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MACOMB COMMUNITY ACTION 21885 Dunham Road, Suite 10 Clinton Township, Michigan 48036

Phone: (586) 469-6999 Fax: (586) 469-5530 mca.macombgov.org

Ernest Cawvey

Director

Macomb Community Action complies with the Civil Rights Act of 1964, the Michigan Handicappers Civil Rights Act, and the Americans with Disabilities Act of 1990. To inquire about reasonable accommodations for persons with disabilities please contact Macomb Community Action.

Children & Family Services Action Centers Early Head Start / CCP Head Start 0 – 5 Financial Empowerment Macomb Food Program (501c3)

Community Services Accessibility Community Development Chore Services Home Injury Control Home Rehab Minor Home Repair Transportation Weatherization Office of Senior Services Adult Day Health Services Benefit Access Community Liaison Dining Senior Style Meals on Wheels

THE PROMISE OF COMMUNITY ACTION

Community Action changes people’s lives, embodies the spirit of hope,

improves communities, and makes America a better place to live.

We care about the entire community, and we are dedicated to helping people

help themselves and each other.

March 3, 2020 TO: MCAAB Executive Committee Members

FR: Denise Amenta, Chair

Macomb Community Action Advisory Board CC: Ernest Cawvey

Director RE: Executive Committee Meeting Notice

March 10, 2020

Conference & Training Center, VerKuilen Building 21885 Dunham Road, Door C

Lunch will be served at 11:30 a.m.

A G E N D A

1. Call to Order

2. Determination of a Quorum

3. Recommendation to approve the Agenda

4. Recommendation to approve the November 5, 2019 minutes

5. Public Comment

6. Recommendation to receive and file the BCAEO Monitoring Report on Organizational Standards

7. Recommendation to receive and file the BCAEO Programmatic Monitoring Report on CSBG and WAP

8. Recommendation to receive and file the BCAEO STAR Report

9. Other Business / Update

MCA update: Ernest Cawvey

10. Schedule Next Meeting - April 14, 2020 Full Board

Conference & Training Center, VerKuilen Building

11. Adjournment

Macomb Community Action Advisory Board Executive Committee Minutes

November 5, 2019

The Macomb Community Action Advisory Board Executive Committee met on Tuesday, November 5, 2019, in the Assembly Room B of the VerKuilen Building at 21885 Dunham Rd., Clinton Township, MI.

MEMBERS PRESENT:

Denise Amenta, Chair John Bierbusse Tom Kalkofen Matthew Micinski Krista Willette

MEMBERS EXCUSED:

Monica Bihar-Natzke Michael Bruci

STAFF PRESENT: Linda Azar Joe Cooke Sheila Cote’ Gary Cutler Karen Frasard Kathleen Nicosia John Paul Rea, Deputy County Executive

OTHERS PRESENT:

1. Call to Order The meeting was called to order by Chair Amenta at 11:46 am. 2. Determination of a Quorum It was determined that a quorum was established with five members present. 3. Recommendation to approve the Agenda The agenda was amended to include two items, the CSBG Quarterly Report Final as 7B and the HUD CAPER Report as 7C. Krista Willette made a motion, supported by Matthew Micinski, to approve the agenda with the additions. Motion carried. 4. Recommendation to approve the September 10, 2019, minutes. Matthew Micinski made a motion, supported by Krista Willette, to approve the September 10, 2019, minutes. Motion carried. 5. Public Comment Chair Amenta stated that this committee operates under the Open Meetings Act and asked if anyone was present who wished to address the Committee. There being no one present requesting this privilege, Chair Amenta proceeded with the meeting. 6. Recommendation to approve the CDBG Consolidated Plan Summary and HUD Annual Action Plan Letter. Joe Cooke provided information on the CDBG Consolidated Plan Summary and HUD Letter, stating:

This is a three part piece, totaling $3.5 million o CDBG $1.87M for community projects o HOME 1.94 M for home rehabilitation

o ESG $158K to support homeless services The program started July 1st, however, we just received our allocation notification

Discussion ensued. Motion carried. 7. A. Recommendation to receive and file the EHS Letter of Completion Tom Kalkofen made a motion, supported by Matthew Micinski, to receive and file the EHS Letter of Completion. Linda Azar presented information on the EHS Letter of Completion, stating:

This is typical of Head Start programming when there are concerns about under enrollment We had a child who had health concerns

o The staff did not feel comfortable starting the child in the center in the home without having the team do a health action plan to ensure that everyone knew how to address this health concern

o The Office of Head Start was notified Due to the delay in placing the child in the slot while staff went through training, we were under

enrollment Staff completed the training and the plan was accepted

o This letter is a formality indicating that our plan was accepted Discussion ensued. Motion carried.

