Board Orientation ECCs Mission The Eastern Carolina Councils mission - - PowerPoint PPT Presentation

Board Orientation

ECC’s Mission

The Eastern Carolina Council’s mission is to improve the region’s quality

• f

life by providing human, planning and economic development services to local governments and area residents by leveraging resources and collaborating regionally.

ECC Background

 Established in 1967 by North Carolina state

legislature as Region P

 Began as the Neuse River Council of Governments  D/B/A Eastern Carolina Council since 1998  Nine counties  62 incorporated municipalities  5,710 square miles in region  One of 16 Council of Governments (COGs) in the

state

Duties and Power of Council

The Council within the limitation

• f

funds and personnel provided by the participating governmental units and others shall have the following powers, duties and responsibilities:

• a. To study problems and develop multi-jurisdictional

plans for Region “P”

• b. To promote cooperative arrangements and

coordinated action among local governmental units

Duties - Continued

• c. To make recommendations for review and action to

the member governments and other public agencies which perform functions within the Region

• d. To serve as the Region “P” Regional Clearinghouse

for intergovernmental review

Duties - Continued

• e. To apply for, accept, receive, and dispense funds and

grants made available to it by the State of North Carolina or any agency thereof, the United States of America or any agency thereof, any unit of local governments (whether

• r not

a member

• f the

Council) and any private, public or civic agency.

Duties - Continued

• f. To employ personnel, purchase equipment, rent
• ffice space and enter into contracts for new programs

to the extent that such activities are authorized by budgets or by specific resolutions duly adopted by a majority of the participating governmental units and are within the limits of funds appropriated to the Council by the participating governmental units and

• thers for such purposes.

Executive Committee and General Membership Board

• Executive Committee
• County commissioners appointed to serve by member

counties (maximum of nine)

• Member municipalities caucus to select one representative

for each county (maximum of nine)

• Officers are members of the Executive Committee
• General Membership Board
• Includes members of Executive Committee
• Each member county may appoint one private sector

individual if needed to satisfy funder requirements

• Each member municipality appoints one representative

Board Officers

President: Shane Turney Mayor Pro Tem of Trent Woods First Vice-President: Jay Bender Mayor of Pollocksville Second Vice-President: Robin Comer Carteret County Commissioner Treasurer: Edward Riggs, Jr. Town of Alliance

Organizational Chart

Executive Director Judy Hills

Finance Director Jenny Miller Human Services Director Tonya Cedars Planning Director Patrick Flanagan Administrative Assistant Leighann Morgan Human Services Planner – Family Caregiver Resource Specialist January Brown Human Services Deputy Director David Rosado Regional Ombudsman Renee Kea Lead Regional Long Term Care Ombudsman Angelia Pridgen Human Services Planner – Aging Specialist Andi Reese Community Planner Lauren Tuttle Community Planner Robin Bloss

Board of Directors

Administration

Type of Organization

 Because of the way ECC is funded:

 We are not like a local government. We are not directly supported

by tax dollars. We have more flexibility and opportunities for funding streams.

 We are not like a for-profit business. We cannot make a profit

which is distributed to owners or shareholders.

 We are a hybrid of a:  Nonprofit—we have “members” and we seek/receive grant funding to

support projects/programs

 Consulting firm—we perform services for others for a fee  We are considered a “unit of local government” by the state (the

state chartered the COGs) and we describe our organization as a quasi-governmental organization.

Funding

• Federal grants—block grants—passed thru the state
• a. Non-competitive: AAA—received each year –allocations
• b. Competitive: 205j Water Quality grant—COGs in the state

compete for these each year

• Federal grants—received directly from Federal agency
• a. Non-competitive: Economic Development Administration

(EDA)—just awarded a three-year planning grant

• b. Competitive: Spatial Data grant from Geological Survey,

Department of the Interior

• c. Other: Joint Land Use Study and Implementation

(MCAS Cherry Point)

Funding - Continued

 State grants

 Non-competitive—RPO funding

 Technical Assistance Projects (TA)

 Projects or services for which we charge a fee  Attempt to bring TA project in under budget—adds to fund

balance at end of the year

 Must have sufficient staff time and capabilities to propose and

conduct TA projects

• 94% of ECC’s funding is from grants
• Funds are reimbursable---must spend in order to receive
• Funds not spent can’t be rolled into the new year—they revert back to

the funding agency. There are exceptions for multi-year awards like EDA

• Funds support staff within those programs (salaries, benefits, travel,

training) so increases in those items are incorporated into the budget for those funds

