Little Dixie Community Action Agency, Inc.
Board of Directors Meeting
M A R C H 9 , 2 0 2 1 • 1 0 : 0 0 A M H E A D S T A R T A D M I N I S T R A T I O N O F F I C E 1 0 0 5 S . 5 T H S T R E E T - H U G O , O K L A H O M A
Our Mission:
To improve the lives of low-income individuals and families through service and collaboration leading to self-sufficiency. Board of Directors and/or Executive Committee Meeting Little Dixie Community Action Agency, Inc. Tuesday, March 9, 2021 10:00 a.m. Head Start Administration Office 1005 S. 5th Street Hugo, Oklahoma 74743
This meeting will include videoconferencing or teleconferencing but there will be parties present at the LDCAA Head Start Administration Office, located at 1005 S. 5th St., Hugo, OK 74743.
The following Board Members will appear remotely via Zoom videoconference or teleconference: Brad Burgett Sharon Jernigan Cathie Carothers Vickie Leathers Kevin Cory Sandra Meeks Clinton Crawley Dwight Satterfield Melissa Cress Leah Savage Earl Dalke Wade Scott Brent Franks, Vice-Chairman Les Shumake Selena Franks David Smith Patsy Guess William Smith, Chairman David Hawkins, Secretary/Treasurer Vicky Wade Andrea Henkel Craig Young
Public view/meeting access: https://us02web.zoom.us/j/7337464865 or 1-346-248-7799 Meeting ID: 733 746 4865
AGENDA
A. Call to Order and Invocation
B. Opening of Board Meeting – Roll Call, Declaration of Quorum, and Introduction of Guests
C. Finance/Audit/Loan Committee Report
Consent Docket - The following items of business indicated by brackets (D and E, F, G) may be voted upon by a single vote of the Board without discussion, unless and except for any item which any one of the Board desires to have discussion about at the meeting or withdrawn from the Consent Docket and handled individually in order immediately following the completion of the Consent Docket.
D. Consideration, Discussion, and Vote to Approve February 2021 Regular Meeting Minutes (Organizational Standard 5.5)
E. Consideration, Discussion, and Vote to Approve January 2021 Financial Reports; Distribution of February 2021 Financials for April 2021 Consideration and Vote (O.S. 8.7)
F. Consider Submission of Resolutions/Grant Applications, Vote to Approve – $2,727,008.83 1. McCurtain County Emergency Food and Shelter Program – Phase 38 Funding Application to EFSP/United Way - $500 2. Pushmataha County EFSP – Phase 38 Funding Application to EFSP/United Way - $3,885 3. FY 2020 Improvement Grants Application to the Choctaw Nation of Oklahoma - $5,400 4. FY 2021 Community Services Block Grant Application (First Quarter Allocation) to the Oklahoma Department of Commerce/Community Development - $57,306
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5. FY 2021 Grants to Prevent and Respond to Domestic Violence, Dating Violence, Sexual Assault, and Stalking Against Children and Youth Program Application to the U.S. Department of Justice, Office on Violence Against Women - $500,000 6. FY 2021 Early Head Start-Child Care Partnership Grant Application (Continuation) to the Administration for Children and Families, Office of Head Start - $1,975,372 7. Oklahoma Early Childhood Program Grant Application to CAP Tulsa and Signing of the Provider Agreement (Year 16: 7/1/2021–6/30/2022) - $181,239.68 (Match: $90,812.94) 8. 2021 Oklahoma Asset Development Project Application to the Oklahoma Association of Community Action Agencies - $3,306.15
G. Consider Acceptance of Grants/Contracts/Awards, Vote to Approve – $1,510,679.15 1. Public Transit Revolving Fund Award from the Oklahoma Dept. of Transportation - $130,352 2. FY 2020 Improvement Grant Awards from the Choctaw Nation of Oklahoma - $5,400 3. FY 2021 Round 1 Expendable Grant Award from NeighborWorks® America - $152,500 4. FY 2021 Round 1 Capital Grant Award from NeighborWorks® America - $75,000 5. FY 2021 Healthy Start Initiative: Eliminating Disparities in Perinatal Health Grant Award (Continuation, Year 8) from the Health Resources and Services Administration - $1,144,121 6. 2021 Oklahoma Asset Development Project Contract Award from OKACAA - $3,306.15
H. Consideration, Discussion and Vote to Approve Weatherization Program Policies and Procedures
I. Consideration, Discussion and Vote to Approve LDCAA COVID-19 Vaccination Policy
J. Consideration, Discussion and Vote to Approve Submittal of Head Start Teacher Qualifications Waiver for Melissa Halcomb to the Office of Head Start
K. Update on Board Self-Assessment (O.S. 5.7)
L. Board Training/Programmatic Report: FY 2021 Board Training Plan, Planning Logic Models, ROMA Plan, and Community Action Plan/Partnership List (O.S. 5.7, 5.9)
M. Head Start/Early Head Start/EHS-Child Care Policy Council Report (O.S. 2.1, 5.7 & 5.9)
N. Recognition of March 2021 LDCAA Employee of the Month: Teresa Phelps, Teacher Assistant – Head Start Program
O. Recognition of Service Award, Twenty Years: Nora Testerman, Dispatcher – Transit Program
P. Other Reports/Announcements/Correspondence: HHS Communication and Guidance Report; HS/EHS/EHS-CC Program Summary Report; USDA Meals and Snack Report; HS/EHS/EHS- CC Enrollment/Attendance Report; HS/EHS/EHS-CC Data Analysis Report; OHS Focus Area 1 Monitoring Review; Mentoring Opportunities for Youth Initiative Grant Inclusion (O.S. 5.7, 5.9)
Q. Consideration, Discussion and Vote on New Business (Not known about or which could not have been reasonably foreseen prior to time of posting the Agenda. Okla. Stat. Title 25 § 311)
R. Consideration, Discussion and Vote to Adjourn
Posted: ______Date: ______Time: ______
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LITTLE DIXIE COMMUNITY ACTION AGENCY, INC. 209 NORTH 4TH STREET HUGO, OKLAHOMA 74743
MINUTES BOARD OF DIRECTORS MEETING February 9, 2021 Head Start Administration Office - Hugo, Oklahoma
The Board of Directors of Little Dixie Community Action Agency, Inc. met in a regular meeting session on Tuesday, February 9, 2021 at 10:05 a.m. The meeting was held at LDCAA’s Head Start Administration Office, located at 1005 S. 5th Street in Hugo, Oklahoma. The notice of time, place, a link to the videoconference (to allow public view and access), and an agenda for the meeting were posted 24 hours prior within prominent view at the main office (209 N. 4th St., Hugo, Oklahoma) and the meeting site (1005 S. 5th St., Hugo, Oklahoma) as well as online at https://littledixie.org/board/.
The meeting was called to order by Chairman William Smith.
The Invocation was given by Board Member Clinton Crawley.
Roll Call was taken and a quorum was established (17 Board Members present, 5 absent). The following Board Members were present at the meeting site: Brad Burgett, Cathie Carothers, Kevin Cory, Clinton Crawley, Earl Dalke, Brent Franks, Selena Franks, David Hawkins, Andrea Henkel, Vickie Leathers, Leah Savage, Wade Scott, Les Shumake, David Smith, William Smith, Vicky Wade, and Craig Young. The following members were absent: Melissa Cress, Patsy Guess, Sharon Jernigan, Sandra Meeks, and Dwight Satterfield. LDCAA employees and visitors present at the meeting site were: Kinsey Cox, Rhonda Teague, Macy Self, Amber Duncan, and Rebecca Reynolds. LDCAA employees and/or visitors present, appearing remotely via the Zoom communications platform included: Kathy James, Darla Galyon, Dawn McDaniel, Johnny Moffitt, Jordan Mack, Lindsey Miller, Mattie Ferguson, Sara Moore, Sheila Pierce, Sheree Ensley, W.F. Grammar, Natasha Erickson, and Karen Davidson.
A moment of silence was observed in honor of Board Member Trilla Frazier, who passed from this life on January 10, 2021.
William Smith, Chairman, requested the Board’s consideration, discussion, and vote to accept Les Shumake as appointed representative for the Choctaw County Board of Commissioners, a Public Entity on the LDCAA Board of Directors (entity to expire 12/31/2021). Smith explained that Les Shumake was appointed by the Choctaw County Board of Commissioners to replace Randy Springfield, who resigned his position on January 5, 2021. A motion was made by Kevin Cory and seconded by David Smith to accept Les Shumake as appointed representative for the Choctaw County Board of Commissioners, a Public Entity on the LDCAA Board of Directors. The roll call vote was as follows: Yes 15; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item D).
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William Smith, Chairman, requested a volunteer to serve as Mentor for new Board Member Les Shumake. Board Member Kevin Cory volunteered and was appointed to serve as Board Mentor for Les Shumake (Organizational Standard 5.7).
Sheree Ensley, Fiscal Officer, provided the Board with the Finance/Audit/Loan Committee Report. The Finance/Audit/Loan Committee met on February 9, 2021 at 9:08 a.m. The Committee received a status report on all active loans. The Small Business Administration will be extending loan payment protection for five months due to the latest COVID-19 relief legislation. The Committee voted to recommend full Board approval of the agency’s Financial Reports for December 2020. The LDCAA 403(b) Retirement Plan Audit for Plan Year 2019 (Period: 8/1/2019–7/31/2020) and Form 5500 were presented. The Committee voted to recommend full Board approval of the Plan Audit and Form 5500 filing. The Committee also received an update on properties.
CONSENT DOCKET ITEMS In order to be in compliance with the Open Meeting Act (Title 25, Oklahoma Statutes §§ 301-314), the vote of each member was publicly cast and recorded. The agenda contained Consent Docket items of business and the rules that pertain to voting on the items.
William Smith, Chairman, requested the Board’s consideration, discussion, and vote to approve the January 2021 Regular Meeting Minutes and the December 2020 Financial Reports; the January 2021 Financials were distributed for consideration and vote at the March 2021 Board Meeting (Organizational Standards 5.5 and 8.7). A motion was made by David Smith and seconded by Brent Franks to approve the January 2021 Regular Meeting Minutes and the December 2020 Financial Reports. The roll call vote was as follows: Yes 13; No 0; Abstain 2. The motion carried. The Voting Record is attached (Items G & H).
CONSIDER SUBMISSION OF RESOLUTIONS/GRANT APPLICATIONS 1. Choctaw County Emergency Food and Shelter Program – Phase 38 Funding Application to EFSP/United Way in the amount of $4,992; if awarded, these funds will be used to provide emergency food and shelter (utility, rent, or mortgage) assistance to needy individuals in Choctaw County. 2. FY 2021 YouthBuild Program Grant Application to the U.S. Department of Labor, Employment and Training Administration in the amount of $853,352; if awarded, these funds will be used to continue the YouthBuild Program within Choctaw County, which provides community-based alternative education and occupational skills programming for youth between the ages of 16-24 who are high school dropouts or other disadvantaged populations. 3. 2021 Grant Request to the Potts Family Foundation in the amount of $15,000; if awarded, these funds will be used for operational support of the agency’s Head Start, Early Head Start, EHS-Child Care, and Early Childhood Comprehensive Systems Impact Programs, which promote resilience and help mitigate adverse childhood experiences prevalent among the children served.
After discussion and Board Member input with regards to the applications presented, a motion was made by Brad Burgett and seconded by David Hawkins to approve the submission of
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resolutions and/or grant applications in the amount of $873,344 presented as listed on the Consent Docket. The roll call vote was as follows: Yes 15; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item I).
CONSIDER ACCEPTANCE OF GRANTS/CONTRACTS/AWARDS 1. At-Risk Youth Programs Matching Donation from the Antlers Masonic Lodge #39 Charity Foundation in the amount of $1,000; these funds will be used for operational expenses of the agency’s Passport to the Future Mentoring Program and victim services. 2. Court Appointed Special Advocates Program Donation from the Pushmataha County Historical Society in the amount of $1,000; these funds will be used for operational expenses of the agency’s CASA Program. 3. CASA Program Matching Donation from the Antlers Masonic Lodge #39 Charity Foundation in the amount of $1,000; these funds will be used for operational expenses of the agency’s CASA Program. 4. Retired and Senior Volunteer Program Pandemic Augmentation Award and Match Waiver Approval (Period: 4/1/2020–3/31/2021) from AmeriCorps Seniors in the amount of $5,000; these one-time funds will be used to support Little Dixie RSVP’s efforts to address service challenges faced by the program and its volunteers as a result of the COVID-19 Pandemic. Through this action, notice was also given that statutory match for the 2020-21 budget period has been waived. The total amount awarded for the program year is $66,799. 5. Choctaw County EFSP – Phase 38 Funding Award from EFSP/United Way in the amount of $4,992; these funds will be used to provide emergency food and shelter (utility, rent, or mortgage) assistance to needy individuals in Choctaw County.
A motion was made by Andrea Henkel and seconded by Brad Burgett to approve acceptance of grants, contracts, and awards in the amount of $12,992 as presented and listed on the Consent Docket. The roll call vote was: Yes 15; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item J).
Rebecca Reynolds, Executive Director, requested the Board’s consideration, discussion, and vote to re-appoint Jeannie McMillin as LDCAA Equal Employment Opportunity Officer. Jeannie McMillin has held this appointment since 2012, and has attended trainings and other continuing education to keep her well-versed and able to administer the duties as EEO Officer for LDCAA. A motion was made by David Smith and seconded by Brad Burgett to re-appoint Jeannie McMillin as LDCAA Equal Employment Opportunity Officer. The roll call vote was: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item K).
Rebecca Reynolds, Executive Director, requested the Board’s consideration, discussion, and vote to approve the LDCAA Equal Employment Opportunity Policy Statement. Reynolds then reviewed the EEO Policy Statement with the Board. A motion was made by Les Shumake and seconded by Brent Franks to approve the LDCAA Equal Employment Opportunity Policy Statement. The roll call vote was: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item L).
Rebecca Reynolds, Executive Director, requested the Board’s consideration, discussion, and vote to approve the 2021 LDCAA Affirmative Action Plan. An Affirmative Action Plan is
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required under Executive Order 11246 of the Equal Employment Opportunity Laws, with annual approval of the Plan by the Board of Directors. Last year, there were 116 jobs posted with 1,009 applicants. While the agency has made great progress in increasing the percentage of female and minority candidates hired for employment positions within the agency (average incumbency rates at 93% and 27%, respectively), LDCAA plans to increase recruitment resources to attract a wider, more qualified group of females and minorities, in addition to those applicants who identify as a Veteran or with disabilities. The 75-page Plan, which documents progress and analyses, includes the policies, practices, and procedures that LDCAA implements to ensure that all qualified applicants and employees are receiving an equal opportunity for recruitment, selection, advancement, and every other term and privilege associated with employment. Once approved, the Plan will be posted to the LDCAA website (https://littledixie.org/) to allow for review online by the public as well. In addition to providing an in-depth analysis of the Affirmative Action Plan, Reynolds facilitated discussion with the Board. After discussion, a motion was made by Andrea Henkel and seconded by Wade Scott to approve the 2021 LDCAA Affirmative Action Plan. The roll call vote was as follows: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item M).
Rebecca Reynolds, Executive Director, requested the Board’s consideration, discussion, and vote to approve revisions to the LDCAA Personnel Policy Manual (Organizational Standards 7.1 and 7.2). Reynolds explained that revisions were needed within Job Posting Policy #621 and LDCAA Staff Training and Development Policy #622. The proposed revisions will serve to strengthen these policies, ensure compliance with Federal requirements, and help broaden the pool of potential applicants for employment. Reynolds outlined all the proposed revisions to the policies and fielded questions. Once approved, agency staff will be notified of the Personnel Policy Manual revisions via email announcement. Agency staff will receive a copy of the revised Personnel Policy Manual through the online Employee Portal. Each employee will sign an acknowledgement of receipt of the revised Personnel Policy Manual. A motion was made by Brent Franks and seconded by Brad Burgett to approve revisions to the LDCAA Personnel Policy Manual. The roll call vote was: Yes 15; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item N).
William Smith, Chairman, requested the Board’s consideration, discussion, and vote to elect a Board Member to the Executive and Personnel Committee, pursuant to LDCAA Amended By-Laws, Article X. Craig Young was nominated and Smith opened the floor to receive any other nominations or for discussion. No other nominations were received. A motion was made by William Smith and seconded by Wade Scott to elect Craig Young (McCurtain County) to the Executive and Personnel Committee. The roll call vote was: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item O).
William Smith, Chairman, requested the Board’s consideration, discussion, and vote to elect a Board Member to the Succession Committee, pursuant to LDCAA Amended By-Laws, Article XI, Section 1. Andrea Henkel was nominated and Smith opened the floor to receive any other nominations or for discussion. No other nominations were received. A motion was made by William Smith and seconded by Kevin Cory to elect Andrea Henkel (McCurtain County) to the Succession Committee. The roll call vote was: Yes 15; No 0; Abstain 1. The motion carried. The Voting Record is attached (Item P).
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William Smith, Chairman, appointed Vickie Leathers (Pushmataha County) to serve as Chairperson for the Succession Committee, pursuant to LDCAA Amended By-Laws, Article XI, Section 2.
William Smith, Chairman, requested the Board’s consideration, discussion, and vote to elect a Board Member to the Committee to Research Private and Low-Income Sector Representation for Choctaw County, pursuant to LDCAA Amended By-Laws, Article XI, Section 1. Leah Savage was nominated and Smith opened the floor to receive any other nominations or for discussion. No other nominations were received. A motion was made by Kevin Cory and seconded by Earl Dalke to elect Leah Savage (Choctaw County) to the Committee to Research Private and Low-Income Sector Representation for Choctaw County. The roll call vote was: Yes 15; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item R).
William Smith, Chairman, requested the Board’s consideration, discussion, and vote to elect a Board Member to the Risk Assessment and Management Committee, pursuant to LDCAA Amended By-Laws, Article XI, Section 1. David Hawkins was nominated and Smith opened the floor to receive any other nominations or for discussion. No other nominations were received. A motion was made by Craig Young and seconded by Andrea Henkel to elect David Hawkins (McCurtain County) to the Risk Assessment and Management Committee. The roll call vote was: Yes 15; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item S).
Sheree Ensley, Fiscal Officer, requested the Board’s consideration, discussion, and vote to approve the LDCAA 403(b) Retirement Plan Audit (Plan Year 2019) and submission of Form 5500 for the period of August 1, 2019–July 31, 2020. Ensley presented the Retirement Plan Audit and explained that there were no issues. These documents were mailed or emailed (depending on preference) to the entire Board to allow for adequate review prior to the February 2021 Board Meeting. A motion was made by Andrea Henkel and seconded by Wade Scott to approve the LDCAA 403(b) Retirement Plan Audit and submission of Form 5500 for the period of August 1, 2019–July 31, 2020. The roll call vote was as follows: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item T).
Sheila Pierce, Housing Director, requested the Board’s consideration, discussion, and vote to approve a Waiver/Exemption of Conflict of Interest for Community Services Block Grant- Coronavirus Aid, Relief, and Economic Security Act Funds/Assistance for Mary Vannoy (a staff member of Little Dixie Community Action Agency), that a full and proper posting of the disclosure has been made to the public, that no objections have been received from the public, a legal opinion determining there is no violation of Oklahoma or local law, any conflict or potential conflict should be waived, and the expenditure of CSBG-CARES Funds/Assistance is fair to LDCAA. The agency has received $308,480 from the Oklahoma Department of Commerce to aid in addressing family, community and agency-level needs in response to the COVID-19 Pandemic. Of those monies, $60,000 was set aside for the provision of emergency assistance services, to help meet food, rental/mortgage, prescription, transportation, and utility assistance needs. In accordance with LDCAA’s CSBG-CARES Emergency Assistance Policy, Procedure, and Guidelines as well as Oklahoma Department of Commerce requirements, the agency must conduct a public disclosure process and legal review for any/potential conflict of interest if a staff member applies for CSBG- CARES Funds/Assistance. In the case of Mary Vannoy’s application for emergency mortgage
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assistance, public disclosure has been made with no objections received, and an Affidavit has been signed by Ms. Vannoy attesting that she was not involved in the application and process, activities or decisions regarding the assistance to be provided. Further, the opinion of LDCAA’s Attorney, Amber Duncan, is that the exception sought in this matter would not violate Oklahoma or local law. A motion was made by Brad Burgett and seconded by Leah Savage to approve a Waiver/Exemption of Conflict of Interest for CSBG-CARES Funds/Assistance for Mary Vannoy (a staff member of Little Dixie Community Action Agency), that a full and proper posting of the disclosure has been made to the public, that no objections have been received from the public, a legal opinion determining there is no violation of Oklahoma or local law, any conflict or potential conflict should be waived, and the expenditure of CSBG-CARES Funds/Assistance is fair to LDCAA. The roll call vote was as follows: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item U).
Sara Moore, ERSEA Specialist, requested the Board’s consideration, discussion, and vote to approve 2021-2022 Eligibility, Recruitment, Selection, Enrollment, and Attendance Integrated Services Policies and Procedures with Point System. Following the ERSEA Training provided at the Board Meeting in January 2021, copies of the Integrated Services Policies and Procedures with the Point System were distributed to Board Members, who were asked to review and then submit any needed changes. The changes proposed by staff concerned the Point System and the addition of COVID-19 Related Impact on Family (e.g. job loss, drawing unemployment, long-term illness). With no further changes proposed by the Board, a motion was made by Brent Franks and seconded by Wade Scott to approve the 2021-2022 Eligibility, Recruitment, Selection, Enrollment, and Attendance Integrated Services Policies and Procedures with Point System. The roll call vote was as follows: Yes 14; No 0; Abstain 2. The motion carried. The Voting Record is attached (Item V).
Sheila Pierce, Housing Director, requested the Board’s consideration, discussion, and vote to approve the FY 2021 Operating Plan and Annual Operating Budget Documents (by Lines of Business) for submission to NeighborWorks® America. Pierce reviewed the Operating Plan and Annual Operating Budget Documents in detail with the Board. A motion was made by Wade Scott and seconded by Craig Young to approve the FY 2021 Operating Plan and Annual Operating Budget Documents (by Lines of Business) for submission to NeighborWorks® America. The roll call vote was as follows: Yes 16; No 0; Abstain 0. The motion carried. The Voting Record is attached (Item W).
Rebecca Reynolds, Executive Director, facilitated a review and discussion of LDCAA’s Mission Statement with the Board, in accordance with Organizational Standard 4.1. After review and discussion of the Mission Statement, the Board was in agreement that the mission addresses poverty, and that LDCAA’s programs/services are in alignment with the mission. Reynolds added that once the agency’s rebranding process is completed, it may be necessary to review the Mission Statement again.
Rebecca Reynolds, Executive Director, provided an update on the Board Self-Assessment (Organizational Standard 5.7). The agency is required to conduct the Board Member Self- Assessment every two years. Board Members essentially “rate” themselves in a series of questions related to the Board and its functioning. Once the tool is ready, the Self-Assessment will be
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distributed to the Board (via email or mail) for completion. The findings of the Self-Assessment will be reported to the Board; based on the responses, the Board Training Committee will develop a plan to raise capacity in areas identified as needs by Board Members.
Sheila Pierce, Housing Director, provided a Board Training/Programmatic Report over Quarterly Housing Production as reported to NeighborWorks® America (Organizational Standards 5.7 and 5.9). Pierce provided a review and facilitated discussion with the Board regarding the Quarterly Housing Production for the period October 1, 2020 through December 30, 2020. With a total reported investment of $2,570,739.55, the production reports provided insight into activities such as numbers of homeowners created, preserved homeownership, and rental homes constructed, acquired and preserved, as well as numbers of individuals having received housing counseling.
Rebecca Reynolds, Executive Director, provided the Board with a report on the Weatherization Program and monitoring results.
W.F. Grammar, Risk Manager, provided the Board with the Risk Assessment/Management Report. Grammar reported on activities over the last quarter in the areas of Workers’ Compensation, safety, and risk management.
Jordan Mack, HS/EHS/EHS-CC Assistant Director, provided the Board with the Head Start/Early Head Start/EHS-Child Care Policy Council Report for the January 19, 2021 meeting (Organizational Standards 2.1, 5.7, and 5.9).
Rebecca Reynolds, Executive Director, recognized Natasha Erickson (Case Manager, YouthBuild Program) as the February 2021 Employee of the Month.
Rebecca Reynolds, Executive Director, recognized the following Service Award recipients: Five Years – Jodie Allen (Victim Services Coordinator/Advocate, Safe Place Healing Hearts Program) and Johonna House (Assistant Nutrition Specialist, Head Start/EHS/EHS-CC Programs). Other Reports/Announcements/Correspondence were presented as follows: HHS Communication and Guidance Report; HS/EHS/EHS-CC Program Summary Report; USDA Meals and Snack Report; HS/EHS/EHS-CC Enrollment/Attendance Report; HS/EHS/EHS-CC Data Analysis Report; CSBG CARES Monitoring Report; and Teen Dating Violence Awareness and Prevention Month Infographic (Organizational Standards 5.7 and 5.9). There being no other business to come before the Board, a motion was made by Brad Burgett and seconded by Andrea Henkel to adjourn the regular meeting. The roll call vote was as follows: Yes 16; No 0; Abstain 0. The motion carried. Voting record is attached (Item HH).
The Regular Meeting adjourned at 11:54 a.m.
______David Hawkins, Secretary/Treasurer
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Item D Page 8 of 11 Item D Page 9 of 11 Item D Page 10 of 11 Item D Page 11 of 11 Item E Page 1 of 19 Item E Page 2 of 19 Item E Page 3 of 19 Item E Page 4 of 19 Item E Page 5 of 19 Item E Page 6 of 19 Item E Page 7 of 19 Item E Page 8 of 19 Item E Page 9 of 19 Item E Page 10 of 19 Item E Page 11 of 19 Item E Page 12 of 19 Item E Page 13 of 19 Item E Page 14 of 19 Item E Page 15 of 19 Item E Page 16 of 19 Item E Page 17 of 19 Item E Page 18 of 19 Item E Page 19 of 19 Item F1 Sheila Pierce
EFSP Phase 38 LRO Certification Documents are Ready 1 message [email protected]
Dear Sheila Pierce
- Have submitted a Final Report for all previous Phases through Phase 34 in which your agency has received an EFSP award; - Cleared all outstanding Compliance Exceptions from all previous phases; - Be in good standing with the EFSP National Board; - Confirm all contact and organizational information is up to date; and - Complete all applicable Certification Forms, which are now available on the EFSP website.
To access the required Certification Forms, please log into the EFSP website. First, ensure the contact, organizational, and banking information is correct and up to date, under Manage Personal Information on the left-hand navigation menu. After you have updated your contact information, select LRO Plan from the left-hand navigation menu. Please ensure the menus are set to the current Phase and the correct Award Type. From the LRO Plan, you will be able to generate the required certifications, which will be sent via email to the email address on file to be electronically signed with DocuSign.
Thank you, Craig Young
DocuSign Envelope ID: C982EEC8-C8A1-49D5-91B9-F4AAEB41FA0B Item F1 Page 2 of 2 EMERGENCY FOOD AND SHELTER NATIONAL BOARD PROGRAM
PHASE 38 LOCAL RECIPIENT ORGANIZATION CERTIFICATION
By signing this Local Recipient Organization (LRO) Certification Form, our agency certifies we have read and understand the Emergency Food and Shelter Program (EFSP) Phase 35 Responsibilities and Requirements Manual and Phases 36, 37 & CARES, and 38 Addendums, including the Grant Agreement Articles, Financial Terms and Conditions, and Other Terms and Conditions as well as the Eligible and Ineligible Costs and Documentation sections and agree to comply with all program requirements. Our agency understands that all parties will be held accountable for complying with the provisions of the grant as well as full compliance with applicable requirements of all other Federal laws, Executive Orders, regulations, and policies governing this program including those not specifically stated in the Manual. All appropriate staff and volunteers have been informed of EFSP requirements. The Local Board has been provided and we have retained a copy of this form for our records.