B. Recommendation to receive and file the CSBG Quarterly Report Final Joe Cooke provided information on the final quarter report, stating:

In an effort to be transparent, the Bureau reports where Community Action Agencies are and where they should be

The analysis on the second page was reviewed o 100% through the FY18 and FY19 grants being spent o Our Community Needs Assessment report is current o We have one board vacancy o While the Org Standards is not complete, we were recently monitored and feel confident that there will be

no concerns

Krista Willette made a recommendation, supported by John Bierbusse, to receive and file the CSBG Quarterly Report Final. Motion carried.

C. Recommendation to receive and file the HUD CAPER Report Matthew Micinski made a motion, supported by Tom Kalkofen, to receive and file the HUD CAPER report. Joe Cooke provided information on the HUD CAPER Report, stating:

This is the Consolidated Annual Performance and Evaluation Report, CAPER, for the HUD program years that ended June 30, 2019

Summary portion highlights some of the accomplishments o Number of people assisted through programs o The REHAB program o Our ratio of 1.5 on draw-downs o We stayed under the required Administration cap

Staff are very proud of the review Discussion ensued. Operating in three fiscal years for many grants and programs; Stephanie Burgess is a pro at managing this. Motion carried.

8. Other Business / Update

H&CS / MCA discussion: John Paul Rea Deputy County Executive, John Paul Rea, provided an update to the members:

Thanked the members for the opportunity Thanked the staff for their insight on core programs and objectives A list of core elements that have arisen during the transition

o Overall, things in Health & Community Services are going well o The Office of the County Executive brought in the Frank Taylor Group

To provide an outside perspective to the current organizational structure and dynamics To provide us with a number of core objectives as we look to onboard new leadership, position

programs, champion additional resources, ensure a viable connectivity with our partners, starting off with a foundational organizational strategy

Look at how to prioritize these core programs going into the next calendar year and put in process improvement that will help to bolster all H&CS

o Leverage the capabilities and expertise of Dr. Alescia Hollowell, Chief of Staff Cultivate organizational connectivities Standardize and better support all similar networks

Seniors

Early child development

Healthy lifestyles Build on this capacity and bring on additional partners to help champion these efforts

o The most complex discussion has been the Family Resource Center Thanked staff for their expertise and input The partnership with VanDyke Public Schools and Thompson Center has been successful There are financial deficiencies we are facing at [Washington Academy] Assessing the lease that expires August 2020, looking at operational options with Corporation

Counsel and Finance to modernize the lease We have attempted to meet with leadership at Mount Clemens Community Schools and are

awaiting a response Critical to sustain Head Start operations in that facility Ensure compliance with all grant resources there Looking to create a more sustainable financial model The Action Centers have been one of the most inspiring points of service that we have done in

the past decade for disadvantaged communities throughout the County o Began series of conversations regarding structured protocols and operational expectations with division

directors With support of Human Resources, facilitated a series of meetings to understand how we can

facilitate large group discussions with each division under MCA but also provide resources to illustrate a standard level of service engagement and expectation of all employees

Critical because we are an outwards service providing agency

Ensure all employees know what professional expectations are with individuals who come here

Working with HR to refine the core missions and values and how we explain, promote, and engage staff in cultivating those to develop a dynamic workplace that is welcoming and inviting for all

Ensure accountability o Applaud Sheila Cote’ as she started with the Office of Senior Services in a difficult time

Sheila and her team have done an exceptional job transitioning in a department that has been without a leader

o Met with Linda Azar and the Head Start team We have one of the most celebrated Head Start programs in the state of Michigan The County Executive will be doing a site visit

This will provide the Executive with an operational assessment

Providing support and cultivating services in these facilities in these communities is invaluable to sustain these dollars that come from our partners

o Impressed with the CDBG programs and what Stephanie Burgess is looking at doing in the communities o In the Health Department, Bill Ridella and Krista Willette have been very gracious with their time in

preparation for accreditation Looking at 2020, ensuring that the Health Department continues their rise in responding to critical

needs of public health Developing the aspirational culture to modernize operations to engage the public on a number of

emerging health matters

McClaren and the spike in Legionnaires’ disease

St. Clair Shores and the spike in lead copper testing standards Bill and his team have done an exceptional job of putting together a list of proactive resources

