State of New York
Department of State
Governor
David A. Paterson
Secretary of State
Lorraine Cortés-Vázquez
Dolores Franco, Esq., Director
Division of Community Services
(June 2008)
Contents
Gubernatorial Signature (image not included in this html version)
Federal Certifications and Information (image not included in this html version)
Division of Community Services Mission, Vision, Values
Executive Summary
Designation of Lead Agency
CSBG Advisory Council
Federal Statutory Purposes and Goals
New York State Management Goal and Objectives
State Administration
Distribution of Funds
Legislative Public Hearing
Statewide Initiatives
Compliance with Federal Assurances
Assurance 1 – Program Purposes
Assurance 2 – State Use of Discretionary Funds
Assurance 3 – Use of Grantee Information
Assurance 4 – Nutrition Services
Assurance 5 – State Coordination/Linkages
Assurance 6 – Coordination, Energy Programs
Assurance 7 – Cooperation with Federal Investigations
Assurance 8 – Termination of Funding
Assurance 9 – State Agency Collaboration
Assurance 10– Board Representation/Petition
Assurance 11– Community Action Plans
Assurance 12– Participation in ROMA
Assurance 13– Program Information Description
Compliance with Other Federal Statutory Requirements
Grants to Eligible Entities and Other Organizations
Fiscal Controls, Audits and Inspection
Limitations on Use of Funds
Monitoring of Eligible Entities
Reporting
Corrective Action, Termination and Reduction of Funding
Designation of a New Eligible Entity
Board Composition
Training and Technical Assistance to Grantees
Description of the Service Area
New York State – Facts in Brief
New York State Community Services Network
Characteristics of the Population Served
Table 1: Number of Persons/Families
Table 2: Gender
Table 3: Ethnicity/Race
Table 4: Age
Table 5: Education (Adults)
Table 6: Housing
Table 7: Family Size
Table 8: Family Type
Table 9: Level of Income
Table 10: Source of Income
Planned Use of CSBG Funds
Annual Distribution of CSBG Funds for 2008
Proposed Allocation to Grantees for FFY 2008 – 2009
CSBG National Goals and National Performance Indicators
Programs, Services and Activities
Appendices
Appendix A: Community Services Network
- Map of New York State (not included in this html version)
- CSBG Grantees/County Listing
- Division of Community Services – Office Locations and Staffing
- CSBG Advisory Council
Appendix B: New York State Legislation
Appendix C: Community Services Block Grant 2007 Administrative Review and Assessment
Appendix D: Lexicon – Frequently Used Terms
Published by the New York State Department of State, Division of Community Services
Dolores Franco, Esq., Director
For additional copies, please contact the Division of Community Services:
One Commerce Plaza, 99 Washington Avenue, Suite 640, Albany, NY 12231 or call (518) 474-5741;
Department of State website: www.dos.ny.gov
Division of Community Services
MissionThe mission of the Division of Community Services is to work in partnership with the community services network, Federal, State and local governments and community-based organizations to effectively carry out the purposes, goals and assurances of the Community Services Block Grant. |
VisionThe vision of the Division of Community Services is to be a highly organized workforce and an active member of the national community services network dedicated to promoting self-sufficiency and vibrant, healthy communities for low-income people. |
ValuesThe following ethical and moral values and principals guide program administration:
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The CSBG program was created to ameliorate the causes of poverty in communities. Through a network of 56 CSBG grantees, a range of services is provided to meet the needs of low-income New Yorkers in all of New York’s 62 counties. Services are determined through local assessments of customers, the community, and the grantee to determine needs to be addressed and resources available. DOS-DCS provides direction and support to local agencies to ensure that comprehensive services are provided as needed.
As the CSBG administering agency, DOS-DCS establishes goals and objectives which provide program evaluation, monitoring, and oversight, and ensures compliance with Federal and State statutes, laws, policies, and procedures. DOS-DCS is the primary liaison with grantees, monitoring the program as well as providing training and technical assistance in areas such as governance, management, service delivery, and program operation.
Executive Summary
Designation of Lead Agency
The New York State Department of State (DOS) is designated by the New York State Legislature and the Governor as the lead agency for administration of the Community Services Block Grant (CSBG) program, the Community Food and Nutrition Program and related programs authorized under 42 U.S.C. 9901, et seq., as amended.
The Division of Community Services (DCS) within DOS, under leadership of the Secretary of State, has overall administrative responsibilities for CSBG. Fiscal controls, fund accounting, audit and fiscal monitoring are the responsibility of the Contract Administration Unit (CAU) within the DOS Bureau of Fiscal Management.
CSBG Advisory Council
The CSBG Advisory Council was created to fulfill the mandate of Chapter 884 of the New York State Laws of 1982. The Council includes representation from local government, private nonprofit providers, and the public. Half of the members are appointed by the Governor, one quarter by the President pro-tempore of the Senate, and one quarter by the Speaker of the Assembly. In 1997, Part 701 was added to Title 19 of the New York Code of Rules and Regulations (NYCRR) through adoption of a new rule pursuant to provisions of the State Administrative Procedure Act (SAPA). Part 701 recognizes the existing CSBG Advisory Council in DOS, establishes the number of members of the Council, as a number certain of twenty, and states the percentage of appointments by each official, as described above. Duties of the Council delineated in Part 701 include the following:
(a) to assist low-income persons overcome the barriers of poverty. This may include providing services to individuals or performing activities intended to achieve institutional change;
(b) to consult with the Secretary of State in the preparation of reports, and development of applications and the CSBG plan;
(c) to advise the Secretary of State on strategies and activities to achieve these goals by either responding to actions proposed by the Secretary or suggesting new initiatives to the Secretary; and
(d) to adopt and amend bylaws necessary to address the appointment and terms of Council officers and their duties, meetings of the Council, attendance by members, and other matters incidental to the Council’s duties and proper function.
[A list of CSBG Advisory Council Members and Representatives can be found in Appendix A.]
Federal Statutory Purposes and Goals
PL 105-285-CSBG Act of 1998 (42 U.S.C. 9901, et seq., as amended)
The programs, services, and activities funded or supported by CSBG will be carried out in a manner that supports the purposes and goals as set forth below.
The purposes of this subtitle are —
(1) to provide assistance to States and local communities, working through a network of community action agencies and other neighborhood-based organizations, for the reduction of poverty, the revitalization of low-income communities, and the empowerment of low-income families and individuals in rural and urban areas to become fully self-sufficient (particularly families who are attempting to transition off a State program carried out under part A of the Social Security Act (42 U.S.C. 601, et seq., as amended); and
(2) to accomplish the goals described in paragraph (1) through —
(A) the strengthening of community capabilities for planning and coordinating the use of a broad range of Federal, State, local, and other assistance (including private resources) related to the elimination of poverty, so that this assistance can be used in a manner responsive to local needs and conditions;
(B) the organization of a range of services related to the needs of low-income families and individuals, so that these services may have a measurable and potentially major impact on the causes of poverty in the community and may help the families and individuals to achieve self-sufficiency;
(C) the greater use of innovative and effective community-based approaches to attacking the causes and effects of poverty and of community breakdown;
(D) the maximum participation of residents of the low-income communities and members of the groups served by programs assisted through block grants made under this subtitle to empower such residents and members to respond to the unique problems and needs within their communities; and,
(E) the broadening of the resource base of programs directed to the elimination of poverty so as to secure a more active role in the provision of services for –
(i) private, religious, charitable, and neighborhood-based organizations; and,
(ii) individual citizens, and business, labor, and professional groups, who are able to influence the quantity and quality of opportunities and services for the poor.
New York State Management Goal and Objectives
Goal: Programs will be administered in accordance with the CSBG statutory purposes and goals stated above, and in compliance with all other applicable statutes, rules, regulations, policies and procedures set forth by Federal and State government.
Objective 1: Funds will be distributed in a timely manner and in accordance with applicable Federal and State statutes.
Objective 2: The CSBG Management Plan will be prepared in partnership with grantees, will be distributed for public review and comments, and will be submitted to DHHS by September 1, 2007.
Objective 3: The New York State Legislature will conduct public hearings in accordance with 42 U.S.C. 9901, et seq., §676, as amended. A copy of the transcript of the testimonies will be submitted to DHHS and made available, upon request, to grantees and the public.
Objective 4: A comprehensive review of each eligible entity will be conducted in accordance with 42 U.S.C. 9901, et seq., §678B, as amended. Priorities will be given to grantees designated “at-risk” or “high-risk.”
Objective 5: CSBG will be administered in coordination with governmental and other social services programs to assure effective delivery of services and to avoid duplication.
Objective 6: A comprehensive Report will be prepared documenting the use and outcomes of CSBG funds will be submitted to DHHS, the Governor, and the Legislature by March 31 of each Federal Fiscal Year.
State Administration
CSBG services are carried out through a network of 56 CSBG grantees, consisting of community action agencies (CAAs), community action programs (CAPs), public organizations, the statewide migrant and seasonal farmworker organization, Indian Tribes and Tribal organizations, and faith-based and other community-based organizations. These agencies provide a range of services to meet the needs of low-income New Yorkers in all 62 counties. CSBG services and activities have reduced poverty, revitalized low-income communities, and empowered low-income individuals and families in rural and urban areas to become economically self-sufficient and self-reliant.
Monitoring: Program and fiscal monitoring will be aimed at improved fiscal and internal controls to safeguard the public and private funds administered by grantees. There will be increased emphasis on the provision of comprehensive and integrated services and activities aimed at achieving the goals of self-sufficiency, family stability, and community revitalization. In accordance with the Results-Oriented Management and Accountability (ROMA) performance measurement system approved by the Department of Health and Human Services - Office of Community Services (DHHS-OCS), the State and grantees will continue to collect and report performance data to document effective administration of CSBG at State and local levels. Program and fiscal staff will continue to attend meetings of grantee boards of directors to observe and document board compliance with CSBG statute.
Grantee Comprehensive Assessment: DOS-DCS has developed, and will implement, a new comprehensive on-site assessment and monitoring protocol. This on-site assessment will incorporate elements of two previous assessments: the Grantee Review and Assessment, and Excellence in ROMA. The process will begin with agencies currently designated “at-risk” or “high-risk.” Next to be reviewed, will be agencies identified through program or fiscal monitoring as “vulnerable.” Agencies that are stable or thriving will then be assessed. DOS-DCS will partner with the New York State Community Action Association (NYSCAA) to provide specialized training and technical assistance to address findings and deficiencies identified through the on-site assessment.
NYS Administrative Assessment: DOS-DCS developed and implemented an administrative assessment tool to review and evaluate the administration of CSBG, linkages with other programs, and partnerships with grantees. The review was conducted by the CSBG Advisory Council and NYSCAA. The results were presented at the legislative public hearing; are appended to this Management Plan; and, will be used by DOS-DCS to improve program administration.
Professional Development for DOS Staff: Professional development opportunities will be provided for DOS program and fiscal staff to increase their capacity to provide oversight and technical assistance to grantees, particularly in systems involving service delivery, administration and management, board and governance, and finances. State administrative funds will be allocated for staff to attend statewide and national conferences, as well as to offer in-house training. Use of funds for this initiative is meant to improve accountability at the State level, identify deficiencies at the local level, and enable DOS staff to provide technical support and assistance needed by grantees more effectively.
Training and Technical Assistance for Grantees: DOS-DCS will increase efforts at the State and national levels to expand access to a variety of professional development opportunities for grantee board and staff members. Support will be directed toward:
- Family Development Association of New York State (FDANYS);
- Family Development Training and Credentialing Program (FDC);
- New York State Community Action Association (NYSCAA);
- Women in Government Mentoring Program;
- Community Action Angels Volunteer program;
- Regional and local training for grantee boards of directors; and,
- Increased collaboration with other agencies/organizations dedicated to moving people out of poverty.
State Plan and Application: This Management Plan covers CSBG program administration for Federal Fiscal Years 2008-2009. The CSBG Advisory Council had the opportunity to provide guidance on the development of the Plan. A draft Plan was prepared and distributed for comments to the community services network and was made available to the public in May 2007. This amended Plan was prepared and distributed for comments to the community services network and was made available to the public in June 2008.
Distribution of Funds
CSBG funds will be distributed in accordance with Federal and State statutes. The proposed allocation chart is included in this Management Plan and will be posted on the DOS web site. All grantees in good standing will receive the same proportion of funds received during the current year. For our purposes, grantees include the 52 Federally recognized eligible entities, four Indian Tribes and Tribal Organizations and the New York State Community Action Association. Proposed allocations will be adjusted upon receipt of the notice of grant award from DHHS-OCS.
State Administrative Costs: Not more than 5% of FFY 2008 or 2009 CSBG funds will be used for State administration. Funds not expended in one fiscal year will be carried forward for use by the State in the subsequent year.
Grantee Administrative Costs: The CSBG Federal and State statutes do not set limits on the amount of CSBG funds grantees may use for administration. However, the Federal statute does require the Secretary of HHS to provide a definition of direct and administrative costs for programs funded by CSBG. In compliance, HHS-OCS issued Information Memorandum #37, which provides flexibility in use of CSBG funds to support agency and program administrative costs. However, these costs must be necessary, reasonable, and in compliance with Office of Management and Budget Circulars A-122 and A-110. DOS will monitor the use of CSBG funds to ensure that the maximum amounts of funds are used to provide direct services and activities to low-income individuals, families, and communities. DOS will accept indirect cost rates approved by a cognizant agency.
Eligible Entities: In New York State, eligible entities include CAAs and CAPs designated prior to 1981, agencies designated subsequent to 1987, and the organization serving migrant and seasonal farmworkers. Of the total funds awarded to New York State, 91.4% will be allocated to eligible entities as defined by 42 U.S.C. 9901, et seq., as amended.
New York City: The Department of Youth and Community Development (DYCD) is the eligible entity serving the five boroughs (counties) of the City of New York. As the administering agency for CSBG in New York City, DYCD is required to meet the general grantee requirements as well as administrative requirements, which include development of a comprehensive management plan. The DYCD comprehensive management plan includes processes and procedures for complying with the CSBG statute relating to self-sufficiency, family stability, and community revitalization.
In New York City, all CSBG funded services and activities are provided through a network of over 350 community and faith-based organizations. A list of these agencies and the amount of funds received by each will be submitted to DOS-DCS. The contract to be used for sub-allocating CSBG funds will be reviewed by DOS-DCS to ensure consistency with Federal statutory requirements regarding compliance with ROMA.
In accordance with 42 U.S.C. 9901, et seq., §678E (a)(1)(B), all delegate agencies or subcontractors are required to participate in ROMA. Therefore, the reporting requirements of §678E are applicable to local agencies receiving CSBG funds through DYCD.
Statewide CAA Association: DOS-DCS will continue to enhance the capacity of grantees through ongoing partnership with its statewide CAA association, New York State Community Action Association (NYSCAA). Funds will be awarded to NYSCAA to improve the management capacity of grantees, as well as for NYSCAA administration, grantee board development, the Family Development Association of New York State, women in government mentoring program, and expansion of the Electronic Data Management (EDM) system.