• Reimbursement has taken as long as six months (RPO)
• Funders expect grantee to spend all the funds and produce outcomes

as per the agreement/contract

• Most grant award amounts are known going into the new budget year,

but some are not

Important Points about Funding

Matching Requirements

 There are two types of matches—depending on what grant

allows: Cash and In-Kind

 ECC has limited opportunity for in-kind—most require a

cash match

 Member dues are assessed to help make the required match

for various grants: Area Agency on Aging (AAA) and EDA

 Fees are assessed separately by the RPOs for those required

matches

 Member dues allow ECC the flexibility to secure additional

funding that may require a match (e.g., PEV study)

Cash Flow and Fund Balance

 ECC needs to maintain a sufficient fund balance not only to

satisfy the auditors, but also to meet cash flow requirements—currently over $500,000

 Cash flow is disrupted when an agency delays

• reimbursement. The biggest problem has been the RPO

reimbursements which have run four to six months behind Since ECC runs two RPOs, that amount is double

 Member dues are needed to ensure adequate fund

balance/cash flow

 If counties only pay the AAA portion of the dues, the EDA

match might be in jeopardy and ECC is under a contract which will not conclude until December 31, 2017

Budgeting Challenges

 Projected allocations may change  Programs may be eliminated mid-stream  Federal and State budgets may call for unpredicted

reductions in funding after budget is developed

 EDA funding is on the calendar year and not on our

fiscal year

 Projects and programs may span one or more fiscal

year (grant and TA)

 Have to budget for uncertainty of TA projects—cannot

send Reduction-in-Force (RIF) letters to staff prematurely

Finance Overview

ECC Funding Stream

 Member Dues- 3.6%  Grants – 92.7%  Technical Assistance – 3.7%

Indirect - Administrative Expense Current Rate 43% (Salary & Fringe)

 100 % Finance Director  50% Administrative Asst Salary  5% Ex. Director Salary  Travel /Training for Administrative

Purposes

 Space Rent, Utilities  Building Maintenance  Workman’s Comp. Liability Ins.  Various Membership Dues  Office Supplies  Legal Fees  Board Meeting Expenses  10% of Audit Cost  Local Match for Aging & EDA (72%)  IT Support  Payroll administration  System Administration

Membership Dues

 Member Dues 3.6% of total revenue  95% of the dues are use to provide the

local match to the various programs

 Remaining balance is used to cover

administrative expense

 Remaining balance at year-end builds

fund balance

Technical Assistance Projects

 T/A projects provides 3.7% of ECC total

revenue

Aging Trainings Community Development GIS/ Planning projects

 Builds fund balance  Provide services to community at reasonable

cost

Misconceptions

 Under spending grants adds to ECC fund

balance

 Grant funds can be spent on anything  Grants provide up-front funding  ECC can survive without full payment of

member dues

Area Agency on Aging (AAA)

Purpose of Area Agencies on Aging

 Develop area plans for comprehensive and coordinated

system of care for home and community services for nine county region (updated every 4 years)

 Monitor all programs funded by the Older Americans Act  Advocate on behalf of older adults and their caregivers  Establish network of strong advocates including; Senior

Tar Heel Delegates, Community Advisory Committees, Regional Aging Advisory Committees, Service Providers, and other advocates

Purpose of AAA - Continued

 Administer Long-Term Care Ombudsman program  Administer Family Caregiver Program  Designated as the Local Contact Agency for Centers for

Medicare and Medicaid

 Serve as information brokerage for communities

throughout the region

 Designated Transition Coordinators for the Money

Follows the Person program

 Serve as the County Coordinator for the Senior’s Health

Insurance Information program

Regional Demographics

 There are over 100,000 older adults residing

throughout our region

 By 2030, it is estimated that the 60 plus population

will grow by 45% and those age 85 and older will grow by 55%

 Approximately 28% of older adults are living below

the poverty level

Data Source: County Profiles NCDAAS website

Flow of Funding

US Department of Health and Human Services Administration for Community Living (Older Americans Act) NC Department of Health and Human Services NC Division of Aging and Adult Services Area Agency on Aging County Government Community Service Providers County Aging Planning Board Regional Aging Advisory Council (RAAC)

Ombudsman Program

 Currently staffed with two Ombudsmen  Protect and preserve resident rights in nursing

homes and adult care homes

 Investigate and resolve complaints on behalf of

residents, families and facilities

 Provide in-service training and education to facility

staff

Ombudsman Program - Continued

 Provide elder abuse awareness for community

groups and organizations

 Work with 13 Community Advisory Committees with

85 members to monitor 5,832 beds

 Assist facilities and families in establishing Family

and Resident Councils

 Provide training and technical assistance to CAC

Family Caregiver Program

 Provide caregivers with accurate and timely information

• n services in their counties

 Partner with other organizations to offer training for

caregivers

 Assist counties, where requested in facilitating support

groups

 Provide information in regards to respite opportunities

to caregivers

 Monitor FCSP funds that are allocated to counties

annually

 Educate community on caregiver issues and services

What Else Do We Do?