Call center

County wide communication strategies The medical examiner was reaccredited by the National Association of Medical Examiners The Health Department’s Nurse Family Partnership received an allocation of $270,000 from the

state of Michigan to expand the Nurse Family Partnership program Mr. Rea provided an update on MSUE, thanking Ed Scott for being gracious with his time and expertise. Mr. Rea provided an update on the implementation of the class and comp study. Discussion ensued. Tom Kalkofen referenced the minutes from September in which the board’s concern was stated relating to leases for the outreach centers and other facilities and their responsibility or liability having approved those leases. The board had requested that all the leases and activities be looked at and the board be kept informed since expenses, especially at the FRC, have been so high. Mr. Kalkofen continued, asking, as board members, is our liability covered by the County if any of us were to be deposed, and what is the extent of the liability or responsibility of the board members. Mr. Kalkofen continued by requesting, during all the processes, that service be the focus of improvement. It is critical to recognize the autonomy of the agencies providing the service. The discussion about consolidating and creating a new organization may be alright to look at but would not be recommended as an outcome. The ability to provide services to the people that need them and to be as flexible as possible, is based on their ability to understand what they’re doing and not have to navigate through layers of administration to get approval to do something they should be able to do on their own. Mr. Rea responded to Mr. Kalkofen, stating that creating a new organization is not being considered. Discussion ensued. Chair Amenta stated that as an advisory board, we cannot approve something. We give our input, but it is not going to stop an action that was proposed. Concerns were stated regarding the Family Resource Center and how that was brought to the board; it seemed as though it was a foregone conclusion. It all sounded good and still is good on paper – it’s a beacon of community outreach; unfortunately, the way all that was negotiated is now coming back to hurt us. We certainly want to keep the idea of it and improve the financial aspects of it. Ms. Amenta thanked Tom Kalkofen for looking out for the members. She continued by reiterating the board’s question as to what our liability or responsibility is. Mr. Rea responded that he would get insight and provide clarity directly from Corporation Counsel on the liability associated with the advisory role provided to MCA by board members. He stated that members were welcome to call him or Corporation Counsel directly, as well. Ms. Amenta provided an update on Monica Bihar-Natzke’s husband. Monica communicated to Denise that is still willing to chair the Program & Planning committee meetings. Additional updates by Ms. Amenta:

The next Community Action Engagement Council at the Max Thompson Family Resource Center is Wednesday, November 6th

o All are welcome o It’s an opportunity for us to hear from our customers and the community

Chairs of the committees o Michael Bruci has agreed to continue as the Budget Committee chair

o Monica Bihar-Natzke has agreed to continue as the Program & Planning Committee chair

Members were reminded of the following events: Elimination Raffle on March 12th – it’s the 25th silver anniversary Walk for Warmth, Saturday, February 29th, at Macomb Mall; it will be the 30th year for W4W Head Start is holding a strategic planning session at the MISD November 6, 2019

o Members are welcomed to attend Joe Cooke stated that we are due for a Community Assessment in 2020; a timeline will be developed with the plan to take it to Full Board in October 2020. This will lead us into Strategic Planning in 2021. Denise Amenta requested to be invited to planning meetings. Linda Azar informed the members that she has been asked to sit on the Food Secure Southeastern Michigan Advisory Cohort, which promotes food security in the region. Sheila Cote’ informed the members on the following:

The volunteer recognition breakfast will be held in January Updates are being made to onboarding volunteers The senior newsletter will be started up again

John Bierbusse updated the members on the accidental weapon discharge that happened in the Warren office of Michigan Works; no one was injured. Matthew Micinski stated that the Census 2020 information was shared with other counties; the following website has good information on the Census: becountedmi2020.com 9. Scheduled next meeting: December 10, 2019, Full Board Italian American Cultural Center, Romeo Plank Road 10. Adjournment John Bierbusse, supported by Matthew Micinski, to adjourn the meeting at 12:40 pm. Motion carried. Respectfully submitted, Karen Frasard

GRETCHEN WHITMER GOVERNOR

STATE OF MIcHIGAN

DEPARTMENT OF HEALTH AND HUMAN SERVICES LANS[NG

ROBERT GORDON DIRECTOR

December 19, 2019

Mr. Ernest Cawvey, Executive Director

Macomb Community Action

21855 Dunham Road, Suite 10

Clinton Township, MI 48036

RE: FY2019 Organizational Standards Monitoring Report - MVID: 1896

Dear Mr. Cawvey,

Thank you for the cooperation you and your staff extended to Theresa Kujawa during the Organizational Standards Monitoring Review conducted from August 13, 2019 to December 19, 2019.