I certify that my public or private agency: Has the capability to provide emergency food and/or shelter services. Will use funds to supplement/extend existing resources and not to substitute or reimburse ongoing programs and services. Is nonprofit or an agency of government. Will not use EFSP funds as a cost-match for other Federal funds or programs. Has an accounting system, and will pay all vendors by an approved method of payment. Understands that cash payments (including petty cash) are not eligible under EFSP. Conducts an independent annual review if receiving $50,000-$99,999/an independent annual audit if receiving $100,000 or more in EFSP funds, and follows OMB’s Uniformed Guidance if receiving $750,000 or more in Federal funding. Has not received an adverse or no opinion audit. Is not debarred or suspended from receiving Federal funds. Has provided a Federal Employer Identification Number (FEIN) to EFSP. Has provided a Data Universal Number System (DUNS) number issued by Dun & Bradstreet (D&B) and required associated information to EFSP. Practices non-discrimination (agencies with a religious affiliation, will not refuse service to an applicant based on religion, nor engage in religious proselytizing or religious counseling in any program receiving Federal funds). Will not charge a fee to clients for EFSP funded services. Has a voluntary board if private, not-for-profit. Will provide all required reports to the Local Board in a timely manner; (i.e., Second Payment/Interim Request and Final Reports). Will expend monies only on eligible costs and keep complete documentation (copies of canceled LRO checks -- front and back, other proof of payment, invoices, receipts, etc.) on all expenditures for a minimum of three years after end-of-program date, and for compliance issues until resolved. Will spend all funds and close-out the program by my jurisdiction's selected end-of-program date and return any unused funds ($5.00 or more) to the National Board. Will provide complete, accurate documentation of expenses to the Local Board, if requested, following my jurisdiction's selected end- of-program date. Has no known EFSP compliance exceptions in this or any other jurisdiction. Will not use EFSP funding for any lobbying activities and if receiving $100,000 or more, will provide the “Certification Regarding Lobbying” and, if applicable, will complete Standard Form LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. Will not and will ensure its employees, volunteers or other individuals associated with the program will not engage in any trafficking of persons during the period this award is in effect. Will not and will ensure its employees, volunteers or other individuals associated with the program will not use EFSP funds to support access to classified national security information.
PLEASE ENSURE THIS INFORMATION IS ACCURATE BEFORE SIGNING.
LRO ID #: @lroid700200002 FEIN #: @fein73-0772321 DUNS#: @duns095453171 LRO Legal Name: @lronameLittle Dixie Community Action Agency Address: @address312 NW Texas Idabel OKLAHOMA 74745 Phone #: @phone580-286-9348 Fax #: @fax580-286-3559 Email: @[email protected] LRO Contact: @printnameSheila Pierce
Signature: @signature Date: @date2/8/2021 Item F2 Page 1 of 2
From: [email protected] To: [email protected] Subject: Supplemental Appropriations For Humanitarian Assistance Funding - Round 3 Application Period Preliminary Notice Date: Friday, February 19, 2021 3:17:27 AM Attachments: Untitled attachment 00010.dat
Sheree Ensley,
This notice is to advise that the National Board for the Emergency Food and Shelter Program (EFSP) is now making available all remaining Supplemental Appropriations for Humanitarian Assistance (SAHA) funds for a Round 3 application period; approximately $4.1 million remains for distribution. Since relatively so few dollars remain, eligible expenses will be considered and prioritized for reimbursement according to sheltering, feeding, transportation, basic heath and first aid, and then other supportive services. The allowable time period for eligible expenditures will be provided in the Round 3 Guidance that will be made available in the coming weeks.
The National Board is sending this preliminary notice to advise of the funding opportunity and so that interested nonprofit and government agencies may begin to anticipate what expenditures they would like to submit in their applications for reimbursement. Any nonprofit or government agency can apply for the funds; current or former EFSP participation is not a requisite for participation. Only agencies that can document expenditures made to migrants released from DHS custody at the southern border are considered to receive funds for eligible services provided. Previous participation in the first and second application rounds do not preclude an organization from applying in the third round for eligible services provided.
Please note that this funding is separate from other funding administered by the EFSP, including for Fiscal Year 2019 (Phase 37), Fiscal Year 2020 (Phase 38), and Phase CARES.
ACTIONS REQUIRED:
Agencies - Interested agencies should prepare for the application process by gathering and organizing the necessary documentation for eligible service expenditures. Local Boards - Local Boards should broadly share information with agencies (nonprofit and governmental) in the community via their networks and coalitions, including social media, as appropriate, regarding potential funding. This notification should aim to reach all agencies whether they have participated in the EFSP in the past. SSA Committees - Each SSA Committee is asked to contact the Governor's office of their state to advise of the funding opportunity.
Time is of the essence in the distribution of these funds; therefore, SSAs, Local Boards and agencies should be prepared for an accelerated application process.
The National Board recognizes that organizations have been facing an increase in the number of migrants seeking safe asylum and that they are once again stepping up to provide this essential assistance. Please expect to see additional details in the coming weeks as the National Board develops the program guidance for this Round 3 application period. The full message with more information is attached.
For all questions regarding this preliminary notice, please contact the EFSP staff at [email protected] or 703.706.9660. Item F2 Page 2 of 2
Your State Set-Aside Plan contains the following details: Phase 38 LB Number 7048-00 Award Type SSA Award Amount $3,885 Maximum Admin Allowance (is a part of the award, not $78 additional funding) Due Date 03/26/2021
Thank You,
Emergency Food and Shelter Program 701 North Fairfax Street Alexandria, VA 22314-2064 Tel: 703-706-9660 Fax: 703-706-9677 Item F3
I Page 1 of 3
11 Choctaw Nation o Okla homa Ga Batton, Chief 7 J ack in Jr, Asst. Chief c Child Care Assista ce Program P.O. Box 121"0. Dura nl, OK.747O2-L2\O 58G924t280 or 1-8W522-617 0 Fax: 58G92G4959
Choctaws... G rowing with 'ide, Hope ond Success
Dear Licensed P rovid er:
Please use the section below to ensure all requir doc u m entS a te n c uded e n IetLrn n your application for your FY2020 lmprovement a nts Ap p cat on o o k fo a rd to rb ce n your application and to be working with you ove h e n ext fe m ont h s to t ou r fa d ty 5om e new, exciting equipment for your daycare. lf you eed a n yt h n at a p e a SC do n t hdsitate to contact me directly by email or phone at the in m at o n p rovr de d b e o
Applications must be receive by Friday March l-2, 021,.
Since re ly,
Angie Hodge CCA Assistant Director (580)924-8280 ext. 2393 [email protected]
tr Application: Please make sure all sectio are filled out entirely to ensure a q u ck and thorough process il tr Cease Operation Agreement, Signed & tarized (Page 5 of Application)
tr Most recent DHS Licensing Visit Sheet
tr Cu rrent License/Perm it l Item F3 Page 2 of 3
CHOCTAW NATI ICHILD CARE ASSISTAN ( E FY 2O2O IMPRO VTENT GRANT GUIDELINI S
PROI'I D T' RS,.I R E E I, IG I B I, I.: Fo R Rt\l tt l Lt H.| t., t(o\IR..t(1 \ t. ,L t\ D 1RE PRO\ tDt.\'(; ('1Rr. fOR ( ('.1 (r I.DRI'-\ I1' TTIE 1'I-IIL OF,IPPLI(',1 \ t.oR I vPR() E.v t.-\'T GR..t,\'t
Please read the following gaidelines prior to leting 1,ou7 spplicolion in ord,er be informed of certain requirements. You may wi to make an extra copy of the appli ation, prior to completing in case you make an error. Appli tions are being mailed to all licens providers on or before January 4. 2021. All providers tha eet the guidelines u'ill qualifu for rmprovement grant. _1 liculions musl he rec'ei dh ' ,l'Iarch 12 202 t.
Grants will be evaluated based on our standard ting guidelines to determine eligib ty and award amounts.
STEPS TO APPLY FOR GRANT: 1. Complete application form and attac documents requested. 2. You will be notified if you qualify a grant and how much grant award ou ra'ill receive. 3 Applicants will receive order forms 4 Purchases will only be made from order form(s) ond all purchases wi. Assislonce Progrom.
Th e Jbllowing copies of docunrenls,l it he suhmilted wilh t,our 'ull0tt:
Currcnt license or penrit liom DI IS Most recent monitoring visit report I rm vour I)llS I-icensing Representa l\ c
REOUIREMENTS: l) Improvemenl grants are intended to improve health, safety or quality ofthe child care ofthe facility. Explain in Justifica n area
2) Applicant must have been .S/a/e licensed by HS for a period ofat least six (6) m nths at the time of applying (this includes permit period
3) Must be contracting with Choctaw Nation C ld Care Assistance subsidy program fbr a period ofat least six (6) months.
4) Facilitv must be located in Choctaw Nation l % county jurisdiction.
5) Applicant must be Owner/and or Director of cility
1 Item F3 Page 3 of 3
6) Equipment obtained through grant fund annot be disposed of, either by res e or gift.
thltde with grantfunds may be done Av o Choctow 7) Random inspections of improvements f Nalion representative.
8) This is a competitive grant and there is n guarantee that an application will bF approved or funded. Applications will be considered n a first-come. first-served basis. anld considered "received" when the documents requeste are received in our office. The Ch '*,Nation reserves the right to approve only part of award request based on informat supplied by the applicant, availability offunds, and grant raling system of the Child Assistance Improvement Grants Program.
9) The fbllowing items *'ill have priority d ng the review of applications a) Licensing /monitoring visit eets for compliance b) Number of years & children ontracted with Choctaw Nation c) Training/educationlevel d) Star status e) Offers extended care hours ( fore 7:00 am or after 6:00 pm)-2 hour care must be indicated on OKDH monitoring report
10) Grant Application Rating System: a) Total points available - I 0 points b) Minimum points required : points c) Priority items from applicati determine points and amount of gr ttobe received.
1l) If a facility changes ownership during the ap p cat on proc e S s ne rh r the rant application, nor the grant award may be ferred o he ne owner and helS h 0uldnce d to reapply for a new grant.
12) Any contractor/vendors employed by the p n shou d meet requ rem n S foi lab ty insurance. wqrrker's c-oppen5lti1q !n:ltanS ,l f0 l! n foI t ,. representatives and employees.
13) Recipients must provide current and accur informa on o grantoI and are re SpoNS b to
notilv Choctaw Nation of anv chanses duri t11e grant proc s S
14) Choctaw Nation reserves the right to recov grant items purchased in the event df closure of home or center within one year of grant awa
Grant contact information: Angie Hodge- CC Assistant Director
ahod e?choctau r tiou. c on1 580-924-8280 ext.: 393
2 Item F4
900 N. Stiles Avenue Oklahoma City, OK 73104, USA 405-815-6552 | Toll Free 800-879-6552 OKCOMMERCE.GOV January 7, 2021
Rebecca Reynolds, Executive Director Little Dixie Community Action Agency 209 North 4th Hugo, OK 74743
Dear Ms. Reynolds:
The first quarter allocation for the FY’21 Community Services Block Grant (CSBG) has been received by the Oklahoma Department of Commerce/Community Development (ODOC/CD). These funds are awarded by the U.S. Department of Health and Human Services/ Office of Community Services for the purpose of revitalizing communities and the creation of opportunities for economic prosperity among low-income individuals and families.
Your agency’s allocation is $57,306
Please proceed to OKGrants https://grants.ok.gov to apply for the CSBG funds. This will begin the process for the preparation and execution of an ODOC contract, which will have a start date of January 1, 2021.
Forms to be completed in OKGrants are: 1) Applicant Information 2) Budget Detail (use the allocation Amount shown above) 3) Budget Summary 4) Upload (upload the electronic version of other documents as required in the CSBG RFA, which is found in the funding opportunity on OKGrants.gov) 5) Audit
A completed Pre-award Risk Assessment Questionnaire sent by email in December 2020 must uploaded to your application prior to a contract being awarded.
These funds may be used for expenses incurred on or after January 1, 2021 and are available to be drawn when you have received a 2021 CSBG contract signed and executed by ODOC.
If you have questions please contact your CSBG Program Liaison or Shellie Schlegel at [email protected].
Sincerely,
Marshall Vogts, Director Community Development
Oklahoma Department of Commerce Item F5 3/5/2021 Search Grants | GRANTS.GOV Page 1 of 2 HELP | REGISTER (/WEB/GRANTS/REGISTER.HTML) | LOGIN (/CUSTOM/SPOEXIT.JSP? P=/APPLY/LOGIN.FACES&USERTYPE=APPLICANT&CLEANSESSION=1)
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GRANTS.GOV (/Web/Grants) Search Grants VIEW GRANT OPPORTUNITY O-OVW-2021-38007 « Back | Link OVW Fiscal Year 2021 Grants to Prevent and Respond to Domestic Violence, Dating Violence, Sexual Assault, and Stalking Against Apply Subscribe Children and Youth Program Solicitation Department of Justice Office on Violence Against Women
SYNOPSIS VERSION HISTORY RELATED DOCUMENTS PACKAGE
? Print Synopsis Details
General Information
Document Type: Grants Notice Version: Synopsis 1 Funding Opportunity Number: O-OVW-2021-38007 Posted Date: Jan 15, 2021 Funding Opportunity Title: OVW Fiscal Year 2021 Grants Last Updated Date: Jan 15, 2021 to Prevent and Respond to Domestic Violence, Dating Original Closing Date for Applications: Mar 09, 2021 Violence, Sexual Assault, and Current Closing Date for Applications: Mar 09, 2021 Stalking Against Children and Youth Program Solicitation Archive Date: Opportunity Category: Discretionary Estimated Total Program Funding: $4,800,000 Opportunity Category Explanation: Award Ceiling: $500,000 Funding Instrument Type: Grant Award Floor: $0 Category of Funding Activity: Law, Justice and Legal Services Category Explanation: Expected Number of Awards: 11 CFDA Number(s): 16.888 -- Consolidated And Technical Assistance Grant Program to Address Children and Youth Experiencing Domestic and Sexual Violence and Engage Men and Boys as Allies Cost Sharing or Matching Requirement: No
Eligibility
Eligible Applicants: Native American tribal governments (Federally recognized) City or township governments Nonprofits having a 501(c)(3) status with the IRS, other than institutions of higher education Nonprofits that do not have a 501(c)(3) status with the IRS, other than institutions of higher education Others (see text field entitled "Additional Information on Eligibility" for clarification) Native American tribal organizations (other than Federally recognized tribal governments) County governments Additional Information on Eligibility: Eligible applicants are limited to: nonprofit, nongovernmental entities; tribal organizations; Indian tribal governments; and units of local government or agencies of units of local government in the United States or U.S. territories. For more information see the Eligibility Information section of this solicitation https://www.grants.gov/web/grants/search-grants.html?keywords=ovw children and youth 1/2 Item F5 3/5/2021 Search Grants | GRANTS.GOV Page 2 of 2 more information, see the Eligibility Information section of this solicitation.
Additional Information
Agency Name: Office on Violence Against Women
Description: The CY Program solicitation is one of two solicitations issued under the Consolidated Youth and Engaging Men (CYEM) Program (CFDA# 16.888), which is authorized by annual federal appropriations acts. The other program solicitation is the Grants to Engage Men and Boys as Allies in the Prevention of Violence Against Women and Girls Program (EM). Applicants interested in developing projects to engage men and boys as allies should submit a proposal under the OVW Fiscal Year (FY) 2021 EM solicitation.
The CY Program supports comprehensive, community-based efforts to develop or expand prevention, intervention, treatment, and response strategies to address the needs of children and youth impacted by domestic violence, dating violence, sexual assault, and stalking.
For additional information about this program and related performance measures, including how awards contribute to the achievement of program goals and objectives, see:
OVW grant program information: OVW Grants and Programs webpage. Program performance measures under the Measuring Effectiveness Initiative: VAWA Measuring Effectiveness Initiative webpage. Examples of successful projects in OVW's most recent report to Congress on the effectiveness of VAWA grant programs: 2018 Biennial Report.
Link to Additional Information: Full Announcement
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https://www.grants.gov/web/grants/search-grants.html?keywords=ovw children and youth 2/2 Item F6
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
March 04, 2021
Grant No. 06HP000312
Dear Head Start Grantee:
A grant application must be completed for the upcoming budget period. The application for the Head Start grant is due May 1, 2021.
The following table reflects the annual funding and enrollment levels for Fiscal Year 2021. Funding Type Early Head Start Program Operations $1,932,509 Training and Technical Assistance $42,863 Total Funding $1,975,372
Program Early Head Start Federal Funded Enrollment 132
Period of Funding: 08/01/2021 - 07/31/2022
Application Submission Requirements
The application must be prepared and submitted in accordance with the Head Start Grant Application Instructions with Guidance, Version 3 (Application Instructions) for a continuation application. It must be submitted on behalf of the Authorizing Official registered in the HSES.
The Application Instructions are available on the home page of HSES. Please review the instructions carefully prior to preparing the application. Submission guidance can be found in the "Instructions" section of the HSES.
Incomplete applications will not be processed.
Please ensure the application contains all of the required information. For additional questions or guidance regarding the application instructions, please contact Kobena Arthur, Head Start Program Specialist, at 214-767- 8840 or [email protected] or William Ritchie, Grants Management Specialist, at 816-426-2253 or [email protected].
For technical assistance in submitting the application in HSES, contact the Help Desk at [email protected] or 1- 866-771-4737.
Funding is contingent upon the availability of federal funds and satisfactory performance under the terms and conditions of the current award, including the submission of all required financial and real property reports. Enrollment and funding levels are subject to change prior to or during the period of funding for failure to comply with the terms and conditions of the award, including the full enrollment initiative. Item F7
From: Score, Sarah
Good afternoon,
We are pleased to announce it is time to reapply for the Oklahoma Early Childhood Program. The PDF fillable form has been attached with areas for you to fill in the blanks or click in the appropriate box(es). The form may still be printed and filled out manually if you prefer. Attached is the application packet, which includes the following items: the application, application information excel spreadsheet, the Service Plan (if applicable) and the calendar template. Applications for the State of Oklahoma Early Childhood Program, including the listed documentation are due to OECP by March 19th. Please note:
The Service Plan document applies to the providers who are not Early Head Start/Head Start. Application information spreadsheet template has been provided in an excel spreadsheet with multiple tabs for you to fill in as requested by the application. Be sure to update each tab with the information required. The application fillable areas have character limitations. If you need more space, please provide an additional document with the information and be sure to add your company name at the top of the additional document.
Checklist of items to return with the application: 1. Application Information (excel document) 2. Calendar Template 3. Service Plan (if applicable) 4. NAEYC Certificate (copy) 5. Head Start Audit (letter of good standing) (Head Start/Early Head Start Only) 6. Liability Insurance (copy) 7. Salary Increase Letter (if applicable) 8. Latest annual Independent Financial Audit report
Please note that the budget template and budget narrative will be sent in a separate email in the coming weeks. You will be given a deadline for return at that time.
If you have any questions or concerns, please feel free to reach out to myself or Kristina Ellis. I am very proud of the work we are doing across the state. Thank you on behalf of the children and families we serve.
Thanks,
Sarah Score OECP Team Lead CAP Tulsa 5330 E 31st Street Tulsa, OK 74135 O: (918) 382-3214 C: (316) 323-2130 [email protected] www.captulsa.org www.okecp.org Item F8 Item G1 Page 1 of 3 Item G1 Page 2 of 3 Item G1 Page 3 of 3 I Item G2 Page 1 of 3
Choctaw Natio of Oklahoma Gary Battoo. Chief
Child Care Assi ance Program Jack Austin..Ir.. Asst ( hicl' P.O.Box12l0oDu r.OK.'71702-1210 580-924-8280 r l-800-522-6170 Fax: 58 20-4959 ca.org Cho ctaws... qrowLwg wLtI Ld.e, *ope awd swccess
FY2 20
GRANT AWARI) OTI FICATION
Date: \
PROVIDER D. (3
We are pl to notify you that your FY20 Impro Grant application has been approved in the amount ofl cO
Attached you ll find order forms you may use to list the ms you wish to order from Kaplan, Constructive Playthings (U Toy Co.) and Lakeshore. Please compl thc order form(s) and retum them (it) to the Choctaw Nation Child C Assistance office. You mar send them
![4!! Choctaw ation Child Care Assistance
Attn: An ie Hodge I P,o. B t2t0 Durant. 1170)
Fax: 580-920 59 or email: ahodqelichocta$ nat ion.cor
Your order wil placed as soon as possible after rve rece c it and you should receive your requested items within a fe* weeks.
Note: When are ur orders it will be hel it ou order a liltle over what the award amount is and mark them as rur first choice to be deleted should we not I able to those items
Please feel lree contact me with any questions aboul your order
Yakoke. {Lov \u,9. Angie Hodge, ild Care Assistance- Assistant Director Phone: (800)52 -6170 Ext2393 or (580)924-8280 Ext 239 ah e rr'ch 'nat ton.com Item G2 Page 2 of 3
Choctaw Natio of Oklahoma Gar-r Batton. L hicf
Child Care Assi ance Program .Ieck Austin,.lr.. i\ssl. (hief P.O. Box 1210 o Du t" OK c 74702-1210 5 80-92,1-8280 r 1-800-522-6 I 70 Fax: 580 20-4959 ca.org
Cho ctaw s... erowLwg wLth rLde, *ope awd Sv"ccess
FY2 0
GRANT AWARD OTIFICATION
Date I
PRoVIDER
We are ple to notily you that your FY20 Improveme Grant application has been approved in the amount ofl 6t S IgD l!2
Atlached vou I find order forms you may use to list the ms you wish to order from Kaplan, Constructiy€ Playthings (U Toy Co.) and Lakeshore. Please comple the order form(s) and retum them (it) to the Choctaw Nation Child C Assistance office. You may send them
!!4!! Chocta* ation Child Care Assistance Attn e Hodge P.O. Box l2t0 Durant, 74702
Fax: 580-920-.1 i() rr , rrni :
Your order will e placed as soon as possible after we rece e it and you should receive your requested items within a f'ew weeks.
N o I litrl over w ward am n mark them as r fiIst choice to be del should vie n able to e
Please feel free contact me with any questions about you order
Yakoke, il \lu7e
Angie Hodge, ild Care Assistance- Assistant Director Phone: (800)52 61'70 Ext2393 or (580)924-8280 Ext 239 ahod c ch nation.conr Item G2 Page 3 of 3
Choctaw Nati n of Oklahoma (;ar! llatton. ( hicl
Child Care Assl tance Program Jack.tu\tin.,lr.. \\l ( hicl P.O. Box l2l0 o DLI nt, OK o 74702- I 2l 0 5 80-924-828 or l -800-522-61 70 Fax: 58() 920-1959 cca.org
choctaw s... qr owLwg wLt erLde, ltoTe awd success
FY 20
CRANT AWARI) OTI FICATION
Date: \
PROVIDL,R T el
We are ple to notiry you that your FY20 Improveme{r Grant application has been approved in the amount of: ({,() $
Anached vou ll find order forms you ma) use io list thc i ms you uish to order from Kaplan, Constructive Playthings (U Toy Co.) and Lakeshore. Please compl the order form(s) and retum them (it) 10 the Chocta$ Nation Child C Assistance office. You may send them
Mail: Choctaw ation Child Care Assistance Attn: A e Hodge P.O. Box 210 Durant. 71',702
Fax: 580-920-4 9 or email: ahod ch c tr n.con
Your order will e placed as soon as possible after we receiv it and you should receive your requested items within a few weeks.
our orders it will be he 1u1 ou order a little over what the award amount is nrark them as r first choice to be deleted should \,!e not able to et those items
Please fee I free t contact me with any questions about your rder
Yakoke, ^Y \t'q^ Angie Hodge. ld Care Assistance- Assistant Director Phone: (800)522 170 Ext 2393 or (580)924-8280 Ext 2393 ahod chocta ation.com
ii Items G3 & G4 Page 1 of 7
February 19, 2021
Rebecca Reynolds Executive Director Little Dixie Community Action Agency 209 North 4th Hugo, OK 74743
RE: FY2021 ROUND 1 NONBINDING GRANT AWARD LETTER
Dear Rebecca,
Little Dixie Community Action Agency has been recommended to receive the grant funds listed below from Neighborhood Reinvestment Corporation, dba NeighborWorks America. These grants are made with federal funds appropriated through Public Law 116 – 260, the Consolidated Appropriations Act, 2021.
Unrestricted $ 227,500.00 Restricted Until First Use $ 0.00 TOTAL $ 227,500.00
The Unrestricted funds include the following awards: FY2021 Round 1 Expendable $ 152,500.00 FY2021 Round 1 Capital (for organizations rated Exemplary) $ 75,000.00
The Restricted Until First Use funds include the following award: FY2021 Round 1 Capital $ 0.00 (For organizations rated Strong, Good, Satisfactory, Serious, or Vulnerable)
Please see definitions at the end of this letter.
The FY2021 Round 1 Expendable awards are provided to support your organization’s mission, while Round 1 Capital funds provide support for real estate development and lending activities.
Due to an increase in the final FY2021 appropriation from Congress, NeighborWorks America increased the award levels for both Expendable and Capital awards in comparison to the initial formula published last fall. Specifically, the base amount for Expendable awards was increased by $7,500 to $85,000 for all network members. Additionally, the Round 1 Capital bin award amounts were increased to the same levels as awarded in FY2020.
Details of all the grant formula elements and the impact of each element on your total award can be found in the attached ‘Little Dixie Community Action Agency -NEC grant details’ file.
Recognizing the challenges created by the current pandemic, NeighborWorks America elected to mitigate a portion
Items G3 & G4 Page 2 of 7
of all capital award decreases resulting from the formula as published. To do so, decreases in capital awards from FY2020 amounts were capped at 50%, i.e., a decrease of $100,000 as calculated per the framework published in the NEC instructions was capped at $50,000. Please note, the plan for next year is to return to the fully formulaic calculation of awards, without adding offsets to mitigate declines in awards.
More detailed information about the initial FY2021 Round I Expendable and Capital grant formulas can be found in the Round 1 Expendable and Capital Grant instructions on the Member Site.
Please note that this is a non-binding announcement of these grant award recommendations which will become binding subject to the following contingencies, at which point funds will be disbursed:
• NeighborWorks America’s receipt of funds from the U.S. Department of Treasury.
• Organization meets NeighborWorks America’s compliance requirements for receiving grants, including but not limited to maintaining organizational health standards, timely submission of audit package, reporting, and compliance with the network charter agreement.
• Organization must maintain the requisite organizational health standards. Organizations with a Vulnerable health rating and/or Provisional Charter status are ineligible to receive grants unless NeighborWorks America determines that sufficient progress has been made against the items noted in the organization's health assessment and allows an exception.
• NeighborWorks America must issue an Investment and Grant Funds Letter in its Grants Portal setting forth the terms and conditions of this award. Acceptance of the grant funds by Organization pursuant to the Investment and Grant Funds Letter constitutes a binding obligation for both parties.
The specific terms, allowable purposes and grant award amounts will be conveyed in the Investment and Grant Funds Letter which will be uploaded into Grants Portal upon disbursement. Therefore, it is understood that these grant funds will not be recognized on the organization’s financial statements until the above stipulated conditions have been fulfilled.
Your organization’s Relationship Manager is available to answer any questions you might have about these or other resources available through NeighborWorks America.
Thank you for applying to this grant round, for your continued contributions to the NeighborWorks Network, and for the great work being done by Little Dixie Community Action Agency.
Sincerely,
John Santner, Regional Vice President cc: William Smith, Board President Kathryn Watts, Senior Vice President Field Operations Division Brian Levinson, Relationship Manager
Items G3 & G4 Page 3 of 7
DEFINITIONS “Unrestricted Grant Funds” are unrestricted in nature and used to further the NeighborWorks Organization mission, including non-capitalizable expenses. Under FASB ASU 2016-14, these funds are considered net assets without donor restriction.
“Restricted Until First Use” refers to grant funds that are restricted until used in accordance with an eligible purpose outlined at Section III. These funds are not to be used for non-capitalizable purposes such as paying the day-to-day expenses of the NeighborWorks Organization. Under FASB ASU 2016-14, these funds are considered net assets with donor restrictions, subject to expenditure for a specified purpose (capitalizable real estate or lending activities).
Exemplary rated organizations receive capital funding as Unrestricted. For organizations rated Strong, Good, Satisfactory, Serious, or Vulnerable, capital funding is received as Restricted Until First Use.
Source: Investment and Grant Agreement, 2017
Items G3 & G4 Page 4 of 7 Little Dixie Community Action Agency
FY2021 NeighborWorks Expendable and Capital grant amounts will be determined using the formulae outlined in the grant instructions. The elements of the formulae and the specific amounts to be used are detailed below. Expendable Base Amount $ 85,000 OHTS Rating & Amount Exemplary $ 50,000 Production Percentile Rankings & Amounts Units 36 $ - Investment 36 $ - Comprehensive Communuity Development 0 $ 17,500
Expendable Total $ 152,500
Capital
Formula-generated Amount $ 75,000
Capital Total $ 75,000
NeighborWorks America Confidential 2/18/2021 Items G3 & G4 Little Dixie Community Action Agency Page 5 of 7 The reported production data and award amounts detailed below represent what will be used in determining the organization's expendable grant amount, consistent with the formula detailed in the posted instructions. Reported Units data used in Expendable Grant formula
2018 2019 2020 TOTAL Homeowners Created 115 78 50 243 Preserved Homeownership 19 23 7 49 Rental Homes Construct/Acquire/Preserve 0 0 0 0 TOTAL 134 101 57 292 # of reporting quarters 4 4 4 12
quarterly average of network reported units percentile 24 36
All NeighborWorks Organizations ranges of quarterly average of award reported units percentile range amount top production factor => 163 95+ $25,000 upper production factor 113 to 162 90-94 $20,000 high middle production factor 79 to 112 80-89 $15,000 low middle production factor 56 to 78 70-79 $10,000 lower production factor 46 to 55 60-69 $7,000 low production factor 36 to 45 50-59 $5,000 below median <36 < 50 $0
FY 2021 Round I Expendable and Capital Grant Application Summary Production –Production awards will be made to those organizations in the top 50 percentile of reported average quarterly production, in units and/or investment, over a rolling 3 full federal fiscal year period (FY2018 to FY2020). The production awards are set amounts that ranged from $25,000 to $5,000 according to percentile tiers of reported production in units and investment. Shown above are the production tiers and associated award amounts for total reported units.