Remainder Funds:
a. Indian Tribes and Tribal Organizations: In accordance with the requirements set forth in New York State Executive Law Article 6-D §159-i, .50% of the total CSBG allocation to New York State will be distributed among four Indian Tribes and Tribal organizations.
b. Targeted Projects. The Department of State will work with agencies to focus services on achieving sustainable outcomes in the areas of Early Childhood Development, At-Risk Youth, Healthy Families, and Work Force Development.
Unencumbered and Unallocated Funds: Any unencumbered and unallocated funds from the previous grant award may be used for disaster, crisis relief activities or special projects.
Legislative Public Hearing
The New York State Standing Committee on Social Services, the Senate Standing Committee on Social Services, Children and Families, the Assembly and Senate Standing Committee on Ways and Means, the Assembly Standing Committee on Governmental Operations conducted a public hearing on CSBG, June 5, 2007. The hearing was chaired by Keith Wright, chair of the Assembly Standing Committee on Social Services. He was joined by the chair of Senate Standing Committee on Social Services, Children and Families, also attending were other members of the Assembly Social Services Committee and staff from each of the committees listed above. Testimony was presented by 33 individuals representing 14 organizations. The CSBG Advisory Council presented a preliminary report on the review and assessment of the administration of CSBG. NYSCAA presented a report on the Poverty Symposium held in March and called for the assistance of the New York State Legislature in assisting the Governor to establish a statewide Commission on Poverty and Economic Security. Several grantees also included this request in their testimony. NYSCAA also requested an increase in the proposed allocation of CSBG funds to NYSCAA for Information Technology and Data Management. Action for a Better Community serving Monroe and Ontario Counties requested flexibility that would allow the agency to use CSBG funds to support indirect costs not provided for by other funding sources.
Other testimony supported the efforts made by DOS to improve technology, training, on-site review and advocacy as well as described the array of services and activities supported by CSBG funds. Several recipients of services presented testimony on the benefits received through CSBG, the youngest being 12 years old. Also in attendance was an 18 month old who joined her mother at the witness table. DOS will consider the requests and recommendations and, where necessary, changes will be implemented. However, DOS will ensure the use of CSBG funds remains in full compliance with applicable federal and state statute as well as good management practices. A copy of the transcript is available upon request.
Statewide Initiatives
Family Development: In 1985, DOS-DCS embarked on a mission of reorienting how services were provided to those in need.After research, training, and demonstration, the Family Development approach was adopted. Family Development is designed to combat the fragmentation of services and is a long-term approach that ultimately empowers families. It establishes realistic means for attaining goals of healthy inter-dependency, positive self-esteem, and sustainable self-sufficiency. Agencies enter into partnership with individuals and families developing personalized programs using a strength-based assessment. Family Development professionals help individuals and families establish personal and family goals, take action, access and use resources, and measure, and celebrate incremental progress.
Family Development Credential (FDC): In order to implement the practice of Family Development, training and credentialing was necessary. Family Development Credential (FDC) is a voluntary, interagency, interdisciplinary training and credentialing program created to provide workers, supervisors, and organizations with the skills and competencies needed to work effectively with families to achieve outcomes of self-sufficiency, family stability, and community revitalization. FDC was initiated by DOS-DCS and developed by the NYS College of Human Ecology at Cornell University in partnership with CAAs, the NYS Commissioners’ Interagency Work Group of Family Support and Empowerment, community-based organizations, Head Start, front-line workers, and recipients of services. FDC training is provided throughout New York State and is adopted by 18 other states. FDC is issued by a variety of colleges and universities including, Cornell, Duke, Tufts, and Indiana University in Pennsylvania.
Family Development Association of NYS (FDANYS) was created by DOS-DCS as a statewide association to support FDC professionals and to strengthen families and communities. FDANYS promotes the Family Development philosophy and excellence of family services personnel. FDANYS is a strong, inclusive community that recognizes and celebrates the power of Family Development to help individuals and families to become strong, empowered, and connected. In 2006, FDANYS held the first annual national dialogue on family development.
Community Action Angels is an innovative volunteer program founded by a one-time recipient of community action services who gifted this program to the community action network. The program engages the community through volunteers and donations to provide services to the working poor and those who do not qualify for help through the normal service arena because their incomes fall just above the requirements or where services needed are not available. Community Action Angels are designated as ‘first responder’ whenever there is a crisis or emergency resulting from a disaster. The program is administered by Wyoming Community Action Agency.
Mentoring: CSBG staff in New York City coordinate the Women in Government Mentoring Program in partnership with the New York City Board of Education and the Clara Barton High School. High School students are provided with mentors and support to finish high school and enter college.
Targeted Priority Areas: In FFY 2008 and 2009 the Department of State will devote discretionary funds to four priority areas: Early Childhood Development, At-Risk Youth, Healthy Families, and Work Force Development. Agencies will have the opportunity to choose one or more priority areas to create a new initiative or expand on an existing program. It is expected that measurable outcomes will be achieved statewide that will have a tangible effect on the various communities served by private non-profit community action agencies across New York State.
Compliance with Federal Assurances
Assurance 1 – Program Purposes
42 U.S.C. 9901, et seq., §676(b)(1)(A)(i-vii)(B)(i-ii)C, as amended(1) an assurance that funds made available through the grant or allotment will be used—
(A) to support activities that are designed to assist low-income families and individuals, including families and individuals receiving assistance under part A of Title IV of the Social Security Act (42 U.S.C. 601 et seq.), homeless families and individuals, migrant or seasonal farm workers, and elderly low-income individuals and families, and a description of how such activities will enable families and individuals —
(i) to remove obstacles and solve problems that block the achievement of self-sufficiency (including self-sufficiency for families and individuals who are attempting to transition off a State program carried out under part A of title IV of the Social Security Act);
(ii) to secure and retain meaningful employment;
(iii) to attain an adequate education, with particular attention toward improving literacy skills of the low-income families in the communities involved, which may include carrying out family literacy initiatives;
(iv) to make better use of available income;
(v) to obtain and maintain adequate housing and a suitable living environment;
(vi) to obtain emergency assistance through loans, grants, or other means to meet immediate and urgent family and individual needs; and
(vii) to achieve greater participation in the affairs of the communities involved, including the development of public and private grassroots partnerships with local law enforcement agencies, local housing authorities, private foundations, and other public and private partners to –
(I) document best practices based on successful grassroots intervention in urban areas, to develop methodologies for widespread replication; and
(II) strengthen and improve relationships with local law enforcement agencies, which may include participation in activities such as neighborhood or community policing efforts;
(B) to address the needs of youth in low-income communities through youth development programs that support the primary role of the family, give priority to the prevention of youth problems and crime, and promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs that have demonstrated success in preventing or reducing youth crime, such as –
(i) programs for the establishment of violence free zones that would involve youth development and intervention models (such as models involving youth mediation, youth mentoring, life skills training, job creation, and entrepreneurship programs); and
(ii) after-school child care programs; and
(C) to make more effective use of, and to coordinate with, other programs related to the purposes of this subtitle (including State welfare reform efforts);
Compliance – Assurance 1
All recipients of CSBG funds submit work plans and budgets detailing the programs, services, and activities to be conducted using CSBG funds. Work plans and budgets are approved by grantee boards of directors prior to submission to DOS-DCS. They are then reviewed and approved by DOS-DCS program and fiscal staff prior to submission as part of the CSBG contract. Program implementation will be monitored regularly. Programs, services, and activities to be conducted by grantees are specified on pages 38 - 47.
Assurance 2 – State Use of Discretionary Funds
42 U.S.C. 9901, et seq., §676(b)(2), as amended
(2) a description of how the State intends to use discretionary funds made available from the remainder of the grant or allotment including a description of how the State will support innovative community and neighborhood-based initiatives related to the purposes of this subtitle;
Compliance – Assurance 2
The remaining funds will be allocated each year as follows:
- .50% of the total state allocation will be awarded to Indian Tribes and Tribal organizations as required by the State CSBG statute, Executive Law Article 6-D, §159-i;
- 3.1% of the total state allocation will be awarded for targeted projects, as follows:
The Secretary of State has determined that the needs of the most disadvantaged New Yorkers - those served by Community Action Agencies around the state - would be best served by targeting a portion of CSBG funds to priority areas discussed by the Governor’s Economic Security Cabinet, including Early Childhood Development, At-Risk Youth, Healthy Families, and Work Force Development.
The goal of the projected changes will be to achieve greater and more targeted outcomes for our customers. To effectuate the transition, DOS/DCS will use the increase in the FFY 2008 CSBG allocation to create a targeted portion of CSBG remainder funds. In accordance with state and federal legislation, these targeted funds will be awarded for activities consistent with the purposes of the authorizing legislation.
The distribution of these funds will be carried out in two phases. In the first phase, community based organizations (CBO) which are community action agencies (CAA) will receive their proportional share of the remainder funds, based on the same proportion of funds received by the CAA in the previous year. Projects will be targeted to address identified priority areas noted above. Agencies will have the opportunity to choose one or more target areas to create a new initiative or expand on an existing program. Outcomes achieved with these funds must be measured in accordance with the National Performance Indicators and must be reported separately. Phase 1 funding will be awarded as a separate amendment to the existing multi-year contract; payments will be based on the demonstrated achievement of stated outcomes. (see Phase 1 Discretionary Fund Distribution Chart)
Phase 2 of the distribution of discretionary funds will make funds available to those CBOs which are community action agencies currently under contract with DOS for CSBG funds. Such CAAs will be sent written notification that they are eligible to apply for additional funding to address needs in the four priority areas. Need for the new or expanded project proposed must be documented in the updated Community Action Plan submitted with the FFY 08 refunding application.
Assurance 3 – Use of Grantee Information
42 U.S.C. 9901, et seq., §676(b)(3), as amended(3) information provided by eligible entities in the State, containing –
(A) a description of the service delivery system, for services provided or coordinated with funds made available through grants made under section 675C(a), targeted to low-income individuals and families in communities within the State;
(B) a description of how linkages will be developed to fill identified gaps in the services, through the provision of information, referrals, case management, and follow up consultations;
(C) a description of how funds made available through grants made under section 675C(a) will be coordinated with other public and private resources; and
(D) a description of how the local entity will use the funds to support innovative community and neighborhood-based initiatives related to the purposes of this subtitle, which may include fatherhood initiatives and other initiatives with the goal of strengthening families and encouraging effective parenting.
Compliance – Assurance 3
As part of the application process, grantees provide information responding to the above. During on-site monitoring, staff will verify activities to support statements in grantee applications. The Annual Program Report (APR) will include narratives detailing grantee accomplishments.
Assurance 4 – Nutrition Services
42 U.S.C. 9901, et seq., §676(b)(4), as amended(4) an assurance that eligible entities in the State will provide, on an emergency basis, for the provision of such supplies and services, nutritious foods, and related services, as may be necessary to counteract conditions of starvation and malnutrition among low-income individuals;
Compliance – Assurance 4
The direct provision of services and activities will be implemented by grantees. In addition, the State will retain a portion of discretionary funds to meet emergency needs resulting from disasters. Funds will also be used to support the efforts of the Community Action Angels Volunteer program to provide emergency assistance to families and to coordinate the community action response to disasters.
As a member of the New York State Comprehensive Emergency Management Plan (CEMP) Human Services-Food and Water Sub-committee, DOS-DCS staff collaborates with grantees and other service providers to coordinate delivery of emergency goods and services to low-income individuals, families, and communities.
Assurance 5 – State Coordination/Linkages
42 U.S.C. 9901, et seq., §676(b)(5), as amended(5) an assurance that the State and the eligible entities in the State will coordinate, and establish linkages between, governmental and other social services programs to assure the effective delivery of such services to low-income individuals to avoid duplication of such services, and a description of how the State and the eligible entities will coordinate the provision of employment and training activities, as defined in Section 101 of such Act, in the State and in communities with entities providing activities through statewide and local workforce investment systems under the Workforce Investment Act of 1998;
DOS-DCS will collaborate with NYSCAA to provide training, information, and technical assistance to grantees. DOS-DCS is a partner with Workforce Investment Act (WIA) agencies and entered into a statewide Memorandum of Understanding (MOU) with other State agencies and the statewide WIA board to implement WIA requirements. Eligible entities were named to Workforce Investment Boards (WIB) and youth councils and are partners in one-stop services, or are designated as a one-stop. DOS-DCS will continue to work with all relevant State and local agencies to ensure coordination of services and to avoid duplication. DOS-DCS will collaborate with OCS, the Administration on Children and Families (ACF) Regional office, as well as the Head Start Bureau to enhance support and coordination of technical assistance to CAA and Head Start programs in development of effective governance structures and management systems to ensure accountability. DOS-DCS will assist CAAs operating Head Start programs with their annual Head Start self-assessments in preparation for the PRISM (Program Review Instrument for Systems Monitoring) review.
Assurance 6 – Coordination, Energy Programs
42 U.S.C. 9901, et seq., §676(b)(6), as amended(6) an assurance that the State will ensure coordination between anti-poverty programs in each community in the State, and ensure, where appropriate, that emergency energy crisis intervention programs under title XXVI (relating to low-income home energy assistance) are conducted in such community;
Compliance – Assurance 6
DOS-DCS will work with CSBG grantees which administer the low-income energy assistance program to ensure coordination of services. The CSBG director is a member of the Weatherization Policy Advisory Council and the Low-Income Forum on Energy statewide steering committee and is directly involved in addressing energy assistance to low-income persons.
Assurance 7 – Cooperation with Federal Investigations
42 U.S.C. 9901, et seq., §676(b)(7), as amended(7) an assurance that the State will permit and cooperate with Federal investigations undertaken in accordance with section 678D;
Compliance – Assurance 7
Full cooperation is assured in the event of an investigation. All requested documents, books, and records would be made available. Appropriate staff support would be provided.
Assurance 8 – Termination of Funding
42 U.S.C. 9901, et seq., §676(b)(8), as amended(8) an assurance that any eligible entity in the State that received funding in the previous fiscal year through a community services block grant made under this subtitle will not have its funding terminated under this subtitle, or reduced below the proportional share of funding the entity received in the previous fiscal year unless, after providing notice and an opportunity for a hearing on the record, the State determines that cause exists for such termination or such reduction, subject to review by the Secretary as provided in section 678C(b);
Compliance – Assurance 8
The Federal CSBG Act, 42 U.S.C. 9801, et seq., together with the DHHS Block Grant Regulations, 45 CFR Part 96, set forth the State’s legal responsibilities. DOS-DCS developed and published regulations found in Title 19, NYCRR, Part 700, for a hearing procedure regarding termination of CSBG funding to an eligible entity. The CSBG contract identifies four areas of default of obligations as follows.
. . . the Department (DOS) may terminate or suspend this Agreement . . . for default by the Contractor . . . Contractor shall be considered in default of its obligations under this Agreement if:
1) Contractor persistently disregards laws, rules, ordinances, regulations, or orders of any public authority having jurisdiction.
2) Performance of the Work fails to substantially conform to the requirements of the Contract Documents.
3) Contractor abandons or refuses to proceed with any or all of the Work.
4) Contractor performs Work . . . in which officers or employees of Contractor have a direct or indirect interest that would result in a conflict of interest...
Should default leading to suspension or termination of funds occur, the hearing procedure would be implemented. Technical assistance and support would be provided when appropriate. DHHS-OCS would be informed of the issue and provided with copies of all correspondence, including the grantee improvement plan and any DOS-DCS support plan. Issuance of notice of pending termination will only be made after DOS-DCS has exhausted all efforts to correct the deficiencies.