Your staff was extremely helpful in responding promptly to requests for information. Enclosed is the

Organizational Standards Monitoring Report summarizing the review.

Summary of Organizational Standards Review:

Number of Met Standards: 50 out of 50 Number of Not Met Standards: 0 out of 50

Number of Observations Standards: 0 Number of Recommendations Standards: 0

If you have questions regarding this report, please contact Theresa Kujawa at 517-2414169.

Kris Schoenow, Executive Director Bureau of Community Action and Economic Opportunity

Enclosure

cc: Denise Amenta, Board Chair

Joe Cooke, Director Community Services

Karen Frasard, Operations Coordinator

Melanie Sanford, Deputy Director September Ward, CSBG Specialist Maddy Kamalay, Weatherization Specialist Viran Parag, Grant Manager Robert Haske, Financial Manager

Tony Bartlett, Financial Monitor Theresa Kujawa, Grant Monitor MVID: 1896

235 SOUTH GRAND AVENUE • P0 BOX 30037 • LANSING, MICHIGAN 48909

www.michigangov/mdhhs • 517-373-3740

Michigan Organizational Standards Monitoring Report FY2019 50017 Macomb Community Action MVID 1896

Maximum Feasible Participation

Consumer Input and Involvement

1.1 The department demonstrates low-income individuals' participation in its activities.

Met Description: Organizational Standard has been met.

1.2 The department analyzes information collected directly from low-income individuals as part of the community

assessment.


1.3 The department has a systematic approach for collecting, analyzing, and reporting customer satisfaction data to

the tripartite board/advisory body, which may be met through broader local government processes.



Community Engagement

2.1 The department has documented or demonstrated partnerships across the community, for specifically identified

purposes; partnerships include other anti-poverty organizations in the area.


2.2 The department utilizes information gathered from key sectors of the community in assessing needs and

resources, during the community assessment process or other times. These sectors include at mm: community, faith-based, private & public orgs and educational institutions.


2.3 The department communicates its activities and its results to the community.


2.4 The department documents the number of volunteers and hours mobilized in support of its activities.


Thursday, December 19, 2019 See CSPM 1300 Monitoring for CAP and TAP definitions and template Page 1 of 8

50017 Macomb Community Action MVID 1896


Community Assessment

3.1 The department conducted or was engaged in a community assessment and issued a report within the past 3

years, if no other report exists.


3.2 As part of the community assessment, the department collects and includes current data specific to poverty and

its prevalence related to gender, age, and race/ethnicity for their service area(s).


3.3 The department collects and analyzes both qualitative and quantitative data on its geographic service area(s) in

the community assessment.


3.4 The community assessment includes key findings on the causes and conditions of poverty and the needs of the

communities assessed.


3.5 The tripartite board/advisory body formally accepts the completed community assessment.


Vision and Direction

Organizational Leadership

4.1 The tripartite board/advisory body has reviewed the department's mission statement within the past 5 years and

assured that: 1. The mission addresses poverty; and 2. The CSBG programs and services are in alignment with the mission.


4.2 The department's Community Action plan is outcome-based, anti-poverty focused, and ties directly to the community assessment.




4.3 The department's Community Action plan and strategic plan document the continuous use of the full Results

Oriented Management and Accountability (ROMA) cycle or comparable system (assessment, planning, implementation, achievement of results, and evaluatuation). In addition, the department documents having used the services of a ROMA -certified trainer (or equivalent) to assist in implementation.


4.4 The tripartite board/advisory body receives an annual update on the success of specific strategies included in the

Community Action plan.


4.5 The department adheres to its local government's policies and procedures around interim appointments and

processes for filling a permanent vacancy.


