CSBG O RG . S TANDARDS / H EAD S TART P ERFORMANCE S TANDARDS I - - PDF document

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CSBG O RG . S TANDARDS / H EAD S TART P ERFORMANCE S TANDARDS I - - PDF document

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9/26/2019 Empowering Your Board to Lead: Resources for Board Training & Orientation Thursday, September 26, 2019 PRESENTED BY: Community Action Program Legal Services www.caplaw.org National Community Action Partnership

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Resources for Board Training & Orientation

PRESENTED BY: Community Action Program Legal Services www.caplaw.org National Community Action Partnership www.communityactionpartnership.com

Thursday, September 26, 2019

Empowering Your Board to Lead:

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CSBG ORG. STANDARDS / HEAD START PERFORMANCE STANDARDS IMPLEMENTATION TOOLS

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Crosswalk

  • Shows connections

between:

– CSBG Org. Standards – Head Start Performance Standards

  • Helps board and

staff leverage intersection between requirements

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Crosswalk

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4 Implementation Tools

  • Assist with compliance where overlap between

CSBG and Head Start requirements

  • Resource

– Template that can be customized for individual CAA needs

  • Introduction

– Legal requirements – How CAAs can use the resource

https://caplaw.org/resources/PublicationDocuments/Cr

  • sswalkCSBGOrgStandardsHeadStartDownload.html

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  • 1. Board Composition Matrix

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  • 1. Board Composition Matrix

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  • 1. Board Composition Matrix

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  • How should CAAs use this resource?

– Review and customize characteristics in matrix

  • State CSBG requirements
  • Other funding source requirements for boards
  • CAA needs

– Fill out matrix for current board members – Governance Committee uses matrix to track

  • Members leaving and joining
  • Ongoing compliance with composition requirements
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  • 2. Low-Income Democratic Selection

Procedures

  • Ask Policy Council to select a representative

to serve on CAA’s tripartite board

– CSBG Org. Standard 5.2

  • Written democratic selection procedures

– Head Start board requirements

  • Current or former Head Start parents

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  • 2. Low-Income Democratic Selection

Procedures

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Democratic selection

  • ptions:

General election Public forum *PTA *Policy council *Faith‐ based group *Tenants association *Community health center board

Micro‐democratic election procedure:

Group predominately made up of low‐ income individuals may elect someone from w/in the group to serve as the low‐ income rep.

‒ OCS IM 82

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  • 2. Low-Income Democratic Selection

Procedures

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Add selection procedure to bylaws or other written document Update Vacancies section of Bylaws

  • 2. Low-Income Democratic Selection

Procedures

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  • How should CAAs use this resource?

– Establish process for selecting Head Start Policy Council member – Add template selection provision to CAA’s bylaws or separate document with LI selection procedures

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  • 3. Conflict of Interest Policies

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  • 3. Conflict of Interest Policies

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  • How should CAAs use this resource?

– Understand legal requirements

  • CSBG Org. Std. 5.6 requires COI policy to be signed by

board every 2 years

  • Head Start Act requires specific conflicts and

individuals to be covered

– Governance Committee works with staff to review and update existing policy based on templates

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  • 4. Shared Calendar of Required

Board Actions

  • Resource:

– Calendar of specific actions to be taken by boards of a CAA with a Head Start program – Actions grouped by category

  • ☐ Maintain
  • ☐ More Frequent Than Annual/As Needed
  • ☐ Annually
  • ☐ Every 2 years
  • ☐ Every 3 years
  • ☐ Every 5 years

– Overlapping CSBG and HS requirements consolidated or listed side-by-side

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  • 4. Shared Calendar of Required

Board Actions

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  • 4. Shared Calendar of Required

Board Actions

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  • 4. Shared Calendar of Required

Board Actions

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  • How should CAAs use this resource?