NeighborWorks America Confidential 2/18/2021 Items G3 & G4 Little Dixie Community Action Agency Page 6 of 7 The reported production data and award amounts detailed below represent what will be used in determining the organization's expendable grant amount, consistent with the formula detailed in the posted instructions. Reported Investment data used in Expendable Grant formula
2018 2019 2020 TOTAL Homeowners Created $ 13,166,654 $ 9,513,111 $ 6,071,533 $ 28,751,298 Preserved Homeownership $ 167,124 $ 1,078,595 $ 200,912 $ 1,446,631 Rental Homes Construct/Acquire/Preserve $ - $ - $ - $ - Owner- Occupied Repairs $ - $ 4,578 $ 12,593 $ 17,171 For- Sale Homes Developed $ 9,820,476 $ 450,000 $ - $ 10,270,476 Commercial Development $ - $ - $ - $ - Commercial Lending $ 28,000 $ - $ 197,872 $ 225,872 Land Banking $ - $ - $ - $ - Special Projects $ - $ - $ - $ - TOTAL $ 23,182,254 $ 11,046,284 $ 6,482,910 $ 40,711,448
# of reporting quarters 4 4 4 12
quarterly average of network reported investment percentile $3,392,621 36
All NeighborWorks Organizations quarterly average of reported award units range percentile range amount top production factor > $33,777,796 95+ $25,000 upper production factor $21,830,382 to $33,777,795 90-94 $20,000 high middle production factor $13,854,952 to $21,830,381 80-89 $15,000 low middle production factor $9,909,143 to $13,854,951 70-79 $10,000 lower production factor $7,712,222 to $9,909,142 60-69 $7,000 low production factor $5,561,891 to $7,712,221 50-59 $5,000 below median < $5,561,890 < 50 $0
FY 2021 Round I Expendable and Capital Grant Application Summary Production – Production awards will be made to those organizations in the top 50 percentile of reported average quarterly production, in units and/or investment, over a rolling 3 full federal fiscal year period (FY2018 to FY2020). The production awards are set amounts that ranged from $25,000 to $5,000 according to percentile tiers of reported production in units and investment. Shown above are the production tiers and associated award amounts for total reported investment.
NeighborWorks America Confidential 2/18/2021 Items G3 & G4 Little Dixie Community Action Agency Page 7 of 7 The reported production data and award amounts detailed below represent what will be used in determining the organization's capital grant amount, consistent with the formula detailed in the posted instructions. Leveraged Investment data used in Capital Grant formula
2017 2018 2019 2020 TOTAL Homeownership Lending $ - $ - $ 121,177 $ - $ 121,177 Commercial Lending $ 107,673 $ 28,000 $ - $ 197,872 $ 333,545 Rental Homes Development $ 230,678 $ - $ - $ - $ 230,678 For- Sale Homes Developed $ 2,893,402 $ 3,767,786 $ 450,000 $ - $ 7,111,188 Owner- Occupied Repairs $ - $ - $ 4,578 $ 12,593 $ 17,171 Commercial Development $ - $ - $ - $ - $ - Land Banking $ - $ - $ - $ - $ - TOTAL $ 3,231,753 $ 3,795,786 $ 575,755 $ 210,465 $ 7,813,759
# of reporting quarters 4 4 4 4 16
average annual reported leveraged investment rounded $2,000,000
Capital Grant Formula Amount minimum annual average projected leveraged investment award $500,000 $50,000 $1,000,000 $75,000 $5,000,000 $125,000 $12,000,000 $190,000 $25,000,000 $290,000 $50,000,000 $375,000
FY 2021 Round I Expendable and Capital Grant Application Summary Capital Award Structure – Capital grants will be determined by first using a single metric to calculate the capital grant formula award. The metric is the total average annual leveraged investment reported over 4 rolling federal fiscal years (FY2017 to FY2020) for real estate and lending activities. For real estate, the metric considers total development costs directly related to cost of real estate units produced (homeownership and rental). For lending, the metric is the total reported investment for activity in which the organization provided lending/ financing (commercial or residential) that flows through the organization’s balance sheet.
4 CONFIDENTIAL 2/18/2021 Item G5 Page 1 of 2
Notice of Award Department of Health and Human Services FAIN# H4927826 Health Resources and Services Administration Federal Award Date: 02/22/2021
Recipient Information Federal Award Information 1. Recipient Name 11. Award Number LITTLE DIXIE COMMUNITY ACTION AGENCY, INC. 5 H49MC27826‐08‐00 209 N 4th St Hugo, OK 74743‐3809 12. Unique Federal Award Identification Number (FAIN) H4927826 2. Congressional District of Recipient 02 13. Statutory Authority 3. Payment System Identifier (ID) Public Health Service Act, Section 751 1730772321A1 Public Health Service Act: Title III, Part D, Section 330H ; 42 U.SC. 254c‐8 Public Health Service Act, Title III, Part D, § 330H (42 U.S.C. 254c‐8), as amended by the 4. Employer Identification Number (EIN) Healthy Start Reauthorization Act of 2007 (P.L. 110‐339) 730772321 14. Federal Award Project Title 5. Data Universal Numbering System (DUNS) Healthy Start Initiative‐Eliminating Racial/Ethnic Disparities 095453171 15. Assistance Listing Number 6. Recipient's Unique Entity Identifier 93.926 7. Project Director or Principal Investigator 16. Assistance Listing Program Title Pam Waugh Healthy Start Initiative Program Director [email protected] 17. Award Action Type (580)326‐6441 Noncompeting Continuation
8. Authorized Official 18. Is the Award R&D? No Federal Agency Information 9. Awarding Agency Contact Information Summary Federal Award Financial Information Tonya Randall Grants Management Specialist 19. Budget Period Start Date 04/01/2021 ‐ End Date 03/31/2022 Health Resources and Services Administration 20. Total Amount of Federal Funds Obligated by this Action $1,144,121.00 [email protected] 20a. Direct Cost Amount (301) 594‐4259 20b. Indirect Cost Amount 10. Program Official Contact Information Brandon Wood 21. Authorized Carryover $0.00 Health Resources and Services Administration 22. Offset $0.00 [email protected] (301) 594‐4426 23. Total Amount of Federal Funds Obligated this budget period $1,144,121.00 24. Total Approved Cost Sharing or Matching, where applicable $0.00 25. Total Federal and Non‐Federal Approved this Budget Period $1,144,121.00
26. Project Period Start Date 04/01/2019 ‐ End Date 03/31/2024
27. Total Amount of the Federal Award including Approved $3,441,542.00 Cost Sharing or Matching this Project Period
28. Authorized Treatment of Program Income Addition 29. Grants Management Officer – Signature LaShawna Smith on 02/22/2021
30. Remarks THIS GRANT IS UNDER EXPANDED AUTHORITY.
Page 1 A printer version document only. The document may contain some accessibility challenges for the screen reader users. To access same information, a fully 508 compliant accessible HTML version is available on the HRSA Electronic Handbooks. If you need more information, please contact HRSA contact center at 877-464-4772, 8 am to 8 pm ET, weekdays. NOTICE OF AWARD (Continuation Sheet) Date Issued: 2/22/2021 12:14:54 PM Award Number: 5 H49MC27826-08-00Item G5 Page 2 of 2
Notice of Award Award Number: 5 H49MC27826‐08‐00 Federal Award Date: 02/22/2021 Health Resources and Services Administration
31. APPROVED BUDGET: (Excludes Direct Assistance) 33. RECOMMENDED FUTURE SUPPORT: [X] Grant Funds Only (Subject to the availability of funds and satisfactory progress of project)
[ ] Total project costs including grant funds and all other financial participation YEAR TOTAL COSTS
a. Salaries and Wages: $539,392.00 09 $1,144,121.00
b. Fringe Benefits: $183,986.00 10 $1,144,121.00
c. Total Personnel Costs: $723,378.00 34. APPROVED DIRECT ASSISTANCE BUDGET: (In lieu of cash)
d. Consultant Costs: $0.00 a. Amount of Direct Assistance $0.00 e. Equipment: $0.00 b. Less Unawarded Balance of Current Year's Funds $0.00 f. Supplies: $13,600.00 c. Less Cumulative Prior Award(s) This Budget Period $0.00 g. Travel: $52,089.00 d. AMOUNT OF DIRECT ASSISTANCE THIS ACTION $0.00
h. Construction/Alteration and Renovation: $0.00 35. FORMER GRANT NUMBER i. Other: $165,553.00 36. OBJECT CLASS j. Consortium/Contractual Costs: $65,440.00 41.51
k. Trainee Related Expenses: $0.00 37. BHCMIS#
l. Trainee Stipends: $0.00
m. Trainee Tuition and Fees: $0.00
n. Trainee Travel: $0.00
o. TOTAL DIRECT COSTS: $1,020,060.00
p. INDIRECT COSTS (Rate: % of S&W/TADC): $124,061.00
q. TOTAL APPROVED BUDGET: $1,144,121.00
i. Less Non‐Federal Share: $0.00
ii. Federal Share: $1,144,121.00
32. AWARD COMPUTATION FOR FINANCIAL ASSISTANCE:
a. Authorized Financial Assistance This Period $1,144,121.00
b. Less Unobligated Balance from Prior Budget Periods
i. Additional Authority $0.00
ii. Offset $0.00
c. Unawarded Balance of Current Year's Funds $0.00
d. Less Cumulative Prior Award(s) This Budget Period $0.00
e. AMOUNT OF FINANCIAL ASSISTANCE THIS ACTION $1,144,121.00
38. THIS AWARD IS BASED ON AN APPLICATION SUBMITTED TO, AND AS APPROVED BY HRSA, IS ON THE ABOVE TITLED PROJECT AND IS SUBJECT TO THE TERMS AND CONDITIONS INCORPORATED EITHER DIRECTLY OR BY REFERENCE IN THE FOLLOWING: a. The grant program legislation cited above. b. The grant program regulation cited above. c. This award notice including terms and conditions, if any, noted below under REMARKS. d. 45 CFR Part 75 as applicable. In the event there are conflicting or otherwise inconsistent policies applicable to the grant, the above order of precedence shall prevail. Acceptance of the grant terms and conditions is acknowledged by the grantee when funds are drawn or otherwise obtained from the grant payment system. 39. ACCOUNTING CLASSIFICATION CODES
SUB PROGRAM SUB ACCOUNT FY‐CAN CFDA DOCUMENT NO. AMT. FIN. ASST. AMT. DIR. ASST. CODE CODE
21 3898020 93.926 19H49MC27826 $1,144,121.00 $0.00 19‐HIS‐ERED
Page 2 Item G6 Page 1 of 3 Item G6 Page 2 of 3 Item G6 Page 3 of 3 Item H Page 1 of 30 Item H Page 2 of 30
Little Dixie Community Action Agency, Inc. Weatherization Program Polices & Procedures Item H Page 3 of 30
Little Dixie Weatherization Intake Internal Controls Manual
INTRODUCTION Little Dixie Community Action Agency, Inc.’s Weatherization Internal Controls Manual contains policies and requirements as set forth by the Oklahoma Department of Commerce. These policies and procedures identify the required steps LDCAA Weatherization Staff will utilize to ensure program compliance and adherence to Oklahoma Department of Commerce programmatic requirements including but not limited to potential conflict of interests.
The purpose of the Weatherization Assistance Program (WAP) is to provide energy conservation measures to the low-income population. In order to meet this need, Little Dixie’s Weatherization program is based on a home assessment to determine improvements which can be made to make the home more energy efficient.
APPLICATION MONITORING LDCAA Housing Director will provide written consent to all LDCAA Weatherization Staff after client eligibility has been determined before moving forward with weatherization services. LDCAA Housing Director will provide LDCAA Executive Director with all client file documentation prior to pursuing an exemption to a potential conflict of interest.
Additionally, LDCAA Housing Director will conduct bi-annual reviews of all weatherization files to ensure all required forms are completed and all internal processes have been followed. During this review, LDCAA Housing Director will ensure all current forms are utilized.
APPLICATION PROCESSING: Little Dixie’s Weatherization Program will utilize all forms required by the Oklahoma Department of Commerce. 1. LDCAA Weatherization Intake Staff [Attachment 1] will utilize the Weatherization Client Application [Form 22] to determine eligibility of the applicant. The application must collect and include the supporting documentation identifying the required demographics and income information for the entire family living in residence. The demographics must include the same information as what is included on the WX DOE and DHS quarterly reports (age, disabled, blind, race, children, high residential energy user, household with high energy burden)
2. LDCAA Weatherization Intake Staff will review the Weatherization Client Application Form [Form 22] to review for any potential conflict of interest. LDCAA Weatherization Intake Staff will utilize Board Roster [Attachment 2] and Staff List [Attachment 3] to determine if anyone listed on the application is a potential conflict of interest.
Item H Page 4 of 30
a. No persons who have exercised any functions or responsibilities with respect to activities assisted with ODOC funds may obtain a financial interest in or benefit from an ODOC activity or have an interest in any contract, subcontract or agreement, either for themselves or for those they have family or business ties, during their tenure or for one year thereafter.
b. If a conflict of interest is NOT identified, LDCAA Weatherization Intake Staff will continue with the subsequent procedures.
c. If a conflict of interest IS IDENTIFIED, LDCAA Weatherization Intake Staff will follow the steps identified in [Attachment 4].
3. If the applicant has no evidence of income, or no-income, Little Dixie staff will collect a Notarized Self-Certification Form from the applicant [Form 34].
4. If the applicant is eligible, Little Dixie WX Staff will prepare a Weatherization Needs Assessment/Priority System [Form 23].
5. In the event a client is denied or a deferral of weatherization services is need, Little Dixie WX Staff will utilize [Form 24] to document all denials and [Form 33] to document all deferrals.
6. Little Dixie WX Staff will then send the client application all documents within the client’s file to the Housing Director for internal review. During this process, the Housing Director will review the file and check for compliance.
7. If the Housing Director finds the file to be IN COMPLIANCE with ODOC programmatic requirements, the file will be provided to the applicable Weatherization Staff to begin weatherization services.
a. If the Housing Director finds the file to NOT BE IN COMPLIANCE with ODOC programmatic requirements, LDCAA WILL NOT provide weatherization services and will begin the process of notifying the client of this determination.
Clients served must have an application [Form 22] and income certification that has been updated within the past 12 months.
FORMS
Form 22 Weatherization Application Form 23 Weatherization Needs Assessment Priority Form 24 Denial Letter Item H Page 5 of 30
Form 33 Deferral Form Form 34 Certification of Zero Income
ATTACHMENTS
Attachment 1 LDCAA WX Intake Staff
Attachment 2 LDCAA Board Roster
Attachment 3 LDCAA Current Staff List
Attachment 4 Application Processing Steps Once Potential Conflict of Interest is Established
Attachment 5 Weatherization Income Guidelines 2021
Item H Page 6 of 30
ATTACHMENT 1 - LDCAA WEATHERIZATION STAFF
Intake Staff VACANT Choctaw County Autumn Battiest McCurtain County Paula Dillishaw Pushmataha County VACANT Bryan/Carter/Coal/Love/Pontotoc Counties INCA Staff Atoka/Johnston/Marshall/Murray
Item H Page 7 of 30
ATTACHMENT 2 - LDCAA BOARD ROSTER - INCLUSIVE OF CURRENT SEATED MEMBERS AND PAST MEMBERS UP TO ONE YEAR Board Member Name: Start Date: End Date:
Akard, Stacy 8/13/2019 8/4/2020
Brandon, Jimmy 12/12/2017 10/13/2020
Burgett, Brad 12/9/2019 12/31/2022
Carothers, Cathie 1/12/2021 12/31/2023
Cory, Kevin 12/2/2019 12/31/2022
Crawley, Clinton 11/30/2018 12/31/2021
Cress, Melissa 11/1/2020 12/31/2023
Dalke, Earl 1/14/2020 12/31/2022
Diaz, Misty 11/19/2019 2/11/2020
Franks, Brent 12/10/2019 12/31/2022
Franks, Selena 1/12/2021 12/31/2023
Frazier, Trilla 11/15/2018 1/10/2021
Freeny, Jim 2/12/2019 8/29/2020
Frey, Walter 2/11/2020 8/24/2020
Guess, Patsy 7/21/2020 12/31/2022
Hawkins, David 8/11/2020 12/31/2021
Henkel, Andrea 12/11/2018 12/31/2021
Jernigan, Sharon 1/9/2019 12/31/2022
Leathers, Vickie 1/12/2021 12/31/2023
Meeks, Sandra 1/12/2021 12/31/2023
Satterfield, Dwight 11/14/2018 12/31/2021
Savage, Leah 12/11/2018 12/31/2021
Scott, Wade 12/11/2018 12/31/2021
Smith, David 12/10/2019 12/31/2022 Item H Page 8 of 30
Smith, William 12/16/2020 12/31/2023
Springfield, Randy 12/11/2018 12/31/2021
Wade, Vicky 11/5/2020 12/31/2023
Wright, Marcia 1/4/2019 8/25/2020
Young, Craig 1/4/2020 12/31/2022
Little Dixie Community Action Agency Item H Current Staff List Page 9 of 30 ATTACHMENT 3 - CURRENT STAFF LIST
First Name: Last Name: Job Title: HERMAN ADAMS TRANSIT DRIVER JENNIFER ADAMS HEAD START TEACHER T-4 JODIE ALLEN SAFE PLACE HEALING HEARTS PROGRAM COORDINATOR DEANNA AMMONS HEAD START TEACHER T-2 CHERTORIE ARNOLD HS/EHS SUBSTITUTE DIANNA ATWOOD VICTIM SERVICES COORDINATOR ASHLEY BAILEY PARK ASSISTANT SUPERVISOR BRITTANY BAILEY HS/EHS/EHS CC ASSISTANT PROF DEV/ERSEA SPECIALIST HALLIE BAKER ELC CAREGIVER 2 ROSA BAKER HS/EHS/EHS-CC COOK ANDRENNA BALDWIN TRANSIT DRIVER LAUREN BARGER HS/EHS PROGRAM CLERK JULIE BARKER TRANSIT DRIVER KELSEY BARRICK HEALTHY START CARE COORDINATOR PAUL BARTLETT T&MA CONTRACTOR SELF-HELP SPECIALIST PT WILLIAM BATES HOUSIING WX CREW LEADER/REHAB CARPENTER AUTUMN BATTIEST HOUSING COUNSELOR/ OUTREACH COORDINATOR ELFUNZO BEARD TRANSIT DRIVER DINA BELL ADMINISTRATION ACCOUNTING BOOKKEEPER HAMEY BICE HS/EHS SUBSTITUTE WHITNEY BILLS EHS CAREGIVER BRANDEN BILLY CASA DATA ENTRY/PR SPECIALIST SHAINA BILLY EHS CAREGIVER FRANJESSICA BLAGG ELC CAREGIVER 2 MEGAN BLOODWORTH EHS CAREGIVER JANITRA BOSTIC DRUG FREE COMMUNITY PROGRAM DIRECTOR MICHAEL BOUNDS T&MA CONTRACTOR SELF-HELP SPECIALIST ALEXIS BRACKETT HS TEACHER ASSISTANT JENNIFER BRAKE HEAD START TEACHER T-2 MICHELLE BREWER ELC CAREGIVER 2 AMANDA BROWN HEALTHY START CARE COORDINATOR GABRIELLE BROWN EHS CAREGIVER KAYLA BROWN ELC CAREGIVER 2 ANITA BRUCE TRANSIT DRIVER JACEY BUCHANAN HEAD START TEACHER ASSISTANT TA- 2 RITA BURKE HS/EHS/EHSCC DISABILITIES/MENTAL HEALTH SPECIALIST MISTY BURLESON ELC CAREGIVER 1 KAREN BURTON HOUSING COUNSELOR/ OUTREACH COORDINATOR CAROL BUSTER ADMINISTRATION ACCOUNTING BOOKKEEPER JAMES CALDWELL HOUSING WX RETROFIT INSTALLER/REHAB CARPENTER JENNIFER CANNON HEALTHY START CARE COORDINATOR NATHANIEL CARROLL ADMINISTRATION LABORER ROBERT CARROLL ADMINISTRATION CONSTRUCTION SUPERINTENDENT ELLEN CASH EHS CC FAMILY ADVOCATE BERNADETTE CATHER HS/EHS SUBSTITUTE SHERRISSA CHEEK RSVP COUNTY COORDINATOR Little Dixie Community Action Agency Item H Current Staff List Page 10 of 30
RYLIE CLARK ELC CAREGIVER AIDE TASHA CLARK ELC LEAD CAREGIVER LANETTE COLE ELC SUBSTITUTE BEVERLY COLEMAN SELF-HELP HOUSING GROUP WORKER KENESHA COLEMAN TRANSIT CLERK BRANDON CONNER PARK ASSISTANT LISA COREY ELC LEAD CAREGIVER MACY COURTWRIGHT HEAD START TEACHER ASSISTANT TA-1 KINSEY COX ADMIN PLANNING PUBLIC RELATIONS GRANT SPECIALIST AMY CRAVEN ELC ASSISTANT CENTER DIRECTOR/LEAD TEACHER TORI CRAWFORD HS/EHS FAMILY AND COMMUNITY ENGAGEMENT SPECIALIST TARYN CREASMAN EHS CC PROCUREMENT CLERK JUDZAYA DAVIS HEAD START TEACHER T-2 STACY DENNIS YOUTH BUILD CONSTRUCTION/SAFETY INSTRUCTOR CARLA DEUPREE HEAD START TEACHER ASSISTANT TA- 2 PAULA DILLISHAW HOUSING COORDINATOR MICHELLE DORER SELF-HELP HOUSING PROGRAM SECRETARY JOHNNY DRIGGERS HOUSING WX CARPENTER MARY ECHOLS HS/EHS/EHS-CC COOK LISA ENGLER HS/EHS/EHS-CC COOK SHEREE ENSLEY ADMINISTRATION ACCOUNTING FISCAL OFFICER DAYNA ERICKSON YOUTH BUILD CASE WORKER SARAH FAUDERE HEALTHY START CARE COORDINATOR MATTIE FERGUSON EHS CC ASSISTANT DIRECTOR TAMMIE FEWELL HEAD START TEACHER T-2 TONYA FINLEY SAFE PLACE HEALING HEARTS PROGRAM COORDINATOR WILLIAM FINLEY TRANSIT DRIVER CALLIE FLOWERS EHS CAREGIVER GRADY FORD SELF-HELP HOUSING CONSTRUCTION SUPERVISOR DIONNE FRANKUM TRI-COUNTY OPIOID RESPONSE PROJECT DIRECTOR KELSI FRY HEAD START TEACHER ASSISTANT TA-1 ASHLEY GADDY ECCS PROGRAM DIRECTOR KATHY GALVANO HEAD START TEACHER ASSISTANT TA-1 DARLA GALYON HS/EHS/EHS CC DIRECTOR RUBY GANN HOUSING COORDINATOR OWYNE GARDNER T&MA CONTRACTOR SELF-HELP SPECIALIST PT JUTTA GEE HS FAMILY ADVOCATE CIARA GIBSON ELC CAREGIVER 2 JENNIFER GOODMAN HEALTHY START CARE COORDINATOR TIFFANY GOODWIN ELC SUBSTITUTE CASSIE GRACE HEAD START TEACHER T-4 DEBRA GREEN HEAD START TEACHER ASSISTANT TA-3 JOYCE GREEN CACFP MONITOR MELISA GREENLEE HS/EHS/EHS-CC COOK RANDALL GRIFFITH T&MA CONTRACTOR SELF-HELP SPECIALIST PT MELISSA HALCOMB HEAD START TEACHER ASSISTANT TA- 2 JULIE HALLOWS TRANSIT DRIVER Little Dixie Community Action Agency Item H Current Staff List Page 11 of 30
CYNTHIA HAMILTON HEAD START TEACHER ASSISTANT TA- 2 GLENDA HARRAMAN HEAD START TEACHER ASSISTANT TA-3 SHELBY HARRINGTON HOUSING SPECIALIST CONNIE HARRIS TRANSIT DRIVER MARK HARWOOD SELF-HELP HOUSING CONSTRUCTION SUPERVISOR LAURA HATCHER EHS OECP PROGRAM TEACHER JERRY HAWKINS CLAYTON LAKE STATE PARK MANAGER NORA HENDERSHOT HS/EHS SUBSTITUTE LORI HENRY HS/EHS PROGRAM SECRECTARY ALAN HENSLEE MENTORING PROGRAM ASSISTANT PETRINA HENSON HS/EHS/EHS-CC COOK CARLA HERD ELC CAREGIVER 1 BRIAN HICKS TRANSIT DRIVER ADINA HILL ADMINISTRATION ACCOUNTING BOOKKEEPER REGINA HILL TRANSIT CLERK STACEY HILL HEAD START TEACHER T-4 BRANDON HINSLEY PARK MAINTENANCE JANICE HOLLEMAN TRANSIT DRIVER BERGANDY HOLT HEALTHY START CARE COORDINATOR JOHONNA HOUSE HS/EHS/EHS CC ASSISTANT NUTRITION SPECIALIST BETTY HOWELL HS/EHS SPECIAL NEEDS AIDE/SUBSTITUTE DONNA HUDSON TRANSIT CLERK MICHELLE HUNT EHS CENTER DIRECTOR TERRA JACKMAN HS/EHS IDABEL SITE SUPERVISOR/FAMILY ADVOCATE CLARENCE JACKSON TRANSIT DRIVER EDWARD JACKSON TRANSIT DRIVER RANDALL JACKSON TRANSIT DRIVER RAYMOND JACKSON TRANSIT DRIVER SARAH JACKSON EHS OECP PROGRAM TEACHER KATHY JAMES ADMIN PLANNING PUBLIC RELATIONS MISTY JAMES HEALTHY START CARE COORDINATOR JOLINDA JAMISON EHS CAREGIVER APRIL JOINER HEAD START TEACHER T-2 MARISSA JORDAN CASA ADVOCATE COORDINATOR COLTON KARR HOUSING WX RETROFIT INSTALLER/REHAB CARPENTER TINA KITSON HEAD START TEACHER T-4 DORIS KIZER HS/EHS/EHS-CC COOK MONIQUE KNIGHT HEAD START TEACHER T-4 CHRISSA LANDRETH ELC SUBSTITUTE OPAL LANE HS/EHS SPECIAL NEEDS AIDE/SUBSTITUTE VICKI LESTER HS/EHS/EHS-CC COOK STEPHANIE LEWIS HOUSING LOAN SPEC/HOUSING COUNSELOR TIFFANY LINDLY YOUTH BUILD JOB DEVELOPER DORIS LONG VICTIM AND YOUTH SERVICES DIRECTOR KARLA LUGINBILL RSVP DIRECTOR JORDAN MACK HS/EHS ASSISTANT DIRECTOR RHONDA MACK EHS CAREGIVER Little Dixie Community Action Agency Item H Current Staff List Page 12 of 30
CAROL MACON HEAD START TEACHER T-4 ALYSON MAKERNEY ELC CAREGIVER 2 LINDA MARTIN SELF-HELP HOUSING GROUP WORKER LORA MASHBURN HS/EHS/EHS-CC EARLY CHILD DEVELOP CURRICULUMCOACH ELNORA MAYES EHS CENTER DIRECTOR BARBARA MAYNARD HS/EHS/EHS-CC COOK NIKKI MCADAMS HS/EHS/EHS CC ASSISTANT EDUCATION SPECIALIST APRIL MCAHREN HEAD START TEACHER ASSISTANT TA-1 ALLISON MCDANIEL ADMINISTRATION ACCOUNTING CLERK RECEPTIONIST DAWN MCDANIEL HUMAN RESOURCES DIRECTOR KEN MCDANIEL HS/EHS/EHS-CC MAINTENANCE TECHNICIAN TERESA MCENTIRE YOUTH BUILD GED TEACHER NATASHA MCKINNEY HEAD START TEACHER ASSISTANT TA-1 JEANNIE MCMILLIN TRANSIT PROGRAM DIRECTOR SOMMER MCMURTRY SELF-HELP HOUSING GROUP WORKER CHRISTINA MERRIITT HS/EHS/EHS CC ASSISTANT FCE AND DMH SPECIALIST LINDSEY MILLER ADMINISTRATION ASSOCIATE DIRECTOR CYNTHIA MILLS ADMINISTRATION ACCOUNTING BOOKKEEPER JERRI MITCHELL RSVP COUNTY COORDINATOR RADONDA MOFFATT HEAD START TEACHER T-2 JOHNNY MOFFITT ADMINISTRATION ASSOCIATE DIRECTOR ANGELA MOORE HS/EHS SUBSTITUTE ASHLEE MOORE HS TEACHER ASSISTANT LACI MOORE HEAD START TEACHER T-2 SARA MOORE HS/EHS/EHS CC ERSEA AND TRANSPORTATION SPECIALIST ADORA MORRIS EHS OECP PROGRAM TEACHER IWANA MORRIS HS/EHS SPECIAL NEEDS AIDE/SUBSTITUTE CAROLYN MOSS HEAD START TEACHER T-3 BRYCE NASH T&MA CONTRACTOR SELF-HELP SPECIALIST KATELYN NELMS HS/EHS/EHS CC NUTRITION SPECIALIST LARNA NORRIS HEAD START TEACHER T-2 AYLA OSMER PARK ASSISTANT MARGARET OWENS HOUSING APARTMENT MANAGER PEGGY PARKER HEAD START TEACHER ASSISTANT TA- 2 TAMERA PAYNE HS/EHS/EHSCC ASSISTANT COOK SHEILA PEDDY CACFP MONITOR JOHN PENNELL JR PARK MANAGER LINDA PENNELL ADMINISTRATIVE ASSISTANT AMANDA PERRY HOUSING PROGRAM SECRETARY JAMES PERRY TRANSIT DRIVER JAYLEIGH PETTYJOHN HEALTHY START CARE COORDINATOR TERESA PHELPS HS TEACHER ASSISTANT NATHANIEL PICKARD HUMAN RESOURCES/BENEFITS/INSURANCE SPECIALIST BILLY PIERCE TRANSIT DRIVER SHEILA PIERCE HOUSING PROGRAM DIRECTOR CATHY PINCKARD TRANSIT CLERK PAMELA PRICE T&MA CONTRACTOR PROGRAM ANALYST Little Dixie Community Action Agency Item H Current Staff List Page 13 of 30