4.6 The department corn plies with its local government's risk assessment policies and procedures.



Board Governance

5.1 The department's tripartite board/advisory body is structured in compliance with the CSBG Act: 1. Selecting the

board members as follows: At least one third democratically-selected representatives of the low-income community; One-third are local elected officials (or their representatives); and The remaining members are from major groups and interests in the community; or 2. Selecting board through another mechanism specified by the State to assure decision-making and participation by low-income individuals in the development, planning, implementation, and evaluation of programs.


5.2 The department's tripartite board/advisory body either has: 1. Written procedures that document a democratic

selection process for low-income board members adequate to assure that they are representative of the low-income community, or 2. Another mechanis


5.3 Not applicable: Review of bylaws by an attorney is outside of the purview of the department and the tripartite board/advisory body, therefore this standard does not apply to public entities.

N/A Description: N/A



5.4 The department documents that each tripartite board/advisory body member has received a copy of the

governing documents, within the past 2 years.


5.5 The department's tripartite board/advisory body meets in accordance with the frequency and quorum

requirements and fills board vacancies as set out in its governing documents.


5.6 Each tripartite board/advisory body member has signed a conflict of interest policy, or comparable local

government document, within the past 2 years.


5.7 The department has a process to provide a structured orientation for tripartite board/advisory body members

within 6 months of being seated.


5.8 Tripartite board/advisory body members have been provided with training on their duties and responsibilities

within the past 2 years.


5.9 The department's tripartite board/advisory body receives programmatic reports at each regular board meeting.



Strategic Planning

6.1 The department has a strategic plan, or comparable planning document, in place that has been reviewed and

accepted by the tripartite board/advisory body within the past 5 years. If the department does not have a plan, the tripartite board/advisory body wi


6.2 The approved strategic plan, or comparable planning document, addresses reduction of poverty, revitalization of low-income communities, and/or empowerment of people with low incomes to become more self-sufficient.




6.3 The approved strategic plan, or comparable planning document, contains family, agency, and/or community


6.4 Customer satisfaction data and customer in put, collected as part of the community assessment, is included in the strategic planning process, or comparable planning process.


6.5 The tripartite board/advisory body has received an update(s) on progress meeting the goals of the strategic plan/comparable planning document within the past 12 months.


Operations and Accountability

Human Resources Management

7.1 Not applicable: Local governmental personnel policies are outside of the purview of the department and the tripartite board/ advisory body, therefore this standard does not apply to public entities.


7.2 The department follows local governmental policies in making available the employee handbook (or personnel

policies in cases without a handbook) to all staff and in notifying staff of any changes.


7.3 The department has written job descriptions for all positions. Updates may be outside of the purview of the department.


7.4 The department follows local governmentproceduresforperformance appraisal of the department head.


7.5 The compensation of the department head is made available according to local government procedure.




7.6 The department follows local governmental policies for regular written evaluation of employees by their


7.7 The department provides a copy of any existing local government whistleblower policy to members of the

tripartite board/advisory body at the time of orientation.


7.8 The department follows local governmental policies for new employee orientation.


7.9 The department conducts or makes available staff development/training (including ROMA) on an ongoing basis.



Financial Operations and Oversight

8.1 The department's annual audit is completed through the local governmental process in accordance with Title 2 of the Code of Federal Regulations, Uniform Administrative Requirements, Cost Principles, and Audit Requirement (if applicable) and/or State audit threshold requirements. This may be included in the municipal entit/s full audit.


8.10 Not applicable: The fiscal policies for local governments are outside of the purview of the department and the

tripartite board/advisory body, therefore this standard does not apply to public entities.


8.11 Not applicable: Local governmental procurement policies are outside of the purview of the department and the

tripartite board/advisory body, therefore this standard does not apply to public entities.


8.12 Not applicable: A written cost allocation plan is outside of the purview of the department and the tripartite

board/advisory body, therefore this standard does not apply to public entities.




8.13 The department follows local governmental policies for document retention and destruction.


8.2 The department follows local government procedures in addressing any audit findings related to CSBG funding.


8.3 The department's tripartite board/advisory body is notified of the availability of the local government audit.


8.4 The department's tripartite board/advisory body is notified of any findings related to CSBG funding.


8.5 Not applicable: The audit bid process is outside of the purview of tripartite board/advisory body therefore this standard does not apply to public entities.


8.6 Not applicable: The Federal tax reporting process for local governments is outside of the purview of tripartite board/advisory body therefore this standard does not apply to public entities.


8.7 The tripartite board/advisory body receives financial reports at each regular meeting, for those program(s) the

body advises, as allowed by local government procedure.