Assurance 9 – State Agency Collaboration
42 U.S.C. 9901, et seq., §676(b)(9), as amended(9) an assurance that the State and eligible entities in the State will, to the maximum extent possible, coordinate programs with and form partnerships with other organizations serving low-income residents of the communities and members of the groups served by the State, including religious organizations, charitable groups, and community organizations;
Compliance – Assurance 9
CSBG is administered in partnership with a variety of programs including, but not limited to the following:
- Women in Government Mentoring Program
- NYS Workforce Investment Act Program
- NYS Office of Children and Family Services/Center-Based Family Resource and Support Centers
- Healthy Families New York/Statewide Council
- NYS Council on Children and Families and Family Support NY
- State Interagency Work Group on Family Development
- NYS Office of Temporary and Disability Assistance
- NYS Alliance for Family Literacy
- Domestic Violence Prevention Council
- State Emergency Management Office
- NYS Weatherization Program/Policy Advisory Council
- NYS Task Force on Military Bases
- NYS Low-Income Forum on Energy Steering Community
At the local level, grantees work in partnership with a variety of groups, organizations, and institutions. Many are represented on their boards of directors, including members and officials of law enforcement, religious organizations, banks, neighborhood groups, and other service providers.
Assurance 10 – Board Representation/Petition
42 U.S.C. 9901, et seq., §676(b)(10), as amended(10) an assurance that the State will require each eligible entity in the State to establish procedures under which a low-income individual, community organization, or religious organization, or representative of low- income individuals that considers its organization, or low-income individuals, to be inadequately represented on the board (or other mechanism) of the eligible entity to petition for adequate representation;
Compliance – Assurance 10
All grantees are required to include language in their bylaws or board policies to allow groups and individuals to petition for representation on boards of directors. This process will be monitored.
Assurance 11 – Community Action Plans
42 U.S.C. 9901, et seq., §676(b)(11), as amended(11) an assurance that the State will secure from each eligible entity in the State, as a condition to receipt of funding by the entity through the community services block grant made under this subtitle for a program, a community action plan (which shall be submitted to the Secretary, at the request of the Secretary, with the State plan) that includes a community needs assessment for the community served, which may be coordinated with community needs assessments conducted for other programs;
Compliance – Assurance 11
The CSBG refunding application, submitted by each grantee, serves as the community action plan. Grantees are required to conduct or to update needs assessments. Information regarding process and involvement of the board and citizens is submitted with the application. The refunding applications are available for inspection or for submission, as required. DOS-DCS initiated a two-year planning cycle to provide grantees the opportunity for long-range and strategic planning and to establish consistency with the State’s planning cycle. The information required above is submitted every two years and updated as needed.
Assurance 12 – Participation in ROMA
42 U.S.C. 9901, et seq., §676(b)(12), as amended(12) an assurance that the State and all eligible entities in the State will, not later than fiscal year 2001, participate in the Results-Oriented Management and Accountability (ROMA) system, another performance measure system for which the Secretary facilitated development pursuant to section 678E(b), or an alternative system for measuring performance and results that meets the requirements of that section, and a description of outcome measures to be used to measure eligible entity performance in promoting self-sufficiency, family stability, and community revitalization;
Compliance – Assurance 12
New York State began participation in ROMA in 1996 and adopted all six CSBG national goals. The CSBG director chairs the CSBG National Data Collection Task Force. The director also served on the Monitoring and Assessment Task Force (MATF) and contributed to ROMA design and implementation. Grantee work plans, budgets, and reports are centered on the CSBG goals, outcome measures, and performance indicators. Grantees and DOS-DCS staff were provided with training on the need to move from measuring outputs to measuring results. Reports submitted by grantees document results achieved and significant changes/improvements for individuals and families, communities, and agencies. All grantees submit an annual report on the six national goals and performance indicators. The statistical data is supplemented by narrative accomplishments for the six goals. Reports are submitted annually to the Federal Office of Community Services.
Assurance 13 – Program Information Description
42 U.S.C. 9901, et seq., §676(b)(13), as amended(13) information describing how the State will carry out the assurances described in this subsection.
Compliance – Assurance 13
This Plan describes how the State will carry out all required assurances.
Compliance with Other Federal Statutory Requirements
Grants to Eligible Entities and Other Organizations
In accordance with 42 U.S.C. 9901, et seq., §675C (a)(1):(a) Grants to Eligible Entities and Other Organizations.— (1) In general--Not less than 90% of the funds made available to a State under section 675A or 675B shall be used by the State to make grants for the purposes described in section 672 to eligible entities.
New York State will make available at least 91.4% of its annual allocation of CSBG funds to eligible entities and .50% to Indian Tribes and Tribal organizations. These organizations are the 56 CSBG grantees or contractors. The State CSBG statute, NYS Executive Law Article 6-D, requires CSBG funds to be distributed subsequent to contract. State law also requires each grantee to provide a 25% local share match. Due to the uncertainty of the actual annual allocation, the amount of funds distributed to grantees will be based on the amount received in the year in which the plan was developed.
Contracting Process: The contract serves as the agreement between the grantee and the State of New York, and includes all applicable Federal and State statutory requirements, as well as DOS-DCS policies and procedures. CSBG program operation corresponds with the Federal Fiscal Year (October 1 – September 30).
As required by the New York State Office of the State Comptroller (OSC), each contract submitted for approval by a State agency must include certification of vendor responsibility. CSBG grantees are required to complete the questionnaire at least once during the contract cycle.
The contract is reviewed by DOS-DCS and DOS Contract Administration Unit (CAU) prior to approval by the DOS Executive office. DOS-approved contracts are sent to the NYS Department of Law for approval and then to OSC for final approval. Once fully-executed contracts are returned to DOS-DCS, copies are sent to grantees. Upon full execution of contract documents and compliance with all reporting requirements, grantees are eligible to receive the first payment.
Payments to Grantees: Payments will be contingent upon availability of a Federal appropriation and written notice from DHHS that funding for the year will be available. Upon receipt by the State of the Notice of Grant Award (NGA), budgets will be amended to reflect actual allocation. Funds awarded in a fiscal year will be available to grantees through the subsequent Federal Fiscal Year.
Grantees are currently operating with a multi-year contract for 2006-2010. Grantees are required to submit budget and work plan amendments to reflect the actual allocation for each year.
Fiscal Controls, Audits and Inspection
42 U.S.C. 9901, et seq., §678D, as amendedFund accounting procedures are established by OSC. Each grant award to the State is segregated into its various components in accordance with the Federally approved CSBG Management Plan and program regulations. These funds are set up in appropriate sub-funds and cost centers to report expenditures for various purposes.
Grantees are eligible to receive advances on a quarterly basis. In order to receive payment, a grantee must provide a financial report documenting expenditure of funds at 20%, 40% and 60% expenditure levels. In order to receive 100% of its annual allocation, a grantee must document expenditure of at least 60% of current funds and 100% of prior year funds. Based on DOS-DCS written certification of compliance with all contract requirements, OSC authorizes the State treasury to draw down CSBG funds, and issues payments to grantees.
Grantees are required to develop cost allocation plans which must be submitted to DOS-DCS for review and acceptance. In addition, grantees must submit budgets detailing the proposed use of CSBG funds and required local share. Grantees are subject to the cost and accounting standards of applicable Federal Office of Management and Budget (OMB) Circulars.
Auditing of Funds: All CSBG grantees must comply with the audit requirements, as stated in Appendix C of the contract, as follows: Pursuant to the Single Audit Act Amendments of 1996 [PL 104-156], funds received and expended pursuant to this Agreement are subject to the Audit Requirements of OMB Circular A-133, as revised, ‘Audits of States, Local Governments, and Non-Profit Organizations’, as follows:
(a) Non-Federal entities that expend $500,000 or more in Federal Awards in a fiscal year shall have a single Audit conducted in accordance with OMB Circular A-133 for that year.
(i) If the Audit contains findings or reports on prior Audit findings related to the CSBG funds, the Contractor shall submit two (2) copies of the Reporting Package as set forth in A-133, Section 320(c) and any Management Letters issued by the auditor. Such Reporting Package must be submitted within nine (9) months following the end of the audited year or thirty (30) days following issuance by the auditor, whichever is earlier.
(ii) If the Audit does not contain any findings or reports on prior Audit findings related to the CSBG funds, the Contractor shall comply with the pass-through entity notification requirement of A-133, Section 320 (e)(2) by submitting one (1) copy of the Reporting Package cited in (a) (i) above in accordance with the terms herein.
(b) Non-Federal entities that expend less than $500,000 in Federal Awards in a fiscal year are exempt from Federal Audit requirements for that year, but records must be available for review or Audit by appropriate officials of the DHHS, General Accounting Office, and the State of New York.
(i) Whenever a Contractor determines that total Federal Award expenditures for a given fiscal year will be less than $500,000 and an A-133 Audit is not required, the Contractor shall notify the Department’s Contract Administration Unit, in writing, of this determination not later than sixty (60) days following the end of the affected fiscal year.
(c) Contractor shall provide the Department with written notice of Audit entrance and exit conferences with its auditors at least fifteen (15) business days prior to the scheduled date of each conference. The Department reserves the right to attend and participate in these conferences.
(d) Contractor shall be responsible for ensuring that the Audit reconciles with the Unaudited Financial Statements. Any discrepancies must be cited and explained in the Audit.
In addition, DOS-DCS operation of the CSBG program is audited as a major program by an independent auditor in accordance with OMB Circular A-133, as amended. The most recent audit was conducted in 2006. There were no findings.
Limitations on Use of Funds
42 U.S.C. 9901, et seq., §678F, as amended
CSBG funds will not be used for purchase or improvement of land, or purchase, construction, or permanent improvement of any building or other facility (other than low-cost residential weatherization or other energy-related home repairs) unless a waiver is granted by DHHS. There were no requests for waivers. Grantees and State staff funded by CSBG were thoroughly briefed on the reinstatement of the Hatch Act and additional restrictions regarding political activities. Upon receipt of regulations from DHHS, additional instructions will be provided to grantees and State staff funded by CSBG.
Monitoring of Eligible Entities
42 U.S.C. 9901, et seq., '678B, as amended
In accordance with section 678B, as amended, monitoring activities will be conducted to determine whether eligible entities meet performance goals, administrative standards, financial management, and other requirements set by the State.
Monitoring is a comprehensive approach to reviewing, assessing, and evaluating with the goal of improving the quality of services provided by grantees to individuals, children, families, and communities. It is also proactive, result oriented, and conducted to provide assistance to grantees to improve their capacity to achieve measurable results, and to meet the requirements of the CSBG contract, the Management Plan, Federal and State authorizing legislations.
Monitoring is conducted by program analysts and fiscal representatives assigned to individual grantees. Staff assigned to conduct program and fiscal monitoring must possess and demonstrate adequate professional proficiency, including knowledge of:
- assigned agencies, programs, activities, functions, service areas, organizational structure, and board composition;
- applicable statutes, rules, regulations, policies and procedures governing programs and organizations; and,
- CSBG National Goals and National Performance Indicators and their applicability to assigned agencies.
Staff must also demonstrate ability to:
- communicate clearly and effectively both verbally and in writing;
- exercise professional care in conducting monitoring;
- base findings and conclusions on objective evaluations of pertinent information;
- serve customers in the most effective manner, with the least burden and with respect;
- recognize, honor and respect human diversity;
- preserve the dignity of customers and clients; and,
- uphold confidentiality.
Staff assigned to monitoring:
- Serve as representatives of the State of New York, Department of State and must actively participate in the administration of CSBG and related programs.
- Assist in implementation of goals and activities outlined in the most recent CSBG Management Plan.
- Provide comprehensive monitoring services to grantees in administration of programs funded by the CSBG.
Specific duties include:
- Develop an Individual Monitoring Plan (IMP) for each assigned grantee, with input from the grantee. The IMP must identify specific outcomes to be achieved during the program year and must include attendance at board and committee meetings. A copy of the IMP must be provided to the grantee.
- Make on-site visits and prepare program certifications.
- Prepare and submit written reports.
- Review work plans, budgets, refunding applications, contracts, amendments, reports and other documents.
- Attend board and committee meetings.
- Provide specialized support in cases of disaster and crisis.
- Participate in grantee functions as requested by grantees and approved by supervisor.
- Provide, or arrange for, technical assistance as required or requested by the grantee.
Program analysts and fiscal representatives will conduct annual program reviews to:
- Determine fiscal stability.
- Determine whether services and activities complement, duplicate, or overlap other related services and activities.
- Verify compliance with applicable laws, rules, regulations, policies, and procedures.
- Verify the process for measuring and reporting program progress and effectiveness.
- Verify information provided in written reports or in interviews.
Program Certification: As a condition for each payment to a grantee, program analysts are required to complete the Grantee Services Contact Report (GSCR), certifying that substantial progress is being made toward achieving the results as stated in the approved work plan, and that the grantee is eligible to receive payment. Program certification can be accomplished through a combination of on-site visits, review of documents, and telephone interviews. A copy of the GSCR is shared with the grantee.
Fiscal Certification: As part of their payment requests, grantees are required to submit periodic financial reports which list expenditures of both CSBG and local share funds by budget cost category. To be eligible for subsequent payment, the financial report must document a specific percentage of funds expended. Financial reports undergo both desk review and an on-site review and approval process by the fiscal representative.
Fiscal representatives conduct on-site visits for the primary purpose of monitoring expenditure and accountability of CSBG and local share funds. Monitoring includes a general review of the overall fiscal integrity of the grantee, as well as an in-depth review of selected fiscal activities. Samples of grantee expenditures are tested for compliance with the contract and with Generally Accepted Accounting Principles. Fiscal representatives review financial reports submitted to grantee boards of directors. Staff determine adequacy of systems and controls in place to safeguard CSBG funds and determine if these funds are being used according to the approved budget. In addition to on-site review, fiscal staff provides fiscal technical assistance, as well as review and approval of the annual audits of each CSBG grantee. As a condition of the contract, each recipient must comply with requirements of OMB Circular A-133.
Board and Committee Meetings: Program analysts and fiscal representatives will attend at least one board of directors and fiscal oversight committee meeting every funding cycle to observe board functioning and to share information. Observations will be shared with board members and, when necessary, training and technical assistance will be provided.
Regional Meetings: Monitoring teams are encouraged to hold regional meetings with assigned grantees for the purposes of sharing information, providing training and technical assistance, determining joint priorities and activities, and enhancing collaboration and obtaining feedback on State administration.
Reporting
42 U.S.C. 9901, et seq., §678E, as amendedAll grantees and delegate agencies have adopted the CSBG National Goals and National Performance Indicators. Grantees submit work plans detailing the services, activities, and outcomes for each goal. The Periodic Progress Report (PPR) documents achievement of milestones for the first two quarters. The Annual Program Report (APR) documents annual accomplishments, and documents the outcomes planned and achieved for each goal and indicator selected, and will include planned versus actual funds expended by grantees for direct services and for administration.
Information submitted by grantees will be compiled and a report will be submitted to OCS and the National Association of State Community Services Programs (NASCSP). The report will include an accounting of funds spent on administrative costs by the State and eligible entities as well as a description of training and technical assistance provided to grantees.