SHEILA PRICE HEAD START TEACHER T-4 KRISLISA PRIDDY ELC CAREGIVER 2 KRISTIE PRIDDY HS TEACHER RANDALL PRUITT PARK ASSISTANT MICHELLE PULLIAM HEALTHY START CARE COORDINATOR BRANDON RAGAN TRANSIT DRIVER ASHLEY READ ELC LEAD CAREGIVER VICKI REED HS/EHS/EHS-CC COOK RONALD REESE PARK MANAGER JAMI REICH ECCS DATA ANALYST MARSHA REYNOLDS HS/EHS SUBSTITUTE REBECCA REYNOLDS EXECUTIVE DIRECTOR REBECCA REYNOLDS EXECUTIVE DIRECTOR MATTHEW RIDDLE PARK MAINTENANCE VALERIE ROBINSON TRANSIT DISPATCHER DATA ENTRY CHELSIE RODEN ELC CAREGIVER 1 BECKY RUSSELL HEAD START TEACHER T-4 KOLTON RUSSELL HS/EHS/EHS-CC MAINTENANCE TECHNICIAN CHARLES RUST T&MA CONTRACTOR SELF-HELP SPECIALIST PAULA SAVOY HS/EHS/EHS CC HEALTH SPECIALIST HOPE SCOTT HEAD START TEACHER T-2 TABITHA SEARLES HEAD START TEACHER ASSISTANT TA-3 MACY SELF ADMINISTRATION ASSOCIATE DIRECTOR TERRA SHANNON HEAD START TEACHER T-2 HENRY SHAW YOUTH BUILD PROGRAM DIRECTOR BARBARA SHEETS HS FAMILY ADVOCATE TAYEH SHOALS HS/EHS SUBSTITUTE SAVANNA SISK HEAD START TEACHER ASSISTANT TA-1 JENNIFER SMITH ECCS PROGRAM COORDINATOR JONIE SMITH EHS CAREGIVER MAKENNAH SMITH EHS CAREGIVER ASHLEE SONGER ELC LEAD CAREGIVER ROSANNA SOTO T&MA CONTRACTOR SELF-HELP SPECIALIST LEOTA SOUTHARD EHS CC FAMILY ADVOCATE RONDA SPEAR HS/EHS/EHS CC ASSISTANT HEALTH SPECIALIST INELL SPENCER HS/EHS/EHS-CC COOK CARLA SPRADLING HEAD START TEACHER ASSISTANT TA-1 BRANDY STACHOWSKI SELF-HELP HOUSING PROGRAM SECRETARY KATHERINE STACY HS/EHS/EHS CC PROGRAM SECRETARY/DATA ENTRY CLERK ASHLEY STAGGS HEALTHY START CARE COORDINATOR MANAGER MELISSA STARR EHS CAREGIVER JAMES STEVENSON HOUSING LOAN OFFICER LORI STILES HS BUS MONITOR/CUSTODIAN JASON STILLWELL T&MA CONTRACTOR SELF-HELP SPECIALIST RAEGAN STOUT ELC CAREGIVER 2 JACQUELINE TAPLEY HS/EHS SUBSTITUTE MICHAEL TAYLOR TRANSIT DRIVER Little Dixie Community Action Agency Item H Current Staff List Page 14 of 30
GARY TEAGUE JR HOUSING WX CREW LEADER/REHAB CARPENTER GARY TEAGUE SR. HOUSING APARTMENT MAINTENANCE RHONDA TEAGUE ADMIN PLANNING PUBLIC RELATIONS DIRECTOR AMANDA TERREBONNE HEALTHY START CARE COORDINATOR NORA TESTERMAN TRANSIT DISPATCHER KACEY THOMAS HS/EHS/EHS CC PROFESSIONAL DEVELOPMENT SPECIALIST KELLY THOMAS ELC PROGRAM DIRECTOR BAYLEE THOMASON HS/EHS SUBSTITUTE KYLIA THOMPSON HEAD START TEACHER ASSISTANT TA-1 TONJA TOMLINSON ELC CAREGIVER 2 ANGELA TOWNSEND HS TEACHER ASSISTANT JONNALYN TROTTER HS/EHS SUBSTITUTE AMY TUCKER HS/EHS SUBSTITUTE MARY VANNOY HEALTHY START OUTREACH LIASION CATHY VAUGHAN EHS CAREGIVER GAYLA VAUGHAN SELF-HELP HOUSING GROUP WORKER LARANDA VAUGHAN HS FAMILY ADVOCATE FABIEN VERCHER TRANSIT DRIVER SHAWNA WALL ELC SUBSTITUTE KENNETH WALLACE ADMINISTRATION COMPUTER SUPPORT TECHNICIAN MELISSA WALLACE HS FAMILY ADVOCATE SAMANTHA WALLS ELC CAREGIVER AIDE MELISSA WATERMAN HEALTHY START CARE COORDINATOR ORVEL "DUSTY" WATKINS JR SELF-HELP HOUSING CONSTRUCTION SUPERVISOR ANGELA WATKINS HS TEACHER ASSISTANT LISA WATKINS HEAD START TEACHER T-4 SYLVIA WATKINS TRANSIT CLERK PAMELA WAUGH HEALTHY START PROJECT DIRECTOR KIMBERLEE WEATHERFORD EHS CENTER DIRECTOR MARY WEATHERS ELC CAREGIVER 2 KAREN WHISENHUNT TRANSIT DRIVER KYLE WHITE T&MA CONTRACTOR PROGRAM DIRECTOR MELODY WILLIAMS HEAD START TEACHER T-4 RHONDA WILLIAMS TRANSIT DRIVER AMY WILSON ADMINISTRATION ACCOUNTING BOOKKEEPER KAREN WILSON HS/EHS SUBSTITUTE VICTORIA WOLFENBARGER HEAD START TEACHER ASSISTANT TA-1 DARLENE WOOD HUMAN RESOURCE SPECIALIST TERRY WREN HOUSING WX CARPENTER ANDREA WRIGHT AMERICORPS PLANNING DEVELOPMENT SPECIALIST JOHNNA YOW CACFP PROGRAM DIRECTOR RUSSELL YOXTHEIMER PARK MAINTENANCE CATHY ZACHARY HOUSING APARTMENT CLERK Little Dixie Community Action Agency, Inc. Item H Vendor List - January 2021 Page 15 of 30
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ATTACHMENT 4 - APPLICATION PROCESSING STEPS ONCE POTENTIAL CONFLICT OF INTEREST IS ESTABLISHED
As defined in the Oklahoma Department of Commerce Contractor Implementation Manual Requirement 111 - Conflict of Interest, no persons who have exercised any functions or responsibilities with respect to activities assisted with ODOC funds may obtain a financial interest in or benefit from an ODOC activity or have an interest in any contract, subcontract or agreement, either for themselves or for those with whom they have family or business ties, during their tenure or for one year thereafter.
The Conflict of Interest provisions apply to any person who is an employee, agent, consultant, officer or elected or appointed official of the agency receiving ODOC funds.
APPLICATION PROCESSING: Once Potential Conflict of Interest has been established the following procedures must be followed 1. LDCAA Weatherization Staff must notify the Housing Director of the potential Conflict of Interest. 2. LDCAA Housing Director will gather all client documentation and set a meeting with the Executive Director for approval to proceed. 3. If Executive Director provides approval to proceed, LDCAA Housing Director will provide an attorney with the following documentation to ensure an exception to the potential Conflict of Interest would not violate state or local law: a. Form 22 b. Form 34 or Applicable Income Documentation c. Form 23 d. ODOC Contractor Implementation Manual: Requirement 111 - Conflict of Interest e. Signed Affidavit for Non-Participation in Application and Process f. Public Disclosure Statement 4. If an attorney ensures the exception would not violate state or local law LDCAA Housing Director will submit documentation to the Board of Directors for approval. a. If an attorney finds the exception would violate state or local law LDCAA WILL NOT provide weatherization services and will begin the process of notifying the client of this determination. 5. If the Board of Directors APPROVE the weatherization services in light of the attorney documentation, the Housing Director will submit the following documentation to the Oklahoma Department of Commerce to request an exception: a. Form 22 b. Form 34 or Applicable Income Documentation c. Form 23 d. ODOC Contractor Implementation Manual: Requirement 111 - Conflict of Interest e. Signed Affidavit for Non-Participation in Application and Process Item H Page 29 of 30
f. Public Disclosure Statement g. Board of Directors Agenda and Minutes of Approval
6. If the Board of Directors DO NOT APPROVE the weatherization services LDCAA WILL NOT provide weatherization services and will begin the process of notifying the client of this determination.
7. If ODOC provides an exception to the potential conflict of interest, LDCAA Housing Director will notify the Weatherization Staff to begin the process of completing weatherization services. a. If ODOC DOES NOT PROVIDE AN EXCEPTION to the potential conflict of interest LDCAA WILL NOT provide weatherization services and will begin the process of notifying the client of this determination.
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ATTACHMENT 5 - WEATHERIZATION INCOME GUIDELINES 2021
Household Size: Income Guidelines:
1 $25,760
2 $34,840
3 $43,920
4 $53,000
5 $62,080
6 $71,160
7 $80,240
8 $89,320
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LDCAA COVID-19 VACCINATION POLICY Policy effective ______, 2021 to August 1, 2021
Purpose The Centers for Disease Control (CDC) has advised that a safe and effective COVID-19 vaccine is an important part of the United States’ strategy to reducing COVID-19 related illnesses, hospitalizations and deaths. The federal Food and Drug Administration (FDA) has authorized emergency use of multiple COVID-19 vaccines.
In furtherance of LDCAA's efforts to provide and maintain safe service to our community and a safe working environment to employees, LDCAA adopts this policy to safeguard the health of our customers and visitors, employees, and the community at large from COVID-19. This policy will comply with all applicable laws and is based on guidance from the CDC and local health authorities, as applicable.
Scope All employees are encouraged to receive vaccinations as vaccine becomes available for administration as determined by CDC and other governmental agencies.
Notice to Employees Employees should consult with his/her healthcare provider and/or the vaccination provider regarding any health issues or concerns regarding vaccination. Employees are also encouraged to review information available from vaccination providers regarding COVID-19 vaccine side effects and the potential for adverse reactions that may be caused by taking a COVID-19 vaccine.
Procedures During the effective dates of this policy, employees will be paid for up to four (4) hours for time taken to receive COVID-19 vaccinations during regular working hours each time they obtain one of the two required vaccinations (without depleting paid time off). In addition, employees who receive the second vaccination will be provided a paid day off for the day immediately following the second vaccination if the employee is regularly scheduled to work on that day (without depleting paid time off). As with all time away from work, employees are required to work with their supervisors in advance to schedule appropriate time off to obtain vaccinations. Employees are required to provide proof of vaccination to Human Resources within three (3) business days of receiving a COVID-19 vaccine in order to be compensated for time off relating to vaccinations as provided for in this policy.
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Disability & Religious Accommodation Employees with disabilities and/or sincerely held religious beliefs, practices, or observances that may limit or prevent him/her from receiving a COVID-19 vaccine should contact the human resources department regarding the need for reasonable accommodation. On receipt of an accommodation request, human resources will review the request and engage in an interactive process with the employee to evaluate whether the employee qualifies for accommodation under applicable federal and state laws. Please direct any questions regarding this policy to the Human Resources department.
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LITTLE DIXIE C.A.A. HEAD START 209 NORTH 4TH STREET HUGO, OK74743 (s80) 326-7581
HEAD START STAFF QUALIFICATION WAIVER REQUEST
HEAD START REOUEST:
Little Dixie Head Start is requesting a waiver as outlined in the Head Start Act, Section 648.{ Teacher Qualifications, for one Head Start Teacher, Melissa Halcomb:
(B) As of October 1, 2011-
(i) an associate degree in early childhood education;
(ii) an associate degree in a related field and coursework equivalent to a major retatinq to early childhood education, with experience teaching preschool-age children; or
(iii) a baccalaureate degree and has been admitted into the Teach For America program, passed a rigorous early childhood content exam, such as the Praxis II, participated in a Teach For America summer training institute that includes teaching preschool children, and is receivinq ongoinq professional development and support from Teach For America's professional staFf.
(4) WAIVER- On request, the Secretary shall grant-
(B) as of October 1, 2011, a i-year waiver of the requirements of paragraph (3)(B) for a Head Staft agency that can demonstrate that--
(i) the agency has altempted unsuccessfully to recruit an individual who has the qualifications described in clause (i) or (ii) of such paragraph, with respect to an individuat who is enrolled in a program that grants a degree described in clause (i) or (ii) of such paragraph and wi receive such degree in a reasonable time; and
(ii) each Head Start classroom has a teacher who has, at a minimum-
(I) a child development associate credential that is appropriate to the age of children being served in center-based programs; or
(lI) a State-awarded certificate for preschool teachers that meets or exceeds the requirements for a child development associate credential.
(III) the teacher can demonstrate that she/he has completed all prerequisites for a CDA or State awarded preschool certificate meeting or exceeding the requirements of the CDA and is awaiting the award of the CDA or certificate. Item J Page 2 of 2
Justification for Waiver:
Melissa Halcomb was hired as a Head Start Teacher Assistant on January 24, 2018. Melissa completed all of the necessary education and experience hours for a Certificate of Mastery, which was awarded July 23, 2004. Melissa is currently enrolled in Carl Albert State College to obtain an Associate Degree in Child Development, she is on track to complete her AA in CD in the Fall Semester of 2022, she will complete these hours within the required timeframe for the waiver requested. A copy ofher COM and and transcript is attached.
This position has run on our website intemally and to the public, on Indeed, and posted with paid Facebook ads. Melissa was the only applicant for this position. Item L Page 1 of 50
Little Dixie Community Action Agency, Inc. Governing Board Orientation and Training Plan
Overview: Little Dixie Community Action Agency, Inc. is committed to ensuring governing Board Members are provided orientation and training to increase their understanding of the agency and its mission, vision and values, as well as allow members opportunities to increase their capacity to make informed decisions regarding the agency and its programs. Board Orientation and Training is an ongoing process, and includes participation in internal (agency-provided) and external trainings/continuing education.
Internal Trainings: LDCAA’s Governing Board meets regularly on the second Tuesday of each month throughout the year. Every Board Meeting Agenda includes provision of board training. This training typically involves an overview of an agency-operated program. Other trainings provided at Board Meetings include ROMA (Results Oriented Management and Accountability) training for Board Members; peer-to-peer training; incremental training/continuing education over Board Orientation topics; trainings over Board Member duties and responsibilities; affirmative action training; sexual harassment training; Board governance training; and more. The agency’s website has information on its history, mission, vision, values, programs/services, newsletters, past board agendas/minutes/meeting packets, newsletters, audits and other information relevant to members and their roles.
External Trainings: External trainings also serve to increase board member capacity to fulfill his/her duties and responsibilities to the agency. These trainings typically involve attending State and National-level trainings; this can include various opportunities provided by the Oklahoma Association of Community Action Agencies, training provided by peers within the community action network, attending national conferences (i.e. annual National Community Action Partnership conference, CAPLAW conference), and board governance trainings provided by NeighborWorks® America. Board Members are informed during Board Meetings and by email/mail (depending on their delivery preference) about upcoming conferences and training opportunities. All expenses (travel, per diem, mileage, etc.) to attend these conferences are absorbed by the agency and members are encouraged to attend. Members attending offsite/external trainings provide an overview of the content covered to the entire Board during the next regularly-scheduled Board of Directors meeting.
Board Training over Duties and Responsibilities: In addition to receiving training over their duties and responsibilities as part of New Member Orientation, the Executive Director provides training to Board Members on this topic during regularly scheduled Board Meetings, at an interval of at least one time per year to ensure compliance with Community Services Block Grant (CSBG) Organizational Standard 5.8.
New Board Member Orientation Process: LDCAA has a process to provide a structured orientation for Governing Board Members within 90 days of being seated, in accordance with Oklahoma Administrative Code, Title 75, Chapter 15 (OAC 75:15) and CSBG Organizational Standard 5.7. Through this process (minimum of 2 hours orientation training), new board
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members are properly oriented using a variety of strategies. The primary/preferred method is to conduct an in-person half-day training, which is provided directly by the Executive Director. Listed below are the topics discussed as part of orientation: 1. Opening and Introductions, Orientation/Training Process 2. History of Community Action 3. LDCAA’s History, Mission, Values, and Vision Statement 4. Roles and Responsibilities of the Board and Executive Director 5. Finances 6. Code of Conduct and Conflict of Interest Policies 7. Articles of Incorporation and By-Laws 8. Board Member Job Descriptions 9. Board Committees (Roles, Responsibilities, etc.) 10. Board Member Mentor Policy 11. Board Self-Assessment 12. Board Giving Policy 13. ROMA Board Training 14. Overview of LDCAA Programs 15. Victim Services Programs a. Program Goals and Services (of each service component) b. Victim Services Programs Policies and Procedures c. Underlying Philosophy (OAC 75:15-1-1.1) d. Confidentiality (includes verbal confidentiality and client records) e. Client Rights and Grievance Procedure f. Legal and Ethical Issues g. Overview of Domestic Violence, Sexual Assault and Stalking h. Open Meeting Act and Recording of Meeting Minutes i. Open Records Act j. Rules, Standards and Criteria (to ensure multicultural needs of clients are met) 16. Closing/Question and Answer.
New Board Members are provided with the Board Orientation Manual and the agency’s most recent Annual Report, which serves to further supplement the training received. Upon completion of Orientation, the Board Member signs an attestation stating the process is complete. The Attestation and other documents are contained within each Board Member’s file, which can be cross-referenced with a member’s original start date to show compliance with OAC 75:15 and CSBG Organizational Standard 5.7. Additionally, LDCAA utilizes a tracking system that identifies Board Member training/orientation received by topic and date.
In addition, as it is not always possible for new members to undergo the full Orientation process during the half-day training, LDCAA implements the following alternative strategies to ensure Board Members are fully oriented within 90 days of being seated:
. Incremental Trainings: During regularly scheduled Board Meetings, agency staff members present training over one or more topics from the Board Orientation Manual as well as
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information required by LDCAA’s funding entities. The following are examples of training topics covered during Board Meetings: 1. Risk Management and LDCAA Risk Assessment 2. LDCAA By-Laws 3. LDCAA Conflict of Interest Policies, with Attestation by Board Members 4. Board Member Duties and Responsibilities 5. Programmatic Reports/Training (goals, outcomes, service components, etc.) 6. ROMA Application (performance-based management concepts embodied in ROMA as the framework for all aspects of agency operations including program planning, resource allocation, service provision, program evaluation and theory of change) 7. Community Needs Assessment (assessing, and response to the causes and conditions of poverty in the community; the Board’s specific role in prioritizing the results and deciding which needs the agency should address, in alignment with mission) 8. Community Action Plan and Strategic Plan (planning and development; evaluation of last year’s performance to determine what needs to be done differently in current year) 9. Program Implementation (oversight of agency programs and activities throughout the year, receive and analyze periodic reports from agency staff with focus on progress toward achieving milestones) 10. Analyzing Data and Assessing Results (among programs, clients and communities being served) 11. Agency Program Evaluation (how to determine the relative “success” of the agency by comparing outcomes with performance expectations developed during the agency’s planning cycle; how to use the agency’s Community Needs Assessment, Community Action Plan and Strategic Plan throughout the ROMA cycle for continuous program evaluation and improvement) 12. Agency-wide Budget 13. CSBG Organizational Standards Fiscal Management 14. Financial Oversight (overall agency fiscal status, procedures, practices, and transactions) 15. Interpreting an Audit Report and Presentation of Previous Year’s Audit 16. Interpreting Financial Statements 17. Board Recruitment and Retention 18. Low-Income Participation (in Board activities and members, CSBG Organizational Standard 1.1) 19. Evaluation of the Executive Director 20. The Role of the Board Minutes 21. Self-Evaluating Board Performance 22. History and Future of Community Action, Anti-Poverty Work 23. Statutory and Regulatory Requirements (CSBG Act, OAC Title 75, other Federal, State or local statutes) 24. CSBG IM 82: Tripartite Boards 25. CSBG Organizational Standards 26. Oklahoma Department of Commerce’s CAA Implementation Manual, Requirement 113 27. Open Meeting Act 28. LDCAA’s History, Mission, Values, and Vision Statement
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29. Affirmative Action Plan 30. Eligibility, Recruitment, Selection, Enrollment and Attendance (ERSEA) Policies and Procedures 31. Victim Services Programs (e.g. Program Goals/Services; Policies and Procedures; Underlying Philosophy; Confidentiality; Client Rights and Grievance Procedure; Legal and Ethical Issues; Overview of Domestic Violence, Sexual Assault and Stalking; Rules, Standards and Criteria).
. Board Portal: Access to training via the Board Portal from the agency’s website is available. Board Members can download training materials simply by logging in and clicking on the appropriate link for the training needed/desired. This content includes links to the Board Orientation Manual and ROMA Training for Board Members. Links are also provided for the National Community Action Partnership, Oklahoma Association of Community Action Agencies, CAPLAW, NeighborWorks® America, Oklahoma Center for Nonprofits, and other resources to allow members to learn more about the community action network. In addition, members can view video clips over programs/services LDCAA provides.
. Board Mentor: All new LDCAA Board Members are assigned a Mentor during the first meeting following their election or appointment. As an existing, more seasoned Board Member, a Mentor is one whom a new member can call upon for advice, questions, clarification, etc.
. Additional Training (Program-Specific): Board Members who provide volunteer direct or indirect services to victims of crime through LDCAA’s Victim Services Programs will receive the prescribed Orientation and Training required for program personnel.
Board members also receive program reports at each Board Meeting and within Committee meetings. In addition, there are various recorded webinars, reports and information available for viewing at any time.
Item L Page 5 of 50 2021 BOARD TRAINING PLAN
Community Action Agency: Little Dixie Community Action Agency, Inc.
Plan developed by: Rebecca Reynolds, Executive Director
Recommended Training Categories & Topics Planned Date for Select the topics you plan to include in your agency's annual Board Training Plan. Training
Results Oriented Management and Accountability 6/8/2021 (ROMA Video or other ODOC required training material)
ROMA Application: Performance based management concepts embodied in ROMA as the framework for all aspects of agency operations including 4/13/2021 (Annual program planning, resource allocation, service provision, program Report to ODOC) evaluation and theory of change.
Community Needs Assessment: 5/11/2021 * assessing, and respond to the causes and conditions of poverty in the (Survey collection) community 9/14/2021 (Board * board's specific role in prioritizing the results and deciding which needs the agency should address (in alignment with mission) analysis of top needs)
Planning: Developing the Community Action Plan (annual plan) and 3/9/2021 and Strategic Plan (long-range plan). Evaluate last year’s performance to 11/9/2021 ROMA determine what needs to be done differently this year.
Program Implementation – oversight of agency programs and activities All Board Meetings throughout the year, receive and analyze periodic reports from agency (held 2nd Tuesday of staff with focus on progress toward achieving milestones. each month)
Analyzing Data and Assessing Results among programs, clients and 4/13/2021 and communities being served. 11/9/2021
Agency Program evaluation: How to determine the relative "success" of the agency by comparing outcomes with performance expectations which were developed during the agency's planning cycle. How to use the 11/9/2021 agency’s Community Needs Assessment, Community Action Plan and Strategic Plan throughout the ROMA cycle for continuous program evaluation and improvement.
