organization (depending on size of board and other board characteristics)
4. Board members are responsible for their own sustainability (including recruitment and selection of new members)
5. Board members are responsible for designing their annual training plan
6. Board members are informed about the organization and regularly use opportunities to speak about SUCAP programs and activities to other groups.
Board Development Tasks
9 Resources
1. Update Board Orientation Power Point presentation 2. Update Board Self-Assessment for 2013 3. Update Board Member Terms 4. Revise Bylaws to reflect updated board structure and membership 5. Appoint Board Development Committee (BDC) 6. BDC identifies program needs for board member involvement 7. BDC develops job descriptions to use in recruiting new members for election June 2013 8. BDC develop a handbook for all new board members that details annual events, tasks and expectations. Also identify a board member accountability strategy 9. Provide Training in Fundraising, identifying potential donors, making the ask, following up, creating donor-organization relationships 10. Provide Training in SUCAP Programs. Initiate an ongoing strategy to involve board members more closely in program planning and activities. Provide program-based training for board members within each program division 11. Provide Training in advocacy for SUCAP. Identify opportunities for advocacy (staff should communicate needs to BDC). Develop talking points, elevator speech.
V. HOW DO WE DO IT? THE TIMELINE
The SUCAP 2013-2017 Strategic Plan was developed over several months during 2012. As part of that process, several categories of priority goals and tasks were identified and organized into three “buckets”:
Funding bucket Marketing bucket Board development bucket
Tasks and times were developed by participants in these three bucket committees, and are shown starting on the next page.
10 Resources SUCAP Strategic Planning review session notes. Wednesday, October 14, 2015
Meeting Participants:
Eileen, Peter, Teresa, Deborah, CJ, Dan, Dennis, Zach, Kathleen, Karla
Purpose:
• To assess progress with the five year strategic plan (2013-2017) • Assess changes in environmental factors that may influence revising the plan for the remaining two years.
Agenda:
1. Introductions/Agenda 2. Ground rules 3. Reports/Teresa, Peter, Eileen-Accomplishments to date; tasks still to attend to. 4. SWOT analysis 5. Future focus from review and new developments
Ground rules:
1. All contribute 2. No idea a bad idea 3. Listen…ask for clarification if not clear 4. Respect different points of view 5. No interrupting-let people finish 6. Turn off phones or place them on vibrate 7. Get out of here on time
Participants answers to the question-what would you like to see from the day?
1. Teresa: Increase input for future board development. 2. Zach: Interested in the process of planning since I was not part of the original team that developed the plan. 3. Debra: See how far we’ve gotten with implementation of the plan. 4. CJ: Do we still agree with the plan? What’s left to do? 5. Kathleen: Review what’s been accomplished. 6. Eileen: The planning process brought the board and management together and generated lots of enthusiasm. Some of it has been lost; want to find it again. Want to involve new board members. 7. Dan: Leave with a smile. 8. Karla: Not sure? 9. Dennis: Slow down enough to take a look-where are we headed, what has been accomplished.
