Western idaho community action partnership board of directors training
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Western Idaho Community Action Partnership Board of Directors’ Training. Why a War on Poverty?. The Economic Opportunity Act (EOA) of 1964 stated, under section 2 - “FINDINGS AND DECLARATION OF PURPOSES”:.

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Western Idaho Community Action Partnership Board of Directors’ Training

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Western idaho community action partnership board of directors training

Western Idaho Community Action Partnership Board of Directors’ Training


Why a war on poverty

Why a War on Poverty?

  • The Economic Opportunity Act (EOA) of 1964 stated, under section 2 - “FINDINGS AND DECLARATION OF PURPOSES”:


Western idaho community action partnership board of directors training

“The United States can achieve its full economic potential as a nation, only if every individual has the opportunity to contribute to the full extent of his capabilities and to participate in the workings of our society. It is, therefore, the policy of the United States to eliminate the paradox of poverty in the midst of plenty in this nation by opening to everyone the opportunity to work and the opportunity to live in decency and dignity…”


Eight titles under eoa

Eight Titles under EOA

  • Work training and work study programs, which was the forerunner of CETA and PIC

II.URBAN AND RURAL COMMUNITY ACTION PROGRAMS

III.Special Programs to combat poverty in rural areas.


Western idaho community action partnership board of directors training

IV.Employment and Investment incentives

V. Work experience, training and daycare programs

VI. Administration and Coordination

VII. Treatment of income for certain public assistance purposes

VIII. Domestic Volunteer Service Programs (VISTA)


Title ii section 201 urban and rural caps

TITLE II – SECTION 201: URBAN and RURAL CAPS


Western idaho community action partnership board of directors training

“To stimulate better focusing of all available local, state, private and federal resources upon the goal of enabling low-income families and low-income individuals of all ages, in rural and urban areas, to attain the skills, knowledge and motivations and secure the opportunities needed for time to become fully self-sufficient….To provide for the basic education, health care, vocational training and employment opportunities in rural America to enable the poor, living in rural areas to remain in such areas and become self-sufficient therein…..”


Who can establish and carryout the meaning of title 2

Who can establish and carryout the meaning of Title 2?

Who can start a Community Action Agency?

1. Political subdivision or

2. Combination or Political subdivisions or

3. Public or Private Non-profit designated by State OR Political subdivision.


Tri county cap established in july of 1965

TRI-COUNTY CAP established in July of 1965:

Included Valley, Boise, and Gem Counties


Western idaho community action program inc

Western Idaho Community Action Program, Inc.

In 1967 we added Payette, Washington and Adams Counties

WICAP was incorporated in January, 1968


Counties added

COUNTIES ADDED

  • Malheur County, OR was added to WICAP in 1970

  • Canyon County was added in 1982


Corporation requirements

Corporation Requirements

Articles of Incorporation

By-Laws

Board of Directors


There are certain requirement under law for the board of directors

There are Certain Requirement under law for the Board of Directors


Tri partite

Tri-Partite

1/3 Public Sector

1/3 Low-Income Sector

1/3 Private Sector


How are members selected

How are members selected?

Chief elected officials or appointed by them

PUBLIC SECTOR

In January, following an election, the counties are contacted and asked for representation


Low income sector

LOW-INCOME SECTOR

Represents the Low-Income community

Once a year we hold democratic elections to assure full participation of the poor


Private sector

PRIVATE SECTOR

Represent the community: business, industrial, labor, religious, welfare, educational groups with interests in the community

Names are submitted by organizations and are Board approved


Responsibility of board

Assure compliance with all provisions of contracts awarded to WICAP

Secure maximum feasible participation of the residents or groups that the agency will serve

Responsibility of Board


Committees of the board

Committees of the Board

  • Executive

  • Finance

  • Personnel

  • Planning

  • County Advisory


Executive

EXECUTIVE

Composition:

  • Chairman

  • Vice Chairman

  • Secretary

  • Treasurer

  • Ex-Officio members

    • Executive Director

    • Administrative Staff at discretion of E.D.

Other members will be added if there is not representation from all sectors


Executive1

EXECUTIVE

Duties:

  • Assumes all the powers and functions of the Board of Directors when full Board is not available to handle emergency situations

  • Annually reviews the WICAP By-Laws and make recommendations to the Board

  • Counsels and advises the Executive Director in making administrative decisions


Finance

Treasurer

2 members appointed by Chairman

Ex-Officio members

Chairman

Financial Officer

Executive Director

Planning & Operations Officer

FINANCE

Composition:


Finance1

FINANCE

Duties – recommend to Board after:

  • Review of ALL budgets in detail

  • Review of all major budget changes

  • Review of monthly reports

  • Annually review of the Fiscal and Administrative Procedures Manual

  • Assurance that all Fiscal Procedures are executed and followed as spelled out by funding sources


Personnel

Chairman

Additional members appointed by Chairman to represent all sectors

Ex-Officio members

Executive Director

Personnel Officer (if one is designated)

PERSONNEL

Composition:


Personnel1

PERSONNEL

Duties:

  • Annually review Personnel Policies and Procedures

  • Handle personnel grievances

  • Advise the Executive Director on general and specific personnel matters

  • Serve as recruitment and screening when hiring Executive Director

  • Conduct annual evaluation of E.D.