 Leverage additional funding to expand current

services and establish new services to fill gaps

 Provide technical assistance to the Senior Tar Heel

Legislator (STHL)

 Promote professional development of service

providers

 Advocate on behalf of older adults residing

throughout our region by participating in various local, state, and national Boards and committees

What Else Do We Do? - Continued

 Provide information to anyone about older adult

issues

 Assist county governments in developing

comprehensive strategic plans

 Perform the Local Contact Agency (LCA) function for

• ur nine county area

 Provide technical assistance to local service providers  Perform Transition Coordinator services to residents

• f nursing homes wishing to return home through

Money Follows the Person program

 Provide a variety of Evidence Based Health

Promotion programs

Rural Planning Organizations (RPO)

Rural Planning Organizations (RPO)

RPO Four Core Duties

 Developing, in cooperation with the Department (NCDOT), long-range

local and regional multimodal transportation plans;

 Providing a forum for public participation in the transportation

planning process;

 Developing and prioritizing suggestions for transportation projects the

• rganization believes should be included in the State’s Transportation

Improvement Program (STIP); and

 Providing transportation-related information to local governments and

• ther interested organizations and persons.

(North Carolina General Statute)

RPO Structure

 Transportation Advisory Committee (TAC)

 Local elected officials and North Carolina Department of

Transportation (NCDOT) Board Member

 Technical Coordinating Committee (TCC)

 Staff from local governments and NCDOT

 Lead Planning Agency (LPA)

 Administrative Entity (Council of Governments or Local

Governments)

RPO Funding

 Reimbursement basis through the State Highway Trust

Fund

 80% from NCDOT 20% from local match  Allocations vary based on population ($104,625 - $130,781)  Eastern Carolina RPO $115,625  Down East RPO $121,625

Community Development and Planning

Services to Local Governments

 Education and information (e.g., Weekly Bulletin)  Representation at meetings, forums, conferences

(e.g., ACT regional planning meetings)

 Hosting/sponsoring meetings

(e.g., Tourism, Small Business Center, Managers’ meetings)

 Consulting with member governments

 Informal—phone or email advice/assistance  Formal—produce a report

(e.g., community development for Town of Cove City)

 Formal—site visit and recommendations

(e.g., PARTF grant application for Trent Woods)

 Conduct retreats  Sponsor required ethics training

Technical Assistance (TA) Projects

 Conduct surveys

(e.g., citizen services, beach re-nourishment, recreational)

 Grant writing (e.g., PARTF)  Executive Searches (e.g., Coastal Environmental Partnership,

Beaufort, Swansboro, Newport, Pine Knoll Shores)

 Develop Unified Development Ordinances (e.g., Wallace)  Downtown revitalization plans (e.g., Wallace, Fremont)  Business development plans

(e.g., Warsaw, Pamlico County, Maysville)

TA - Continued

 Special studies

(e.g., retiree attraction for Pamlico County)

 Parks and Recreational Comprehensive Plans

(e.g., Walnut Creek, Goldsboro, Swansboro, Beaufort, New Bern, North Topsail Beach)

 Retreats (e.g., New Bern Historical Preservation

Foundation, Pamlico Community College Board of Trustees)

 Draft comprehensive plans

(e.g., Beaufort, River Bend, Cedar Point)

TA - Continued

 Planning and zoning administration

(e.g., Maysville, Trent Woods, Pollocksville)

 GIS projects

(e.g., map water system for Pamlico County)

 Scanning and printing GIS maps (Town of Atlantic

Beach)

 AAA is starting to do some training for which we are

charging a fee

Partnering/Collaborating

 Make application for grant for local government

(e.g., EPA Solid Waste for Oriental and Onslow County) Shared work on project

 Make application with local government as beneficiary

(e.g., 205j grant benefitting River Bend, Trent Woods, Oriental)

 Make application for ineligible nonprofit (e.g., Boys and

Girls Club—Governor’s Crime Commission Grant)

 Act as fiscal agent for a nonprofit for a fee (e.g., Coastal

Coalition for Substance Abuse Prevention—serves five

• f our nine counties, Area Day Reporting Center)

Partnering - Continued

 Partnered with three other COGs in east to secure

EDA funding to do education post Hurricane Irene

 Partnered with the Albemarle Commission to provide

services under the NC Tomorrow program

 Partnered with three other COGs in the east to host

the 2015 Water Resources Summit

What does this mean for ECC?

 ECC staff are constantly seeking opportunities for ECC

to be of service to our member governments

 ECC staff are constantly on the look out for

• pportunities (grant and TA projects) that benefit both

the member governments and ECC

 ECCs services and TA rates are significantly lower than

those of large consulting firms—a benefit to member governments

 The more funding streams we have, the more we can

spread the indirect cost

QUESTIONS?