Committee Reports:
Board Development Committee:
All seemed to be on track with new tasks emerging and being addressed. Presenter: Teresa Campbell
Funding Structure Committee:
• Much of the energy of this group has been focused on a capital campaign for Head start; when the process started three years ago, there was an understanding with the tribe based on a letter from Council that the tribe was willing to donate a piece of land and $1million toward the fund for building a new building. Due to changes in members of the council and general uncertainty, neither of these commitments have been delivered upon; the group seems uncertain whether the tribe intends to follow through on these commitments or not. Progress has been made on the development of a data base of people who have supported SUCAP in the past; a CRM was purchased after the work done with some consultants to organize the capital campaign. These services were postponed when it became obvious that the questions surrounding the tribe’s ongoing commitment needed to be resolved first. • Conversation focused on: • Developing the fund raising capacity for SUCAP. Discussion ensued about the need for consistency in someone focusing on this essential task on a full time basis. Currently Peter has attempted to do this and is often sidetracked by the competing requirements of his other important responsibilities. • Shift focus from a projects-events focus to a broader and ongoing fund raising effort. There was an attempt to separate out the need for someone, likely the Executive Director, while engaging other community members and SUCAP members of the board, to address the uncertainty with the tribe regarding the Head start efforts, but to take this offline and address it as something different from an overall need for general fund raising for all of SUCAP. • There was debate about whether a fund raising effort could be fulfilled by an administrative assistant level person or whether SUCAP needs to figure out some money earmarked for hiring a professional fund raising person instead of using an outside consultant. CJ commented that there might be a way with existing funds to free up enough to fund an internal position. • With the capital campaign on hold the work of this committee stalled; conversation focused on the need to re-task the group with people who are interested in Fund Raising in a more general sense for SUCAP versus the singular focus of a capital campaign for Head start. A desired goal of $100,000 in unrestricted funds had been discussed during the initial planning effort in 2012. There were comments about the importance of using the data base CRM, stating a goal (perhaps $50, 000 in this the 50th year of SUCAP along with the other ideas for acknowledging this important anniversary) and creating a broader focus for raising funds for all of SUCAP as a way to get this committee or some version of it jumpstarted again. • Conversation centered on the need to develop a plan for the next 12 months including a potential job and timeline for addressing the fund raising need. There was considerable conversation about the role of the board in this; do they get actively engaged or direct a person to do this?
Additionally, there was conversation about what a new role might require:
1. Fundraising knowledge. 2. CRM management and use experience. 3. Contact with and management of the database. 4. Work with the board/staff about how to help with fund raising efforts. This person would be the champion, the lead, the one who focuses on this task. 5. Outreach. 6. Strategy to develop and sustain relationships and events. This is an ongoing process, not an event. 7. Facilitate donor care and development.
Finally, in looking at this committee we identified several action items/steps to consider as a way to summarize the conversation:
1. Eileen needs to own the relationship with the tribe regarding head start and their support. 2. The CRM tool needs to be utilized effectively. 3. It is helpful to refocus this group on general fund raising and identify a goal to work toward to provide focus and buy-in; generate excitement and a stretch goal to unify action. 4. The 50th anniversary needs to be a major focus as it provides such an important focus. 5. The need for someone to drive all of this who does not have other commitments that distract from this important need. 6. Peter to continue to work on grants in the meantime and it will be determined in the future if this person is funded who will do what regarding grant writing.
Image and Marketing Committee
Conversation centered around two things; most of the tasks have been accomplished. And there seemed to be agreement that the accountability task may require a new committee to work on this with staff and ED. This includes defining what is meant by accountability, who works on it and how it will be accomplished. Self-assessment and program quality were two topics discussed.
Additional topics:
• Need for board committee? • Policies/procedures • Learning tool for board members to be involved in assessment to increase knowledge of programs. • Does this require a committee or is it a function or management; are they just not carrying out what is already clear in terms of a requirement for self-assessment?
Next Steps:
November 3 David Marvin reports out results from this meeting to full board meeting (time: 5:30-8:00)
Restructure fund raising committee?
Assessments-staff or board responsibility? Image and Marketing refocus energies on the 50th anniversary year celebration.
Keep Change:
Passion! Look at Mechanics
Dialogue Lost in details today
New participants See feasible plans versus dreams.
Process moving forward
BOARD DEVELOPMENT PROGRESS REVIEW
Initiated the BDC project in July 2012
Committee Members: Staff: Teresa Campbell, Eileen Wasserbach, Clayton Richter, Board Members: Raymond Dunton, Kathleen Sitton, Emma Shock, Shirley Reinhardt, Beau Moore
First course of action was to appoint a board member as the Chair of the Committee. The committee began the planning process to identify the direction to go and what projects are needed to carry out the plan. Several meetings were held for the purpose of planning.