DOS-DCS will also submit a comprehensive Annual Report to the Governor and Legislature. This Report will be shared with grantees, statewide and national associations and other organizations.
Corrective Action, Termination and Reduction of Funding
42 U.S.C. 9901, et seq., §676A, as amendedNew York State will strive to work in partnership with grantees and with NYSCAA to identify and to resolve issues and concerns before they become problematic. DOS-DCS has a process to identify and designate grantees “at risk” and which will alert grantees of any potential problems. DOS-DCS will work with the grantee to develop a corrective action plan and will provide the resources and support necessary for correction. Should New York State determine that it has exhausted all reasonable efforts to correct the situation, or that the deficiency cannot be corrected within a reasonable period, the State will proceed with action as set forth below.
Interim Agency: New York State will carefully review the situation to determine the status of services which are solely funded by CSBG, and will determine the impact on the community if services were to be discontinued for an extended period. If necessary, New York State will identify an existing eligible entity to serve as an interim grantee to maintain services. The entity to be selected must be contiguous to, or located within, the service area and must be providing related services in the area. The entity must be in good standing and possess the capacity to undertake additional responsibilities.
Notification of Preliminary Funding Action: New York State will issue a preliminary notice of funding action. The grantee will be provided an opportunity for a hearing. A report will be provided to HHS detailing reasons for the necessary funding action, and the actions taken to maintain critically needed services to low-income individuals and families.
During the process, the grantee will maintain its eligibility for CSBG funding. However, the State will ensure compliance with 42 U.S.C. 9901, et seq., §678D, as amended, which requires New York State to establish fiscal controls and fund accounting procedures necessary to assure the proper disbursal of, and accounting for, Federal funds.
If requested, a hearing will be conducted in accordance with regulations found in Title19, NYCRR Part 700. If a hearing is not requested, New York State will proceed with termination.
Designation of a New Eligible Entity
42 U.S.C. 9901, et seq., §676A, as amended The 62 counties in New York State are served by 52 eligible entities. Throughout New York State, some eligible entities provide overlapping services in neighboring counties. In most counties, one eligible entity is designated; in two counties, two eligible entities are designated in each county; in New York City, one entity serves the five boroughs; and nine entities are designated to serve contiguous counties. CSBG funds are used to support the variety of services provided by each eligible entity. Termination of CSBG funding to an entity may not result in the area being unserved by CSBG.
In the event that New York State should elect to designate or re-designate an entity, the following procedures will be implemented:
- Counties in which there are two eligible entities will not be considered unserved should CSBG funds to one entity be terminated. The remaining entity would be recognized as the designated entity and additional funds would be provided.
- In selecting an organization to serve an unserved area, priority will be given to an existing eligible entity providing related services to the area.
- To be considered as an eligible entity, the organization must be in good standing, must demonstrate effectiveness in meeting the goals and purposes of CSBG, and must have a tripartite board as required by 42 U.S.C. 9901, et seq., §676B, as amended.
Board Composition
42 U.S.C. 9901, et seq., §676B, as amendedBoards of all eligible entities, including public and private not-for profit organizations, are monitored for compliance with this statute. Board composition is reviewed annually. Program analysts attend grantee board meetings and review grantee board files to verify composition, appointments, and democratic selection of board members. Technical assistance on board functioning and board composition is available. The board of the statewide migrant and seasonal farmworker organization is constituted to ensure 51% farmworker representation. All other boards meet the tripartite composition requirements.
Training and Technical Assistance to Grantees
42 U.S.C. 9901, et seq., §675C (b(1)(A)), as amendedDOS-DCS will support and provide the following activities to increase opportunities for professional development for grantee board and staff.
- Organize regional or local training sessions and orientation for grantee staff and boards of directors.
- Provide technical assistance to grantees to improve collection and reporting of program and fiscal data as required by Federal and State statutes.
- Support FDANYS and increase the number of agencies using the Family Development approach throughout New York State.
- Provide specialized training and technical assistance to grantees at risk of termination.
- Encourage active participation in Community Action Angels Volunteer program.
Description of the Service Area
New York State – Facts in Brief (Census Data)
Facts |
|
Statehood |
July 26, 1788 |
Capital |
Albany (since 1797) |
Major Metropolitan Centers |
New York City, Buffalo, Yonkers, Syracuse, Rochester |
Land Area, Topography
|
|
New York City (NYC) |
321 square miles, composed of five counties (boroughs); includes the port of New York City, a major national seaport. |
Climate |
In general, New York experiences warm summers and cold winters. Average mean temperature range is 40°F in the Adirondacks to 55°F in New York City. Monthly average temperatures range from high 85.3°F to low -11.9°F. Highest recorded temperature was 108°F, lowest was minus 52°F. Mean annual precipitation range: 35-45 inches in most parts of the State, relatively evenly distributed over the course of a year. |
Population |
|
Population |
19,306,183 (2006 estimate) |
NYC Population |
8,213,839 (2005 estimate) |
Households (Census) |
7,114,431 occupied housing units |
Population Density (Census) |
Highest: Kings, Queens, New York, Suffolk, Nassau, Bronx, Erie, Westchester, Monroe, Onondaga |
Poverty Status, Income, Employment Rate |
|
2005 Census Estimate |
Persons listed as “below” the poverty line: 13.8% |
Income |
Per capita: $28,158 (2005 Census estimate) |
Unemployment Rate |
Statewide: 4.0% as of 11/06 |
Labor Force (Census) |
Employed civilian population 16 years and over: 8,693,147 (2005) |
Land Use, Agriculture, Business, Manufacturing, Production |
|
Agriculture |
Land area used for farming: 25% |
Business, Commerce, Manufacturing |
Banking, investment, finance, construction, retail, and wholesale trade; |
Tourism/Recreation |
Major statewide asset; significant corollary industry in hotels and restaurants. |
New York City |
Business, finance, banking, investing; arts, entertainment, media, including music, film, theatre, television and news productions; manufacturing, design, real estate, architecture, wholesale and retail trade, communications, hotels and restaurants. |
*Bronx 29.2%, Kings 22.4%, Tompkins 20.7%, New York 17.9%, Oswego 17.8%, Broome 16.6%, Chautauqua 16.2%, St. Lawrence 16.9%, Allegany 15.5% [2000 US Census data], Oneida 15.4%, Chemung 14.4%, Jefferson 13.9%, Clinton 13.9%
Education, Housing, Energy, Transportation, Health |
|
Education |
School Enrollment: population over age 3 enrolled in school, 4,835,203 |
Housing (Census) |
Occupied units: 7,114,431 Owner occupied: 3.9 million (55%) |
Energy (Census) |
Home heating: Approximately 6 million households heated with fossil fuels - nearly 3.7 million relied on utility gas and over 2.4 million heated with fuel oil or kerosene. Fewer than 100,000 heated with wood, and slightly more than 1,400 used solar energy. |
Transportation (Census) |
Public Transportation: New York City-MTA - over 2 billion passengers annually, nearly 700 miles of subway lines. Statewide: Over 130 public transit operators served over 5.2 million passengers each day. |
Health |
Uninsured: Estimated, approximately 2.6 million (362,000 children) |
Sources
| www.thruway.state.ny.us/factbook | ||
|
New York State Community Services Network
The 62 counties in New York State are served by 52 eligible entities and four Indian Tribes and Tribal Organizations. New York State’s diversity is reflected in the types of grantees funded and the communities served: crowded big city neighborhoods, small towns, remote rural hamlets, farming communities, and Indian Reservations.
Grantees continue to expand the capacity to network, link, and collaborate with other local agencies. Cross-referrals create personalized linkages designed to aid specific problems. The result of these efforts will be measured by the success of children as they complete education, adults who move into meaningful employment, the number of first homeowners, new business owners, and seniors who remain capably living in their own homes.
Community Action Agencies
Most CSBG grantees in New York State are Community Action Agencies (CAAs), which reach out to every sector of the population, from infants to their great-grandparents. CAAs provide support, education, advocacy, information, and referrals to ensure that basic needs are met. These strategies serve as a springboard for deeper, more direct action in solving specific problems. In some counties, the CAA is the focal point for specific services, such as assistance to the aging, management of housing and housing sites, or intervention in the face of disasters.
Community-Based Organizations
Community-based organizations (CBOs) are organizations incorporated for the purpose of providing services or other assistance to economically or socially disadvantaged persons within their designated community. CBOs must have a board of directors of which more than half of the members reside in such designated community. CBOs are located throughout New York State and provide many innovative and effective programs and services combating the causes and effects of poverty.
In many localities, programs are administered by a central office with neighborhood or outreach center(s) located throughout the service area. Grantees in Erie and Westchester Counties delegate portions of the approved work to other local organizations. The entity in Livingston County is a public agency which delegates all program responsibilities to CBOs and faith-based organizations. New York City's Department of Youth and Community Development (DYCD) is a public CAA which contracts with over 300 CBOs to provide services in the five boroughs (counties).
Indian Tribes and Tribal Organizations
Indian Tribes are authorized to receive CSBG funds directly from DHHS. However, the amount reserved for New York State is less than $10,000. Therefore, in compliance with New York State legislation, one-half of one percent of the CSBG allocation to the State is distributed to four Indian Tribes and Tribal Organizations.
Poosepatuck Reservation is located in the community of Mastic, Suffolk County. The population was 283 at the 2000 census, with 93 households and 67 families. There are 100 housing units. The median income is $13,125 and 36.6% of the population is below the poverty line.
Seneca Nation is one of the six tribes of the Iroquois Confederacy who occupy land in New York State. They have an enrolled population of 7,200 (2000 census) who live or work on five reservations in the State. Their diversified economy relies on construction, recreation, tourism, retail sales and gaming.
Shinnecock Reservation lies on the east side of Shinnecock Bay in southeastern Long Island. The population was 504 at the 2000 census, with 179 households and 119 families. The median income is $14,055 and 50.6% of the population is below the poverty line.
St. Regis Mohawks are located in Franklin County and are often known by the Mohawk name, Akwesasne. The population was 2,699 at the 2000 census, with 904 households and 668 families. The median income is $27,742 and 22.4% of the population is below the poverty level.
Migrant/Seasonal Farmworkers
Rural Opportunities, Inc. (ROI) serves migrants and seasonal farmworkers. Headquartered in Rochester, Monroe County, its services and assistance are furnished through ten service centers located in agricultural regions across the state. ROI is controlled by a board of directors made up of 51% farmworkers or their representatives and is a leading advocate for migrant and seasonal farmworkers in New York as well as other states.
Based on 2000-2002 Statistics:
- Approximately 47,000 farmworkers and their families come to New York State each year.
- 53% of farmworkers are not authorized to work in the United States.
- Average earnings of crop workers are between $10,000 and $12,499, with a family earnings of $15,000 to $17,499.
- Less than 1% receives general assistance welfare or temporary assistance to needy families (TANF).
- 77% of crop workers are not covered by health insurance.
- 81% of crop workers report Spanish as their primary language (53% could not speak English at all).
- 65% of migrant children drop out of school.
Characteristics of the Population Served
Information on characteristics of the population was reported by grantees in the FFY 2006 Annual Program Reports. The overall number of persons who reported characteristics increased over the previous year.
| Table 1: Number of Persons/Families (unduplicated) | |
| A. Total number of persons about whom one or more characteristics were obtained. | 423,303 |
| B. Total number of persons about whom NO characteristics were obtained. | 203,374 |
| C. Total number of families about whom one or more characteristics were obtained. | 199,365 |
| D. Total number of families about whom NO characteristics were obtained. | 95,922 |
The total reported in this chart is the total unduplicated number of persons about whom one or more characteristics were obtained. While the numbers of men v. numbers of women varies annually, the percentage appears to remain similar each year, within a ±2% variance.
| Table 2: Gender (unduplicated) | ||
Male |
179,013 |
42.3% |
Female |
244,290 |
57.7% |
TOTAL |
423,303 |
|
According to the reports filed by grantees, more women than men access services.
Table 3: Ethnicity/Race |
|
Categories |
Number of |
Hispanic or Latin |
61,058 |
Not Hispanic or Latin |
267,374 |
African American |
72,386 |
Asian |
8,120 |
Native American |
4,553 |
White |
217,771 |
Other |
39,157 |
Multi (2 or more of the above) |
10,952 |
Total number of persons reporting ethnicity is 328,432.
This is the first year that the category ‘multi-ethnic’ has been included. It is not possible to compare these statistics with previous years.
| Table 4: Age | ||
| Ages | Number of Persons |
Percent |
| 0 - 5 | 67,542 |
16 |
| 6 - 11 | 40,608 |
10 |
| 12 - 17 | 47,686 |
11 |
| 18 - 23 | 41,986 |
10 |
| 24 - 44 | 117,123 |
28 |
| 45 - 54 | 49,441 |
12 |
| 55 - 69 | 32,593 |
8 |
| 70+ | 26,324 |
5 |
Total number of persons (unduplicated) about whom
this characteristic was obtained 423,303
The population served is divided evenly among children, youth and adults. This table includes 100% of the total unduplicated number of persons served. The number of persons reporting age equaled the total number of persons reporting one or more characteristics.
Table 5: Education (Adults) |
||
Highest Grade Completed |
Number of Persons |
Percent |
0 – 8 |
26,108 |
16 |
9 – 12/ |
45,389 |
27 |
High School Grad/GED |
61,801 |
37 |
12+ Some Post-Secondary |
19,623 |
12 |
2 or 4 Year College Grad |
15,342 |
8 |
Total number of persons (unduplicated) about whom this characteristic was obtained 168,263
About 40% of those reporting characteristics reported educational level. Of those, less than 40% were reported as having completed high school.
Table 6: Housing |
||
Housing Characteristics |
Number of Families |
Percent |
Own |
30,513 |
19 |
Rent |
119,963 |
72 |
Homeless |
5,445 |
3 |
Other |
9,456 |
6 |
Total # of persons (unduplicated) about whom this characteristic was obtained 165,377
Nearly three quarters of the grantee customer base are renters. The percentage of homeowners has declined over last year, but only 3% are reported as homeless.
Table 7: Family Size |
||
Family Size |
Number of Families |
Percent |
1 |
49,927 |
29 |
2 |
37,145 |
22 |
3 |
32,672 |
19 |
4 |
27,637 |
16 |
5 |
13,762 |
8 |
6 |
5,954 |
4 |
7 |
2,196 |
1 |
8+ |
2,139 |
1 |
Total # of persons (unduplicated) about whom this characteristic was obtained 171,463
As in previous years, the largest basic group served is the family size of ‘1’, indicating that single individuals continue to constitute a significant population seeking assistance.
Approximately 40% of the total number of families reported information in this category.
Table 8: Family Type |
||
Type of Family |
Number of Families |
Percent |
Single parent, female |
52,514 |
31 |
Single parent, male |
5,451 |
3 |
Two-parent household |
47,225 |
28 |
Single Person |
42,016 |
24 |
Two Adults, no children |
12,366 |
7 |
Other |
11,798 |
7 |
Total # of families (unduplicated) about whom this characteristic was obtained 171,370
The number of families reporting incomes of up to 50% of the poverty level rose to more than one-third of those reporting. In addition, the total number of those with incomes between 51% and 100% is greater than the number of families listed as up to 50% of the poverty level. 71% of those reporting income had an income of under 100% of the poverty level.
