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

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 www.communityactionpartnership.com 1 CSBG O RG . S TANDARDS / H EAD S TART P ERFORMANCE S TANDARDS I MPLEMENTATION T OOLS 2 1

9/26/2019 3 Crosswalk  Shows connections between: – CSBG Org. Standards – Head Start Performance Standards  Helps board and staff leverage intersection between requirements 4 2

9/26/2019 Crosswalk 5 6 3

9/26/2019 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 osswalkCSBGOrgStandardsHeadStartDownload.html 7 1. Board Composition Matrix 8 4

9/26/2019 1. Board Composition Matrix 9 1. Board Composition Matrix  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 10 5

9/26/2019 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 11 2. Low-Income Democratic Selection Procedures General Micro ‐ democratic election *Community election procedure: health center Public Group predominately board forum made up of low ‐ income individuals Democratic may elect someone selection from w/in the group options: *Tenants *PTA to serve as the low ‐ association income rep. ‒ OCS IM 82 *Faith ‐ *Policy based council group 12 6

9/26/2019 2. Low-Income Democratic Selection Procedures Add selection procedure to bylaws or other written document Update Vacancies section of Bylaws 13 2. Low-Income Democratic Selection Procedures  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 14 7

9/26/2019 3. Conflict of Interest Policies 15 3. Conflict of Interest Policies  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 16 8

9/26/2019 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 17 4. Shared Calendar of Required Board Actions 18 9

9/26/2019 4. Shared Calendar of Required Board Actions 19 4. Shared Calendar of Required Board Actions  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 20 10

9/26/2019 P UBLIC CAA B OARD T RAINING T OOL 21 22 11

9/26/2019 23 https://caplaw.org/resources/Publication Documents/TrainingToolforPublicBoards Download.html 24 12

9/26/2019 25 Board Roles & Responsibilities: Public Community Action Agencies PRESENTED BY: [Training] [Trainer Name] [Trainer Website or Email] [Date] [Trainer Phone Number] [Trainer Logo] 26 13

9/26/2019 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 27 Brief Introductions 28 14

9/26/2019 Who do we have in the room with us today? Dept. Head/ Board Member Board Chair Executive Director State Association State CSBG Office Staff Board Liaison Staff Staff Who Else??? 29 Legal Requirements Governing Tripartite Boards 30 15

9/26/2019 Legal Requirements State/local government laws Other Bylaws/ federal/state governing funding document requirements CAA Boards CSBG grant Federal CSBG agreement/ Act, block contract with grant state regulation, State CSBG guidance statute, regulations, policies 31 32 16

9/26/2019 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  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 33 34 17

9/26/2019 A Few Points About Tripartite Board Operations 35 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? 36 18

9/26/2019 Board Operational Guide  See bylaws/governance document for Bylaws/ By laws/ information about: Governance Governance – Board member Docume Document composition – Meeting frequency, notice Article I Arti cle I – Officers Thou shall read the bylaws . – Committees – Votes, quorum – And more. . . . 37 Role of the Tripartite Board 38 19

9/26/2019 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 39 Duty of Loyalty Scenarios  Do any of these board members have actual or perceived conflicts of interest? Why or why not? A. An elected public official board member votes to support only 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. 40 20

9/26/2019 Key Responsibilities of the Tripartite Board 41 Key Board Responsibilities Mission Planning Engagement Maintain and Performance Accountability Grow Funds 42 21

9/26/2019 Public CAA Case Study: Power of a Tripartite Board 43 Key Board Responsibility Mission 44 22

9/26/2019 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 45 Why Mission Matters  Why mission matters: – Provide clarity of purpose to stakeholders – Guide major decisions – Prevent “mission creep”  Why do you think mission matters? 46 23

9/26/2019 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. 47 24