• Reviewed Cap law requirements for board make up – decision - reduce the number of representatives in Category I to six but allow for more than 6 groups to pull from • Devised a process to track board member terms • Reviewed the Board election process • Provided Board Governance Training to members • Conducted, reviewed and submitted the survey on the fifteen indicators required under the Head Start Governance, known as the Governance Readiness Tool. • Guidelines for recruiting new board members – What to look for when recruiting • Created ads for member recruitment - • Created a process for board seat applications categories 1 & 2 • Created a spreadsheet to track board member term limits • Created a spreadsheet to track board meeting attendance • Addressed the board donation issue – set time frame to push for 100% participation • Introduced the Board Development Task listing “TASK”, DATE ASSIGNED”, “PERSON RESPONSIBLE” and “COMPLETE” to avoid losing items needing attention. • Revised the board member Oath of Office statement • Introduced a Board Handbook sample to be used as a guide for the project
The “New Board Member” Power Point presentation was revised to flow along with the handbook.
It took many months to create the nearly finished Handbook to the point that it could be distributed to the board members.
The Handbook contains the documents as listed in the attached Table of Contents.
Our next phases will include:
Defining the Executive Director’s annual evaluation process
Board Training plan
Revisions to SUCAP’s Bylaws
Revising the Board Development timeline
VI. BOARD EDUCATION ACRONYMNS
ADA - Americans With Disabilities BOD – Board of Directors CA – Central Administration CACFP - Child and Adult Care Food Program CASTA - Colorado Association of Transit Agencies CCDF - Child Care Development Fund CDL - Commercial Driver's License CDLE - Colorado Dept. of Labor & Employment CDOT - Colorado Department of Transportation CHC – Celebrating Healthy Communities CHF – Colorado Health Foundation COLA – Cost of Living Allowance CMV - Commercial Motor Vehicle CPP - Colorado Preschool Project CRWC - Colorado Rural Workforce Consortium CSBG – Community Services Block Grant CW - Colorado Works DMV - Department of Motor Vehicles EF - Employment First EHS – Early Head Start FASTER – Funding Advancements for Surface Transportation & Economic Recovery Act of 2009 FI – Fatherhood Initiative FMCSA - Federal Motor Carrier's Safety Association FTA - Federal Transit Agency GP – Growing Partners HS – Head Start ICB - Inter City Bus IDC – Indirect Cost
Resources Updated 11/01/16 Page 1
ACRONYMNS
IHS – Indian Health Service IRT – Intensive Residential Treatment KICK – Kids in Creative Kinesthetic LPFPD – Los Pinos Fire Protection District LPC – La Plata County MCI - Motor Coach Industries MSPI – Methamphetamine, Suicide Prevention Initiative MST – Multi Systemic Treatment MVIR - Motor Vehicle Inspection Report NAWIOA – Native American Workforce Innovation & Opportunity Act NIHSDA - National Indian Head Start Directors Association NHSA - National Head Start Association NG – Non Grant NIYLP – National Indian Youth Leadership Project NSIP – Nutrition Services Incentive Program OMB – Office of Management & Budget OBH – Office of Behavioral Health PC - Policy Committee PLUS – Peer Leaders Uniting Students PIR – Program Information Report PMS – Payment Management System PS – Peaceful Spirit PV – Project Venture PY – Program Year RRT – Road Runner Transit SC – Senior Center SUCAP – Southern Ute Community Action Programs SUIT – Southern Ute Indian Tribe T3 – Title III
Resources Updated 11/01/16 Page 2
ACRONYMNS
T6 – Title VI TANF - Temporary Aid to Needy Families TLC – Transitional Living Component TTA – The Training Advantage UG – Uniform Guidance UW – United Way WIAO – Workforce Innovation & Opportunity Act YS – Youth Services
Resources Updated 11/01/16 Page 3
2016 SUCAP Board Self-Assessment Survey
Head Start/Early Head Start at the federal level have required Boards of Directors of federal grantees to assess their capacity to oversee these large grants within the structure of a non-profit organization like SUCAP. The survey below covers all the required Head Start-required elements of a self-assessment. Each item below includes
The standard required by national Head Start/Early Head Start A question asking you to rate your understanding, or to describe the answer in your own words
The standards below come from federal Head Start documents. The questions ask how you rate your knowledge and understanding, or in some cases, ask you to show your knowledge/understanding.