Agency-wide Budget 12/14/2021
CSBG Organizational Standards Fiscal Management 7/13/2021
Financial Oversight: overall agency fiscal status, procedures, practices, and 7/13/2021 FinancialOversight transactions How to interpret an audit report 8/10/2021 Item L Page 6 of 50 FinancialOversight Recommended Training Categories & Topics Planned Date for Select the topics you plan to include in your agency's annual Board Training Plan. Training
Results Oriented Management and Accountability How to interpret financial statements 7/13/20216/8/2021 (ROMA Video or other ODOC required training material) Board of Directors’ Roles and Responsibilities 1/12/2021
Board recruitment and retention 9/14/2021 Low income participation in board activities and members 9/14/2021 (Organizational Standard 1.1)
General Evaluation of the Executive Director 10/12/2021
The Role of Board Minutes 12/14/2021
How Boards can evaluate their own board’s performance 6/8/2021
History and future of Community Action and anti-poverty work 5/11/2021 ROMA Statutory and regulatory requirements (CSBG Act, other Federal, State or 5/11/2021 local statutes) CSBG IM82 Tripartite Boards 1/12/2021
CSBG Organizational Standards 4/13/2021
Requirements Board Roles and Responsibilities 1/12/2021
ODOC's CAA Implementation Manual, Requirement 113 9/14/2021
Open Meeting Act training 12/14/2021
LDCAA History, Mission, Vision and Values Statement 5/11/2021
Eligibility, Recruitment, Selection, Enrollment and Attendance (ERSEA) 1/12/2021 Policies and Procedures (Head Start/Early Head Start/EHS-Child Care)
Affirmative Action Plan Other 2/9/2021
Victim Services Programs 10/12/2021
Attach additional pages if needed Resources: ODOC's CAA Implementation Manual https://okcommerce.gov/assets/files/grants/CAA_Contractor_Implementation_Manual.pdf Office of Community Services' IM 82 https://www.acf.hhs.gov/ocs/resource/im-no-82-tripartite-boards Community Action Agency Board Members TOOLKIT: http://www.cencomfut.com/toolkit.htm CAPLAW Bylaws Toolkit, Updated 2009 http://caplaw.myshopify.com/products/caplaw-bylaws-toolkit-electronic-copy Resources from the Organizational Standards Center of Excellence (OSCOE): http://bit.ly/OSCOEresources_GovernanceGuide CSBG Organizational Standards Category 5 Board Governance Technical Assistance Guide: http://cap.iescentral.com/filelibrary/category5_governance_final.pdf Item L Page 7 of 50 Item L Page 8 of 50 Item L Page 9 of 50 Item L Page 10 of 50 Item L Page 11 of 50 Item L Page 12 of 50 2021 ROMA Plan Little Dixie Community Action Agency, Inc. Date: 2/23/2021
Participant 2021 Target Person(s) Responsible ROMA Cycle ROMA Action Item Manual Module Completion Date Board, ED, Assoc. Dir, Planning Review/revise current MISSION statement 2, Part 1 12/14/2021 Dir. ROMA Coordinator Review last community NEEDS assessment to 02/01/2021-03/01/2021 ED, Assoc. Dir, Planning Dir. determine priority needs, Ensure that needs identified 2, Part 2 Conducted reviews of ROMA Coordinator, Program are properly labeled as family, agency, and community the 2019-2022 C.N.A. Directors and Staff Assessment 05/01/2021-08/31/2021 Evaluate the available resources in your community to Community residents; Board 2, Part 2 New C.N.A. year to be address any service gaps or find collaborators and Staff approved in 2022 Evaluate current program services and determine ED, Assoc. Dir, Planning Dir. 11/10/2020 effectiveness to meet needs (based on recent program 2, Part 2 ROMA Coordinator, Program 02/01/2021-03/01/2021 performance). Directors and Staff For the top 3-5 needs identified in your most recent Planning Director; ROMA CNA, develop a logic model. Fill in as you complete the 7 03/01/2021-3/9/2021 Coordinator; Executive Director; ROMA action items. Once your planning logic models Assoc. Directors Board are completed, submit with your Community Action Based on needs and program evaluation, identified Planning Director; ROMA during the assessment process, plan your measurable 3, Part 1 02/01/2021-03/09/2021 Coordinator; Associate Director; OUTCOMES to be achieved to meet the needs that are Agency Staff (CAPTAIN Reports) linked to the 6 NPI’s. 2/1/2021-03-09-2021 Planning Director; ROMA Identify SERVICES and strategies to achieve outcome(s). 3, Part 2 initially for PMO and Coordinator; Associate Director; ongoing Agency Staff (CAPTAIN Reports) Planning Director; ROMA Planning Determine OUTCOME INDICATORS 4 2/1/2021-03-09-2021 Coordinator; Associate Director; Agency Staff (CAPTAIN Reports) Planning Director; ROMA Determine your projected success rates for each 5 2/1/2021-03-09-2021 Coordinator; Associate Director; outcome indicator. Agency Staff (CAPTAIN Reports) Develop a system to track services and outcomes. 01/01/2021-12/31/2021 Determine what documentation will be collected to Planning Director; ROMA CAPTAIN and other measure each outcome, staff responsible and how 5 Coordinator; Associate Director; Program tracking Agency Staff (CAPTAIN Reports) often data will be collected. (MEASUREMENT, DATA, methods and FREQUENCY) Planning Director using data Update Community Action Plan to include outcomes, 3, Part 1 02/01/2021-03/09/2021 from CAPTAIN provided by strategies and specific data collection information. ROMA Coordinator Agency, Board, Staff, Partners Implement revised Community Action Plan 4 01/01/2021-12/31/2021 and Community 03/10/2020 and ongoing via monthly Determine frequency to monitor implementation of ROMA Coordinator and 4 CAPTAIN Reports and/or Implementation plan. Planning Director other data measurement tools Monthly reports to Determine the frequency for evaluating progress and Planning Director; ROMA 4 Board and Semi-Annual report results to board. Coordinator Reports to Board Planning Director; ROMA Measure your actual RESULTS for each outcome 5 11/9/2021 Coordinator 11/09/2021 to be sent Update your planning logic models with the actual following Board meeting Planning Director; ROMA 7 Achievement of results, then resubmit to ODOC. and submitted with Coordinator Results 2022 CAP Plan Analyze data; compare with performance 1/1/2021 and ongoing monthly via CAPTAIN ROMA Coordinator and targets/projected success rates determined during the 5 and other outcome Program Staff planning phase. measurment tools
2021 ROMA Plan Item L Page 13 of 50 Adjust performance goals as needed as evidenced by Board, ED, Assoc. Dir, Planning actual performance. Continue strategies that achieve 01/01/2021 and 5 Dir. ROMA Coordinator; desired performance goals. Revise or discontinue ongoing as needed Program Staff strategies that do not achieve desired performance. Planning Director and ROMA Coordinator with input from Update Community Action Plan. 4 02/01/2021-03/09/2021 Board, Agency Leadership and Front Line Staff 5/30/2021 or within 2 Submit CSBG IS report. weeks following ODOC ROMA Coordinator Evaluation request Reevaluate the community needs assessment process 05/01/2021-12/31/2021 All Phases for make changes (if needed) to ensure that later Community residents; Board, 2, Part 2 conducting a new 2022- assessments follow the ROMA framework and Staff and all other stakeholders 2024 C.N.A. will be guidelines completed Review the demographics of the population served. 01/01/2021-12/31/2021 Identify if they have received single services, multiple Reports provided to ROMA/CSBG/CAPTAIN services, or bundled services. Consider the connections Program Directors Administrator among people, services, and outcomes. Monthly ODOC Form Revision Date - 11/04/2019 **Remember that the ROMA cycle is a on-going cyclical process.** This form is to help you ensure ROMA Implementation within your agency. As changes are made to the target dates, an updated ROMA PLan should be submitted to your liasion.
ROMA Cycle was created by the National Peer-to-Peer ROMA Training and Certification Project
2021 ROMA Plan Item L Page 14 of 50 COMMUNITY ACTION PLAN
LITTLE DIXIE COMMUNITY ACTION AGENCY, INC.
Mission: Vision:
"To improve the lives of low- "To free generations of income individuals and families people from poverty." through service and collaboration leading to self- Purpose: sufficiency." EST. 1968 The purpose of this plan is to provide a roadmap or guide for decision-making process over the anti-poverty programs administered by the agency.
2021 Item L Page 15 of 50 FY20 Community Action Plan
2020 Community Action Plan Little Dixie Community Action Agency, Inc.
Purpose: The CSBG Act 42 U.S.C. § 9908: US Code – Section 9908 Application and plan requires “an assurance that the State will secure from each eligible entity in the State, as a condition to receipt of funding by the entity through a community services block grant made under this chapter for a program, a Community Action Plan (CAP) that includes a community- needs assessment for the community served, which may be coordinated with community- needs assessments conducted for other programs” The Community Action Plan (CAP) is outcome focused and describes the community-wide approach the agency will take when making decisions on the anti-poverty programs it will administer. The CAP should tie directly to the agency’s most recent Community Needs Assessment, and document the full use of the ROMA cycle. (Organizational Standards 4.2 and 4.3) The CAP is a required, foundational element for CSBG funds and is a roadmap for implementing community changes – the CAP provides the focus and identifies the what, the who, and the how of these changes. The CAP notes the specific strategies and outcomes to show success. The CAP is the annual operation plan for the strategic plan (which is usually 3-5 years), and gets into more of the nuts and bolts of how the agency will actually achieve the goals set in the strategic plan. It should include everything that the agency plans to do – whether or not it is directly funded by CSBG. The CAP must, at a minimum, address all questions included within this template, but the agency may also include additional information as needed to make it an operation plan that is useful to the agency.
Introduction, Agency Mission and Local Theory of Change
The CAP should start with a narrative introduction that includes the following:
1. An Executive Summary that briefly describes the plan’s purpose and goals:
The purpose of this plan is to serve as a guide over the next 12 months for ensuring that the work of Little Dixie Community Action Agency, Inc. (LDCAA) aligns with the CSBG Act as well as the communities needs as identified in the most recent 2019-2021 Community Needs Assessment and the 2020-2023 Strategic Plan.
LDCAA’s mission is: “To improve the lives of low-income individuals and families through service and collaboration leading to self-sufficiency.”
The goal will be to focus resources towards achievement of outcomes identified in the C.N.A. report, Strategic Plan, Performance Management Outcomes excel workbooks and the FY21 logic models (all included as uploads). The logic models are representative of the communities’ top three prioritized needs-Housing, Substance Abuse Services and Community and Economic Development. An addition to the CAP is a need that addresses COVID-19 and
1 Item L Page 16 of 50 FY20 Community Action Plan includes FY21 Goals, Objectives, Strategies and a FY21 Logic model. Lastly, there is an agency level need for Rebranding.
LDCAA staff and Board will utilize existing resources and seek/secure additional resources in order to achieve the stated goals/objectives/outcomes. The ROMA coordinator will produce reports which will be shared with program staff on a monthly basis. These reports will help in evaluation of program services, identification of success rates and what, if any, revisions, are needed. Reports will also be shared with management, the Board of Directors and other Stakeholders no less than annually. Some reports such as Customer Satisfaction will be shared quarterly with the Board and uploaded as part of the CONFAX and/or within CAPTAIN (as applicable/required) to the Oklahoma Department of Commerce.
2. Brief description of the agency (basic information, size, etc.):
Little Dixie Community Action Agency, Inc. was founded in 1968 when three local Community Action Agencies merged in order to better meet the needs of families with low incomes who resided in any one of the three very rural and poverty-stricken Southeast Oklahoma Counties. LDCAA’s primary service area includes Choctaw, McCurtain and Pushmataha Counties, a land area of over 4000 square miles with a population of 58,600 which represents a decrease of 671 individuals from last year’s estimates (2019 Census Population Estimates). About one in four individuals in the service area are living below the Federal Poverty Limits. The 2010 Census reflects that 24% of the population lives below poverty. The agency, headquartered in Hugo, Oklahoma (Choctaw County) provides a wide array of services ranging from education, housing, social services, and emergency services to transportation and more all aimed at alleviating the conditions of poverty. Today, LDCAA is one of the top ten employers in the tri-county area with 236 full time staff and 36 part time staff as of January 31, 2021. The agency’s annual budget is approximately $22 million and supports about 20 separate programs.
3. Introduction that describes the process used to develop the CAP and stakeholders who participated;
The CAP represents, in large part, an extrapolation of data from recent and relevant agency and community-developed documents which includes the 2020-2023 Strategic Plan; 2019- 2021 Community Needs Assessment Report; 2020 Customer Satisfaction Data; and analyzed data from CAPTAIN and other program-tracking databases. The data contained within these documents represent actual client counts and demographics, survey responses, and summaries from community and focus group discussions, etc. Therefore, the CAP includes both quantitative and qualitative data. Some sections of the Community Needs Assessment report (approved by the Board of Directors in January 2019) include qualitative data derived from interviews with Board members, service providers, residents, and staff.
Stakeholders involved in the process of developing these documents included residents, staff, Board, other service providers, partners, and funders. The “key findings” that came out of these activities can be found throughout this 2021 Community Action Plan. LDCAA’s 2021 CAP was presented to the Board for discussion and input during the regularly scheduled board
2 Item L Page 17 of 50 FY20 Community Action Plan meeting held March 9, 2021.
4. Description of how the process addresses CSBG mandates, the organizational Standards and the ROMA framework.
The process, as described in the previous section, addresses CSBG mandates, the Organizational Standards and ROMA framework inasmuch as it identifies development of the CAP by the overall community. The CAP was developed from the various documents developed at the community level, by representatives of each required community sector. This plan is outcome-focused and identifies needs as well as the type/level of need and strategies for how the agency will address these needs over the next 12 months. Each component is mission-focused and was developed as a collaboration of staff, customers, board and other stakeholders.
5. References the agency’s mission statement and how it is used in guiding the agency’s decisions, actions and programs.
LDCAA’s mission statement “To improve the lives of low-income individuals and families through service and collaboration leading to self-sufficiency” is the driver for all decisions and subsequent actions by representatives of the agency. The mission statement was approved by the Board in February of 2016 initially. It is reviewed annually and was revisited during the February 9, 2021 Board of Director’s meeting. The Board members each reviewed the Mission Statement and concluded it met with the five criteria as set forth in the CSBG regulations/guidance. The bulk of programs/services provided by the agency are targeted to families of low-income. Most services require individuals/families meet low-income guidelines as an eligibility requirement. LDCAA is first and foremost, a Community Action Agency. Therefore, the very identity of the agency is founded in addressing causes and conditions of poverty.
6. Describe the local theory of change (if applicable) and how it is used in decision making and communication.
LDCAA has not developed a formalized Local Theory of Change but the work of the agency centers around the National Theory of Change and the three National Goals. The agency’s mission statement “To improve the lives of low-income individuals and families through service and collaboration leading to self-sufficiency” makes the following assumptions: 1) We can improve lives; 2) We can help individuals and families become self-sufficient; 3) We need to collaborate with others to achieve the change.
LDCAA utilizes information from reports, conversations with front-line staff, management, board members and customers to determine how best to meet the community’s needs. This informal “theory of change” is reflected in the programs and services provided by the agency. The agency pursues resources (funding, volunteers, etc.) that would serve to address community-identified needs, all of which align with the National goals.
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Assessment
This section should be in narrative format and include the following at a minimum:
1. Describe the community that was assessed (could be service area or other designation).
The community assessed represents LDCAA’s service area which includes Choctaw, McCurtain and Pushmataha counties. Collectively, these three rural Southeast Oklahoma counties have an average poverty rate of 24 percent (U.S. Census Bureau; 2010 Census). The population density is about 14.76 persons per square mile compared to the State’s density of 56.5 persons per square mile. At the time of the assessment, about 66 percent of the population was white; 7.62 percent black; 10.5 percent multiple races; 13.32%Native American with the remaining representing other races. Gender makeup is 51.07% female and 48.93% male. According to the U.S. Census 2010, the combined population was 59,928 and the 2019 Population estimates for this same area is 58,600 (Census American Factfinder 2019 Population estimates) representing a little more than a 1 percent decrease in population. Decreases were seen across each of the three counties (American Community Survey-2012- 2016 five year estimates; U.S. Census). This area as described represents LDCAA’s service area which represents the community assessed for the most current Community Needs Assessment for 2019-2021.
2. Explain the agency’s assessment processes including, community needs assessment and customer satisfaction
The community needs assessment process began with collection of needs surveys. LDCAA utilized the Oklahoma Standardized Needs Assessment Survey for data collection. Surveys were conducted using paper and online formats. Paper surveys were distributed throughout the service area using various outlets. They were emailed to all staff and members of the Board of Directors. Paper copies were sent home with all Head Start and Early Head Start children, Healthy Start participants, and all Retired and Senior Volunteer Program (RSVP) volunteers. Agency staff distributed and collected completed surveys from area schools, faith-based organizations (Churches), civic groups, County Coalition members (which include representation from all community sectors), and more. Additionally, the survey was advertised via newspaper advertisements and through social media outlets.
The survey contained a question for respondents to self-identify which sector best described them. The available options included: Client of the Agency, Agency Board Member, Agency Volunteer, Representative of an Educational Institution, Representative of a Government Entity; Representative of a Private Organization; Representative of a Faith-Based Organization; Representative of a Community Based Organization; or General Public (someone having not received services from the agency). Surveys were completed and received from all sectors listed. A total of 864 surveys were collected and entered into an online database using SurveyMonkey. This database then generated the top needs ranked in ascending order for the top 12 identified needs. The top ten needs were shared with focus groups which included; leadership, front-line staff and board members to prioritize the needs to the top three. During the prioritization activity, focus group participants were asked to
4 Item L Page 19 of 50 FY20 Community Action Plan provide “rationale” or qualitative data as to why they selected and ranked/prioritized the three needs chosen. Counts were conducted on each respondents completed surveys and the need referenced most was identified as the number one prioritized need and this process was used to identify the top three.
Once needs had been prioritized, Little Dixie Community Action Agency conducted six community meetings (two per county in each county within the service area) in order to gain additional input from residents, local services providers, staff, board, and other stakeholders on the prioritized needs and resources within the service area. These meetings were also advertised via email, newspaper advertisements, posters, and through social media outlets. Meeting participants engaged in activities of identifying causes/conditions of poverty, existing resources, gaps in resources, and potential strategies for addressing each of the three needs. All of this data was collected and utilized to develop the 2019-2021 Community Needs Assessment Report, which represents one of the documents used to develop this FY21 Community Action Plan.
In addition, customer satisfaction surveys are a tool used for developing the CAP and in decision making for agency programs/services. Customer satisfaction surveys are available on the agency website and paper copies are located/available at each LDCAA office location. Customers are asked to complete a survey upon receipt of services, preferably at that point in time. However, to facilitate participation and remove any potential barriers, customers are informed of the online survey tool and assured that their responses are completely anonymous and cannot have any impact on their eligibility for receipt of services.
Customer Satisfaction survey responses are entered into an online database and reports are provided to the board on a quarterly basis. Survey responses, when and where deemed necessary are shared immediately with appropriate staff. An example would be in the event a survey response revealed the need for further review and/or action. For example, if a respondent stated that staff did not seem knowledgeable of the program from which they sought services, those responses would be shared with the appropriate program director, Associate Director, and Executive Director. The information would be used to determine if additional training should occur within that department so as to ensure services were being provided as intended for that particular service. This is true across the board for all agency programs and services. The customer satisfaction survey is used as a tool to help guide the agency in decision making processes over staffing, training, services, service-delivery, etc.
A strategy implemented in FY2020 was the development and use of a Matrix Questionnaire. This tool allows us to collect data on income, budgeting, transportation, household and childcare. Each answer is ranked on a scale of 0 to 10. For any customer scoring two (2) or below, they are considered to be “In Crisis”; the other rankings 3-4 = At-Risk; 5-6 = Stable; 7- 8 = Safe; and 9-10= Thriving. Upon any client completing an intake for services in Credit Counseling, Housing Rental, Early Head Start–Child Care or Business Lending, they are asked to complete this questionnaire at the time of service. Then, through the process of case management, follow up questionnaires are completed by these same clients at a minimum of every 90 days for a period of one year. Internally, staff assess the data to determine if there is any correlation between those clients who show an improvement in one or more of the areas
5 Item L Page 20 of 50 FY20 Community Action Plan assessed and the level (frequency, duration or number) of services received. If one of these customers’ situations improves, i.e. goes from crisis to safe or at-risk to thriving, etc. then we feel this supports our hypothesis that receiving multiple services leads to increased self- sufficiency. Additionally the Matrix Questionnaire allows front-line staff opportunities to identify client needs during each follow up and make referrals to eligible programs as applicable.
A feature within the CAPTAIN software, the Service Integration Matrix (SIM) will assess if the client is eligible for other services than those originally sought. The SIM is ran internally (CAPTAIN Administrator) on every client served and follow up is conducted with clients if/when the SIM identifies client eligibility or potential eligibility for other services. Currently, Little Dixie C.A.A. utilizes the Service Integration Matrix (SIM) to assist with case management. The SIM allows CAPTAIN users the ability to provide the client with additional services the client may be eligible for, based on the information reported. CAPTAIN data input staff can print and mail a computer-generated referral letter to the client. If the client is readily available, the letter can be given to them in person. This letter lists the possible services the client is eligible for and the contact information for those programs. By utilizing the SIM feature, LDCAA program staff have the opportunity to educate and provide individuals/families with as many services as possible, thus improving customers chances of achieving self-sufficiency.
Other tools for assessing agency programs/services include the Strategic Plan, CAPTAIN and other program databases that provide client counts, demographics on population served, outcomes for services provided, etc. These reports help to identify what services are most utilized; who is most likely to utilize agency programs, what, if any, outcomes are being achieved, etc. This type of information helps us better understand exactly “who” our clients are, what their needs are and is critical to the decision-making process.
3. Identify family, community and agency level needs
Safe, decent and affordable housing units are an identified need determined by the community needs survey. This is both a family and community level need. Emergency services to help families pay for utilities (heating/cooling costs) are an identified need determined by the community needs survey. This is a family level need. Early Childhood Education to continue provision of preschool services is an identified need determined by the community needs survey. This is both family and community level need. Transportation for local-demand response is an identified need determined by the community needs survey. This is a community level need. Substance Abuse Services to provide inpatient treatment and education/awareness is an identified need determined by the community needs survey. This is a family and community level need. Health Services are a need identified by the community needs survey and is both a community and family level need. Senior Services to engage seniors to remain active are a need identified by the
6 Item L Page 21 of 50 FY20 Community Action Plan
community needs assessment and represent both a community and family level need. Youth Services to provide recreation and educational opportunities are a need identified by the community needs assessment as a community level need. Nutrition to combat obesity and address food insecurity is a need identified by the community needs assessment as both a family and community level need. Economic/Community Development to improve infrastructure and help families obtain assets is a need identified by the community needs assessment and represents both a family and community level need. Asset development is a need identified by the community needs assessment survey and represents a family level need.
4. Connect the top 3-5 needs prioritized in the Community Needs Assessment (CNA) process.
The top three needs prioritized are connected to the identified needs (listed above) from the 2019-2021 community needs assessment. Prioritized needs: 1) Housing, 2) Substance Abuse Services and 3) Economic & Community Development. These ranked 1st, 5th and 10th respectively from the list of identified needs.
Prioritized Need 1: Decent, safe and affordable housing units (rental and purchase) are a family level need. The agency is currently addressing this need through the provision of rental units including rental units for seniors. The agency also operates the Self Help housing program (single family new construction) and provides numerous other housing and housing supportive services for residents. The outcome will be that families are able to secure safe and affordable housing.
Goal: Develop/Implement a Community Development Financial Institution (CDFI) to provide mortgages to low-income families. FY21 Objective: Formulate preliminary steps to create a business model for the CDFI. FY21 Strategies: Determine Customer Qualifications; Convert LDCAA commercial and housing loans to Southeast Oklahoma Development Corporation; Research and Secure Angel Investors.
Prioritized Need 2: Substance abuse services are a community level need. The agency is currently addressing this need through the Tri- County Opioid Project which specifically aims to address the systemic needs of the opioid epidemic. Through this project, LDCAA is working with community members and organizations to start informative dialogue, build partnerships and plan systemic changes to prevention, treatment, and recovery of individuals affected by this epidemic. LDCAA secured a planning grant award from the Health Resource Services Administration and subsequently hired a program director to head up the Tri-County Opioid Response project.
This was the “first-step” towards addressing the need for substance abuse services. LDCAA then applied and received an opioid implementation grant and is currently collaborating with partners to implement a plan of action (needs assessment) aimed at prevention, treatment, etc. which will help with addressing this need at the individual/ family level over the next three
7 Item L Page 22 of 50 FY20 Community Action Plan years. At this time, the agency is working as a collaborative with community organizations representative of the healthcare community.
The outcomes will be improved community health and reduced morbidity and mortality associated with opioid overdose. LDCAA is also working to address this “need” from a prevention standpoint through a Drug Free Community Support project in collaboration with the Choctaw County Coalition. Through this partnership, youth are recruited to be actively engaged in developing and implementing strategies to raise awareness about the prevalence of tobacco (includes vaping) and marijuana use and the associated health, social, physical and other risks. Youth for this project are defined as those in grades 6th through 12th.
Goal: Establish partnerships with area agencies to increase access and awareness to community supportive services. FY21 Objective: Establish/Strengthen partnerships and collaboration in the community FY21 Strategies: Attend various community organization meetings and explain program purpose; Provide education of services and programs to organizations to promote awareness; Increase Community Participation.
Prioritized Need 3 - Community and Economic Development is a community and family level need determined by the community needs survey. Currently, LDCAA provides services such as business lending and supportive services to help individuals/families improve skills with managing their finances. The outcome will be that families achieve self-sufficiency. In FY21, this will be addressed at the family level.
Goal: Restructure the YouthBuild construction classroom to enhance participant’s capacity to achieve self-sufficiency. FY21 Objective: Strengthen employee credentials in construction areas to increase staff capacity. FY21 Strategies: Determine applicable training to increase staff capacity; Provide training opportunities to applicable staff.
Prioritized Need #4: COVID-19 Related Services: The Coronavirus Pandemic has led to an increased need for emergency services i.e. food, utility payments, rent/mortgage payments, medical/prescription services, transportation services, etc.; emergency preparedness, health services; and more and is recognized as an individual, family, community and agency level need. Organizations at every level (local, state and federal) had no way of predicting the coronavirus pandemic and were not prepared for the impact realized across our communities, our Country and the World. While recognizing the deep devastation in terms of the public health crisis, the downturn of the economy, and all other negative aspects of dealing with a worldwide pandemic, this crisis forced us to face threats introduced by COVID-19, thereby providing an opportunity to plan and prepare so as to ensure for continued service provision of essential services during this crisis and moving forward.
LDCAA is addressing this need by tapping into local, foundation, state and federal resources; implementing teleworking practices when/where possible; reducing risks by provision of personal protective equipment for staff, customers, Board members, etc.; and changes in daily
8 Item L Page 23 of 50 FY20 Community Action Plan operations of service provision to allow for social distancing practices i.e. contactless service provision. Many of these strategies have been implemented via use of online applications for services; services provided by appointment or via telephone; no-fare transit rides so drivers and passengers did not exchange money, vouchers, etc.; decreased hours of operation at all locations to minimize exposure; social distancing on public transit buses for passengers via limited seating; and use of technology (Zoom, email, social media) for trainings, Board meetings, meetings with funders, etc.
FY 21 Goal: Continue to use established processes/protocols/guidance for agency operations, staffing, essential service provision, etc. in the wake of a national pandemic. FY21 Objectives: Provide uninterrupted social, housing, transportation, emergency and other agency services to approximately 2000 individuals in order to meet the needs of individuals, families and the community. FY21 Strategies: Allow for staff to work remotely when/where possible; Provide staff, Board, Consumers and others with Personal Protective Equipment; Use alternative sources such as Zoom, internet, telephone, etc. to reduce person-to-person contact; Promote Social Distancing internally among staff and between staff and consumers.
Agency Level Goal: Establish and implement a new name and logo for the agency in an effort to better convey our mission and services to the public. This is an agency-level goal. FY21 Objective: Research funding opportunities to offset the cost of rebranding all agency related matters. FY21 Strategies: Research grant opportunities; Write/submit grant applications; Research additional opportunities to finance re-branding.
At the agency level, in order to address each of these needs, LDCAA’s resource development activities will have a strong focus on securing funds specifically for these purposes. CSBG funds have been budgeted to address Housing and Economic/ Community Development needs. LDCAA also has numerous existing housing programs and supportive services that will help with achieving the desired outcomes for housing and economic/community development. LDCAA operates State Parks, multi- family units and other programs that help to spur the economy. The agency also has long-standing partnerships with Southern Workforce Board, the Choctaw Nation of Oklahoma, Chambers of Commerce, and other stakeholders that will be additional resources in addressing these needs.
Community needs were prioritized by focus groups. The focus groups were made up of agency leadership, front-line staff, program directors, supervisors, planning department staff and Board members. Each individual representing one of these groups completed a survey that listed the top ten needs as ranked by the community. They completed an activity of ranking/prioritizing the top three needs based on their roles in the community as service providers, etc. For each need selected, they were asked to provide an explanation (qualitative data) as to why they selected the needs. Once all focus group surveys were collected, the responses were recorded and prioritized based on counts. Each represents needs to be addressed by the agency. The agency will strive to partner at the local level as well to address these community needs.
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5. Has anything changed within your service area or within your agency in the past year that affect the needs from previous years? (provide examples) .
Yes. The entire World has been impacted by a National Pandemic-COVID-19 also referred to as the Coronavirus. An addendum to the FY20 CAP was created and approved by the Board and ODOC. The addendum was necessary to address unforeseen needs arising due to the Coronavirus (COVID-19) pandemic. This remains a need in FY21 and therefore has been included in this FY21 CAP plan. This need encompasses all levels to include: individual, family, community and agency. The Coronavirus Pandemic (COVID-19) has impacted all aspects of life and therefore aligns with community needs across every category and community sector.
COVID-19 has brought with it unprecedented challenges surrounding service provision, concerns with health, the economy, transportation and every corner of community infrastructure. CSBG CARES funding and other resources have been instrumental in helping our consumers, staff, board and overall community. We have adopted new ways of conducting daily business operations, participating in training opportunities, and more. Additional challenges have been experienced due to the service area being rural and having limited internet access and in some areas, no internet connectivity available. Staffing shortages onsite were an initial obstacle but our Board and Staff quickly implemented safety procedures and protocols to ensure the agency was able to continue to serve our clients.
6. Describe the process for selecting programs/services administered by the Agency, based upon results of the needs assessment
The top three needs prioritized from the community needs assessment conducted late in 2018 and subsequently approved by the Board at the January 8, 2019 board meeting were Housing, Substance Abuse Services and Economic & Community Development. The agency strives to locate and secure resources that serve to address the community- identified needs. To that end, leadership seeks and forms partnerships, funding, and volunteers to help with addressing these needs. In addition, CSBG funds are budgeted for these activities especially within the area of housing.
7. Reference resources identified in the CNA and indicate how they will be connected to services in the CAP provided by the agency:
The agency will continue to refer to the needs assessment as a guide for resource development and continued service delivery. The agency will work with community partners, residents, funders and others to seek out strategies for addressing community needs even if/when they differ from those that can be directly addressed through the agency (based on existing programs and capacity).
The C.N.A. includes lists of resource providers currently addressing each prioritized need. Staff will collaborate with these resource providers when possible and practical, to address the needs. Referrals to other resource providers will be made to ensure residents are tapping into
10 Item L Page 25 of 50 FY20 Community Action Plan all potential resources. The agency will seek to not duplicate services but to provide services and address gaps in order to meet the community identified needs.
As noted in the logic models for 2021, the prioritized needs which will be the focus for identifying and implementing strategies are: Housing, Substance Abuse Services, Economic/Community Development; Emergency Related COVID-19 Needs and an Agency need for rebranding.
Planning: This section should be in narrartive format and include the following at a minimum:
1. Provide a brief description of the agency’s Strategic Planning process and provide dates of the current strategic plan.
In October of 2019, LDCAA began the process to create the new three-year (2020-2023) Strategic Plan. This process began with internal reviews and analysis of the existing 2017- 2020 Strategic Plan, the current Community Needs Assessment, the 2019 logic models, the performance measurement outcomes spreadsheet, and the Customer Satisfaction survey results from calendar year 2019. In addition, discussion and analysis occurred over program services provided as reported in CAPTAIN.