– Understand required board actions – Consider adding other funding source requirements – Use calendar to plan future board meetings – Use calendar to track compliance

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PUBLIC CAA BOARD TRAINING TOOL

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https://caplaw.org/resources/Publication Documents/TrainingToolforPublicBoards Download.html

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Board Roles & Responsibilities:

Public Community Action Agencies

[Training]

[Date]

PRESENTED BY: [Trainer Name] [Trainer Website or Email] [Trainer Phone Number]

[Trainer Logo]

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Agenda

  • Brief Introductions
  • Legal Requirements Governing Tripartite

Boards

  • A Few Points About Tripartite Board

Operations

  • Role of the Tripartite Board
  • Key Responsibilities of the Tripartite Board

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Brief Introductions

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Who do we have in the room with us today?

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Board Member Board Chair

  • Dept. Head/

Executive Director Staff Board Liaison State Association Staff State CSBG Office Staff

Who Else???

Legal Requirements Governing Tripartite Boards

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Legal Requirements

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CAA Boards

Federal CSBG Act, block grant regulation, guidance State CSBG statute, regulations, policies Other federal/state funding requirements Bylaws/ governing document CSBG grant agreement/ contract with state State/local government laws

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State/Local Government Laws

  • The authority of a tripartite board to take

action on behalf of a public CAA is established by the federal CSBG Act. True or False

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  • Authority of a public CAA tripartite board is often

established by:

– Local governing officials of local gov’t where public CAA is a dept/division – Local state/laws under which public CAA created

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A Few Points About Tripartite Board Operations

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Board Operations Scenario Three

Tony has been on the tripartite board for two years and L VES it! His fellow board members are very personable and friendly, but Tony is continually confused about the vote that is required to take actions as well as the number of meetings board members are required to attend. What should Tony do?

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Board Operational Guide

  • See bylaws/governance

document for information about:

– Board member composition – Meeting frequency, notice – Officers – Committees – Votes, quorum – And more. . . .

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By Bylaws/ laws/ Governance Governance Docume Document

Arti Article I cle I

Thou shall read the bylaws.

Role of the Tripartite Board

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Duty of Loyalty

  • Generally, not a requirement but serves as an

informative guide

– Check local laws – Local government may require conflict of interest policies

  • Faithful to CAA –

– Act in good faith and in the best interests of CAA – Disclose and avoid conflicts of interest – Not engage in self-dealing

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Duty of Loyalty Scenarios

  • Do any of these board members have actual
  • r perceived conflicts of interest? Why or why

not?

  • A. An elected public official board member votes to support
  • nly programs that benefit the constituents he represents,

which make up 1/3 of the CAA’s service area.

  • B. A private sector board member’s neighbor is a real estate

agent and has offered to help the CAA find a building for its direct services for a reduced fee.

  • C. A low-income representative sits on the board of another

social service provider that sometimes competes for the same grants the CAA is seeking.

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Key Responsibilities of the Tripartite Board

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Key Board Responsibilities

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Mission Planning Engagement Maintain and Grow Funds Performance Accountability

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Public CAA Case Study: Power of a Tripartite Board

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Key Board Responsibility

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Mission

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Know Your Mission Exercise

  • 1. Write down your CAA's mission
  • If you don’t know it exactly, write down the gist
  • 2. Briefly describe 3 ways in which your tripartite

board works with your CAA's mission

  • For example, we discuss it in relation to new proposals or

recite it at every meeting

  • 3. Think about 1 way in which your tripartite board

could better incorporate the CAA’s mission in its board meetings and activities

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Why Mission Matters

  • Why mission matters:

– Provide clarity of purpose to stakeholders – Guide major decisions – Prevent “mission creep”

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  • Why do you think mission matters?
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This training material was created in collaboration with Community Action Program Legal Services, Inc. (CAPLAW) and the Community Action Partnership (Partnership). The publication was created by National Association of Community Action Agencies - Community Action Partnership in the performance of the U.S. Department of Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0465. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families.

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