All individual responses are confidential. A summary will be made available to the board after everyone completes the survey.
1. Bylaws:
The standard in Head Start Documents: The governing body adheres to a set of bylaws that members regularly review and update. The bylaws:
• Outline the qualifications of members • Clearly delineate the roles and responsibilities of members • Establish a functional committee structure • Include policies that define expectations for attendance and membership on committees, and • Include an annual calendar of activity.
The question: How would you rate your knowledge of the SUCAP bylaws on a scale of 1-5?
Scale guide: ranging from 1: no knowledge and understanding To 5: thorough and complete knowledge and understanding
1 2 3 4 5
2. Major Policies:
The standard: The governing body has established major policies that include but are not limited to:
• A conflict of interest policy • Personnel policies, and
1
• A formal process for employees and consumers to report complaints without retaliation.
The question: How would you rate your knowledge and understanding of SUCAP’s Policies and Procedures?
Scale guide: ranging from 1: no knowledge and understanding To 5: thorough and complete knowledge and understanding
1 2 3 4 5
3. Measuring Governing Body Performance:
The standard: The governing body has a system for measuring its own performance and evaluating the engagement of individual members, and it uses the results to strengthen the governance system.
The question: How would you rate your understanding of the Board’s system for measuring its own performance?
Scale guide: ranging from 1: no knowledge and understanding To 5: thorough and complete knowledge and understanding
1 2 3 4 5
4. Membership:
The standard: The governing body successfully recruits diverse and qualified members whose experience and expertise align with governing body responsibilities and ensure that the community served is adequately represented.
The question: How does the board recruit members? Explain your understanding of the process. (essay); or
Scale guide: ranging from 1: no knowledge and understanding To 5: thorough and complete knowledge and understanding
1 2 3 4 5
Have you ever discussed being on the SUCAP Board with others in the community during times other than SUCAP board meetings?
Yes No
2
Have you ever encouraged a community member to apply for board membership or to run for one of the elected seats?
Yes No
How did you get recruited? (essay)
5. Orientation and Training:
The standard: The governing body provides orientation to all new members and ongoing training, as needed, so that members fully understand their responsibilities and are knowledgeable about the organization's systems, services, and financial health.
The question: How adequate was the new board member orientation you received when you joined the board?
Scale guide: ranging from 1: not adequate 3: adequate To 5: excellent
1 2 3 4 5
The question: As a SUCAP board member, how adequate is the training you receive?
Scale guide: ranging from 1: not adequate 3: adequate To 5: excellent
1 2 3 4 5
If you responded with less than a 3, what training do you feel board members need? (essay)
3
6. Fiscal Oversight:
The standard: The governing body exercises fiscal oversight by:
• Approving the organization's annual Head Start budget and other major program budgets; • Establishing and adhering to procedures and guidelines for accessing, reviewing, and approving regular budget reports; • Implementing a system of checks and balances to ensure that proper internal controls are in place for expenditures; and • Regularly analyzing budget reports to monitor the organization's financial health, compare actual fiscal performance against the budget, ensure that appropriate financial controls are in place, and initiate corrective action when indicated.
To what extent do you feel that you, as a board member, participate in the fiscal oversight of SUCAP?
Scale guide: ranging from 1: I don’t participate in this To 5: I fully participate in this
1 2 3 4 5
In which ways do you participate? Check the items below for any items that apply to you. There are no right or wrong answers here.