The next step in the process involved the ROMA/CAPTAIN/CSBG specialist and the Executive Director meeting with a Certified ROMA Implementer, Julia Teska. This in- person, one-day meeting occurred on October 24, 2019. The ROMA Implementer provided training, technical assistance, guidance and support over “next steps” and CSBG mandates as well as ODOC (Oklahoma Department of Commerce) guidance/rules for preparing the agency’s new three-year 2020-2023 Strategic Plan. As part of that process, numerous organizational standards and other components were reviewed and discussed.
On November 12, 2019, the Board of Directors reviewed the 2019 Community Action Plan and the 2019 logic models which identify needs that align with the top three needs from the existing Community Needs Assessment. They also reviewed the 2017-2020 Strategic Plan and were provided updates on the success of specific strategies and progress in meeting stated goals.
On January 14, 2020, LDCAA’s Board of Directors engaged in strategic planning activities, including SWOT (Strength, Weaknesses, Opportunities and Threats) Analysis to provide input for the new 2020-2023 strategic plan. During this same meeting, they reviewed the agency’s Mission and Vision statements and participated in activities to determine if the existing language met with the CSBG criteria as well as the goals/objectives of the agency and the needs of the community. Through this activity and subsequent assessment activities with staff, leadership and focus groups, it was determined that the new Strategic Plan will focus on the top three needs as identified in the current 2019-2021 Community Needs Assessment . The 2020-2023 Strategic Plan was submitted and approved by the Board of Directors on February 11, 2020 during the regularly scheduled Board meeting.
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2. Describe the connection between the CAP and the agency-wide Strategic plan.
The strategic plan represents a long-term three-year plan used by the agency for decision making with identification of short term, intermediate and long term goals. It includes data from the needs assessment and identifies the top needs to be addressed over the course of the three years. The CAP plan builds upon the Strategic plan, identifies short- term goals (needs to be addressed and the expected outcomes to be achieved) that the agency will focus on during this fiscal year (2021). Connections between the plans are evident across the needs sections.
Community Development, although different terminology is used, is a constant across both plans. Substance abuse services, a prioritized need referenced in the CAP plan, is also addressed in the strategic plan. Both plans are very representative of the CSBG goals, mandates, organizational standards and LDCAA’s mission to address needs that will serve to help individuals/families on the path to self- sufficiency.
3. Submit final logic models with actual results for top three needs for CSBG 2020.
Final 2020 logic models with results are included in the upload section within the pre-award agency questionnaire workbook.
Evaluate last year’s performance (2020) and determine what will be done differently this year.
The Final Logic Models for 2020 were presented to the Board during the November 10, 2020 Board meeting. Specific strategies identified in the logic models were discussed as well as results for each of the top three needs and the agency level need of Rebranding. They are uploaded within the excel workbook titled Pre-Award Agency Questionnaire.
The presentation of results included outcomes/goals that had been achieved up through October 31, 2020. Therefore, two months was still remaining within the year to achieve stated outcomes. Reports pulled from CAPTAIN and other tracking methods showed that outcomes had been achieved for three of the four needs . The agency level outcome was at 50% and discussion regarding challenges occurred during the meeting.
4. Submit planning logic models for top three needs for CSBG 2020.
The 2021planning logic models are included within the excel workbook upload titled Pre- Award Agency Questionnaire.
5. Ensure logic models include clear outcomes that match the top needs of the CNA, strategies match the needs, outcome levels match the levels of the needs, outcome indicators are identified, measurement tools are identified (Utilize ODOC’s Logic Model Checklist).
LDCAA utilized ODOC’s Logic Model Checklist to ensure that the 2021 Logic models include clear outcomes that match the prioritized needs in the C.N.A. which are Housing,
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Substance Abuse, Economic/Community Development, COVID-19 related Emergency needs and an Agency need for Rebranding. The planning logic models are included within the excel workbook uploaded in the application titled Pre-Award Agency Questionnaire.
6. Describe the targeted population to be served.
The target population will be residents of Choctaw, McCurtain and Pushmataha counties of Southeast Oklahoma. The agency will continue to provide the wide array of services available. However, increased efforts to serve the population exhibiting need for one or more of the prioritized needs (housing, substance abuse services economic/community development, COVID Emergency needs) will be a primary target audience. Programs/ services will target families with low-incomes.
7. Explain how Performance Measurement Outcomes are Set
Program performance goals are set based on a variety of factors. First and foremost, Little Dixie Community Action Agency, Inc. uses the community needs assessment as a tool and guide to look for opportunities that address the needs as identified by the community. The planning department works with program staff, including leadership, supervisors, front-line and support staff to ensure there is a clear understanding of the programs and outcomes. That information is then written within the planning department but is representative of the data shared by those who operate the programs. The outcomes are designed to align with the program goals and objectives. For example, Head Start is funded to serve approximately 400 youth with an objective to improve school readiness. Therefore, the outcome listed in the performance measurement outcome spreadsheet would align with this program outcome.
8. Performance Measurement Outcomes Spreadsheet – Excel Spreadsheet list of outcomes and outcome indicators (including partnerships) connected to ALL programs/services/activities. This list should be connected to CNA and Strategic Plan.
The Performance Measurement Outcomes spreadsheet is included as an upload to the application and is representative of needs identified in the C.N.A. and the Strategic plan. It is included in the excel workbook titled “Pre-Award Agency Questionnaire (see labeled tabs within the workbook).
9. A detailed description of how the agency does or will address the needs of youth in low- income communities through youth development programs
Little Dixie CAA operates programs that address the needs of youth, such as Head Start, Early Head Start, Early Head Start/Child Care Partnership, Early Learning Centers, YouthFirst, Court Appointed Special Advocates program, Healthy Start, Early Childhood Comprehensive Systems Impact program, YouthBuild and Drug Free Communities Support Program. LDCAA will continue to seek funding to expand these programs and to develop additional programs that promote positive youth development.
Other programs focused on promoting positive youth development include the CASA (Court
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Appointed Special Advocate) Program which utilizes trained CASA volunteers to be the voice for children in the court system and Healthy Start which serves women as well as infants and toddlers through age two years. Through this program, participants receive services aimed at improving health outcomes of newborns and decreasing infant mortality rates, which in large part, focuses on improving the health and encouraging healthy lifestyles of the mother. LDCAA partners with members from the health community including OBGYN’s, nurses and others to achieve the program goals.
More than 600 youth receive direct services through the agency’s HS/EHS and Early Head Start/Child Care programs. Eligibility requirements for enrollment in these programs require that a significant percentage of the children enrolled represent households with low-incomes. These children receive educational services that serve to improve not only their cognitive skills but also social and emotional skills. While in the classroom, they receive healthy nutritious meals and snacks.
Through YouthBuild, youth who are considered at-risk (have dropped out of school, are low- income, are in foster care, etc.) are provided opportunities to increase their vocational and educational skills. This occurs through provision of coursework to prepare these youth to take the GED test as well as vocational skills training in the area of home construction. Through a partnership with the Self Help Housing program, the youth provide a service through volunteering at these construction sites while learning the portable skills of home construction. They are also provided opportunities for life skills training and community service/engagement.
The planning department researches grant opportunities for additional youth-development programs. CASA and Mentoring partner with other youth-oriented entities/programs i.e. Men United; Choctaw Nation of Oklahoma’s Youth Advisory Board; Boys and Girls Clubs; Health Department; area Schools; and more to address needs of youth in the community.
10. A description of how the agency coordinates the provision of employment and training activities with The Workforce Innovation and Opportunity Act (WIOA) programs for services.
LDCAA does not provide direct employment and training activities. Agency staff representing various programs work closely with the Southern Workforce Board for the common goal of helping people obtain their vocational goals.
Little Dixie’s transit program transports residents to and from their jobs; the agency builds into its programs components that serve to improve life skills necessary to sustain employment. The agency also secures partnerships with the local workforce board to strengthen opportunities pursued that serve to address employment and/or barriers to employment such as lack of job skills, etc.
The AmeriCorps program utilizes 20 AmeriCorps volunteers in the Head Start and Early Head Start Classrooms as Individual Development Coaches for the youth. As part of their tasks (working with youth on achievement of goals), they learn early childhood skills that improve
14 Item L Page 29 of 50 FY20 Community Action Plan their job skills in the process. Also, through the YouthBuild program, a total of 44 youth (ages 16-24) receive services to include GED preparation and testing as well as vocational skills training relevant to construction. Each of these activities help the youth participants to improve their goals for career development.
In addition, LDCAA pursues numerous funding opportunities each year in which partnerships/formal MOU’s are entered into with Southern Workforce Board as a coordinated effort to achieve the stated goals. LDCAA and SWB have a long standing and good working relationship.
11. A thorough description of how funds will support innovative community and neighborhood-based programs such as fatherhood initiatives, and other initiatives aimed at strengthening families (e.g. Asset Building projects).
Utilizing the “Strengthening Families Program” curriculum, LDCAA’s YouthFirst program provides case management services to at-risk youth ages 10 to 17 who reside within Choctaw, McCurtain, or Pushmataha Counties. Youth participants receive support to become productive, law-abiding citizens. Project activities and SFP training work to strengthen the family system, protective factors, pro-social skills and parent-child communication. The program serves 30 at-risk children and their families each year.
LDCAA’s Mentoring, CASA, and Healthy Start programs provide numerous opportunities which encourage family involvement and strengthen the family unit. This is achieved through planned activities and with the help of partners. The At-Risk and Victims Advocacy programs partner with Men United to assist at-risk youth in developing responsibility and learning specific skills through community improvement events. These men also teach and instill in these young people the importance of community awareness and family involvement. They serve as mentors to youth, supporting them through any issue they may be facing.
Head Start and Early Head Start have monthly “Dad’s Day” events and other such program activities to encourage and support fatherhood and family initiatives.
Healthy Start employs a Fatherhood Coordinator to increase father/dad or father figure involvement. LDCAA programs are well represented on the county coalitions and through the coalitions, many activities occur throughout the year with a focus on father and/or overall parental involvement.
12. A detailed description of the strategy to counteract the condition of starvation and malnutrition. Include a description of the agencies’ emergency food provisions plan, and how the agency provides this population with nutritious foods, nutrition education, shopping techniques, assistance in growing your own food gardens, etc.
LDCAA currently operates an ongoing program to combat malnutrition and starvation within the state of Oklahoma; the Child and Adult Care Food Program (CACFP). CACFP is an entitlement program that guarantees nutritious meals to children through age 12 who are enrolled in family day care homes. By providing free and low cost food to child care
15 Item L Page 30 of 50 FY20 Community Action Plan providers, CACFP helps to ensure that children are well fed, able to concentrate, and ready to learn. CACFP reimburses participating day care homes for their meal costs. It is administered by the U.S. Department of Agriculture. Staff members also provide training to ensure providers are up to date on issues concerning child nutrition and development.
In addition, there are multiple Community Nutrition Centers within Little Dixie CAA’s tri- county service area. Little Dixie CAA’s RSVP Program provides volunteers to serve meals to senior citizens on a daily basis.
For the past ten years, LDCAA has partnered with International Paper Foundation, civic organizations, residents and other community-based organizations locally to raise funds for the food baskets provided to families during the Thanksgiving and Christmas holiday seasons. On average, more than 50 families receive food baskets annually through these ongoing events which will continue through 2021.
LDCAA program staff, during the intake process for any client/potential client that visits any LDCAA location, can easily identify if/when an individual/family might qualify for SNAP benefits. In these events, many times the LDCAA employee will assist the client with the application process and/or refer them to the appropriate DHS office to complete an application.
LDCAA’s Healthy Start program staff work with infants and mothers, mothers-to-be, as well as expectant mothers. They help program participants in addressing malnutrition not only through education but also with assistance applying for WIC and through referrals.
Additionally, LDCAA secures grant funds through International Paper Foundation, Wal-Mart Foundation and other sources to assist local food banks with restocking food in their pantries. Food items are available to families of low-income. Apartment staff representing LDCAA’s multifamily program assist food banks in Hugo with packaging and distributing food supplies to families in need.
13. A detailed description of the strategy to ensure appropriate emergency services are provided based on the agency’s community needs assessment. Agencies should demonstrate established linkages with other services and organizations to assemble a combination of short-term resources and long-term support.
Little Dixie CAA has emergency funds available through the Emergency Food and Shelter Program and the Little Dixie Emergency Fund. These help to address an imminent emergency-situation where a family has found themselves in crisis due to unforeseen/unanticipated circumstances. CSBG CARES funding and other resources have been secured to address food insecurities and other emergency needs related to the COVID-19 pandemic.
The agency acts as the service unit for the Salvation Army activities for all three counties in the service area. Funds raised through the bell ringing campaign which occurs in November and December each year also serve to assist families in need of emergency services.
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LDCAA operates a Victims Advocacy program that provides emergency assistance for food, shelter, transportation, clothing and other needs to victims of any crime. CASA provides emergency supplies such as Emergency Kits which include hygiene products, clothing, books and stuffed animals for children; Safe Place/Healing Hearts provides emergency kits, transportation, rent deposits, emergency shelter and assistance with medical needs for victims of Sexual Assault, Domestic Violence, Stalking or Dating Violence.
Most recently, CSBG CARES, ODOT CARES Act funding, NeighborWorks America Rental Resiliency funds and foundation funds have been secured to help clients with emergency needs, especially those arising from impacts due to COVID-19.
Provision of emergency services are provided through partnerships with DHS, local Court systems, County Health Departments, County Coalitions, Food banks, Salvation Army and other linkages. This ensures the ability to address emergency needs of individuals and families in the service area.
14. Brief description of how agency will partner with other local entities, including faith- based, charitable and community organizations.
Little Dixie Community Action Agency, Inc. has numerous partnerships at the community level and beyond. These partnerships are identified in the addendum which has been included as an upload. Partnerships represent faith-based, community-based, public and private organizations, other social-service providers, Choctaw Nation of Oklahoma, Southern Workforce Board and more. Many of the programs operated by the agency would not be sustainable without these partnerships.
Little Dixie Community Action Agency, Inc. is a member of the county coalitions in each county within the agency’s service area. The coalitions represent every sector of the community. Members meet monthly and LDCAA is well represented at each meeting. LDCAA will continue to partner with other entities/organizations, establishing MOU’s when applicable in order to address shared goals to improve the lives of families, especially those with low incomes and to address needs within the service area.
What efforts are in place to avoid duplication of services? (Provide a complete agency partnership list as an addendum to this CAP and list at least one outcome for each partnership – see number 7 for more information. As long as outcomes are clearly identified this list can be used to meet Organizational Standard 2.1.)
Strategies to reduce the duplication of services: Through existing partnerships, attending coalition meetings, active participation in civic and other community-based organizations, etc., LDCAA is well aware of the needs of the community and whether or not they are being adequately addressed. LDCAA does not “compete” with other organizations locally to address needs, but rather forms both informal and formal partnerships to achieve the shared goals. LDCAA is the primary service provider in the tri-county area and the “go-to” agency for most needs aside from those state and federal entities i.e. Department of Human Services, County
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Health Departments, etc.
The Choctaw Nation of Oklahoma provides some of the same services as does LDCAA including Head Start and social service programs. However, this is not considered a duplication of services as most services provided via the Choctaw Nation of Oklahoma are restricted to tribal members.
Many civic, faith-based and charitable entities have representation on LDCAA’s board of directors and each month, the planning department employees present to the board funding opportunities the agency seeks to pursue (requesting board approval to move forward). During these presentations, employees provide a very detailed description of what services would be provided if/when the grant(s) were to be awarded. This provides an opportunity to discuss any existing programs/entities that may already be providing the service.
Head Start and the ECCS (Early Childhood Comprehensive Systems Impact) programs partnered to update the tri-county resource manual which identifies organizations throughout LDCAA’s service area of Choctaw, McCurtain and Pushmataha counties and beyond. This manual is located in every Head Start and Early Head Start center. It is also shared with other program staff throughout the agency. This provides a tool not only to help identify resource providers but also to identify potential gaps in service. Referrals are made to other organizations if/when LDCAA is unable to address the needs of clients or potential clients. The resource guide index was included in the Community Needs Assessment report along with directions on how/where to access. It is available on LDCAA’s website at www.littledixie.org
15. Describe what success with the CAP will look like.
Success will defined as having achieved at least 75 percent of the stated outcomes as identified in the logic models. Success will also be measured by increased positive feedback from customers as reflected in the customer satisfaction surveys. Success will also involve increased or enhanced services and partnerships that directly address the prioritized needs (Housing, Substance Abuse Services, and Economic/Community Development). And success will also involve the creation or enhancement of partnerships/collaboration efforts so as to ensure all available resources are being utilized for addressing community needs. LDCAA will utilize CAPTAIN and other tracking systems to identify agency staff, board and volunteer training hours to assess agency and stakeholder capacity. Success in terms of agency capacity will equate to adapting to virtual training and volunteer activities in order to acquire and/or sustain capacity.
Implementation of Services and Strategies
This section should be in narrative format and include the following at a minimum:
1. Describe how the CAP will be implemented, how staff will be notified/trained and who is responsible for oversight of the plan implementation.
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The CAP will be shared by email, in paper format, through discussion, etc. with leadership (including Board members), program directors, supervisors, front-line and support staff. This will ensure that all staff are aware of the expected outcomes identified within the CAP for FY2021 which will be a primary focus of agency activities over the year. It will be discussed in detail with Board members who will all be provided copies. Review and analysis of the CAP will occur on a quarterly basis i.e. through customer satisfaction and outcome reports presented to staff and board.
Program Directors will receive monthly reports pulled from CAPTAIN and will be instructed to compare the data to the logic models (if applicable) and to the Performance Measurement goals as identified in the spreadsheets. The CAPTAIN Administrator will notify staff of any concerns in terms of not meeting goals, etc. Leadership, staff and Board all work to achieve stated outcomes with the CAPTAIN Administrator being responsible for oversight of the plan implementation. The CAP will be posted to the agency website.
2. Describe what case management services are provided by the agency.
LDCAA operates several programs that provide case management including Lending, Head Start, Early Head Start, Early Head Start-Child Care Partnership, Healthy Start and Housing. Case management is provided to clients seeking loan funds to help them become loan eligible; services would include credit counseling, budgeting, financial coaching, etc.; Case management is provided to parents/primary caregivers of HS/EHS and EHS/CC youth by Family Advocates working with each family towards setting and achieving goals. Case management is also provided by Housing Coordinators with clients seeking housing services. In the area of housing, case management may involve provision of credit counseling as well as helping families work with creditors to reduce debt (in some cases, having debt written off); budgeting; saving; financial fitness; refinancing home loans to reduce interest rates and more. The housing counselors maintain regular contact with the customers to encourage them and help them “stay on track” so as to increase their chance to improve their current financial situation. The goal is to reduce debt, increase income and become more self-sufficient. Healthy Start clients receive case management through follow up activities provided by the care coordinators to ensure that health screening appointments were kept as well as other activities that serve to support the program goals. Other program participants receive case management via the applicable program staff which serves to facilitate continued participation.
The new strategy of using the Matrix Questionnaire directly lends itself to case management as customers receive a new questionnaire to complete every 90 days. This allows staff to assess if their situations are improving, or if a referral to an additional program is necessary to promote self-sufficiency. The Service Integration Matrix (SIM) will assess if the client is eligible for other services than those originally sought. The SIM is ran internally (CAPTAIN Administrator) on every client served whereas the Matrix is ran on select clients i.e. those receiving services of Credit Counseling, Housing Rental, EHS-CC or Business Lending. Clients for which the matrix is used averages 300.
3. For agencies utilizing CAPTAIN also include a description of how you will utilize the
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risk assessment report available in CAPTAIN to assist with case management.
In prior years, the risk assessment report was utilized to assist with case management to help determine the needs of each individual/family requesting services. This report helped the case worker identify the services needed and/or the referrals required in order for the individual/family to be provided with all the assistance and services needed. However, CapSystems, in their work to transition CAPTAIN into ROMA NG (next generation) and in their meetings with Commerce and/or CAP agencies decided to build the pre-assessment questions into the client intake screens.
Data that was critical to the risk assessment was previously collected to the pre-assessment tab in CAPTAIN. That data has now been integrated into the client intake screens. Currently, Little Dixie C.A.A. utilizes the Service Integration Matrix (SIM) to assist with case management. The SIM allows CAPTAIN users the ability to provide the client with additional services the client may be eligible for, based on the information reported. CAPTAIN data- input staff can print and mail a computer-generated referral letter to the client. If the client is readily available, the letter can be given to them in person. This letter lists the possible services the client is eligible for and the contact information for those programs. By utilizing the SIM feature, LDCAA program staff have the opportunity to educate and provide individuals/families with as many services as possible, thus improving customers’ chances of achieving self-sufficiency.” To reiterate, the implementation of the Matrix Questionnaire discussed earlier allows for extended case management with a sample of agency customers via intentional follow up at a minimum of every 90 days.
4. Describe your agency’s process for tracking outcomes and outputs.
Employees responsible for data collection/tracking are trained over the FNPI’s and SRV codes applicable to the specific services they provide within their programs. They learn how to appropriately and accurately transfer data from client intake forms into CAPTAIN, the primary tool for tracking outcomes across the agency. The CAPTAIN administrator conducts both group and one-on-one trainings to help each CAPTAIN “user” understand how to input data and how to use that data as a tool for decision making. As the CAPTAIN administrator pulls reports on a monthly basis and analyzes that data against projections, etc., she uses that to determine if/when additional training is needed. When issues arise, specialized or one-on- one training is provided to applicable program staff.
Agency-provided programs are required to utilize CAPTAIN for capturing client data, non- client data, staff training; board member training and volunteer hours, etc. This is one method by which the agency is able to track outcomes and outputs. In addition, nearly every program operated by LDCAA is required to utilize specific tracking tools as required by their funder. One example would be housing. Housing counselors use two tracking programs; CounselorMax and ORS (online reporting system) to track outputs and capture the outcomes of the services they provide. Head Start, Early Head Start and Early Head Start/Child Care enter data into Child Plus, Teaching Strategies Gold and other tracking systems. There are numerous “tracking” methods that are program specific and required. All programs report on some level in CAPTAIN.
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5. A description of how CSBG funds will be coordinated with public/private resources
Little Dixie CAA leverages the CSBG funding with other public and private resources to provide adequate funds to operate many of our anti-poverty programs. Programs receiving CSBG support include Court Appointed Special Advocates, Retired and Senior Volunteer Program, Housing, CSBG/CAPTAIN/ROMA administrator, Community Projects, Early Learning Centers, and others as needed. LDCAA has used its CSBG funding in a similar manner for many years. CSBG funding helps to support many of the tools (Community Needs Assessment, Strategic Plan, etc.) that help with agency decision making processes. CSBG funds are leveraged with other federal, state, and foundation resources received by the aforementioned programs.
6. A description of how customer satisfaction will be assessed.
Customer Satisfaction is collected via a Customer Satisfaction Survey. The survey identifies the department from which the customer sought and/or received services. It offers three choices to identify “level of satisfaction which includes: “Very Satisfied” “Somewhat Satisfied” or “Not Satisfied”. The survey encourages customers to elaborate and leave feedback for ways the agency could improve upon service provision. The survey also collects demographics i.e. gender, age ranges, race and ethnicity.
All customer satisfaction surveys, whether completed online or on paper are maintained by the ROMA/CSBG Administrator. She inputs all responses into one database and provides quarterly reports to the Board and leadership on the analysis of the surveys. This includes rate of return by program and county reporting; response percentages on levels of satisfaction, etc.
When a survey reveals a need for action, the response is immediately forwarded to the appropriate program staff. Customer satisfaction feedback is used in planning and for staff training purposes. Survey responses are helpful in identifying strategies or areas where the agency could improve and for identifying potential barriers/issues and gaps in services.
Observations of Results and Reporting the Achievement of Results
This section should utilize Logic Model Templates and include narrative of the following:
1. Describe the system for data collection and aggregation into reports:
Data will be collected by assigned/appropriate data collection staff in each program and for each need identified in the logic models. This data comes from client intake forms and is transferred into CAPTAIN and/or other tracking systems. Data/outcomes will be reviewed monthly by the CAPTAIN administrator. The CAPTAIN administrator shares reports with program staff on a monthly basis and with the Board no less than once per year. Logic models are included for both FY20 Final and FY21 Planning within the Pre-Award Agency Questionnaire excel workbook.
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2. Describe how will the information for the CSBG Annual Report (IS) be collected and used by the agency.
Information for the CSBG Annual report comes primarily from CAPTAIN reports. The information is used to help better understand who represents the agency’s clients; to ensure services are being targeted and provided to the target audiences of individuals/families with low-incomes; as a tool for decision making and planning purposes. The CAPTAIN administrator will share annual report data with leadership, board and staff. Initial data input occurs at the program level by assigned and trained CAPTAIN data entry personnel.
3. Describe how outcome data will be shared across programs (agency wide reporting practices) and with agency leadership (include methods and frequency).
Customer satisfaction data will be shared with the Board and ODOC on a quarterly basis and as necessary with staff to address any issues. Program reports will be shared with appropriate staff and program directors on a monthly basis. The data will be used to assess if program goals are being met and identify any barriers or gaps. The SIM feature in CAPTAIN will be utilized for identifying services outside of those sought by clients for which they may be eligible. Outcome data will be shared across programs through presentations and by email so as to ensure that a holistic approach to service delivery is being achieved. Additionally, LDCAA recently implemented a strategy to help with assessing the outcomes of service provision, especially within those areas where clients may be receiving more than one service or one service on more than one occasion. Clients receiving services from a select group of programs (Rental Housing, Business Lending, EHS-CC, and Credit Counseling) receive a matrix questionnaire as applicable and no less than every 90 days. The CAPTAIN/ROMA/CSBG Administrator informs applicable staff of which clients need to complete the questionnaire, sends reminders to staff to collect “new” completed questionnaires and using this data, compares it to earlier versions completed to assess whether the client’s situation has improved (moved towards self-sufficiency).
4. Describe how the agency’s board will be updated on the achievement of the outcomes and the frequency of the updates. (Organizational Standard 4.4)
Leadership, program directors, front-line staff and others provide reports over one or two programs during each monthly board meeting. The planning director, program planners, ROMA/CSBG/CAPTAIN Administrator, Fiscal Officer, Executive Director, etc. provides updates on logic models, Community needs assessment, Performance Management outcomes, Community Action Plan, Strategic Plan, etc. no less than once per year. The CSBG/ROMA/CAPTAIN Administrator provides reports over customer satisfaction quarterly and updates on achievement of outcomes via the annual report annually.
Analysis of Data and Evaluation This section should be in narrative format and include the following at a minimum:
1. Describe the data analysis process – what is done, who is involved, etc.
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The process varies depending upon the year i.e. if it is a strategic planning year, a Community Needs assessment year, etc. Data analysis is conducted over reports pulled from CAPTAIN on an ongoing basis and typically involves the CAPTAIN administrator, data entry staff and program staff. This level of evaluation is for purposes of understanding reports, identifying any variances within stated outcomes/goals and what is pulled from reports. It begins at the CAPTAIN administrator to Data Entry person level and then goes further to involve front-line staff, supervisors and leadership as necessary. This type of data analysis ensures that data collection over the outcomes is being collected appropriately and occurs monthly.
Data analysis and evaluation of the Strategic Plan occurs annually with program staff, leadership and Board. This involves a review of the plan and discussion of any/all known changes within the community that have impacted the plan.
Data analysis over the Community Needs Assessment involves stakeholders to include other service providers, residents, customers, staff, leadership, faith-based community, educational community, volunteers, public/private sectors and Board. The formal process occurs once every three years but the plan is updated annually.
Customer satisfaction data is collected on an ongoing basis by program staff and forwarded to the CAPTAIN administrator who maintains the surveys and transfers the responses into an electronic database. This data is shared quarterly with Board members and staff. It is shared on an “as-needed” basis with appropriate staff to ensure timely responses/actions for any survey that includes information that is concerning to the agency. Analysis of this data involves looking at the demographics of the survey responses especially the counties and programs from where services were received. This helps with decision making for staff training, need for increased marketing in certain areas, etc.
2. Describe how the agency evaluated last year’s performance and what will be done differently based on last year’s outcomes/results. Describe how actual results will be compared to projected results?
Last year’s (2020) performance evaluation began in November of 2020 and started with a review of the logic models. The next step was to generate CAPTAIN and other reports to determine if the stated outcomes within the logic models had been met. The logic models with results were shared with leadership, front-line staff, directors and the Board. Also, a review by staff over the performance measurement outcomes was completed. This occurred initially with the CAPTAIN administrator, planning director, front-line staff and leadership. Each program was reviewed and Program Directors as well as front line staff provided updates as to challenges, opportunities, etc. that were faced by their respective programs.