Table 9: Level of Income |
||
Guideline |
Number of Families |
Percent |
Up to 50% |
41,611 |
33.5 |
51-75% |
23,242 |
18.7 |
76-100% |
23,593 |
19.0 |
101-125% |
13,110 |
10.5 |
126-150% |
8,941 |
7.2 |
151+ |
13,823 |
11.1 |
Total # of persons (unduplicated) about whom this
characteristic was obtained 124,320
It is not possible to obtain unduplicated counts in individual categories, since sources for income often overlap. Grantees obtained characteristics from more than 70% of families reporting; however, it is evident that the largest group are employed. Those on fixed incomes: SSI, Social Security, Pensions comprise nearly as many as those who cited employment as their sources of income. About 14% of those who reported in this category cited ‘no income’.
Table 10: Source of Income |
|
Sources of Family Income |
Number of Families |
No Income |
20,952 |
TANF |
17,377 |
SSI |
22,046 |
Social Security |
21,664 |
Pension |
5,190 |
General Assistance |
7,310 |
Unemployment Insurance |
6,496 |
Employment + Other Sources |
21,619 |
Employment Only |
51,362 |
Other |
16,733 |
Unduplicated # of families reporting one or more sources of income 142,844
Planned Use of CSBG Funds
The distribution of funds is based on the anticipation that the funding level for the program will remain at the 2007 level. Annual adjustments will be made as necessary.
Annual Distribution of CSBG Funds for 2008 |
|
Categories |
Amount (percent) |
Eligible Entities (including New York City) |
$51,587,750 (91.4%) |
State Administration |
$2,821,798 (5%) |
Indian Tribes and Tribal Organizations |
$282,180 (.50%) |
| Discretionary Funds (Targeted Projects) | $1,744,240 (3.1%) |
TOTAL ANTICIPATED FUNDS FOR 2008 |
$56,435,968 (100%) |
Planned Use of Unencumbered Funds |
|
New York State Community Action Association (NYSCAA)* |
$385,000 |
Disaster Relief |
$50,000 |
Community Action Angels |
$30,000 |
TOTAL |
$465,000 |
This table depicts the planned annual allocation of total funds for New York State.
Eligible Entities: Funds will be allocated to existing eligible entities based on the same proportion of funds received in the previous year. Eligible entities include agencies designated prior to 1981, the migrant and seasonal farmworker organization, and agencies designated in accordance with the CSBG statute. Funding to newly designated entities will be determined at the time of designation. Funding to newly designated entities will not exceed the amount received by minimum-funded agencies.
State Administration: Not more than 5% of the annual allocation for each year will be used for State program administration. Funds not expended in one fiscal year will be carried forward for use by the State in the subsequent year. This may include grantee professional development, electronic data management, and specialized training and technical assistance to grantees.
Indian Tribes and Tribal Organizations: Current State legislation requires an allocation of .50% for use by Indian Tribes and Tribal Organizations. The amount available will be distributed equally among all agencies.
Discretionary Funds (Targeted Projects): Discretionary remainder funds will be targeted to priority areas discussed by the Governor’s Economic Security Cabinet, including Early Childhood Development, At-Risk Youth, Healthy Families, and Work Force Development. (see “Compliance with Federal Assurances – State Use of Discretionary Funds” for additional details.)
Unencumbered and Unallocated Funds: Any unencumbered and unallocated funds from the previous grant award may be used for disaster, crisis relief activities or special projects, including the NYS Community Action Association and Community Action Angels, as indicated in the distribution charts. Funds awarded for special projects will be used for activities stated in the CSBG Act to assist persons at or below 125% of the Federal Poverty Guideline.
NYSCAA will be awarded funds to be used as follows:
- Statewide coordination and communication among CSBG-funded agencies.
- Increase opportunities for front-line fiscal and program staff and board members, as well as DOS-DCS staff to participate in the NYSCAA professional development conferences.
- Support the administration of the Family Development Association of New York State, including a statewide conference and the national dialogue on family development.
- Support the ongoing activities of the Women in Government Mentoring Program.
- NYSCAA will house and maintain equipment and software purchased for the purpose of the CSBG Electronic Data Management Project. A web-based system will allow CSBG grantees to log into the website to enter data directly into a database using an easy to navigate web interface. Grantees will be able to review current and historical data and aggregate individual agency data. NYSCAA will provide training and support to grantees to improve the use of technology and to create web-based training and information sharing.
Disaster Relief: Funds will be made available to grantees so that they will be able to respond to the need for emergency services by low-income victims of disasters or crises.
Community Action Angels: Funds will be awarded to Wyoming County Community Action, Inc. to support the administration of the community action volunteer program and to coordinate response to emergencies and disasters.
Allocation to Grantees for FFY 2008 – Proposed 2009
Eligible Entities |
County |
FFY 2008 |
FFY 2009 |
Albany County Opportunity, Inc. |
Albany |
236,907 |
236,907 |
Allegany County Community Opportunities and Rural Development, Inc. |
Allegany |
212,902 |
212,902 |
Opportunities For Broome, Inc. |
Broome |
320,638 |
320,638 |
Cattaraugus Community Action, Inc. |
Cattaraugus |
217,227 |
217,227 |
Cayuga/Seneca Community Action Agency, Inc. |
Cayuga/ |
376,903 |
376,903 |
Chautauqua Opportunities, Inc. |
Chautauqua |
217,227 |
217,227 |
Economic Opportunity Program, Inc. of Chemung County |
Chemung/ |
376,903 |
376,903 |
Opportunities For Chenango, Inc. |
Chenango |
217,227 |
217,227 |
Joint Council For Economic Opportunity of Clinton and Franklin Counties, Inc. |
Clinton/ |
251,677 |
251,677 |
Columbia Opportunities, Inc. |
Columbia |
217.227 |
217.227 |
Cortland County Community Action Program, Inc. |
Cortland |
217,227 |
217,227 |
Delaware Opportunities, Inc. |
Delaware |
217,227 |
217,227 |
Dutchess County Community Action Agency, Inc. |
Dutchess |
414,232 |
414,232 |
Community Action Organization of Erie County, Inc. |
Erie |
1,882,067 |
1,882,067 |
Adirondack Community Action Programs, Inc. |
Essex |
217,227 |
217,227 |
Community Action Agency of Franklin County, Inc. |
Franklin |
217,227 |
217,227 |
Fulmont Community Action Agency, Inc. |
Fulton/ Montgomery |
326,633 |
326,633 |
Community Action of Greene County, Inc. |
Greene |
217,227 |
217,227 |
Community Action Planning Council of Jefferson County, Inc. |
Jefferson |
217,227 |
217,227 |
Lewis County Opportunities, Inc. |
Lewis |
217,227 |
217,227 |
Livingston County Planning Department |
Livingston |
212,902 |
212,902 |
Community Action Program for Madison County, Inc. |
Madison |
212,902 |
212,902 |
Action For A Better Community, Inc. |
Ontario/ |
1,598,440 |
1,598,440 |
Economic Opportunity Commission of Nassau County, Inc. |
Nassau |
2,113,588 |
2,113,588 |
Department of Youth and Community Development |
New York City – |
30,313,080 |
30,313,080 |
Niagara Community Action Program, Inc. |
Niagara |
315,713 |
315,713 |
Mohawk Valley Community Action Agency, Inc. |
Oneida/ |
594,130 |
594,130 |
Eligible Entities |
County |
FFY 2008 |
FFY 2009 |
People’s Equal Action and Community Effort, Inc. |
Onondaga |
1,409,216 |
1,409,216 |
Newburgh Community Action Committee, Inc. |
Eastern |
217,227 |
217,227 |
Regional Economic Community Action Program, Inc. |
Western Orange |
281,248 |
281,248 |
Orleans Community Action Committee, Inc. |
Orleans/ |
376,903 |
376,903 |
Oswego County Opportunities, Inc. |
Oswego |
212,902 |
212,902 |
Opportunities For Otsego, Inc. |
Otsego |
217,227 |
217,227 |
The Commission On Economic Opportunity for the Greater Capital Region, Inc. |
Rensselaer |
217,227 |
217,227 |
The Community Action Program of Rockland County, Inc. |
Rockland |
217,227 |
217,227 |
St. Lawrence County Community Development Program, Inc. |
St. Lawrence |
217,227 |
217,227 |
Saratoga County Economic Opportunity Council, Inc. |
Saratoga |
217,227 |
217,227 |
Schenectady Community Action Program, Inc. |
Schenectady |
217,227 |
217,227 |
Schoharie County Community Action Program Corp. |
Schoharie |
217,227 |
217,227 |
Pro Action of Steuben and Yates, Inc. |
Steuben/Yates |
376,903 |
376,903 |
Economic Opportunity Council of Suffolk, Inc. |
Suffolk |
1,182,635 |
1,182,635 |
Community Action Commission to Help the Economy, Inc. |
Sullivan |
217,227 |
217,227 |
Tioga Opportunities Program, Inc. |
Tioga |
217,227 |
217,227 |
Tompkins Community Action, Inc. |
Tompkins |
217,227 |
217,227 |
Ulster County Community Action Committee, Inc. |
Ulster |
217,227 |
217,227 |
Warren‑Hamilton Counties Action Committee for Economic |
Warren/ |
326,633 |
326,633 |
Washington County Economic Opportunity Council, Inc. |
Washington |
217,227 |
217,227 |
Wayne County Action Program, Inc. |
Wayne |
217,227 |
217,227 |
Westchester Community Opportunity Program, Inc. |
Putnam/ |
1,268,424 |
1,268,424 |
Yonkers Community Action Program, Inc. |
Westchester |
429,006 |
429,006 |
Wyoming County Community Action, Inc. |
Wyoming |
212,902 |
212,902 |
(Migrant-Seasonal Farmworker Organization - Statewide) |
Statewide |
320,686 |
320,686 |
TOTAL |
$51,587,750 |
$51,587,750 |
|
Tribes and Tribal Organizations |
County |
FFY 2008 |
FFY 2009 |
Mohawk Indian Housing Corporation |
St. Lawrence |
70,545 |
68,601 |
Poosepatuck Indian Nation |
Suffolk |
70,545 |
68,601 |
Seneca Nation of Indians |
Cattaraugus |
70,545 |
68,601 |
Shinnecock Indian Reservation |
Suffolk |
70,545 |
68,601 |
Phase 1 Discretionary Fund Distribution Chart
(based on agency percentage of original 2008 allocation)
Eligible Entities (Grantees) |
Original FFY |
% of Original Total |
Additional |
Albany County Opportunity, Inc. |
236,907 |
0.459231% |
$8,010 |
Allegany County Community Opportunities and Rural Development, Inc. |
212,902 |
0.412699% |
$7,198 |
Opportunities For Broome, Inc. |
320,638 |
0.621539% |
$10,841 |
Cattaraugus Community Action, Inc. |
217,227 |
0.421083% |
$7,345 |
Cayuga/Seneca Community Action Agency, Inc. |
376,903 |
0.730606% |
$12,744 |
Chautauqua Opportunities, Inc. |
217,227 |
0.421083% |
$7,345 |
Economic Opportunity Program, Inc. of Chemung County |
376,903 |
0.730606% |
$12,744 |
Opportunities For Chenango, Inc. |
217,227 |
0.421083% |
$7,345 |
Joint Council For Economic Opportunity of Clinton and Franklin Counties, Inc. |
251,677 |
0.487862% |
$8,509 |
Columbia Opportunities, Inc. |
217,227 |
0.421083% |
$7,345 |
Cortland County Community Action Program, Inc. |
217,227 |
0.421083% |
$7,345 |
Delaware Opportunities, Inc. |
217,227 |
0.421083% |
$7,345 |
Dutchess County Community Action Agency, Inc. |
414,232 |
0.802966% |
$14,006 |
Community Action Organization of Erie County, Inc. |
1,882,067 |
3.648283% |
$63,635 |
Adirondack Community Action Programs, Inc. |
217,227 |
0.421083% |
$7,345 |
Community Action Agency of Franklin County, Inc. |
217,227 |
0.421083% |
$7,345 |
Fulmont Community Action Agency, Inc. |
326,633 |
0.633160% |
$11,044 |
Community Action of Greene County, Inc. |
217,227 |
0.421083% |
$7,345 |
Community Action Planning Council of Jefferson County, Inc. |
217,227 |
0.421083% |
$7,345 |
Lewis County Opportunities, Inc. |
217,227 |
0.421083% |
$7,345 |
Community Action Program for Madison County, Inc. |
212,902 |
0.412699% |
$7,198 |
Action For A Better Community, Inc. |
1,598,440 |
3.098488% |
$54,045 |
Economic Opportunity Commission of Nassau County, Inc. |
2,113,588 |
4.097073% |
$71,463 |
Niagara Community Action Program, Inc. |
315,713 |
0.611992% |
$10,675 |
Mohawk Valley Community Action Agency, Inc. |
594,130 |
1.151688% |
$20,088 |
People’s Equal Action and Community Effort, Inc. |
1,409,216 |
2.731687% |
$47,647 |
Newburgh Community Action Committee, Inc. |
217,227 |
0.421083% |
$7,345 |
Regional Economic Community Action Program, Inc. |
281,248 |
0.545184% |
$9,509 |
Orleans Community Action Committee, Inc. |
376,903 |
0.730606% |
$12,744 |
Oswego County Opportunities, Inc. |
212,902 |
0.412699% |
$7,198 |
Opportunities For Otsego, Inc. |
217,227 |
0.421083% |
$7,345 |
The Commission On Economic Opportunity for the Greater Capital Region, Inc. |
217,227 |
0.421083% |
$7,345 |
The Community Action Program of Rockland County, Inc. |
217,227 |
0.421083% |
$7,345 |
St. Lawrence County Community Development Program, Inc. |
217,227 |
0.421083% |
$7,345 |
Saratoga County Economic Opportunity Council, Inc. |
217,227 |
0.421083% |
$7,345 |
Schenectady Community Action Program, Inc. |
217,227 |
0.421083% |
$7,345 |
Schoharie County Community Action Program Corp. |
217,227 |
0.421083% |
$7,345 |
Pro Action of Steuben and Yates, Inc. |
376,903 |
0.730606% |
$12,744 |
Economic Opportunity Council of Suffolk, Inc. |
1,182,635 |
2.292473% |
$39,986 |
Community Action Commission to Help the Economy, Inc. |
217,227 |
0.421083% |
$7,345 |
Tioga Opportunities Program, Inc. |
217,227 |
0.421083% |
$7,345 |
Tompkins Community Action, Inc. |
217,227 |
0.421083% |
$7,345 |
Ulster County Community Action Committee, Inc. |
217,227 |
0.421083% |
$7,345 |
Warren‑Hamilton Counties Action Committee for Economic Opportunity, Inc. |
326,633 |
0.633160% |
$11,044 |
Washington County Economic Opportunity Council, Inc. |
217,227 |
0.421083% |
$7,345 |
Wayne County Action Program, Inc. |
217,227 |
0.421083% |
$7,345 |
Westchester Community Opportunity Program, Inc. |
1,268,424 |
2.458770% |
$42,887 |
Yonkers Community Action Program, Inc. |
429,006 |
0.831604% |
$14,505 |
Wyoming County Community Action, Inc. |
212,902 |
0.412699% |
$7,198 |
| Rural Opportunities, Inc. (Migrant-Seasonal Farmworker Organization) | 320,686 |
0.621632% |
$10,843 |
Planned Use of Unencumbered Funds |
|||
Statewide |
Area |
FFY 2008 |
FFY 2009 |
New York State Community Action Association, Inc. (NYSCAA) |
Statewide |
385,000 |
385,000 |
Disaster Relief |
Statewide |
50,000 |
50,000 |
Community Action Angels |
Statewide |
30,000 |
30,000 |
TOTAL |
$465,000 |
$465,000 |
|
CSBG National Goals and National Performance Indicators
CSBG funds will be used in accordance with Federal and State statutes, OCS Information Memoranda, CSBG contract, and Management Plan. Grantees submitted information describing the wide range of services and activities to be implemented over the next two years. These will be monitored and periodic progress reports will be submitted. At the end of each Federal Fiscal Year, grantees will be required to submit comprehensive annual reports documenting the planned versus actual expenditures of funds for the deliver of direct services and the characteristics of the individuals served. Grantees will submit reports documenting results for each of the national goals and performance indicators.