8.8 Not applicable: The payroll withholding process for local governments is outside of the purview of the

department, therefore this standard does not apply to public entities.


8.9 The tripartite board/advisory body has input as allowed by local governmental procedure into the CSBG budget

process.





Data and Analysis

9.1 The department has a system or systems in place to track and report client demographics and services customers

receive.


9.2 The department has a system or systems in place to track family, agency, and/or community outcomes.


9.3 The department has presented to the tripartite board/advisory body for review or action, at least within the past

12 months, an analysis of the agency's outcomes and any operational or strategic program adjustments and improvements identified as necessary


9.4 The department submits its annual CSBG Information Survey data report and it reflects client demographics and

CSBG-funded outcomes.



Sincerely,

e

ris Schoenow, Executive Director

MDHHS-Bureau of Community Action & Economic Opportunity

GRETCHEN WHITMER

STATE OF MIcJIiG

DEPARTMENT OF HEALTH AND HUMAN SERVICES ROBERT GORDON GOVERNOR DIRECTOR

December 19, 2019

Ernest Cawvey, Executive Director

Macomb Community Action

21885 Dunham Road, Suite 10

Clinton Township, Ml 48036

RE: FY19 Programmatic Monitoring Report MVlD: 1897

Dear Mr. Cawvey,

Thank you for the cooperation you and your staff extended to the Bureau during the recent onsite

monitoring review August 13, 2019 through December 19, 2019. Your staff was extremely helpful in

responding promptly to our requests for information. Enclosed is the monitoring report, summarizing the

review of your Agency. There were no findings or administrative recommendations found during this

monitoring review.

If you have any questions regarding this report, please contact Theresa Kujawa at 517-241-1169 or

[email protected].

cc: Denise Amenta, Board Chair

Karen Frasard, Operations Coordinator

Joe Cooke, Community Services

Melanie Sanford, MDHHS-BCAEO Deputy Director

Theresa Kujawa, Grant Monitor

September Ward, CSBG Specialist

Maddy Kama lay, Weatherization Specialist

Viran Parag, Grant Manager

Bob Haske, Financial Manager

Tony Bartlett, Financial Monitor

Monitoring File MVlD: 1897

235 SOUTH GRAND AVENUE • PC BOX 3O037 LANSING, MICHIGAN 48909 wwwmichiqan.aov/mdhhs• 517-373-3704

Michigan Department of Health and Human Services

Bureau of Community Action & Economic Opportunity

Entrance Conference: 08/13/2019 Exit Conference: 12/19/2019

MDHHS/BCAEO Monitor: Theresa Kujawa, Programmatic Monitor

Agency Name: Macomb Community Action 50017

Agency Type: Private Non-Profit

Contact Person: Ernest Cawvey, Executive Director

Agency Address: 21885 Dunham Road, Suite 10

Clinton Township, Ml 48036

Monitoring Type: Programmatic Monitoring Review

Contract Series/Programs Contract Effective Dates

WAPL-50017-3 (FY19) 10/01/2018-09/30/2019

WAPD16-50017-3 (PY18) 07/01/2018-06/30/2019

CSBG 14-50017-6 (FY19) 10/01/2018-09/30/2019

Findings:

There were no Findings and no Administrative Recommendations.

Action Required:

There is no further action needed at this time.

Next Monitoring Visit:

Calendar Year 2020 for Fiscal Year 20 and Program Year 19

50017 Macomb Community Action (MCA)

2019 Programmatic Monitoring Report MVID 1897

SECTION I — AGENCY OVERVIEW

ENTRANCE CONFERENCE

The Michigan Department of Health & Human Services Bureau of Community Action and

Economic Opportunity (MDHHS-BCAEO, also referred to as the Bureau) Programmatic Monitor

Theresa Kujawa conducted a onsite review of the Macomb Community Action (also known as

MCA) beginning August 13, 2019 through December 19, 2019.

An Entrance Conference was held August 13, 2019 at Macomb Community Action. Attendees

included (Programmatic Monitor). Agenda items were discussed. We discussed the agency's

definition of self-sufficiency, Child support information is made available to clients, and use of

internal funds for a Weatherization job that needs to be reworked. Concerns that were

brought up by the agency was communication with the Bureau. The Agency is not getting

updates when things are uploaded to Sharepoint. Karen Frasard should be the main point of

contact and she does not always receive the emails. The agency is concerned as they have

indicated this on the Annual Agency Checklist and emails are still not getting sent to the

appropriate contact.