Skim, or look over the financial reports Spend at least 15 minutes before each board meeting closely examining at least one of the financial statements Call the SUCAP Finance Director with a question about a financial report Call a Program Director with a question about a financial report Call the Executive Director with a question about a financial report Ask a question in a Board meeting about a financial report Ask a question in a Board committee meeting about a financial report. Express a concern about a financial report in a Board or Committee meeting. Show a SUCAP financial report to a person with an accounting background and ask a question or ask their opinion. Other
7. External Audit:
The standard: The governing body (the SUCAP Borad) enlists (hires) an independent auditor to conduct an annual external audit and works with the executive director to take corrective actions, as warranted, to strengthen the organization's financial management operations.
Rate your understanding of the purpose of the audit and the board’s role in the audit. (1-5)
4
Scale guide: ranging from 1: no understanding To 5: Full understanding
1 2 3 4 5
8. Managing Federal Funds:
The standard: The governing body has a history of successfully managing federal funds.
The question: Rate your understanding of how SUCAP manages federal funds and how the board participates in this.
Scale guide: ranging from 1: I don’t understand how SUCAP manages federal funds in this To 5: I fully understand this
1 2 3 4 5
9. Strategic Planning:
The standard: The governing body has an ongoing process for examining internal and community data in order to analyze trends and develop a strategic plan that includes an organizational vision, short-term and long-term goals, and operational and fiscal objectives.
The question: How did you participate in strategic planning? (essay response)
10. Organizational Performance:
5
The standard: The governing body oversees organizational performance by monitoring and evaluating metrics of major programs, services, and initiatives.
To what extent do you know about and understand performance levels of SUCAP program divisions:
Scale guide: ranging from 1: no understanding To 5: Full understanding
Answer for each division
Head Start/Early Head Start
1 2 3 4 5
Ignacio Senior Center
1 2 3 4 5
Peaceful Spirit
1 2 3 4 5
Road Runner Transportation
1 2 3 4 5
SUCAP Youth Services
1 2 3 4 5
The Training Advantage
1 2 3 4 5
11. Relationship with Executive Director:
The standard: The governing body hires the Executive Director, works collaboratively with him or her in leading the organization, holds him or her accountable, and regularly evaluates his or her performance.
The question: As a board member, how would you rate your knowledge about the Executive Director’s performance?
Scale guide: ranging from 1: no knowledge To 5: full knowledge
6
1 2 3 4 5
12. Community Partners and Stakeholders:
The standard: Governing body members speak on behalf of the organization with community partners and stakeholders and create connections with resource providers who can benefit the organization and its programs.
How often, in the last 6 months, have you spoken with a community member or organization partner, about SUCAP activities?
1- 0 times 2- 1-2 3- 3-6 4- 7-20 5- More than 20 times
How does the board fill this obligation to the organization and the stakeholders?
13. Communication Strategies:
The standard: The governing body shares accomplishments with the community through its annual report and other communication strategies.
How does the board share the organizations accomplishments? (essay response)
14. Constituent Voice:
7
What to look for when recruiting new Board Members:
Look for qualities that will help the board function better, do its job better.
Some examples may be: Understanding of our community and its needs Passion for our cause Willingness to commit time for board meetings, committee meetings, planning sessions, special events Team Player- works well in a group Someone who listens well, is thoughtful in considering issues
SUCAP is currently looking for some specific talents in category 1: per the Head Start requirements we are trying to seat a licensed attorney as well as a person with a background and experience in finance. These talents should be considered IN ADDITION TO the qualifications all board members should have, as mentioned above.
When a board member is suggesting a prospect for membership, that referring Board Member should first be able to articulate why they think the prospect will fit the organization’s qualification criteria.
Then, when the prospect is approached, the person recruiting him/her or the Central Administration’s Administrative Assistant, should make it clear that the organization will be interviewing more than one prospect for the open board seat, and that they would like them to apply.
How to ask vs how not to ask a prospective member:
a) George, I’m on the SUCAP Board. Will you consider being on our board? vs. b) George, I’m on the SUCAP Board. We are talking to a number of prospects for the board seat we have open, and you’ve been mentioned as a great prospect. Our recruitment process includes a number of steps, including an interview with the Board Development Committee. Would you consider putting in an application?
