Private CEEs

4.1: The governing board has reviewed the organization’s mission statement within the past 5 years and assured that:

1. The mission addresses poverty; and

2. The organization’s programs and services are in alignment with the mission.


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

4.3: The organization’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 evaluation). In addition, the organization documents having used the services of a ROMA-certified trainer (or equivalent) to assist in implementation.

4.4: The governing board receives an annual update on the success of specific strategies included in the Community Action plan.

4.5: The organization has a written succession plan in place for the CEO/ED, approved by the governing board, which contains procedures for covering an emergency/unplanned, short-term absence of 3 months or less, as well as outlines the process for filling a permanent vacancy.

4.6: An organization-wide, comprehensive risk assessment has been completed within the past 2 years and reported to the governing board.

Public CEEs

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 Result Oriented Management and Accountability (ROMA) cycle or comparable system (assessment, planning, implementation, achievement of results, and evaluation). 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 complies with its local government’s risk assessment policies and procedures.

How to Meet the Standard?

4.1: Strategic plan, mission statement, meeting minutes

4.2: Community Action Plan, Logic Model, Community need assessment

4.3: Certified ROMA Trainer on staff, Certified ROMA Implementer on staff, Documentation of working with a ROMA certified trainer, strategic plan, community action plan

4.4: Community action plan, meeting minutes, board pre-meeting packet

4.5: Meeting minutes, succession plan/ policy, 

4.6: Completed risk assessment, risk assessment policy

Sample Documents

4.1: Meeting Minutes from YCAN

4.2: Community Action Plan from Carbon County





4.4: TBD


4.5: TBD

4.6: Attend the Region 8 Risk Assessment webinars, utilize tools such as Nonprofit Risk Management Centers online assessment tool to complete a Risk Assessment 

 

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