PRIOR YEAR MONITORING FOLLOW-UP

There were no concerns in this area.

TRIPARTITE BOARD INFORMATION

There were no concerns in this area. Macomb is a county agency with an Advisory Board. A

Board meeting was held on August 13, 2019 in which the Bureau's Programmatic Monitor

attended. The Board meeting was held according to Macomb's bylaws and a quorum was met.

An interview was held with Board Chair Denise Amenta. Ms. Amenta explained her role on the

Advisory Board in relationship with the agency as an ambassadorship for the agency and the

community and she is actively involved in board decisions. Ms. Amenta also ensured that the

agency stays focused on addressing poverty issues in the community by being engaged with the

agency meetings, community assessment, reports, and their mission.

INTERVIEWS During the visit, interviews were conducted with the Supervisory Staff, Human Resources, and

the Weatherization Program Manager. There were no questions or concerns in this area.

SECTION II— PROGRAMMATIC REVIEW

A random sample of Macomb's client files (for each MDHHS funded program that either

provided Specific Assistance to individuals/households or required a determination of client

eligibility) were reviewed for completeness, program adherence, appropriate documentation,

correct client income eligibility determination; and when applicable, correct client asset

eligibility determinations.

WEATHERIzATIoN PROGRAM — LIHEAP (WAPL16-50017-3) & DOE (WAPD16-50017-3)

Macomb exceeded the planned production of 104 Weatherization PY18 DOE completed jobs by

Thirteen (13) extra jobs.

Sixteen randomly selected files were reviewed for households that received Weatherization

services during the calendar year time periods of PY18 and FY19.

All sixteen samples utilized both DOE and LIHEAP dollars for the jobs.


CSBG Programs-(CSBG14-50017-6) FY19

Emergency Services-Rent/Mortgage Assistance

Ten randomly selected files were reviewed for households that received Rent/Mortgage

assistance during the FY19 time period.


Emergency Services-Utility/Fuel

Ten randomly selected files were reviewed for households that received Utility/Fuel assistance

during the FY19 time period.


SECTION III — SUMMARY AND CONCLUSIONS

An Exit Conference was conducted December 19, 2019 via phone. Attendees included Karen

Frasard, Joe Cooke, Julie Hintz, Ernest Cawvey, Linda Azar, and Theresa Kujawa. Topics

discussed focused on the review of case files with no additional questions or comments.

23 5 S OU T H GR A N D A V E N U E P O B OX 3 00 3 7 LA N S IN G , M IC H I GA N 4 89 0 9 w w w .m i ch i ga n .g o v /m d hh s 5 1 7 - 37 3 - 37 4 0

STATE OF MICHIGAN DEPARTMENT OF HEALTH AND HUMAN SERVICES

LANSING

February 25, 2020

Mr. Ernest Cawvey Macomb Community Action 21885 Dunham Road, Suite 10 Clinton Township, MI 48036 Re: STAR Report FY2019 Dear Mr. Cawvey The Michigan Department of Health and Human Services Bureau of Community Action and Economic Opportunity is providing you with your agency’s State Technical Assessment Report (STAR) for FY2019 which is attached to this letter and also available in your SharePoint Library.

SharePoint Library – Monitoring > State Technical Assessment Report (STAR) The STAR examines common Community Action Factors to determine an overall score which helps us and your agency with identifying appropriate training and technical assistance for performance improvements and capacity building. A detailed description of the STAR methodology and scoring criteria is listed in the report as well as a list of recommended training and technical assistance for FY20. The STAR Report results were used to prepare BCAEO’s FY20 monitoring plan, monitoring schedule, training and technical assistance plan, and communication plan that is available in SharePoint.