Goal 1: Low-Income People Become More Self-Sufficient
National Performance Indicator 1.1 – Employment
The number and percentage of low-income participants in community action employment initiatives who get a job or become self-employed as measured by one or more of the following:
A. Unemployed and obtained a job.
B. Employed and obtained an increase in employment income.
C. Achieved “living wage” employment and benefits.
National Performance Indicator 1.2 – Employment Supports
The number of low-income participants for whom barriers to initial or continuous employment are reduced or eliminated through assistance from community action as measured by one or more of the following:
A. Obtained pre-employment skills/competencies required for employment and received training program certificate or diploma.
B. Completed ABE/GED and received certificate or diploma.
C. Completed post-secondary education program and obtained certificate or diploma.
D. Enrolled children in “before” or “after” school programs, in order to acquire or maintain employment.
E. Obtained care for child or other dependant in order to acquire or maintain employment.
F. Obtained access to reliable transportation and/or driver’s license in order to acquire or maintain employment.
G. Obtained health care services for themselves or a family member in support of employment stability.
H. Obtained safe and affordable housing in support of employment stability.
I. Obtained food assistance in support of employment stability.
National Performance Indicator 1.3 – Economic Asset Enhancement and Utilization
The number and percentage of low-income households that achieve an increase in financial assets and/or financial skills as a result of community action assistance, and the aggregated amount of those assets and resources for all participants achieving the outcome, as measured by one or more of the following:
A. Enhancement –
- Number and percent of participants in tax preparation programs who identify any type of Federal or State tax credit and the aggregated dollar amount of credits
- Number and percentage obtained court-ordered child support payments and the expected annual aggregated dollar amount of payments.
- Number and percentage enrolled in telephone lifeline and/or energy discounts with the assistance of the agency and the expected aggregated dollar amount of savings.
B. Utilization –
- Number and percent demonstrating ability to complete and maintain a budget for over 90 days.
- Number and percent opening an Individual Development Account (IDA) or other savings account and increased savings, and the aggregated amount of savings.
- Of participants in a community action asset development program (IDA and others):
a. Number and percent capitalizing a small business due to accumulated savings.
b. Number and percent pursuing post-secondary education due to savings.
C. Number and percent purchasing a home due to accumulated savings.
Goal 2: The Conditions in Which Low-Income People Live are Improved
National Performance Indicator 2.1 Community Improvement and Revitalization
Increase in, or preservation of opportunities and community resources or services for low-income people in the community as a result of community action projects/ initiatives or advocacy with other public and private agencies, as measured by one or more of the following:
| Number of Projects/Initiatives | Number of Opportunities | |
| A. Accessible “living wage” jobs created or retained in the community. | ||
| B. Safe and affordable housing units created in the community. | ______ | |
| C. Safe and affordable housing units in the community preserved or improved through construction, weatherization or rehabilitation achieved by community action activity or advocacy. |
______ | |
| D. Accessible and affordable health care services/facilities for low-income people created or maintained. |
______ | |
| E. Accessible safe and affordable childcare or child development placement opportunities for low-income families created or maintained. |
______ | |
| F. Accessible “before” school and “after” school program placement opportunities for low-income families created or maintained. |
______ | |
| G. Accessible new, preserved, or expanded transportation resources available to low-income people, including public or private transportation. |
______ | |
| H. Accessible preserved or increased educational and training Placement opportunities for low-income people in the community, including vocational, literacy, and life skill training, ABE/GED, and post-secondary education. |
______ |
National Performance Indicator 2.2 -- Community Quality of Life and Assets
The quality of life and assets in low-income neighborhoods are improved by community action initiative or advocacy, as measured by one or more of the following:
A. Increases in community assets as a result of a change in law, regulation or policy, which results in improvements in quality of life and assets;
B. Increase in the availability or preservation of community facilities;
C. Increase in the availability or preservation of community services to improve public health and safety;
D. Increase in the availability or preservation of commercial services within low-income neighborhoods; and
E. Increase or preservation of neighborhood quality-of-life resources.
Goal 3: Low-Income People Own a Stake in Their Community
National Performance Indicator 3.1 – Civic Investment
The number of volunteer hours donated to Community Action.
National Performance Indicator 3.2 – Community Empowerment through Maximum Feasible Participation
The number of low-income people mobilized as a direct result of community action initiative to engage in activities that support and promote their own well-being and that of their community as measured by one or more of the following:
A. Number of low-income people participating in formal community organizations, government, boards or councils that provide input to decision-making and policy setting through community action efforts.
B. Number of low-income people acquiring businesses in their community as a result of community action assistance.
C. Number of low-income people purchasing their own homes in their community as a result of community action assistance.
D. Number of low-income people engaged in non-governance community activities or groups created or supported by community action.
Goal 4: Partnerships Among Supporters and Providers of Service to Low Income People are Achieved
National Performance Indicator 4.1 – Expanding Opportunities through Community-Wide Partnerships
The number of organizations, both public and private, community action actively works with to expand resources and opportunities in order to achieve family and community outcomes.
Goal 5: Agencies Increase Their Capacity to Achieve Results
National Performance Indicator 5.1 – Broadening the Resource Base
The number of dollars mobilized by community action, including amounts and percentages from:
A. Community Services Block Grant (CSBG)
B. Non-CSBG Federal Programs
C. State Programs
D. Local Public Funding
E. Private Sources (including foundations and individual contributors, goods and services donated)
F. Value of volunteer time
Goal 6: Low-Income People, Especially Vulnerable Populations, Achieve Their Potential by Strengthening Family and Other Supportive Systems
National Performance Indicator 6.1 – Independent Living
The number of vulnerable individuals receiving services from community action that maintain an independent living situation as a result of those services:
A. Senior Citizens; and
B. Individuals with Disabilities
National Performance Indicator 6.2 – Emergency Assistance
The number of low-income individuals or families served by community action that sought emergency assistance and the percentage of those households for which assistance was provided, including such services as:
A. Food
B. Emergency Payments to Vendors, including Fuel and Energy Bills
C. Temporary Shelter
D. Emergency Medical Care
E. Protection from Violence
F. Legal Assistance
G. Transportation
H. Disaster Relief
National Performance Indicator 6.3 – Child and Family Development
The number and percentage of all infants, children, youth, parents, and other adults participating in developmental or enrichment programs that achieve program goals, as measured by one or more of the following:
A. Infants and Children –
1. Infants and children obtain age appropriate immunizations, medical and dental care.
2. Infant and child health and physical development are improved as a result of adequate nutrition.
3. Children participate in pre-school activities to develop school readiness skills.
4. Children who participate in pre-school activities are developmentally ready to enter Kindergarten or 1st Grade.
B. Youth –
1. Youth improve physical health and development.
2. Youth improve social/emotional development.
3. Youth avoid risk-taking behavior for a defined period of time.
4. Youth have reduced involvement with criminal justice system.
5. Youth increase academic, athletic or social skills for school success by participating in before or after school programs.
C. Parents and Other Adults –
1. Parents and other adults learn and exhibit improved parenting skills.
2. Parents and other adults learn and exhibit improved family functioning skills.
Programs, Services and Activities
Assurance 1 – (1)(A)(i) – Self-Sufficiency Goals 1 and 6
(i) to remove obstacles and solve problems that block the achievement of self-sufficiency (including self-sufficiency for families and individuals who are attempting to transition off a State program carried out under Part A of Title IV of the Social Security Act);
Grantees will conduct services and activities, grouped by the following programs, with primary focus on (a) Family Development; and (b) Health, Mental Health, and Health Emergencies.
a) Family Development and Case Management (Goal 1) |
|
Program Areas |
Services and Activities |
Child Care: Learning Centers, Resource & Referral |
Advocacy |
b) Health, Mental Health, Health Emergencies (Goals 1, 6) |
|
Program Areas |
Services and Activities |
Abstinence Programs |
Advocacy |
Assurance 1 – (1)(A)(ii) – Employment Goal 1
(ii) to secure and retain meaningful employment;
Programs in this category are those funded and conducted specifically to enable low-income individuals and families to secure and retain meaningful employment.
Program Areas |
Services and Activities |
AmeriCorps (Interns/Volunteers) |
Business Loan Packaging |
Assurance 1 – (1)(A)(iii) – Education Goal 1
(iii) to attain an adequate education, with particular attention toward improving literacy skills of the low-income families in the communities involved, which may include carrying out family literacy initiatives;
Programs in this category are those funded and conducted specifically to enable low-income individuals and families to attain an adequate education and improve literacy.
Program Areas |
Services and Activities |
Adult Basic Education |
Advocacy |
Assurance 1 – (1)(A)(iv) – Income Management Goals 1 and 6
(iv) to make better use of available income;
Programs in this category are conducted or funded for the specific purpose of helping low-income families to effectively manage and use their available resources.
Program Areas |
Services and Activities |
Asset/Individual Development Accounts (IDA) |
Advocacy |
Assurance 1 – (1)(A)(v) – Housing Goals 1, 2, 3, 6
(v) to obtain and maintain adequate housing and a suitable living environment;
Housing programs encompass a wide range: direct provision of housing, support to persons seeking housing, first-time home purchase, eviction prevention, housing development, management, and sheltering the homeless.
Program Areas |
Services and Activities |
Community Housing Assistance Program |
Advocacy |
Assurance 1 – (1)(A)(vi) – Emergency Assistance Goal 6
(vi) to obtain emergency assistance through loans, grants, or other means to meet immediate and urgent family and individual needs;
Programs in this category are those funded and conducted specifically to assist low-income individuals and families during an emergency or in a crisis-situation.
Program Areas |
Services and Activities |
Emergency Food, Clothing, Shelter |
Advocacy |
Assurance 1 – (1)(A)(vii) – Greater Participation/Linkages/Coordination Goals 3, 4
(vii) to achieve greater participation in the affairs of the communities involved, including the development of public and private grassroots partnerships with local law enforcement agencies, local housing authorities, private foundations, and other public and private partners to –
(I) document best practices based on successful grassroots intervention in urban areas, to develop methodologies for widespread replication; and
(II) strengthen and improve relationships with local law enforcement agencies, which may include participation in activities such as neighborhood or community policing efforts;
There are no programs specifically funded for the sole purpose of enabling low-income individuals and families to achieve greater participation in the affairs of the community. Greater participation is a result of the variety of services and activities carried out by grantees. Those which could result in greater participation are specified below. [Also see Assurance 1 (C).]
Partnerships with Law Enforcement |
|
Adult Protective Task Force (Adult Abuse) |
Ex-offender Multi-purpose Projects |
Partnerships with Public/Private Groups, Organizations |
|
AIDS Task Force, Consortia |
Immigrant/Refugee Assistance |
Partnerships with Housing Authority(s) |
|
Block Associations, Clubs |
Housing Consortia |
Assurance 1 – (1)(B) – Youth Development Goals 1, 2, 3, 6
(B) to address the needs of youth in low-income communities through youth development programs that support the primary role of the family, give priority to the prevention of youth problems and crime, and promote increased community coordination and collaboration in meeting the needs of youth, and support development and expansion of innovative community-based youth development programs that have demonstrated success in preventing or reducing youth crime, such as –
(i) programs for the establishment of violence free zones that would involve youth development and intervention models (such as models involving youth mediation, youth mentoring, life skills training, job creation, and entrepreneurship programs); and
(ii) after-school child care programs;
Program Areas |
Services and Activities |
Abstinence Programs |
Advocacy |
These lists duplicate some programs named and carried out in other categories.
Assurance 1 (C) Coordination and Effective Use of Other Programs Goals 3 and 4
(C) to make more effective use of, and to coordinate with, other programs related to the purposes of this subtitle (including State welfare reform efforts);
Programs, services, and activities listed here, are the same as those listed under Assurance 1 (A) (vii).
Partnerships with Law Enforcement |
|
Adult Protective Task Force (Adult Abuse) |
Ex-offender Multi-purpose Projects |
Partnerships with Public/Private Groups, Organizations |
|
AIDS Task Force, Consortia |
Immigrant/Refugee Assistance |
Partnerships with Housing Authority(s) |
|
| Block Associations, Clubs Housing Action Councils Family Resource/Support Centers Head Start/Day Care Locations |
Housing Consortia |
Assurance 4 – Nutrition Services Goal 6
(4) an assurance that eligible entities in the State will provide, on an emergency basis, for the provision of such supplies and services, nutritious foods, and related services, as may be necessary to counteract conditions of starvation and malnutrition among low-income individuals;
Programs, services, and activities listed here are funded to counteract conditions of starvation and malnutrition.