  • Implement WICAP Career Development Plan

  • Assure the proper execution of all agency personnel procedures.


Planning

PLANNING

Composition:

  • Vice Chairman

  • Other members appointed by Chairman (one-half regular members, one-half alternates and county committee members

  • Ex-Officio members

    • Executive Director

    • Planning and Operations Officer

    • Program Specialists

    • Chairman of the Board


Planning1

PLANNING

Duties:

  • Establish detailed planning process needed to establish goals

  • Monitor progress in obtaining new goals

  • Work with staff in establishing annual work plans

  • Semi-annually evaluate and monitor progress in accomplishing work plans

  • Recommend amendments for work plans


County advisory

COUNTY ADVISORY

Composition: One committee per county

  • 1/3 Public

  • 1/3 Low-Income

  • 1/3 Private

  • Ex-Officio member

    • County Center Staff

The number of members may be from 9 – 21


County advisory1

COUNTY ADVISORY

Duties:

  • Regularly monitor progress in work plans in each county

  • Recommend strategy for achieving work plan to county staff

  • Provide support for all county program staff

  • Act as an advisory group to the Executive Director in hiring of center managers

  • Evaluate the involvement of low-income in all funded programs and make recommendations to staff


County advisory2

COUNTY ADVISORY

Duties con’t.:

  • Evaluate the impact of all work plans and long range goals

  • Recommend new programs, changes or revisions to the WICAP Planning Committee or Board

  • Isolate local needs and/or issues related to the poor and establish plans for working on these issues


County advisory3

COUNTY ADVISORY

Duties con’t.

  • Provide support for local issue groups

  • Assure full low-income participation at all planning meetings of affordable, low, and moderate income housing


Wicap organizational chart

WICAP Organizational Chart


Administration

Public Relations

Employee Training

Board Guidance

Fund raising Projects

General Administration

Personnel

Fiscal

Planning and Development

Head Start Programs

Center Management

Program Management

ADMINISTRATION

Executive Director is responsible for:


General administration

General Administration

  • Staff Meetings

  • Attend conferences, special trainings, etc.

  • Communication

    • Intra-staff communications are on an informal basis – i.e. Coordinator contact Center staff direct – vise-versa

      • Need to know about special events, meetings, etc. and be involved where possible


Personnel2

Personnel

Under the direction of the Executive Director

  • 200+ Employees – Full and Part time

  • Job Descriptions for all positions

  • Career Development Plan Assures

    • No discrimination

    • Advancement of in-house personnel

    • Salary classifications


Personnel con t

Personnel – con’t.

  • Personnel Policies – approved by Board

    • Assure standardization and equalization of treatment of employees

    • Establish regulations for employees’ rights – and employer rights

  • Hatch Act regulations


Fiscal

Fiscal

Under the direction of the Executive Director

  • Maintain Grants

    • Compare budgets to actual spending

    • Prepare budgets for required grants

  • Maintain WICAP inventory by Grant


Fiscal con t

Fiscal – con’t.

  • Check signing procedures

    • Checks require two signatures for purchases/payroll over $500

    • Two employees and two Board members have signing privileges

  • Review contracts before they are signed as required by E.D.


Fiscal con t1

Fiscal – con’t.

  • New contracts are presented to the Board for acceptance

  • Contract continuations, extensions are viewed by at least 2 staff before being signed by the Executive Director (as required by E.D.

  • Financial Policies assure conformity to regulations.


Fiscal con t2

Fiscal – con’t.

  • Single Audit is required on the Federal Funds

  • State monitors on a yearly basis

  • Federal monitors on a three year basis

  • Monthly expenditures are approximately $466,000


Funding history

1981 - $1,300,000

1982 - $938,639

1983 - $1,037,016

1990 - $1,630,000

1992 - $2,979,499

1994 - $3,031,275

1996 - $3,129,611

1998 – $4,864,667

2000 - $4,950,203

2002 - $6,739,000

FUNDING HISTORY


Planning development

PLANNING & DEVELOPMENT

Under the direction of the Executive Director

  • Yearly plan for Community Services Block Grant (CSBG)

  • Proposals for new programs

  • Grant writing

  • Housing Issues


Wicap families individuals served

WICAP FAMILIES/INDIVIDUALS SERVED


Commitment and purpose

Commitment and Purpose

While there have been many changes in programs over the years, the mission and purpose of the agency has NOT.


Mission statement

Mission Statement

  • To promote the capacity, competency, responsibility, opportunity, power and self-sufficiency of people experiencing economic and related problems or disadvantages;

  • To create an environment in the community that values and supports shared responsibility, cooperative problem solving, and social, cultural, and economic diversity.


Vision statement

Vision Statement

Our vision is:

  • A diverse community in which each individual consistently treats others with respect and compassion, and in which all have the opportunity to reach their potential;

  • Families that provide stability, love, and support to their own members as well as to the larger community;

  • The staff of WICAP working together, with the commitment and resources needed to offer the highest quality services that meet the expressed needs of its customers.


We hope you have enjoyed this presentation

We hope you have enjoyed this presentation

If you have any questions, you may call your local Community Action Center or Head Start Site


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