The Planning Director and the CAPTAIN Administrator held several in-depth discussions with program staff to determine if all outcomes that can be captured were being captured and if any additional data needed to be added for tracking. This is considered “Program Level Evaluation.” Evaluation analysis reports over program outcomes were provided to the board in November of 2020 by the CAPTAIN Administrator. No significant changes will occur.
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LDCAA will continue to use the Matrix within the Housing department and the Early Head Start-Child care program. This tracking will allow for increased case management with approximately 300 clients and hopefully serve to support the hypothesis that services provided by LDCAA are positively impacting the lives of those we serve and leading to self- sufficiency. This type of data evaluation between leadership, staff and board is an ongoing process. Based on performance and the processes in place which are working for evaluating outcomes, the agency is not proposing any other changes.
3. Describe how the outcomes (actual results) will be used to make changes to the Community Action Plan and the Strategic Plan.
The outcomes (from monthly reports pulled from CAPTAIN, Customer Satisfaction and other reporting software) will be used as a tool for gauging success rates and making revisions, if necessary, to the Community Action Plan and the Strategic plan throughout the year. Revisions will only be made following a thorough review by staff, leadership and with Board approval. In the event revisions occur, those would be included to the appropriate documents as “addendums” and the revised plans would be forwarded to staff, board, and the appropriate ODOC staff.
4. Describe how other comparisons (e.g. the demographics of the population served with the population identified to be in need in the CNA) will be done.
LDCAA’s Community Needs Assessment identified that the service area and area assessed are one in the same. While the primary target audience includes families with low-incomes, many agency programs are available across various income ranges. LDCAA will utilize the Annual Report which includes demographics on those receiving services to compare to the demographics of the service area as reflected from the CARES network, Community Commons, and Census data. This data will help to identify if the population being served is representative of the community “in need.” Given the high incidence of poverty in the service area, LDCAA does not expect to see any significant variances.
5. Describe how recommendations will be made to the board regarding actions to be taken based on analysis.
Recommendations for change/revisions, if deemed necessary, will be presented to the Board during a regularly scheduled board meeting and will require discussion, review, consideration and a vote by the board prior to any changes. In the event an action i.e. change in needs focus were to be proposed, all stakeholders would be provided an in-depth analysis as to why that action was proposed. Only after careful consideration and analysis would any recommendations for such actions be requested.
6. Describe how the agency will adjust performance goals when needed as evidenced by actual performance.
Performance goals will be revised based on actual results if/when there exists a significant variance between the two. Again, this would only occur after a thorough review/analysis to
24 Item L Page 39 of 50 FY20 Community Action Plan determine why the variance exists. If actual results are lower than goals, an analysis of outreach efforts, staffing, and any other causes leading to the variance would be thoroughly reviewed prior to adjusting the goals. This type of analysis could reveal there is simply a need to increase marketing of a specific program etc.
Should the actual results be greater than the stated goals, then a review/analysis will be conducted to determine contributing factors. This review may reveal that additional funding was secured for a particular service or staff had undergone some specialized training allowing them to improve performance, etc. Adjusting the goals then would be based on knowledge and/or expectations as to whether the conditions present i.e. increased funding were expected to remain a constant. If so, goals would be adjusted accordingly to better align with expected outcomes.
LDCAA’s performance goals are set by program staff and leadership who have knowledge of funding, staffing, need, customer base, etc. Given all the consideration that goes into the goal setting on the front end, the actual results have historically aligned well with the projections. However, conditions change and review and analysis provide the opportunity to explore those changes and adjust accordingly. Any/all changes will be approved at each level to include program staff, leadership and Board.
Attach a copy of the agency’s ROMA Implementation Plan (to be considered as a part of the Community Action Plan, and further documentation of Organizational Standard 4.3).
The ROMA Implementation Plan template has been completed with dates, persons responsible, etc. and was been uploaded in OKgrants as a separate document within the Agency Pre-Award Questionnaire excel workbook.
Submit as part of addendum for Community Action Plan: Provide Partnership list and list at least one outcome for each partnership. This list should include informal and formal partnerships (those with official memorandum of agreement or understanding). Note if any agreement establishes a newly coordinated service delivery system.
The partnership list as generated from CAPTAIN can be found on the following pages.
25 App# Name Case Type Activity Activity Milestone Date Date 00000030 CHOCTAW/PUSHMATAHA COUNTY YOUTH Community Partner B.5a. - Non-Profit 12/30/2020 SERVICES 00000031 DEPARTMENT OF HUMAN SERVICES Community Partner Community-Wide 01/01/2020 B.5k. - Health Service 01/01/2020 CHOCTAW COUNTY Partnerships Organizations 00000032 DEPARTMENT OF HUMAN SERVICES Community Partner B.5k. - Health Service 12/30/2020 MCCURTAIN COUNTY Organizations 00000033 DEPARTMENT OF HUMAN SERVICES Community Partner B.5k. - Health Service 12/30/2020 PUSHMATAHA COUNTY Organizations 00000034 HEALTH DEPARTMENT CHOCTAW COUNTY Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000035 HEALTH DEPARTMENT MCCURTAIN COUNTY Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000036 HEALTH DEPARTMENT PUSHMATAHA Community Partner B.5k. - Health Service 12/30/2020 COUNTY Organizations 00000037 KIAMICHI TECHNOLOGY CENTER CHOCTAW Community Partner B.5i. - Institutions of Post- 12/30/2020 COUNTY Secondary Education/Training 00000039 A PLACE FOR CHANGE Community Partner B.5a. - Non-Profit 12/30/2020 00000040 PROVIDENCE OF OKLAHOMA MENTAL Community Partner B.5k. - Health Service 12/30/2020 HEALTH Organizations 00000041 SEQUELCARE OF OKLAHOMA Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000044 SOS FOR FAMILIES Community Partner B.5a. - Non-Profit 12/30/2020 00000045 OSU EXTENSION CHOCTAW COUNTY Community Partner B.5i. - Institutions of Post- 12/30/2020 Secondary Education/Training 00000046 OSU EXTENSION MCCURTAIN COUNTY Community Partner B.5i. - Institutions of Post- 12/30/2020 Secondary Education/Training 00000047 OSU EXTENSION PUSHMATAHA COUNTY Community Partner B.5i. - Institutions of Post- 12/30/2020 Secondary Education/Training 00000048 SOONER START CHOCTAW COUNTY Community Partner B.5a. - Non-Profit 12/30/2020 00000049 SOONER START MCCURTAIN COUNTY Community Partner B.5a. - Non-Profit 12/30/2020 00000050 SOONER START PUSHMATAHA COUNTY Community Partner B.5a. - Non-Profit 12/30/2020 00000053 ANTLERS PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000055 BOSWELL PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000056 BROKEN BOW PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000057 CLAYTON PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000058 FOREST GROVE PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000059 HUGO PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000060 IDABEL PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000061 RATTAN PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 00000062 SOPER PUBLIC SCHOOL Community Partner B.5h. - School Districts 12/30/2020 Page 00000064 HUGO POLICE DEPARTMENT Community Partner B.5c. - Local Government 12/30/2020 00000066 VICTORY LIFE HUGO Community Partner B.5b. - Faith Based 12/30/2020 40 Item 00000067 CHOCTAW MEMORIAL HOSPITAL Community Partner B.5k. - Health Service 12/30/2020 of Organizations 50 L
LDCAA Community Partners List 1 00000086 AMERICAN LEGION POST 8 Community Partner B.5a. - Non-Profit 12/30/2020 00000087 ANTLERS NURSING HOME Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000088 ANTLERS NUTRITION CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000089 ANTLERS PUBLIC LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 00000091 BLUFF SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000092 BOSWELL NUTRITION CENTER Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000093 BROKEN BOW HEALTH & REHAB Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000094 BROKEN BOW NUTRITION CENTER Community Partner B.5a. - Non-Profit 12/03/2020 00000095 CARTWRIGHT MEMORIAL LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 00000098 CHOCTAW NURSING HOME Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000100 CLAYTON GENEALOGY SOCIETY Community Partner B.5a. - Non-Profit 12/30/2020 00000101 COLONIAL LODGE RETIREMENT CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000102 DARWIN VOLUNTEER FIRE DEPARTMENT Community Partner B.5a. - Non-Profit 12/30/2020 00000103 EAGLETOWN SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000104 FINLEY LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 00000105 FINLEY NUTRITION CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000106 ANTLERS FIRST BAPTIST CHURCH FOOD Community Partner B.5b. - Faith Based 12/30/2020 BANK 00000107 FORT TOWSON SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000108 GARVIN FIRE DEPARTMENT Community Partner B.5a. - Non-Profit 12/30/2020 00000111 GRACEFULLY YOURS Community Partner B.5a. - Non-Profit 12/30/2020 00000112 HAND TO HAND FOOD BANK Community Partner B.5a. - Non-Profit 12/30/2020 00000113 HILLS NURSING HOME Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000114 CHOCTAW NATION SERVICE CENTER - HUGO Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000115 HUGO HOMESTEAD NURSING HOME Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000116 IDABEL MAIN STREET Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000118 MCCURTAIN COUNTY VETERANS MEMORIAL Community Partner B.5a. - Non-Profit 12/30/2020 MUSEUM 00000119 MCCURTAIN MANOR NURSING HOME Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000120 MEMORIAL HEIGHTS NURSING HOME Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000121 MESSER SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000122 NASHOBA COMMUNITY CENTER Community Partner B.5a. - Non-Profit 12/30/2020 Page 00000123 PUSHMATAHA COUNTY HISTORICAL SOCIETY Community Partner B.5a. - Non-Profit 12/30/2020 41 Item 00000124 PUSHMATAHA COUNTY LITERACY COUNCIL Community Partner B.5a. - Non-Profit 12/30/2020 of 00000125 PUSHMATAHA COUNT QUILT GUILD Community Partner B.5a. - Non-Profit 12/30/2020 50 L
LDCAA Community Partners List 2 00000126 RATTAN SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000127 SAWYER SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000128 SHARING HOPE FOOD BANK Community Partner B.5a. - Non-Profit 12/30/2020 00000129 SOPER SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000131 TOM SENIOR CITIZEN CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000132 VALLIANT NUTRITION CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000133 WASHINGTON COMMUNITY CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000134 WILDLIFE HERITAGE MUSEUM Community Partner B.5a. - Non-Profit 12/30/2020 00000135 WRIGHT CITY SENIOR CITIZENS CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000142 HOUSING & URBAN DEVELOPMENT Community Partner B.5g. - 12/30/2020 Consortiums/Collaborations 00000143 HOUSING ASSISTANCE COUNCIL Community Partner B.5g. - 12/30/2020 Consortiums/Collaborations 00000144 SUSAN ALBERSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000146 MICHELE APLIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000147 CHRISTY ASH DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000151 SARAH BELL DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000153 MARY BLANKENSHIP DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000159 STACEY BURCHFIELD DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000161 MELANIE CADY DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000162 CATHY CHAVEZ DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000163 FELICIA CLANTON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000165 WENDY CLIFTON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000167 TRACY COHEE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000168 STACY COZART DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000171 TERI DALLIS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000172 MIKKA DANKER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000173 ELAINE DEAN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Page Corporation 00000174 SHIRLEY DECK DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 42
Corporation Item 00000175 KIM DEMAS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 of Corporation 50 L
LDCAA Community Partners List 3 00000176 BRENDA DERVIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000179 RESHONE EGGLESTON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000180 CELENIA FIGUEROA DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000181 TAMMY FINES DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000182 ROBERTA FONTENOT DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000183 BRANDY FORTNER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000185 MARY FRYE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000188 AMBER GARCIA DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000191 JANELLE GILBERT DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000192 CYNTHIA GODWIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000193 CHRISTINA GOOCH DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000194 BRENDA GREEN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000195 SANDRA GRIMSLEY DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000197 LISA HAMILTON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000198 ROSANN HANES DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000203 ROSA HERNANDEZ DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000205 SONYA HILL DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000208 KATHY JOHNSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000210 KIM JOHNSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000212 KATHLEEN JONES DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000213 LAMARA JONES DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation
00000214 DEBORAH KENYON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Page Corporation 00000216 KRISTIE LAMBERT DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 43
Corporation Item of 00000218 TAMMY LEE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 50
Corporation L
LDCAA Community Partners List 4 00000222 MARIA LOPEZ DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000223 MYNISHIA MALONE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000224 CAROLYN MANN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000227 LASHAWN MARTIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000229 EDIE MARTZALL DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000230 LUELLEN MCCLESKEY DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000238 RONDA MOORE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000239 CARRIE MORENO DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000240 STEPHANIE MORGAN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000242 HEIDI MULLER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000248 TERESA PERRIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000250 CECELIA PILGRIM DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000251 STACI POLLARD DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000252 CAROLYN PULLEN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000253 KATHY RAKE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000254 CAROL RANKIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000255 PAM REDFORD DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000256 EILEENE RENO DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000257 BRIDGET RICHARDS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000264 RACHELLE SANDERS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000265 THERESA SHIRLEY DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation
00000266 VICTORIA SISSOM DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Page Corporation 00000267 LATOSHA SLOAN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 44
Corporation Item of 00000269 ANGELA SMITH DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 50
Corporation L
LDCAA Community Partners List 5 00000271 SHANNON SMITH DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000272 TAMESHIA SOLOMAN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000278 MELISSA TAYLOR DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000279 JULIE TUCKER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000280 KENYETTA TURNER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000281 YOLANDA TURNER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000282 KAMI TYLER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000283 TAMMY VOEGELI DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000284 CHRISTY VUNETICH DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000286 ELIZABETH WALLACE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000287 LISA WALSTON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000288 TAMMY WARD DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000289 KIMBERLY WATSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000290 TINA WEAVER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000291 ORAL WESLEY DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000294 JULIE WILLIAMS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000295 SHERRY WILLIAMS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000298 BERNITA WILSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000301 HENRETTA WRIGHT DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000314 GARY DUVALL DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000329 NICOLE DUCK DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation
00000332 SEQUINA HUNTER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Page Corporation 00000335 OKLAHOMA STATE DEPARTMENT OF Community Partner B.5i. - Institutions of Post- 12/30/2020 45
EDUCATION Secondary Education/Training Item of 00000336 CITY OF ANTLERS Community Partner B.5c. - Local Government 12/30/2020 50
00000337 CITY OF HUGO Community Partner B.5c. - Local Government 12/30/2020 L
LDCAA Community Partners List 6 00000338 CITY OF IDABEL Community Partner B.5c. - Local Government 12/30/2020 00000339 OKLAHOMA HEAD START STATE Community Partner B.5d. - State Government 12/30/2020 COLLABORATION OFFICE 00000340 OKLAHOMA ASSOCIATION OF COMMUNITY Community Partner B.5l. - Statewide Associations or 12/30/2020 ACTION AGENCIES Collaborations 00000341 OKLAHOMA HEAD START ASSOCIATION Community Partner B.5l. - Statewide Associations or 12/30/2020 Collaborations 00000342 OKLAHOMA PARTNERSHIP FOR SCHOOL Community Partner B.5l. - Statewide Associations or 12/30/2020 READINESS BOARD/SMART START OK Collaborations 00000343 OKLAHOMA HEALTH CARE AUTHORITY Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000344 STATE OFFICE OF RURAL HEALTH Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000345 OKLAHOMA STATE DEPARTMENT OF HEALTH Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000346 OKLAHOMA FAMILY NETWORK, INC FAMILY Community Partner B.5g. - 12/30/2020 VOICES STATE AFFILIATE Consortiums/Collaborations 00000347 OKLAHOMA DEPARTMENT OF MENTAL Community Partner B.5k. - Health Service 12/30/2020 HEALTH AND SUBSTANCE ABUSE SERVICES Organizations 00000348 OKLAHOMA GOVERNOR'S OFFICE OPSR Community Partner B.5g. - 12/30/2020 BOARD Consortiums/Collaborations 00000349 SOUTHEASTERN OKLAHOMA STATE Community Partner B.5i. - Institutions of Post- 12/30/2020 UNIVERSITY Secondary Education/Training 00000351 DRUG FREE COMMUNITIES Community Partner B.5a. - Non-Profit 12/30/2020 00000362 INCA COMMUNITY SERVICES Community Partner B.5a. - Non-Profit 12/30/2020 00000365 NORTHEAST OKLAHOMA COMMUNITY Community Partner B.5a. - Non-Profit 01/01/2020 ACTION AGENCY 00000380 OKLAHOMA HOUSING FINANCE AGENCY Community Partner B.5l. - Statewide Associations or 12/30/2020 Collaborations 00000388 LITTLE DIXIE TRANSIT SYSTEM Community Partner B.5a. - Non-Profit 12/30/2020 00000392 CASA- LITTLE DIXIE Community Partner B.5a. - Non-Profit 12/30/2020 00000393 CHOCTAW COUNTY ROOTS ASSOCIATION Community Partner B.5a. - Non-Profit 12/30/2020 00000394 PUSHMATAHA HOSPITAL AUXILIARY Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000395 MCCURTAIN MEMORIAL HOSPITAL AUXILIARY Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000397 PUSHMATAHA CHAMBER OF COMMERCE Community Partner B.5a. - Non-Profit 12/30/2020 00000398 SOPER VOLUNTEER FIRE DEPARTMENT Community Partner B.5c. - Local Government 12/30/2020 00000421 HUGO MEDICAL CLINIC Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000423 KIAMICHI FAMILY MEDICAL CENTER-HUGO Community Partner B.5k. - Health Service 12/30/2020 Organizations Page 00000424 PUSH FAMILY MEDICAL CENTER-BOSWELL Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000425 ROLAND-FLATT CLINIC-ANTLERS Community Partner B.5k. - Health Service 12/30/2020 46 Item Organizations of 50 L
LDCAA Community Partners List 7 00000426 PUSH FAMILY MEDICAL CENTER-CLAYTON Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000429 KIAMICHI FAMILY MEDICAL CENTER-IDABEL Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000436 PUSHMATAHA COUNTY COALITION Community Partner B.5a. - Non-Profit 12/30/2020 00000437 CHOCTAW COUNTY COALITION Community Partner B.5a. - Non-Profit 12/30/2020 00000438 MCCURTAIN COUNTY COALITION Community Partner B.5a. - Non-Profit 12/30/2020 00000439 ANTLERS MASONIC LODGE Community Partner B.5a. - Non-Profit 12/30/2020 00000440 CHRISTIAN LIFE OUTREACH MINISTRIES Community Partner B.5b. - Faith Based 12/30/2020 00000442 PINE MOUNTAIN TRAILS Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000443 ANTLERS DEER FESTIVAL Community Partner B.5a. - Non-Profit 12/30/2020 00000444 CHOCTAW NATION Community Partner B.5a. - Non-Profit 12/30/2020 00000445 PUSHMATAHA COUNTY MULTIDISCIPLINARY Community Partner B.5c. - Local Government 12/30/2020 TASK FORCE 00000446 CHOCTAW COUNTY MULTIDISCIPLINARY Community Partner B.5c. - Local Government 12/30/2020 TASK FORCE 00000447 MCCURTAIN COUNTY MULTIDISCIPLINARY Community Partner B.5c. - Local Government 12/30/2020 TASK FORCE 00000448 PUSHMATAHA COUNTY COMMUNITY CRISIS Community Partner B.5c. - Local Government 12/30/2020 RESPONSE TEAM 00000449 CHOCTAW COUNTY COMMUNITY CRISIS Community Partner B.5c. - Local Government 12/30/2020 RESPONSE TEAM 00000450 MCCURTAIN COUNTY COMMUNITY CRISIS Community Partner B.5c. - Local Government 12/30/2020 RESPONSE TEAM 00000451 PUSHMATAHA COUNTY COURTS Community Partner B.5c. - Local Government 12/30/2020 00000452 CHOCTAW COUNTY COURTS Community Partner B.5c. - Local Government 12/30/2020 00000453 MCCURTAIN COUNTY COURTS Community Partner B.5c. - Local Government 12/30/2020 00000454 THE CAMPBELL GROUP Community Partner B.5a. - Non-Profit 12/30/2020 00000456 HUGO PREGNANCY CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000457 SOONER START Community Partner B.5a. - Non-Profit 12/30/2020 00000458 DR. KINION WHITTINGTON Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000459 DR. ALLISON TAYLOR Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000460 DR. CHRISTINE TAYLOR Community Partner B.5k. - Health Service 12/20/2020 Organizations 00000461 DR. TRACY PIPKIN Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000462 CHILD GUIDANCE CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000465 HEALTHY LIVING Community Partner B.5a. - Non-Profit 12/30/2020
00000466 PREPARING FOR A LIFETIME Community Partner B.5a. - Non-Profit 12/30/2020 Page 00000467 MATERNAL AND CHILD HEALTH Community Partner B.5k. - Health Service 12/30/2020
Organizations 47 Item
00000468 COMMUNITY SERVICE COUNCIL Community Partner B.5g. - 12/30/2020 of
Consortiums/Collaborations 50 L
LDCAA Community Partners List 8 00000469 FAMILY MEDICAL CENTER Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000474 KIAMICHI OPPORTUNITIES INC Community Partner B.5a. - Non-Profit 12/30/2020 00000475 LITTLE DIXIE HEAD START Community Partner B.5a. - Non-Profit 12/30/2020 00000476 OKLAHOMA DEPARTMENT OF Community Partner B.5d. - State Government 12/30/2020 TRANSPORTATION 00000477 OKLAHOMA TRANSIT ASSOCIATION Community Partner B.5l. - Statewide Associations or 12/30/2020 Collaborations 00000478 LOGISTICARE INC Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000479 FEDERAL TRANSIT ADMINISTRATION Community Partner B.5e. - Federal Government 12/30/2020 00000480 FEDERAL HOME LOAN BANK Community Partner B.5j. - Financial/Banking 12/30/2020 Institutions 00000482 LARISSA LOTT DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000490 GRETTA EVANS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000491 TAMMY HOGAN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000493 KARON TEURMAN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000496 MONTOYA BOAZ DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000497 ANNA WHITE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000503 RANDY SPRINGFIELD Community Partner B.3a. Total number 01/01/2020 of volunteer hours donated to the 00000504 PAM WAUGH Community Partner agency B.5f. - For-Profit Business or 12/30/2020 Corporation 00000515 KELLY THOMAS Community Partner B.5g. - 12/30/2020 Consortiums/Collaborations 00000524 TERRY PARK Community Partner B.5c. - Local Government 12/30/2020 00000532 CHOCTAW NATION WIC Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000536 EARL DALKE Community Partner B.3a. Total number 12/01/2020 of volunteer hours donated to the 00000544 DR. HINSLEY Community Partner agency B.5k. - Health Service 12/30/2020 Organizations 00000545 OKLAHOMA HEALTHCARE AUTHORITY Community Partner B.5k. - Health Service 12/30/2020 Organizations
00000547 PUSHMATAHA FAMILY MEDICAL CLINIC Community Partner B.5k. - Health Service 12/30/2020 Page Organizations
00000548 KIAMICHI FAMILY MEDICAL Community Partner B.5k. - Health Service 12/30/2020 48 Item
Organizations of
00000549 VALLIANT HOUSE Community Partner B.5a. - Non-Profit 12/30/2020 50 L
LDCAA Community Partners List 9 00000550 BROKEN BOW POLICE DEPARTMENT Community Partner B.5c. - Local Government 12/30/2020 00000552 ECCS PROGRAM Community Partner B.5a. - Non-Profit 12/30/2020 00000553 PROJECT GAIN Community Partner B.5a. - Non-Profit 12/30/2020 00000554 OKLAHOMA STATE DEPT. OF HEALTH TITLE V Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000555 OKLAHOMA STATE DEPT. OF HEALTH TITLE X Community Partner B.5k. - Health Service 12/30/2020 Organizations 00000557 UNITED STATES DEPT. OF AGRICULTURE Community Partner B.5e. - Federal Government 12/30/2020 00000561 SUSAN BREWER DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000562 CONNIE AKIN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000563 LE'ERIN HARMON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000564 CINDERELLA DERAMUS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000565 MEGAN HORN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000569 CHARLESIA KOSANKE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000570 LATOYA BILLS Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000576 OKLAHOMA CASA Community Partner B.5a. - Non-Profit 12/30/2020 00000577 NATIONAL CASA Community Partner B.5a. - Non-Profit 12/30/2020 00000578 PUSHMATAHA COUNTY SHERIFF Community Partner B.5c. - Local Government 12/30/2020 DEPARTMENT 00000579 MCCURTAIN COUNTY SHERIFF DEPARTMENT Community Partner B.5c. - Local Government 12/30/2020 00000580 KIDS KOTTAGE Community Partner B.5a. - Non-Profit 12/30/2020 00000581 WEE CARE PREGNANCY CENTER Community Partner B.5a. - Non-Profit 12/30/2020 00000582 THE MASONS OF ANTLERS Community Partner B.5a. - Non-Profit 12/30/2020 00000583 THE MASONS OF TUSKAHOMA Community Partner B.5a. - Non-Profit 12/30/2020 00000586 NEW BEGINNINGS Community Partner B.5b. - Faith Based 12/30/2020 00000613 SHON'S RED FRONT BARBER SHOP Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000614 LIL DAWGS CHILD CARE CENTER Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000616 TOWN OF VALLIANT Community Partner B.5c. - Local Government 12/30/2020 00000617 CLAYTON CHILDCARE Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000619 MATTIE TERRY LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 00000620 CHOCTAW COUNTY LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 Page 49 Item of 50 L
LDCAA Community Partners List 10 00000621 LAURA'S TEDDY BEAR DAY CARE Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000627 PENNEY RODGERS Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000630 MY BROTHERS PLACE Community Partner B.5a. - Non-Profit 12/30/2020 00000631 PICKENS COMMUNITY LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 00000632 IDABEL PUBLIC LIBRARY Community Partner B.5a. - Non-Profit 12/30/2020 00000633 ANTLERS ELC Community Partner B.5a. - Non-Profit 12/30/2020 00000634 BROKEN BOW ELC Community Partner B.5a. - Non-Profit 12/30/2020 00000635 HUGO ELC Community Partner B.5a. - Non-Profit 12/30/2020 00000636 IDABEL ELC Community Partner B.5a. - Non-Profit 12/30/2020 00000638 ST. AGNES CATHOLIC CHURCH Community Partner B.5b. - Faith Based 12/30/2020 00000639 IMMACULATE CONCEPTION CATHOLIC Community Partner B.5b. - Faith Based 12/30/2020 CHURCH 00000640 APOSTOLIC JESUS NAME CHURCH - Community Partner B.5b. - Faith Based 12/30/2020 BOSWELL 00000641 GRACE ASSEMBLY - IDABEL Community Partner B.5b. - Faith Based 12/30/2020 00000642 CHRISTIAN HOMESCHOOLERS IN PARIS Community Partner B.5b. - Faith Based 12/30/2020 ENRICHMENT CLASS 00000643 CHRIST CHURCH OF NASHOBA Community Partner B.5b. - Faith Based 12/30/2020 00000645 OKLAHOMA ATTORNEY GENERALS OFFICE Community Partner B.5d. - State Government 12/30/2020 00000646 CELESTINE WATSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000647 CRYSTEL BURDEN DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000649 DESTINY SANDERS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000651 KATRINA PICKETT DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000653 KEISHA LEWIS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000655 LINNEA DOWDEY DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000656 MAGGIE MONROE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000659 SHARON JOHNSON DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000660 SUSAN HOYLE DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation 00000661 WAWEETA CONCHITIAS DCH Community Partner B.5f. - For-Profit Business or 12/30/2020 Corporation
00000663 TAWANA DUNCAN Community Partner B.5f. - For-Profit Business or 12/30/2020 Page Corporation
00000664 TERRIFIC KIDS ACADEMY Community Partner B.5f. - For-Profit Business or 12/30/2020 50
Corporation Item of 00000666 CABBAGE PATCH Community Partner B.5f. - For-Profit Business or 12/30/2020 50
Corporation L
LDCAA Community Partners List 11 Item M Page 1 of 3 Little Dixie C.A.A., Inc. Head Start/Early Head Start/Early Head Start-Child Care Policy Council 1005 South 5th Street Hugo, OK 74743
February 16, 2021 MINUTES
Little Dixie Community Action Agency’s Head Start/Early Head Start/EHS-CC Policy Council met on Tuesday, February16, 2021 at 10:30 a.m. at 1005 S. 5th Street in Hugo, Oklahoma. Notice of time, place and agenda of meeting was posted within prominent view at 1005 S 5th Street, Hugo, Oklahoma twenty-four (24) hours prior to the meeting.
The meeting was called to order at 10:33 a.m. by Darla Galyon, HS/EHS/EHS-CC Director without a quorum. Members present by videoconference or teleconference remotely via the Zoom communications platform were: Jonna Reynolds, Boswell I; Kristie Whitmore, Idabel II; Nicole Loeffur, Rattan I; and Suzanne Himes, Community Representative.