Program Areas |
Services and Activities |
Commodities Distribution |
Advocacy |
Appendix A: Community Services Network
Map of New York State
map not available in this html version
CSBG Grantees/County Listing
Grantee |
|
County |
Albany County Opportunity, Inc. |
Telephone: 518-463-3175 |
Albany |
Allegany County Community Opportunities and Rural Development, Inc. |
Telephone: 585-268-7605 |
Allegany |
Opportunities for Broome, Inc. |
Telephone: 607-723-6493 |
Broome |
Cattaraugus Community Action, Inc. |
Telephone: 716-945-1041 |
Cattaraugus |
Cayuga/Seneca Community Action Agency, Inc. |
Telephone: 315-255-1703 |
Cayuga/Seneca |
Chautauqua Opportunities, Inc. |
Telephone: 716-366-3333 |
Chautauqua |
Economic Opportunity Program, Inc. of Chemung County |
Telephone: 607-734-6174 |
Chemung/Schuyler |
Opportunities for Chenango, Inc. |
Telephone: 607-334-7114 |
Chenango |
Joint Council for Economic Opportunity of Clinton and Franklin Counties, Inc. |
Telephone: 518-561-6310 |
Clinton/Franklin |
Columbia Opportunities, Inc. |
Telephone: 518-828-4611 |
Columbia |
Cortland County Community Action Program, Inc. |
Telephone: 607-753-6781 |
Cortland |
Grantee |
|
County |
Delaware Opportunities, Inc. |
Telephone: 607-746-1600 |
Delaware |
Dutchess County Community Action Agency, Inc. |
Telephone: 845-452-5104 |
Dutchess |
Community Action Organization of Erie |
Telephone: 716-881-5150 |
Erie |
Adirondack Community Action Programs, Inc. |
Telephone: 518-873-3207 |
Essex |
Community Action Agency of Franklin |
Telephone: 518-483-1261 |
Franklin |
Fulmont Community Action Agency, Inc. |
Telephone: 518-853-3011 |
Fulton/Montgomery |
Community Action of Greene County, Inc. |
Telephone: 518-943-9205 |
Greene |
Community Action Planning Council of Jefferson County, Inc. |
Telephone: 315-782-4900 |
Jefferson |
Lewis County Opportunities, Inc. |
Telephone: 315-376-8202 |
Lewis |
Livingston County Planning Department |
Telephone: 585-243-7550 |
Livingston |
Community Action Program for Madison |
Telephone: 315-684-3144 |
Madison |
Grantee |
|
County |
Action for a Better Community, Inc. |
Telephone: 585-325-5116 |
Monroe/Ontario |
Economic Opportunity Commission of Nassau County, Inc. |
Telephone: 516-292-9710 |
Nassau |
Department of Youth and Community Development |
Telephone: 212-442-6006 |
New York City |
Niagara Community Action Program, Inc. |
Telephone: 716-285-9681 |
Niagara |
Mohawk Valley Community Action Agency, Inc. |
Telephone: 315-339-5640 |
Oneida/Herkimer |
People's Equal Action and Community Effort, Inc. |
Telephone: 315-470-3300 |
Onondaga |
Newburgh Community Action Committee, Inc. |
Telephone: 845-562-0100 |
Eastern Orange |
Regional Economic Community Action Program, Inc. |
Telephone: 845-342-3978 |
Western Orange |
Orleans Community Action Committee, Inc. |
Telephone: 585-589-5605 |
Orleans/Genesee |
Oswego County Opportunities, Inc. |
Telephone: 315-598-4717 |
Oswego |
Opportunities for Otsego, Inc. |
Telephone: 607-433-8000 |
Otsego |
Grantee |
|
County |
Commission on Economic Opportunity for the Greater Capital Region, Inc. |
Telephone: 518-272-6012 |
Rensselaer |
The Community Action Program of Rockland County, Inc. |
Telephone: 845-352-4167 |
Rockland |
St. Lawrence County Community Development Program, Inc. |
Telephone: 315-386-1102 |
St. Lawrence |
Saratoga County Economic Opportunity |
Telephone: 315-386-1102 |
Saratoga |
Schenectady Community Action Program, Inc. |
Telephone: 518-374-9181 |
Schenectady |
Schoharie County Community Action Program Corp. |
Telephone: 518-234-2568 |
Schoharie |
Pro Action of Steuben and Yates, Inc. |
Telephone: 607-776-2125 |
Steuben/Yates |
Economic Opportunity Council of Suffolk, Inc. |
Telephone: 631-289-2124 |
Suffolk |
Community Action Commission to Help the Economy, Inc. |
Telephone: 845-292-5821 |
Sullivan |
Tioga Opportunities Program, Inc. |
Telephone: 607-687-4222 |
Tioga |
Tompkins Community Action, Inc. |
Telephone: 607-273-8816 |
Tompkins |
Grantee |
|
County |
Ulster County Community Action Committee, Inc. |
Telephone: 845-338-8750 |
Ulster |
Warren‑Hamilton Counties Action Committee for Economic Opportunity, Inc. |
Telephone: 518-793-0636 |
Warren/Hamilton |
Washington County Economic Opportunity Council, Inc. |
Telephone: 518-746-2390 |
Washington |
Wayne County Action Program, Inc. |
Telephone: 315-946-7530 |
Wayne |
Westchester Community Opportunity |
Telephone: 914-592-5600 |
Putnam/ |
Yonkers Community Action Program, Inc. |
Telephone: 914-423-5905 |
Westchester |
Wyoming County Community Action, Inc. |
Telephone: 585-237-2600 |
Wyoming |
Rural Opportunities, Inc. (Migrant-Seasonal Farmworker Organization - Statewide) |
Telephone: 585-340-3300 |
Statewide |
New York State Community Action |
Telephone: 518-690-0491 |
Statewide |
Community Action Angels |
Telephone: 585-237-2600 |
Statewide/ |
Indian Tribes and Tribal Organizations |
|
County |
Mohawk Indian Housing Corporation |
Telephone: 518-358-4860 |
St. Lawrence |
Poosepatuck Indian Nation |
Telephone: 631-281-6464 |
Suffolk |
Seneca Nation of Indians |
Telephone: 716-945-1790 |
Cattaraugus |
Shinnecock Indian Reservation |
Telephone: 631-283-6143 |
Suffolk |
Division of Community Services – Office Locations
Location |
Telephone/Facsimile |
Albany (Main Office): |
Telephone: 518-474-5741 |
Buffalo Office: |
Telephone: 716-847-7106 |
New York City Office: |
Telephone: 212-417-5724 |
Syracuse Office: |
Telephone: 315-426-2126 |
Web Address: www.dos.ny.gov/dcs |
|
CSBG – Staffing
Name |
Title |
Telephone |
Function |
Office |
Franco, Dolores, Esq. |
Director, Division of Community Services |
212-417-5724 |
CSBG State Administration |
New York |
Breidinger, William J. |
Senior Program Analyst |
315-426-2125 |
Program Monitoring |
Syracuse |
Denick, Cynthia |
Fiscal Representative |
716-847-7951 |
Fiscal Monitoring |
Buffalo |
Ferris, Emmett |
Program Analyst |
518-474-4265 |
Program Monitoring |
Albany |
Finn, Conloy |
Fiscal Representative |
212-417-5668 |
Fiscal Monitoring |
New York |
Flowers, Nancy |
Program Analyst |
518-474-8083 |
Program Monitoring |
Albany |
Goldstein, Barbara |
Program Analyst |
518-486-4664 |
Administration |
Albany |
Grace, Robert |
Program Analyst |
518-473-0084 |
Administration |
Albany |
Hamm, Nathan |
CSBG Program Counsel |
518-473-3358 |
Legal |
Albany |
Hand, Katharine |
Secretary |
518-474-5741 |
Administration |
Albany |
Hanna, Frances |
Program Analyst |
212-417-5723 |
Program Monitoring |
New York |
Harlow, William |
Clerk |
518-408-3352 |
Administration |
Albany |
Howard, Craig |
Fiscal Representative |
518-402-3467 |
Fiscal Monitoring |
Albany |
Kovarik, James |
Senior Program Analyst |
518-473-8693 |
Program Monitoring |
Albany |
Lehtonen, Suzanne |
Keyboard Specialist |
315-426-2126 |
administration |
Syracuse |
Luse, Timothy |
Fiscal Supervisor |
518-473-3487 |
Fiscal Oversight |
Albany |
Marchese, Annette |
Program Supervisor |
716-847-7106 |
Program Monitoring |
Buffalo |
Murray, Beatrice |
Keyboard Specialist |
212-417-5724 |
Administration |
New York |
Nieves, Lisa |
Program Analyst |
518-473-0096 |
Administration |
Albany |
Pfohl, M. Nancy |
Program Analyst |
716-847-7127 |
Program Monitoring |
Buffalo |
Purcell, Patricia |
Program Supervisor |
518-473-4301 |
Program Monitoring |
Albany |
Relyea, Debra |
Program Analyst |
518-473-0093 |
Administration |
Albany |
Snead, Linda |
Assistant Director |
212-417-5716 |
Program Monitoring |
New York |
Wright, Patricia |
Program Analyst |
315-426-2122 |
Program Monitoring |
Syracuse |
Wright-Austin, Kathy |
Program Analyst |
212-417-5721 |
Program Monitoring |
New York |
CSBG Advisory Council
Officers |
Winston Ross, Chairperson |
Members |
Representatives |
Mr. Harold Baron |
Rabbi Avrohom Hecht, Executive Director |
Ms. Maureen Dumas |
None |
Mr. John M. Eberhard, Executive Director |
None |
Ms. Karen Gordon, Executive Director |
Ms. Sherry Charlebois, Director-Family Development Division |
Mr. Robert R. Gregory, Executive Director |
|
Mr. Richard V. Imprescia, Executive Director |
Mr. Terrence McCauley, Government & Community Relations Representative |
Mr. John L. Kearse, CEO (deceased) |
Ms. Iris A. Johnson, Executive Director |
Mr. Gaetan J. LePage, Jr. |
|
CSBG Advisory Council
Members |
Representatives |
Ms. Edie Mesick, Executive Director |
|
Mr. Carlton Mitchell |
None |
Mr. Stuart M. Mitchell, Executive Director |
Ms. Velma Smith, Senior Executive Director |
Ms. Ann M. Morrone |
None |
Mr. Gary O’Brien, Chair |
Joe Reich, Advocacy for the Disabled Specialist IV |
Mr. Karl Reutling |
Scott Mathys, Chief Executive Officer |
Mr. Winston A. Ross, Executive Director |
None |
Mr. Yves Vilus |
None |
Ms. Treva Wood (deceased) Assembly Appointee: 8/30/84 & 3/6/97 |
Amy Turner, Executive Director |
Appendix B: New York State Legislation
2008 CSBG Statute – Executive Law
Section 1. Section 159 – i of the executive law, as amended by chapter 78 of the laws of 2006, is amended to read as follows:
§159-i. Distribution of funds. For federal fiscal year two thousand [seven] eight at least ninety percent of the community services block grant funds received by the state shall be distributed pursuant to a contract by the secretary to grantees as defined in subdivision one of section one hundred fifty-nine-e of this article. Each such grantee shall receive the same proportion of community services block grant funds as was the proportion of funds received in federal fiscal year nineteen hundred eighty-one by such grantee under the federal community services administration program account numbers 01 and 05 pursuant to section two hundred twenty-one of title II and for migrant and seasonal farm worker organizations pursuant to section two hundred twenty-two of title II of the economic opportunity act of 1964, as amended, as compared to the total amount received by all grantees in the state, under the federal community services administration program account numbers 01 and 05 pursuant to section two hundred twenty-one of title II and for migrant and seasonal farm worker organizations pursuant to section two hundred twenty-two of title II of such act in federal fiscal year nineteen hundred eighty-one.
For federal fiscal year two thousand [seven] eight the secretary shall, pursuant to section one hundred fifty-nine-h of this article, retain not more than five percent of the community services block grant funds for administration at the state level.
For federal fiscal year two thousand [seven] eight the remainder of the community services block grant funds received by the state shall be distributed pursuant to a contract by the secretary in the following order of preference: a sum of up to one-half of one percent of the community services block grant funds received by the state to Indian tribes and tribal organizations as defined in this article, on the basis of need; community action agencies established in federal fiscal year nineteen hundred eighty-three; counties which do not have a community action agency in existence and seek to establish an organization which is consistent with the objectives of an eligible entity; limited purpose agencies which had received funding during federal fiscal year nineteen hundred eighty-one under section two hundred twenty-one, section two hundred twenty-two(a)(4) or section two hundred thirty-two of title II of the economic opportunity act of 1964, as amended; and community based organizations.
§2. This act shall take effect September 30, 2008; provided, however, that the amendments to section 159-i of the executive law made by section one of this act shall not affect the expiration of such section as provided in section 5 of chapter 728 of the laws of 1982, as amended, and section 7 of chapter 710 of the laws of 1983, as amended, and shall be deemed to expire therewith.
Appendix C: Community Services Block Grant 2007 Administrative Review and Assessment
Overview
The Community Services Block Grant (CSBG) 2007 Administrative Review and Assessment was conducted in the Spring of 2007 and was designed to assess the New York State, Department of State, Division of Community Services’ (DOS/DCS) ability to effectively manage the CSBG program in New York State. The federal Office of Community Services (OCS) has the responsibility for review and assessment of state administration of CSBG and the New York State program was last evaluated in 1987.
Intended to be an interim measure in preparation for federal review, the assessment was conducted by a sub-committee of the CSBG Advisory Council and the New York State Community Action Association (NYSCAA). The sub-committee included grantees and non-grantee individuals with a range of experience with CSBG grantee agencies and DOS.
Sub-Committee Members
Carlton Mitchell, Committee Chair
Rabbi Avrohom Hecht
Richard Imprescia
John Eberhard
Winston Ross
Amy Turner
Denise Harlow
The process was reviewed by the CSBG Advisory Council and grantees prior to implementation and utilized several data collection methodologies including on-site interviews with DOS/DCS staff, site visits with grantees, and an online confidential grantee survey. Several questions and interview areas were adapted from a Self-Assessment Tool being developed by the National Association for State Community Services Programs (NASCSP), the national association representing state CSBG administrators with other questions created by New York State CSBG staff and program counsel.
The results of review were presented to the New York State Legislature at the legislative public hearings being held on June 5, 2007.
OUTCOME: The overall response to the process was positive with interviewers and interviewees expressing their comfort with the process and satisfaction with the content of the conversation. Several grantees expressed thanks for being asked to participate in the process and were pleased to see DOS/DCS proceed through such a process.
The Review Committee reported a high level of familiarity amongst staff with CSBG statutes, rules, and regulations. This familiarity was very strong with long term staff yet still high with newer staff. Staff were able to locate documents, articulate reporting requirements, and discuss grantees with a high degree of familiarity. Program staff was well versed in program oversight, monitoring responsibilities, and it was clear that fiscal and legal staff had a high level of knowledge on CSBG funding rules and reporting requirements.
DOS RESPONSE: The Department of State appreciates the work done by the Community Services Block Grant Advisory Council and the New York State Community Action Association in undertaking the challenge of reviewing and assessing how the CSBG program is administered. The review was thorough and comprehensive. Thanks also to grantees for taking the time to complete the survey and to provide feedback on improvements needed.
KEY FINDINGS
- Longevity of DOS/DCS staff provides significant efficiencies for current functioning but increases challenges for future program administration. A large number of DOS staff working with CSBG grantees have been in their positions for 5, 10, 20 and 25+ years. This longevity allows current oversight to be highly efficient in terms of knowledge of programs, reporting requirements and navigating necessary changes and it has resulted in a high level of dedication to CSBG grantees and programs. The challenge of this longevity will be faced over the next 3-5 years as a significant number of DOS staff are expected to retire during that time period and following. While high monitoring caseloads are maintained currently given the experience of current staff, there is concern that as new staff are brought on, the learning curve will be significant and future monitors may not be able to maintain as large a caseload in the short term. In addition, longevity, as well as the current staffing design, limits the upward mobility of staff looking for advancement. Given this, some program analysts have left for other positions in State government in order to move upward in the State system. Thus internal future leadership development may be curtailed as those looking for advancement must find it outside of the Division of Community Services.
DOS/DCS Response:
Being aware of this issue, the division requested and received a waiver to fill vacant positions in Syracuse and Buffalo. These two staff members are currently in training and will be assigned full responsibilities for monitoring only when they are fully prepared. During the first year of assignment, new staff will continue to be closely supervised and supported. The number of agencies assigned to program analysts range from a low of three to a high of seven and is based on analysts’ experience and special skills. The number of agencies assigned to fiscal representatives is high due to the reassignment of one fiscal representative.