This approach brings a degree of control back to the board. Nothing is assumed. Prospects compete just as they would for any job. The decision of whether or not they are eventually invited to join the board is entirely up to the full Board.
Resources
There are ways of seeking out these potential board members- ways we don’t generally associate with recruiting for a board: Make it known you are looking! It seems obvious, but gets the word out! SUCAP is recruiting for board members. Isn’t that what you would do if you had a paid position open? In public speeches on behalf of the organization, let the crowd know that you are always on the lookout for good people who want to serve as volunteers or board members. In breakfast clubs, networking groups, etc. when you have the opportunity to make announcements, ask for folks interested in helping the agency by sitting on the board. Advertise in your organization’s newsletter, on your website-wherever you are asking for assistance.
Yes, people are pressed for time. They are overcommitted. They are trying to pare down.
But they also see sitting on a board as something one must be invited to do- something that happens only to those who are in the loop. You would be surprised at the number of organizations who have trouble recruiting good board members because people don’t think it’s a position they can aspire to. And the higher visibility the organization, the more people think you have to be well-connected to sit on their board.
So let the public know it’s just not so. Your board is looking for qualified members. Get out and tell the world.
Resources
Board Member Referral
Southern Ute Community Action Programs, Inc. Post Office Box 800 Ignacio, Colorado 81137 Phone 970 563-4517 Fax 970 563-4504
Name:
Mailing Address:
Phone: Email:
This person would be a good fit for the board because…
Their area of expertise (Lawyer, Finance, etc…)
I will personally deliver the application I prefer SUCAP contact and deliver the application
Referred By:
Resources
SUCAP Board of Directors Category I, II & III Board Member Process
Category I & II Advertise – Newspaper ads, KSUT announcements, post flyers, email blasts, local events, etc
Send out applications to interested parties
Receive applications – send letter stating application received and the process that will be followed
Send application to BDC for review and approval
Contact any applicants not selected to advance – Phone and/or Letter
Eileen and Kathleen conduct interviews – and check references on applicants approved by the BDC
Email results of interview and reference checks to BDC
Ballot List goes to Board as a recommendation
Category I End of Term or filling a vacancy: Application goes to the Board for approval Category II End of Term Applicants name is placed on the ballot Vacancy Application goes to the Board for approval Contact applicants receiving Board approval – Phone and/or Letter Notify applicants not selected – Phone and/or Letter Category III End of Term or filling a vacancy: Letter goes to appointing body requesting a replacement. Resources Southern Ute Community Action Programs, Inc. Post Office Box 800 Ignacio, Colorado 81137 Phone 970 563-4517 Fax 970 563-4504
Board of Directors Candidate Application
Name:
Mailing Address:
Physical Address:
Phone: Email:
Occupation and Employer:
Why are you interested in joining our organization?
How will SUCAP benefit from your participation?
Please list any groups, organizations or businesses for which you could serve as a liaison on behalf of SUCAP.
Have you served on other nonprofit organization boards? If so, please list them and describe your involvement:
What other volunteer commitments do you currently have?
Resources OVER
What skills and knowledge are you willing to bring to our Very Some Little or no board? Please indicate your experience in the following areas. experienced experience experience Fundraising Legal Early Care Education Board Development (recruitment, training, evaluation) Program planning and evaluation (trainings, outreach) Financial management and control (budgeting, accounting) Public policy, legislative advocacy Communication, public and media relations Public speaking Strategic planning Information technology (website, etc.) Writing, publications Special events (planning and implementing) Other:
For the items you checked as “very experienced” or “some experience”, please provide details.
Are you able to make a two year commitment?
Are you able to attend monthly board meetings?
Are you able to actively participate on at least one committee? Whom may we contact as a reference, and how do they know you?
For Board Use Only
Nominee was referred by: Nominee’s application reviewed by the Board Development Committee. Date: Nominee meets with the Executive Director, Board Chair or other board members. Date: Nominee’s referral presented to Board of Directors. Date: Action taken by board
Resources OVER