HS/EHS/EHS-CC staff present included: Darla Galyon, HS/EHS/EHS-CC Director; Jordan Mack, HS/EHS/EHS-CC Assistant Director; Mattie Ferguson, HS/EHS/EHS-CC Assistant Director; Lori Henry, Program Secretary; Katelyn Nelms, Nutrition Specialist; Susie Mashburn, Education Specialist; Nikki McAdams, Assistant Education Specialist; Sara Moore, ERSEA Specialist; Paula Savoy, Health Specialist; Kacey Thomas, Professional Development and Tori Crawford, FCE Specialist.
Guest present via Zoom was Lindsey Miller, Little Dixie CAA, Associate Director.
Consideration, Discussion and Vote to Accept the minutes from the January 16, 2021 meeting: Copies of the minutes were provided to the council for review, there was no quorum therefore this item will be presented and voted on at the March 23, 2021 scheduled meeting.
Consideration, Discussion, and Vote to Enter into Executive Session to Discuss the employment, transfer, hiring , appointment, promotion, demotion or disciplining of Tara Dobbs- Goodwin-Teacher Aide, Boswell II; Kayla Lemons-Cook, Ft. Towson; Mikiauna Young- Substitute; Shonna Pierce-Teacher Aide, Boswell I; Sharina Curry-Caregiver, Antlers EHS; Angel Murray-Substitute; and Tayeh Shoals from Substitute to Teacher Aide at Haworth, pursuant LDCAA Okla. Stat. title 25§ 307 (b) (1). No motion was made therefore no vote was needed.
Consideration, Discussion, and Vote to Adjourn Out of the Executive Session and the Regular Board Meeting Be Reconvened. Did not enter into Executive Session, therefore no vote was needed.
Consideration, Discussion and Vote to Approve New Hires, Transfers and Terminations Recommended by the Personnel Committee, there was no quorum therefore this item will be presented and voted on at the March 23, 2021 scheduled meeting.
Consideration, Discussion and Vote to Approve 2021-20222 Eligibility, Recruitment, Selection, Enrollment and Attendance (ERSEA) Integrated Services Policies and Procedures with Prioritization Schedule/Point System, there was no quorum therefore this item will be Item M Page 2 of 3 presented and voted on at the March 23, 2021 scheduled meeting.
Consideration, Discussion and Vote to accept HS, EHS, EHS-CC, Community Facilities, AmeriCorps, OECP, USDA and Non-Fed December, 2020 Financial Statements and Credit Card Distribution Reports, there was no quorum therefore this item will be presented and voted on at the March 23, 2021 scheduled meeting.
Presentation of the HS, EHS, SAF, Community Facilities, AmeriCorps, OECP, USDA, and Non-Fed January, 2021 Financial Statements and Credit Card Distribution Reports, there was no quorum therefore this item will be presented at the March 23, 2021 scheduled meeting.
Policy Council Training-Impasse Policy and Conflict Resolution Policy and Roles & Responsibilities-Kacey Thomas and Activities to Support the Active Engagement of Families in the Program-Tori Crawford: Kacey Thomas, Professional Development Specialist provided an PowerPoint presentation and gave an overview of the policy stating that if there was a conflict that negotiation would be first then mediation and if needed arbitration and an example of what that would look like. Tori Crawford presented dads day activities through a power point presentation of activities that centers participated in this year.
Volunteers to serve on the Finance Committee: Darla Galyon, HS/EHS/EHS-CC Director stated that the Finance Committee meets at 10:00 AM prior to the Policy Council Meeting and explained the roles and responsibilities of the Finance Committee Members and asked for volunteers/nomination; No one volunteered therefore this item will be put on the March 23, 2021 agenda.
Other Reports/Announcements: i. Recruitment & Enrollment Update/Enrollment and Attendance Report-Sara Moore, ERSEA Specialist: Sara Moore reported that Head Start was currently at 232 children enrolled and that attendance was 90.8%. Mrs. Moore reported that Early Head Start enrollment was 44 children and attendance was 88.3%. Mrs. Moore also reported that EHS-CC currently has 99 children and attendance was 88.9%. Mrs. Moore stated that the program was actively recruiting and asked the council to help by spreading the word to family and friends. ii. Governing Board Report-Mattie Ferguson: Mattie Ferguson, HS/EHS/EHS-CC Assistant Director stated that the Govern Board Met on Tuesday, February 9, 2021, an agenda was provided along with an overview of the meeting for council members present. She stated that all HS/EHS/EHS-CC items had been approved. iii. USDA Meals and Snack Report Katelyn: Nelms-Katelyn Nelms provided a copy and an overview summary of meals and snacks served for January, 2021 iv. Data Analysis-Jordan Mack- Jordan Mack presented a power point along with an overview for council members v. OHS Communications and Guidance-Darla Galyon-All OHS Communications and Guidance received since the last council meeting were presented and reviewed with council members. vi. Program Summary Report-Darla Galyon presented the HS/EHS/EHS-CC Program Summary for the council to review.
Consideration, Discussion, and Vote on New Business (Not known about or which could not have been reasonably foreseen prior to time of posting the Agenda. Okla. Stat. Title 25 § 311):
Item M Page 3 of 3 There being no other business to come before the board, the meeting ended at 11:55 a.m.
______Lyndsi White-Chairperson Kendra Beavers-Vice-Chairperson Hailey Jimenez-Secretary Item N Page 1 of 2 Item N Page 2 of 2 Page 1 of 4 Item P Page 1 of 18
Explore the content posted to the Early Childhood Learning and Knowledge Center (ECLKC) last month. These resources and email announcements may be helpful for Head Start programs and other early childhood staff. Find tools and information related to your work with children and families. Select the links below to get started. Use the "Español" toggle on each ECLKC page to see its Spanish translation.
News from OHS
COVID-19
• Revisiting CAMP on the ECLKC (emails) • Session 4 • Session 5
Other News
• ACF-PI-HS-21-01 FY 2021 Head Start Funding Increase • Available in Spanish (español)
• Anti-Bias Teaching and Learning Environments in Head Start and Early Head Start Programs (video) • Head Start Designation Renewal System (DRS) Final Rule Changes (video) • Head Start DRS Changes: Answering Your Questions (video) • HHS Poverty Guidelines for 2021 (email) • Meet Our New Director! • Available in Spanish (español)
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• Providing Meal and Nutrition Services During COVID- 19 (video)
TTA Resources
Early Childhood Development, Teaching, and Learning
Inclusion
• Creating Inclusive Environments That Support All Children (video)
Culture and Language
• Dual Language Learner Celebration Week • Elevating Cultural Responsiveness in Effective Teaching Practices (video) • Intentional Language Supports in the Preschool Classroom (video) • Responsive Teaching and Learning Environments for Dual Language Learners (video) • Updating Classroom Language Models in a Planned Language Approach (video)
School Readiness
• Infant/Toddler Cognition: Supporting Early Math (video) • Let's Talk Transition! (video) • Little Scientists: Exploring Math with Infants and Toddlers (video) • Play Promotes Early Development: It’s Time for Play! (video series)
Health, Behavioral Health, and Safety
• February Is National Children's Dental Health Month (email)
Parent, Family, and Community Engagement
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• Partnering with Families to Build Economic Security During Emergencies (video) • Preparing for Challenging Conversations with Families (video)
Professional Development
• 2020 Virtual Family Services Manager Institute • Apprenticeships: An Alternative Workforce Development Strategy (video • Implementation Strategies and Reflections on Practice- Based Coaching in State Early Childhood Professional Development Systems (video) • Inclusion Resources to Boost Professional Development (video) • Five Questions for Child Development Experts (video series)
Newsletters
• Disabilities Services Newsletter Issue No. 40 (email)
Subscribe now to get all your favorite newsletters direct to your inbox.
Upcoming Events for March
• Tuesday, March 9: Inclusive Learning Environments for Infants and Toddlers • Wednesday, March 10: Supporting Positive Family Responsiveness to Children’s Communication • Friday, March 12 • MyPeers Orientation • Making the Most of MyPeers
• Tuesday, March 16: Inclusive Learning Environments for Preschoolers • Wednesday, March 17 • Building Safety with Families Affected by Substance Use • Resources to Support Practice-Based Coaching (PBC)
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• Thursday, March 18: Playful Learning Environments for Infants and Toddlers • Tuesday, March 23 • MyPeers Orientation • Enrolling Children with Disabilities or Suspected Delays: Challenges and Solutions
• Thursday, March 25: Enhancing Parent-Child Relationships During Virtual Learning and Transitions
Visit the ECLKC for a full list of upcoming events.
Stay Connected. Follow the Office of Head Start on Twitter and Facebook. Visit the Family Room blog to learn more about the activities of the Administration for Children and Families (ACF).
Office of Head Start (OHS) | 330 C Street, SW | 4th Floor Mary E. Switzer Building | Washington, DC 20201 | https://eclkc.ohs.acf.hhs.gov | 1-866-763-6481 | Contact Us
You are receiving this email because you are signed up for Office of Head Start communications. You may modify your ECLKC email subscriptions. Recipients subscribed through the Head Start Enterprise System (HSES) must be removed from HSES by their program or office. Please do not reply to this email. Contact customer service for additional support.
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CDC Resources on the COVID-19 Vaccine
The U.S. Centers for Disease Control and Prevention (CDC) identifies the COVID-19 vaccine as one of the strategies to protect your health and prevent disease.
Head Start and Early Head Start teachers and staff are critical to the continued functioning of their communities. They are also at potential occupational risk of exposure to COVID-19. To support staff and safe in-person learning, many state, territorial, local, and tribal officials have given high priority to teachers and child care staff in early phases of vaccine distribution. Vaccinating teachers and staff is considered one layer of mitigation and protection for staff, children, and families.
Head Start and Early Head Start grantees have asked questions about the COVID-19 vaccine and requested information to share with staff and families. The Office of Head Start points grantees to the CDC’s Essential Workers COVID-19 Vaccine Toolkit. Explore and share these resources so staff and families are up to date with the latest information.
Featured Resources
Key Messages on COVID-19 Vaccine Explore CDC’s key messages related to the COVID-19 vaccine in an easily shared format.
COVID-19 Vaccines Infographic This infographic describes important information about the COVID-19 vaccine. It is also available to print and share in Arabic, Spanish, Korean, Russian, Simplified Chinese, Tagalog, Traditional Chinese, and Vietnamese.
Key Things to Know About the COVID-19 Vaccine Check this CDC webpage often for updates about the COVID-19 vaccine.
Frequently Asked Questions About COVID-19 Vaccination The CDC makes recommendations for who should get the vaccine first, then each state makes its own plan. Review answers to FAQs about the COVID-19 vaccine. Find a locator that will take you to your state Department of Health website for more information.
Office of Head Start (OHS) | 330 C Street, SW | 4th Floor Mary E. Switzer Building | Washington, DC 20201 | https://eclkc.ohs.acf.hhs.gov | 1-866-763-6481 | Contact Us
Item P Page 6 of 18
Program Summary Head Start, Early Head Start, Early Head Start-Child Care Programs March 2020
Eligibility, Recruitment, Selection, Enrollment & Attendance During the month of February there were 47 children, age birth to 3, that were provided services in the Early Head Start centers and 100 children served, age birth to 3, in the Early Head Start – Child Care locations. Services were provided for 231 three and four-year-old children in the Head Start centers within the tri-county service area in February. Enrollment has been down in the Head Start, Early Head Start and Early Head Start – Child Care programs due to the COVID-19 pandemic this year. During the month of February, we kicked off our annual recruitment event at the February in-service meeting. Each Head Start, Early Head Start and Early Head Start – CC center received a recruitment packet containing various flyers, posters and other recruitment material along with recruitment signs. We have had an increase in the volume of applications in February for all three programs and have an active waiting list for Head Start, Early Head Start, and Early Head Start-Child Care. Our recruitment efforts have continued by posting various flyers, posters and other recruitment materials via online media posts due to the COVID-19 pandemic. Partnering child care facilities are also actively recruiting children for the program. We will continue placing recruitment flyers, posters and other recruitment items online until we are able to go back to placing materials in and around various businesses within the tri-county service area.
Family & Community Engagement For January we had142 parents that participated in Parent Meetings, which is a total of 880 year to date. Family Advocates are continuing to work on FPA’s with families. Due to Covid-19, there has not been any outside partners or community members in our classrooms, however a few have been able to do outside activities and social distancing.
Father Involvement For January we had142 parents that participated in Parent Meetings, which is a total of 880 year to date. Family Advocates are continuing to work on FPA’s with families. Due to Covid-19, there has not been any outside partners or community members in our classrooms, however a few have been able to do outside activities and social distancing.
Nutrition The Nutrition Component is currently working on finishing up the 1 Qtr. EHS/EHS-CC Folder Checks, and 2nd Semester Head Start Folder Checks. The Second Round CACFP On-Site Monitor Visits are in process. Menus will be given out soon for Cooks and Teaching Staff to look over and recommend any changes. We would like to welcome Mary Echols a cook at Rattan 1 Head Start and Kayla Lemons a cook at Ft. Towson Head Start. They are new to Head Start and we are excited to have them on our team.
Health During the month of February employee physical tracking continued with reminder phone calls and emails to staff on past dues and upcoming. An updated report to the Assistant Director is provided on the 15th of each month. One CPR class was held. We continue to receive updates for Child Plus immunizations and Physicals received from centers for entry into Child Plus on a daily basis. An update of immunization lists has been sent out to CC/ELC, EHS centers. HS centers were updated on requirements regarding physicals and immunizations coming due. Health information flyers sent to Item P Page 7 of 18
center staff to send out to parents on heart health. A webinar on Promoting Children’s Oral Health attended Feb. 22nd with information prepared for center staff to challenge children and families with a 28-day toothbrushing campaign, with an in-class activity to promote toothbrushing to begin March 1. February was Oral Health month. We continue with no “in center” toothbrushing as a COVID-19 precaution.
Education The second assessment from Teaching Strategies GOLD was finalized on February 12, 2020. By comparing October data to the February data, teachers know which areas of development need more attention and instruction. The areas of development include Social-Emotional, Physical, Language, Literacy, Approaches to Learning, and Cognitive (Math, Science, Social Studies) domains. Parents and teachers can review the Development & Learning Report to discuss the child’s developmental progress. Intentional Teaching was an educational presentation for February In-Service. This power point detailed information concerning best practices within intentional teaching.
Professional Development On February 2nd, Professional Development scheduled a CPR/First Aid class taught by LDCAAHS instructor Paula Savoy, where eight Little Dixie employees received or renewed their Adult and Infant CPR and First Aid certifications.
Professional Development also presented training virtually on conflict resolution and impasse procedures at the monthly Policy Council meeting on February 16th.
On February 18th, In-Service was scheduled for Head Start, Early Head Start, and Early Head Start-CC. The agency was closed for inclement weather on this day, but the main training materials were delivered via email to staff and we were still able to have our In-Service virtually. Staff learned about Recruitment Strategies from Sara Moore, our ERSEA Specialist. Susie Mashburn, the Education Specialist presented a Round Table training.
Thanks to a CFCG grant this year, Professional Development had the pleasure of offering CDA Courses to individuals in the community who are interested in a career in early childhood development at no cost to them. As of February 28th, 11 applications have been turned in, and two candidates have already received their books and started their courses.
Professional Development has been busy ensuring that all staff members are on track to meet any education requirements in the proper timeframe. Staff members have been making progress and are on track to be completed within requirement deadlines.
We have been working on ensuring all new staff meet requirements for the programs they work for including trainings as well. We strive for excellence and want to make the new staff as well a seasoned staff as informed as possible.
Disabilities/Mental Health/Transition Currently, Little Dixie has 3 Early Head Start-Child Care children that have been identified by Sooner start as eligible for special education services. Five other EHS-CC children are in the referral process to Sooner Start and will be evaluated to determine a need for special services for these children. The referral process has been challenging due to COVID-19 restrictions on the Sooner Start Staff. They have not been able to evaluate or provide direct services to the children identified since March of 2020. Both Item P Page 8 of 18
Early Head Start children that had been identified as eligible for Sooner Start services prior to March, 2020 have turned 3 and are no longer eligible for Sooner Start. Two other children have been referred to Sooner Start, however they have not been evaluated.
In Head Start, Little Dixie has 65 students on IEPs that are receiving services from the public schools. There have been 10 other referrals made to the public schools from the screenings that have been done in the areas of vision, hearing, speech, and the developmental areas of motor skills, communication, problem solving, personal-social and social-emotional skills. They are still in the referral process.
The Mental Health Consultant and staff are currently doing follow-up classroom observations. Teachers, staff and parents have the opportunity to visit with the Mental Health Consultant while she is in the classroom or other appointments can be made at the discretion of parents and staff. A classroom observation report by the mental health consultant includes suggestions and resources to address the challenging behavior in the classroom. A written report has been done by the Mental Health Consultant for each classroom with ideas to share with the parents and staff. In February, one student was referred to Crossroads 1010 Counseling.
At the Early Head Start-Child Care Centers and the Early Head Start Centers, staff have been providing transition activities for four children to promote a smoother transition to the next level of Child Care.
Item P Page 9 of 18
MEALS SERVED TO CHILDREN LITTLE DIXIE HEAD START/EHS 12 Month Summary
Children that eat 2 meals and a snack at Little Dixie Head Start/ EHS receives 1/2 to 2/3 of their daily nutritional needs.
Month Breakfast Lunch Snack Monthly Total February-20 4220 4241 5446 13907 March-20 2357 2427 3080 7864 April-20 0 0 0 0 Due to Covid-19 May-20 0 0 0 0 Due to Covid-19 June-20 404 404 349 1157 July-20 364 354 334 1052 August-20 1363 1400 1721 4484 September-20 2525 2548 3155 8228 October-20 2166 2184 2821 7171 November-20 1947 1962 2329 6238 December-20 1778 1781 2279 5838 January-21 2021 2039 2733 6793
YEARLY TOTALS 19145 19340 24247 62732 January 2021 HEAD START TIME & ATTENDANCE REPORT 1/31/2021 ENROLLED DROPPED ATTENDANCE Previously Monthly YTD Previously Monthly YTD Currently 30 Day Date Total Kid Monthly CENTER Enrolled Enrolled Enrolled Drop Drop Drop Enrolled Count Dropped Enrollment AI Days ADA Antlers 1 11 11 1 1 10 0 10 0 16 90.6% Antlers 2 11 11 1 1 10 0 10 1 16 86.9% Battiest 6 2 8 1 1 7 0 7 1 16 86.9% Boswell 1 10 1 11 3 1 4 7 1 1/5/2021 8 4 16 94.3% Boswell 2 9 9 0 9 0 9 3 16 90.3% Broken Bow 1 10 10 0 10 0 10 1 19 87.4% Broken Bow 3 9 9 0 9 0 9 1 19 95.9% Clayton 1 11 11 2 2 9 0 9 4 15 91.1% Clayton 2 4 4 2 2 2 0 2 0 15 100.0% Forest Grove 1 10 10 1 1 9 0 9 3 15 91.9% Forest Grove 2 8 8 0 8 0 8 4 15 91.7% Fort Towson 9 9 2 2 7 0 7 3 14 97.2% Haworth 8 8 1 1 7 0 7 1 15 95.9% Horace Mann 1 10 10 0 10 0 10 1 15 87.8% Horace Mann 2 14 14 2 2 12 0 12 1 15 87.8% Horace Mann 3 8 1 9 0 9 0 9 0 15 83.2% Hugo 2 0 0 0 0 0 0 0 0 0.0% Hugo 4 15 15 2 2 13 2 1/4/2021 15 3 15 82.7% Idabel 1 9 9 1 2 3 6 2 1/12/2021 8 0 17 90.8% Idabel 2 6 2 8 0 8 0 8 0 17 91.4% Idabel 3 7 2 9 0 9 0 9 1 17 90.2% Rattan 1 10 1 11 1 1 10 1 1/12/2021 11 5 16 96.2% Rattan 2 6 6 0 6 0 6 2 16 96.9% Rattan 3 5 5 0 5 0 5 2 16 96.3%
Soper 1 11 11 1 1 10 0 10 3 15 82.7% Page Soper 2 14 14 1 1 13 1 1/4/2021 14 4 15 90.6% 10
Swink 0 0 0 0 0 0 0 0 0.0% Item of
Valliant 1 8 8 1 1 7 0 7 3 13 91.4% 18 P Valliant 2 8 8 0 8 0 8 3 13 92.3% TOTALS 247 9 256 19 7 26 230 7 237 54 90.4% January 2021 Pre-K TIME & ATTENDANCE REPORT As of 1/31/21 ENROLLED DROPPED ATTENDANCE
Previously Monthly YTD Previously Monthly YTD Currently Kid Monthly CENTER Enrolled Enrolled Enrolled Drop Drop Drop Enrolled Days ADA Antlers 2 0 0 0 Battiest 0 0 0 Boswell 1 1 1 0 1 16 87.5% Boswell 2 1 1 0 1 16 93.8% Broken Bow 3 0 0 0 Clayton 2 2 2 0 2 15 96.7% Forest Grove 1 0 0 0 Fort Towson 1 1 0 1 14 100.0% Horace Mann 2 3 3 1 1 2 15 83.3% Hugo 2 0 0 0 Hugo 4 0 0 0 Soper 2 0 0 0 Swink 0 0 0
TOTALS 8 0 8 1 0 1 7 91.5% Page 11 Item of 18 P January 2021 EHS Time and Attendance As of 1/31/21 ENROLLED DROPPED ATTENDANCE Previously Monthly YTD Previously Monthly YTD Currently 30 Day Date Kid Monthly CENTER Enrolled Enrolled Enrolled Dropped Drop Drop Enrolled AI Count Dropped Days ADA Antlers 37 37 14 14 23 2 0 19 94.3% Hugo 18 1 19 6 2 8 11 1 2 1/4/2021 19 88.6% Idabel 16 3 19 4 3 7 12 2 3 1/6/2021 19 97.8%
TOTALS 71 4 75 24 5 29 46 5 5 93.7% Page 12 Item of 18 P January 2021 EHS-CC Time and Attendance As of 1/31/21 ENROLLED DROPPED ATTENDANCE Previously Monthly YTD Previously Monthly YTD Currently 30 Day Date Kid Monthly CENTER Enrolled Enrolled Enrolled Dropped Drop Drop Enrolled AI Count Dropped Days ADA ELC-Antlers 10 10 4 2 6 4 0 2 1/18/2021 19 97.9% ELC-Broken Bow 23 23 9 9 14 2 0 19 86.8% ELC-Hugo 12 12 4 1 5 7 2 1 1/18/2021 19 85.3% ELC-Idabel 20 20 5 1 6 14 0 1 1/5/2021 19 89.9% ELC-Swink 8 8 3 1 4 4 2 1 1/4/2021 19 81.8% Cabbage Patch 12 12 4 4 8 1 0 20 96.3% The LearningTree 48 2 50 9 5 14 36 1 5 1/24/2021 20 86.5% Turner Learning 13 13 2 3 5 8 3 3 1/10/2021 20 99.4%
TOTALS 146 2 148 40 13 53 95 11 13 89.2% Page 13 Item of 18 P Item P Page 14 of 18 Data Analysis Report Summary January 2021
Disabilities IEP/IFSP –
30% Jan-20 26%26% 25%25%25%25%25% 25%25% Feb-20 25% 25% Mar-20 Apr-20 20% 18% May-20 Jun-20 15% Jul-20 Aug-20 10% 8%8%8%8%8%8% 7% Sep-20 6%6%6%6% 5% Oct-20 4%4% 4%4%4%4% 4%4% 5% 5%3% 4% 2% 2% Nov-20 0% 0% Dec-20 0% 0% Jan-21 Head Start EHS EHS-CC
Attendance 120 Jan-20 99.699.3 Feb-20 100 93.7 94.7 95.5 93.1 90.6 92.4 93.2 93 90.8 88.9 89.4 88.3 89 87.689.688.988.989.2 89.5 88.990.4 Mar-20 85.385 86.5 85.187.185 85.186.2 92.2 80.8 88.1 Apr-20 80 May-20 Jun-20 60 Jul-20 Aug-20 40 Sep-20 Oct-20 20 Nov-20 0 0 Dec-20 0 EHS EHS-CC Head Start Jan-21
*Attendance for April & May 2020 show children actively engaged with Distance Learning. Item P Page 15 of 18
Family & Community Engagement
Dad’s Day
300 Jan-20 Feb-20 247 250 Mar-20 Apr-20 200 May-20
154 Jun-20 143 150 135 Jul-20 123 129 116 123 Aug-20 100 Sep-20 76 78 65 66 60 57 60 Oct-20 43 50 40 Nov-20 25 Dec-20 0 0 0 0 0 0 0 0 0 Jan-21 Male Participation Total Participation
*Centers were closed in April & May 2020 due to COVID-19 Pandemic. Centers have not had volunteers within classrooms in June and July 2020.
Parents Ready to Read
100 91 Dec-19 90 79 Jan-20 80 Feb-20 67 70 Mar-20 60 Apr-20
50 May-20 Jun-20 40 Jul-20 30 Aug-20 20 14 Sep-20 10 Oct-20 0 0 0 0 0 0 2 1 0 1 0 Nov-20 Volunteers
*Centers were closed in April & May 2020 due to COVID-19 Pandemic. Centers have not had volunteers within classrooms in June to present. Item P Page 16 of 18
Office of Head Start | 330 C St., SW, 4th Floor, Washington DC 20201 | eclkc.ohs.acf.hhs.gov
February 11, 2021
Ms. Darla Galyon, Head Start Director Little Dixie Community Action Agency, Inc. Re: Grant No. 06CH010743, 06HP000312
Dear Ms. Gaylon,
The Office of Head Start (OHS) will conduct a Focus Area 1 (FA1) monitoring review of Little Dixie Community Action Agency, Inc. (06CH010743, 06HP000312) during the week of 03/29/2021.
Your review will be led by Ms. Christine Williams, who will be in contact with you shortly to schedule a series of calls and other offsite activities for this review. During the initial call, you will have an opportunity to share what service delivery options your program is currently providing in response to the COVID-19 pandemic.
Also, in preparation for the review, please ensure program information such as center and classroom-level data and contact information is up-to-date in the Head Start Enterprise System.
Lastly, OHS has provided monitoring resources for grantees on the Early Childhood Learning and Knowledge Center (ECLKC) at https://eclkc.ohs.acf.hhs.gov/federal-monitoring and the Aligned Monitoring System Virtual Expo at https://onlinexperiences.com/Launch/Event.htm?ShowKey=43448.
Sincerely,
OHS Monitoring Team Item P Page 17 of 18 From: Katy White [mailto:[email protected]] Sent: Thursday, March 4, 2021 8:04 AM To: Becky Reynolds
Becky, Thank you for your interest in partnering with us to develop, expand, and enhance your mentoring program.
As you may be aware, Youth Collaboratory is submitting an application to the U.S. Department of Justice, Office of Juvenile Justice and Delinquency Prevention (OJJDP) for a 2021 Mentoring Opportunities for Youth Initiative, Category 1 - Multistate Mentoring Programs grant (CFDA #16.726) for which your Mentoring+ Chapter has been competitively selected to be included.
For this grant opportunity, we are requesting that you provide mentoring services based on the Mentoring+ model to a minimum number of matches from March 1, 2022 through May 31, 2024 (or as outlined after award is final). Your Chapter will enroll new and existing matches in Mentoring+ between March 1, 2022 and December 31, 2023. The tentative budget for the entire project period is $170,650 for 125 matches (the final budget numbers will be determined post award and based on agreed upon size and scope of your project).
We understand that you are pressured for time for this task – focusing on the needs of the youth and family you serve during this pandemic. Given that we are submitting the application on April 2, we will need from your agency the following. If you cannot provide the information by the deadlines provided, please let us know and we will do what we can to help.
If you are interested in participating this year, please respond to this email by Friday, March 5, 2021.
Once confirmed, please complete the following to be completed by 8:00 PM ET on Friday, March 12, 2021:
1. Complete the MOU. Attached is a PDF specific to this grant opportunity that you can type into. Please complete the missing fields by typing directly into the PDF form, electronically sign (or print and sign), scan, and send the MOU to me. a. Also attached is the Mentoring+ Model Standards. For this grant application, that includes committing to offering one-to-one community-based mentoring for youth ages 6-17, prioritizing youth ages 13-17. 2. Complete this survey. Youth Collaboratory is collecting some additional information to support our response to the OJJDP’s request for proposals. You can complete the survey here. 3. Send us the following financial information. To be prepared as we start the funding process, we also ask that you submit the following financial information to our Finance Department by emailing [email protected] a. Latest audited financial statements b. Latest Form 990 c. Annual line item budget d. Latest (current year) interim financial statements e. Certificate of insurance
If you have questions or would like more information about this opportunity, please let me know. My direct line is 412-925-0501. We look forward to our continued partnership.
Katy White | Mentoring+ Lead/Training and Technical Assistance Manager Pronouns: she/her/hers Youth Collaboratory | Many minds. Stronger outcomes. 412-925-0501 youthcollaboratory.org Item P Page 18 of 18