FY20 Monitoring Plan and Schedule (tentative schedule)

FY20 BCAEO Webinar and Meeting Schedule Please contact me at [email protected] if you have any questions about this report. Sincerely, Kris Schoenow, Executive Director MDHHS-Bureau of Community Action & Economic Opportunity cc: Board Chair BCAEO Staff MVID 2286

ROBERT GORDON DIRECTOR

GRETCHEN WHITMER GOVERNOR

http://www.michigan.gov/mdhhs

https://stateofmichigan.sharepoint.com/teams/dhhs/Collaboration/BCAEO/default.aspx

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Agency Name: Macomb Community Action DateMonitor Name: 09/10/19 - 2/25/20

4.33 Financial Stability

4.83 Financial /Quality Management Systems

4.50 Board Compliance

4.44 Program and Services (Past Performance)

4.40 Monitoring Evaluation of the monitoring findings.

4.00 Single Audit Reports

4.60 Leadership and Key Staff

5.00 Reporting and Timely Submission

5.00 Complaints

STAR Score for agency:

Recommended Training and Technical Assistance for FY20:

Evaluation of single audit reports related to any material misstatement, findings, and timeliness of the agency’s single audit.

Evaluation of key personnel, leadership experience, staffing change over, and employee capability.

Evaluation of the agency’s timely submission and accuracy for reports, plans, surveys, and statement of expenditures.

Evaluation of complaints received by the State Office.

Continued participation in BCAEO trainings/meetings/webinars

STAR Assessment

The STAR was conducted to prepare the upcoming fiscal year’s monitoring plan and schedule. The STAR Assessment's results can be updated throughout the year to ensure the State Office is providing quality training and technical assistance and appropriate monitoring and oversight. Typically, the STAR will be conducted on an annual basis.

Scale: 5 Stars - Excellent 4 Stars - Good Standing 3 Stars - Average 2 Stars - Moderate 1 Star - Needs Improvement

STAR Category Scores and Titles STAR Category Descriptions

Theresa, Tony, Chris

4.56 Good Standing

Evaluation of the size and complexity of grant awards and expenditures for each administered program.

Evaluation of financial systems, financial capability, and quality of the management systems.

Evaluation of board compliance which includes board governance, compliance, and tripartite board requirements.

Evaluation of past grant performance including planned versus actual results in CSBG.

STAR Status Key:

Excellent5

Good Standing4.99 - 4.00

Average3.99 - 3.00

Moderate2.99 - 2.00

Needs Improvement1.99 - 1.00

Recommended Training and Technical Assistance

Evidence shows a strong indication of many serious deficiencies. Serious deficiencies definition, as defined by the Office of Community Services, includes findings that the agency is not in compliance with Federal or State law, or agency’s bylaws; or that the agency has committed fraud, is in financial difficulty, or is not able to provide services.

The STAR is an evaluation of factors relative to the agency’s compliance obligations, considering laws and regulations, policies and procedures, standards, and contracts, as well as strategic organizational standards and best practices to which the agency has committed. In addition, the STAR includes the evaluation of factors related to the components, covering strategic, financial, operational, and compliance objectives.

Evidence includes consistent results from well-designed, well-conducted organizational capacity in administering and operating services and activities to reduce the causes and conditions of poverty and to help move low-income people to self-sufficiency.

Even when evidence includes consistent results from well-designed, well-conducted organizational capacity in administering and operating services and activities to reduce the causes and conditions of poverty and to help move low-income people to self-sufficiency, agencies with annual State Office Administrated grant funds that exceeds $2 million will be required to participate in annual onsite monitoring.

Evidence includes good results to determine the effects on organizational capacity in administering and operating services and activities to reduce the causes and conditions of poverty and to help move low-income people to self-sufficiency.

Evidence is sufficient to determine average effects on organizational capacity outcomes, but the strength of the evidence is limited by the number, quality, or consistency of routine practices in administering and operating services and activities to reduce the causes and conditions of poverty and to help move low-income people to self-sufficiency.

Evidence is insufficient to assess the effects on outcomes of organizational capacity because of limited number of quality or consistency in routine practices in administering and operating services and activities, deficiencies in conduct or internal controls, or lack of support documentation in administering and operating services and activities to reduce the causes and conditions of poverty and to help move low-income people to self-sufficiency.

A list of recommended training and technical assistance is provided to help the agency improve their STAR score, improve their performance, and build capacity. The agency has the discretion to select the most appropriate trainer and venue. BCAEO can provide some trainings and technical assistance.

STAR Methodology and Status KeyThe STAR provides a mechanism for identifying which factors represent opportunities and which represent potential pitfalls for agency capacity, compliance, and performance. The STAR is not intended to be complete in identifying or reporting every possible or significant threat at your agency, preventing possible deficiencies, or complying with all of the local, state, or federal related laws or regulations. As such, it is limited in scope and intended only as a starting point for identifying the best approach for training, technical assistance, and monitoring.