Actions to be taken:
Staffing is dependent on availability of federal CSBG funds and the ability of DOS to obtain waivers from the New York State Division of Budget to hire new staff. CSBG funds have been decreasing over the past three years and the limited amount of administrative funds poses a challenge to the effective administration of the program. However, DCS will:- advocate for the hiring of an additional fiscal representative to ease the burden on current staff to meet the fiscal needs of all grantees;
- review the current assignments for program analysts and will make adjustments as necessary;
- identify staff members planning retirement or seeking promotional opportunities outside the Department;
- work with DOS Bureau of Human Resources Management and New York State Civil Service to develop new exams for Community Services Program Analyst positions; and
- develop a formal training plan for new hires.
- Monitoring consistency needs to be improved. The level of monitoring varies by staff. Consistency needs to be improved but is challenged by geographic diversity and the longevity of staff. Regular teleconference and in-person communication between program analysts and fiscal reviewers may be beneficial to increase consistency. Again, the longevity issue places some grantees in a long term relationship with monitors who know the programs and agencies as well as the reporting processes very well while newer staff are challenged to learn quickly and are not as familiar with their grantees.
DOS/DCS Response:
The placement of staff in regional office presents an ongoing challenge to ensuring consistency in the application of policies and procedures. DCS developed and distributed policies and procedures to guide the monitoring of grantees. These policies are distributed to grantees and are posted on the DOS website. There will always be a degree of variance in monitoring. Every grantee is different and monitoring is designed to meet the specific needs of each grantee. Monitoring will vary based on the size and complexity of the agency and special circumstances, as well as on particular vulnerability of an agency.
Actions to be taken:
- DCS director will spend more time in the regional offices and will increase the use of technology to improve communication.
- There will be periodic reviews of how each staff member is complying with the CSBG Guide to Monitoring.
- There will be regular communications with grantees to verify how monitoring is done.
- On-site visits will be conducted by supervisors to observe monitoring functions.
- Each analyst will be held to the established standard for the submission of the reports.
- Supervisors will provide direction and support for new staff and those not complying with the Guide to Monitoring.
- DCS director will spend more time in the regional offices and will increase the use of technology to improve communication.
- Training needs of grantees are not fully being met. DOS/DCS is challenged to provide access to training that meets the range of needs experienced by grantees. While DOS does not provide training directly, grantees are concerned that training offered via the office does not fully meet grantee needs. In addition, the need for consistent board training and fiscal training were specifically noted as was the need for increased use of technology such as video conferencing.
DOS/DCS Response:
DOS contracts with NYSCAA to provide training to grantees. DOS also makes referrals to trainers that best meet the needs of grantees. DOS invested significant resources with NYSCAA and the Council of Community Services to develop and produce a training DVD and manual for grantees’ boards of directors. DOS mailed copies to grantees and posted the board training manual on the NYSCAA website. As other training needs were made evident in the past, DOS also purchased and distributed other resource materials to grantees. DOS awarded mini-grants to each agency for staff and board development and technology improvement. In the refunding application for 2008-2009, DOS requested that grantees identify training needs.
Actions to be taken:
DCS will:- continue to work in partnership with NYSCAA to ensure that training needs are identified by grantees and that they are met in the most effective way possible given available resources;
- collect and compile the information submitted by grantees in the 2008-2009 refunding application and share the list with NYSCAA;
- organize or arrange for training to grantees, this will be dependent upon the availability of additional CSBG funds;
- work with NYSCAA to collect and share best practices and innovations among the network;
- revisit the issue of organizing regional training for grantees board of directors;
- work with NYSCAA and the CSBG Advisory Council to
- continue to work in partnership with NYSCAA to ensure that training needs are identified by grantees and that they are met in the most effective way possible given available resources;
- develop and implement a mentoring program for new executive directors and fiscal officers, and
- develop a regional training and technical assistance resource and directory for grantees;
- explore the use of technology to support teleconferencing to provide training to staff and grantees in the regional offices.
- Technical assistance is strong yet has room for improvement. In-network development and distribution of best practices is an opportunity that DOS should continue to promote and support. Utilizing NYSCAA for such dissemination is an opportunity.
DOS/DCS Response:
Sharing information between grantees is one of the best ways to provide technical assistance. Program analysts and fiscal representatives often consult among each other when assistance is needed or there is a request for good sample documents or procedures. These are shared with grantees. DOS collects information from grantees regarding innovative and successful programs. This information is published annually as an Appendix to the Annual Report to the Governor and the Legislature. The reports are mailed to grantees and are posted on the DOS website.
Actions to be taken:
DCS will continue to work with NYSCAA to collect and disseminate information on best practices.
- The geographic diversity of the State poses challenges. It should be noted that the review highlighted the continuing struggle of serving a state of the size and diversity of New York. The differing needs of upstate and downstate communities as well as urban, rural and increasingly suburban were noted. In order to facilitate better service in the New York City office, this committee recommends re-establishing a private office for the DOS Director of Community Services, in New York City.
Actions to be taken:
- Efforts will be made to increase the presence of the DCS director in each regional office and especially the New York City Office; however, these visits are sometimes reduced due to travel restrictions, lack of resources, and lack of space.
- The differing needs for upstate, downstate, urban and rural areas will continue to be addressed through individual monitoring plans developed for each grantee.
- NYSDOS should engage in a department-wide strategic planning process. The challenges posed by succession planning, upstate/downstate needs, rural/urban/ suburban issues, the changing face of poverty, etc. provide the impetus for long-term department planning. The knowledge, dedication and, devotion to the program by current staff offers an opportunity to plan strategically with the “best minds” at the table and with the pending departure of these “best minds”, this opportunity needs to be realized soon and should not be lost.
DOS/DCS Response:
This review is one of the voluntary steps taken by DOS/DCS to gain outside knowledge and feedback on the actions necessary to address some of the challenges in administering CSBG. The recommendations presented by this report will be used by DOS/DCS to develop a division-wide strategic plan.
Action to be taken: As a result of this review, the DCS director attended a workshop on Succession Planning. Materials and information from the workshop will be used to begin the process. In addition, DCS will:
- conduct a staff meeting in August 2007 to discuss the recommendations of the Advisory Council;
- discuss the process for developing a strategic plan;
- continue the process of collecting and cataloguing documents used in the administration of CSBG;
- develop and distribute a Guide to CSBG Operations.
- DOS is a strong, supportive advocate for CSBG and low-income New Yorkers; however there is concern about the level of knowledge elected officials and others have of CSBG and Community Action. The positive advocacy role that DOS plays was clearly evident from interviews, site visits, and the online survey. Whether derived from personal experience, longevity, or dedication to the programs, all levels of DOS staff expressed support and appreciation for CSBG and the work grantees do in the local communities. Grantees reported a high level of support for the advocacy of the State office and see DOS as a champion of low-income New Yorkers at the local and state levels. There is a concern, however, that the broader community and elected officials are not fully aware of the impact of CSBG in the community or the work of Community Action Agencies.
DOS/DCS Response:
DOS will continue to share information regarding the CSBG program and grantees. The Annual Report is provided to each member of the New York State Legislature and the Governor. Staff serve on a number of committees, workgroups and taskforces of other agencies where they share information about grantees. Grantees are encouraged to provide DOS with specific recommendations for other tasks that should be undertaken.
- Increase the role and visibility of the CSBG Advisory Council. Given the role of the Council and the needs of NYSDOS and grantees, increasing the visibility of the Advisory Council in advocacy, training, oversight, and education of lawmakers would have long term benefits for the CSBG program in New York State and for NYSDOS.
DOS/DCS Response:
Due to its composition, the Advisory Council probably is the best equipped body to inform elected officials about the use of CSBG funds and the good work of Community Action.
CONCLUSION: This document will be shared with grantees and posted on the DOS website. DCS will develop a work plan to implement the actions listed above. The action steps will be included in monthly reports to DOS Executive. An annual report will be presented to the Advisory Council in September 2008.
Appendix D: Lexicon – Frequently Used Terms
Frequently-used terms in the Community Action Network
A-B |
|
AAA |
Area Agency on Aging |
ACF |
Administration on Children And Families (US DHHS) |
ADHD |
Attention Deficit and Hyperactive Disorder |
ADA |
Americans with Disabilities Act |
AIDS |
Acquired Immune Deficiency Syndrome |
APPS |
Adolescent Pregnancy Prevention and Services Program |
APR |
Annual Program Report (NYS DOS-DCS) |
ASL |
American Sign Language |
AVE |
Adolescent Vocational Exploration |
BAE |
Basic Adult Education |
BOCES |
Board of Cooperative Educational Services (NYS) |
C |
|
CAA |
Community Action Agency |
CAB |
Community Action Board (NYC) |
CAP |
Community Action Program or Community Action Plan or Community Action Partnership |
CAU |
Contract Administration Unit (NYS DOS) |
CBO |
Community-Based Organization |
CCAP |
Certified Community Action Professional |
CCSNY |
Council of Community Services of New York State |
CCR&R |
Child Care Resource and Referral |
CDBG |
Community Development Block Grant |
CEOSC |
Comprehensive Employment Opportunity Support Center (One-Stop) (US-NYS) |
CFNP |
Community Food and Nutrition Program |
CFR |
Code of Federal Regulations |
CPB |
Consumer Protection Board (NYS) |
CSBG |
Community Services Block Grant |
CSBG IS |
Community Services Block Grant Information Survey |
D |
|
DCJS |
Division of Criminal Justice Services (NYS) |
DCS |
Division of Community Services (NYS DOS) |
DED |
Department of Economic Development (NYS) |
DHCR |
Division of Housing and Community Renewal (NYS) |
DHHS |
Department of Health and Human Services (US) |
DOCS |
Department of Correctional Services (NYS) |
DOB |
Division of the Budget (NYS) |
DOE |
Department of Energy (US) |
DOH |
Department of Health (NYS) |
DOL |
Department of Labor (US or NYS) |
DOS |
Department of State (NYS) |
DOT |
Department of Transportation (US or NYS) |
DSA |
Division of State Assistance (US OCS) |
DSS |
Department of Social Services (County) |
DYCD |
Department of Youth and Community Development (NYC) |
E |
|
EITC |
Earned Income Tax Credit |
EOA |
Economic Opportunity Act (of 1964) |
E-ROMA |
Excellence in Results Oriented Management Accountability (NYS DOS-DCS) |
ESDC |
Empire State Development Corporation |
EZ |
Empowerment Zones (US) |
F |
|
FAA |
Federal Assistance Award |
FBO |
Faith-Based Organization |
FEMA |
Federal Emergency Management Agency |
FFY |
Federal Fiscal Year |
FGP |
Foster Grandparent Program |
FDC |
Family Development Credential |
FDANYS |
Family Development Association of NYS |
FSS |
Family Self-Sufficiency |
G |
|
GAO |
Government Accountability Office |
GED |
General Education Diploma |
GOER |
Governor's Office of Employee Relations (NYS) |
GPRA |
Government Performance and Results Act (of 1993) |
GRA |
Grantee Review & Assessment (NYS DOS-DCS) |
GSCR |
Grantee Services Contact Report (NYS DOS-DCS) |
H-I |
|
HANNYS |
Hunger Action Network of New York State |
HEAP |
Home Energy Assistance Program (Also LIHEAP) |
HHAP |
Homeless Housing Assistance Program (NYS) |
HPNAP |
Hunger Prevention & Nutrition Assistance Program (Formerly SNAP) |
HUD |
Housing and Urban Development, Department of (US) |
IDA |
Industrial Development Agency or Individual Development Accounts |
IMP |
Individual Monitoring Plan (NYS DOS-DCS) |
IM |
Information Memorandum |
IRS |
Internal Revenue Service (US) |
J-L-M |
|
JOBS |
Job Opportunities and Basic Skills (Program) |
JOLI |
Job Opportunities for Low-Income Individuals (Program) |
LIHEAP |
Low-Income Home Energy Assistance Program (Also HEAP) |
LIFE |
Low-income Forum on Energy (NYS) |
LVA |
Literacy Volunteers of America |
MATF |
Monitoring & Assessment Task Force (US) (OCS) |
N |
|
NAB |
Neighborhood Advisory Board |
NASCSP |
National Association for State Community Services Programs (NYS) |
NCSTA |
National and Community Services Trust Act |
NCAF |
National Community Action Foundation |
NDA |
Neighborhood Development Area (NYC) |
NGA |
Notice of Grant Award or National Governors Association |
NPI |
National Performance Indicators |
NYCRR |
New York Code of Rules and Regulations |
NYSCAA |
New York State Community Action Association, Inc. |
NYSERDA |
New York State Energy Research and Development Authority |
O |
|
OASAS |
Office of Alcoholism and Substance Abuse Services (NYS) |
OBRA |
Omnibus Budget Reconciliation Act |
OCS |
Office of Community Services (US) (DHHS) |
OCSL |
Office of Community Services Liaison |
OFCS |
Office of Family & Children’s Services (NYS) |
OGS |
Office of General Services (NYS) |
OMB |
Office of Management and Budget (US) |
OMH |
Office of Mental Health (NYS) |
OMRDD |
Office of Mental Retardation & Developmental Disabilities (NYS) |
OSC |
Office of State Comptroller (NYS) |
OTDA |
Office of Temporary and Disability Assistance (NYS) |
P |
|
PA |
Public Assistance |
PART |
Program Assessment & Rating Tool (OMB) |
PL |
Public Law |
PONSI |
Programs on Non-collegiate Sponsored Instruction |
PPR |
Periodic Program Report (NYS DOS-DCS) |
PRISM |
Program Review Instrument for System Monitoring – Head Start |
R |
|
RDA |
Rural Development Administration (US) (Formerly Federal Housing Administration) |
RFP |
Request for Proposals |
RHY |
Runaway and Homeless Youth (Program) |
ROMA |
Results-Oriented Management & Accountability |
RRAP |
Rural Rental Assistance Program (NYS) |
RSVP |
Retired Senior Volunteer Program |
S |
|
SAPA |
State Administrative Procedure Act (NYS) |
SAT |
Scholastic Assessment Test |
SED |
State Education Department (NYS) |
SEMO |
State Emergency Management Office (NYS) |
SENSES |
Statewide Emergency Network for Social & Economic Security |
SBA |
Small Business Administration (US) |
SFSP |
Summer Food Service Program |
SNAP |
Supplemental Nutrition Assistance Program (Now HPNAP) |
SOFA |
State Office for the Aging (NYS) |
SSI |
Supplemental Security Income |
SSTA |
Special State Technical Assistance |
SYEP |
Summer Youth Employment Program |
T-U |
|
TASA |
Teen Age Services Act |
TANF |
Temporary Assistance for Needy Families |
TCE |
Tax Counseling for the Elderly |
UDC |
Urban Development Corporation (NYS) |
UFS |
Unaudited Financial Statement |
USC |
United States Code |
USDA |
United States Department of Agriculture |
V |
|
VESID |
Vocational and Educational Services for Individuals with Disabilities (NYS) |
VISTA |
Volunteers in Service to America |
VITA |
Voluntary Income Tax Assistance (Program) (US) |
W |
|
WAP |
Weatherization Assistance Program (NYS DHCR) |
WIA |
Workforce Investment Act (NYS) |
WIB |
Workforce Investment Board |
WIC |
Program for Women, Infants, and Children (Program) |
