Community Services Block Grant
Monitoring for South Dakota Sub-grantees 2010
Introduction
The Community Services Block Grant (CSBG) Act of 1998 requires that CSBG eligible entities be monitored at least once every three years by the state CSBG office. Monitoring is one of many block grant management responsibilities held by the state CSBG office. It is an important part of a strong partnership that should be forged between state CSBG staff and the CAAs to build capacity at the local level to enable them to meet the needs of communities and persons in poverty.
The National Association of State Community Service Programs (NASCSP) provides CSBG Monitoring Standards that are used by the South Dakota Department of Social Services CSBG staff and are included in the process to accomplish the required monitoring. Following the lead of directives of NASCSP, the DSS/CSBG office is committed to a process that fosters mutual respect, open communication and joint problem solving.
The Monitoring Process
Monitoring is an on-going process and is not limited to a periodic “on-site monitoring visit.” The on-going process includes:
· Review and approval of grant applications
· Review of monthly Financial Status Reports
· Review of independent audit reports and management letters
· Review of governing boards, meeting notices, agendas and minutes
· Review of monitoring reports from other entities (as available)
· Monthly reports submitted to the state agency from CAAs.
DSS adopts the belief that the CSBG provides flexible core or foundational funding that enables community action agencies to operate. Though CSBG funding may represent a small portion of total revenue, it is a large percentage of a community action agency’s identity. All agency operations that benefit from the Community Services Block Grant are subject to review and evaluation by the state CSBG office.
The Monitoring Visit serves three general purposes: to foster a partnership approach to the monitoring process through an open discussion between the state office staff and the grantee staff; to gain a general overview, or "big picture," of the grantee’s work; and to verify compliance with funding source rules and regulations. The 2010 process will include a financial review conducted by staff in the DSS Office of Finance Provider Reimbursements and an on-site visit for program monitoring by the CSBG Program Specialist. The program monitoring guide this year is in a discussion format to focus on processes and implementation.
South Dakota Department of Social Services
Program Monitoring Guide 2010
Community Action Agencies
Agency Name: ______Date______
Address:______
______
Phone: ______
State Office Staff: ______
Names and Titles of Agency Staff and Representatives Present:
Name ______Title ______
Name ______Title ______
Name ______Title ______
Name ______Title ______
CSBG Grant Allocation:______
CSBG ARRA Grant Allocation:______
Programs funded by CSBG:
Planning and Services
1. When was your last community needs assessment completed? When is the next one planned?
2. Have there been any significant changes in your service area that you have identified?
3. What changes do you plan in your assessment process to identify needs?
4. How is your community action plan meeting the needs of the community as related to your community needs assessment?
5. Describe activity strengths and areas where you have set goals to improve, add services, redistribute funding, etc. related to your community needs assessment.
6. What changes have you made to programs or process(es) in this past year?
Linkages and Services
7. How does your agency work to reach the intended populations? Is there a particular group that you are targeting for services at this time?
8. Please describe your agency’s coordination and collaboration, both within the agency and in the larger community.
9. What efforts does the agency employ to inform participants of DSS programs, such as SNAP (formerly Food Stamps), Child Support, LIEAP, CHIP and other helping programs?
10. What agencies or entities are the primary sources of referrals to your agency?
11. What agencies or entities are the primary sources to which your agency refers?
12. Have you experienced an increase or decrease in linkages with other entities?
In what way?
13. How has this impacted your agency’s service provision?
14. What has been your greatest service challenge this year?
15. What has been your greatest service success this year?
.
16. What system(s) do you use to accurately keep track of participant information? Is this information system meeting your needs, both internally and externally?
Board of Directors
17. Have there been any major changes (e.g. staff or board changes) in the past year? If so, what has been their significance?
18. How has the agency incorporated Outcome thinking (ROMA) into the various aspects of the agency including the Board of Directors, Program Improvement, Management and, Planning?
19. Describe how fiscal systems support the delivery of services in the agency. What role does the Board of Directors take in fiscal decisions?
20. Is the Board fully seated? Y N
If no, the number, sector, and length of vacancy of open slots:
If no, what is your plan of action and timeframes?
21. Describe how the board meets the statutory requirement to fully participate in the development, planning and implementation, and evaluation of agency programs to serve low-income communities.
22. How does the agency’s board ensure that these programs align with the needs of the community and the agency’s mission?
Special Needs
23. Federal law requires that people with Limited English Proficiency (LEP) can receive, free of charge, the language assistance necessary to afford them meaningful access to agency services. List all languages spoken by people accessing services provided by the agency:
a.
b.
c.
How are their needs met?
24. How does your agency ensure that services are provided in a manner that is sensitive and respectful of the participants’ cultural differences and/or needs of persons with disabilities?
25. What changes have been made by the Board to your agency’s by-laws or personnel policies this past year?
Working with the State CSBG office
26. Is there anything that DSS can do to help you be more successful?
a.
b.
c.
27. Is there anything else you would like to talk about today?
a.
b.
c.
Other
28. Review of issues identified in 2009 monitoring visit.
29. Corporate Document review:
Date of Updatea. Funded CSBG and Discretionary Applications
b. Articles of Incorporation
c. Bylaws
d. Board Roster (professional affiliations, sector)
e. Board/Committee Meeting Agendas/Minutes
f. Board Manual
g. Organizational chart of staff
h. Personnel Policies
i. Community Assessment
j. Self-Assessment
k. Agency Work Plans
l. Management/Work Plan
m. Agency-Wide Budget
n. General Ledger – CSBG Account(s)
o. Documentation of 501(c)(3) status
p. Fiscal Policies-- Addressing accounts payable, account receivables, internal control, purchasing, check signing, payroll, cash receipts.
q. Most Recent Audit Report
DSS staff follow-up required? _____Yes _____No
Comments:
Thank you for taking time to meet with me, I have appreciated hearing about your work with families in poverty.
______
Reviewer Date
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2010 SD Program Monitoring Guide
CSBG Community Action Agencies