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The Idaho Model

Learn about CAPAI's history, membership structure, administrative oversight, grantee and CAPAI responsibilities, positives, challenges, and more. Explore how CAPAI supports its community action agencies.

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The Idaho Model

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  1. The Idaho Model CAPO Board Retreat April 2, 2013 Hilton Garden Inn Portland, OR

  2. History • The state association was incorporated on August 8, 1969 under the name Idaho Community Action Directors, Inc. • On March 27, 2003, the name was changed to Community Action Partnership Association of Idaho.

  3. Membership • CAPAI’s membership consists of six Community Action agencies and two special purpose agencies. • The six Community Action agencies and one special purpose agency receive CSBG pass-through funding.

  4. Administrative Oversight • The first year that CAPAI provided CSBG administrative oversight was 2003. • The Idaho Department of Health and Welfare approached CAPAI to provide this service for two reasons: • Program knowledge • State budget reductions made staffing reductions necessary

  5. Structure Idaho Department of Health and Welfare Community Action Partnership Association of Idaho Seven Direct Service Provider Agencies

  6. Grantee Responsibilities • Annual monitoring of CAPAI • Attendance at on-site monitoring reviews of Direct Service Provider agencies • Review and submission of the CSBG State Plan to HHS • Review and submission of the IS Report to NASCSP • Approval and payment of reimbursement requests by CAPAI and Direct Service Provider agencies

  7. CAPAI Responsibilities • Draft CSBG State Plan with DSP input; • Host public hearing for CSBG State plan; • Provide T & TA through RPIC grant; • Compile IS Report and submit to IDHW for review and submission to HHS; • Respond to NASCSP data cleaning request(s); • Draft CSBG Manual and submit to IDHW for review; • Provide support to DSP staff through individualized T & TA;

  8. CAPAI Responsibilities, cont. • Hosting and maintenance of web-based program participant database; • Identify resources available to augment DSP programs; • Update compliance monitoring tools and submit to IDHW for review and approval; • Compliance monitoring (3 year cycle) with IDHW Contracts and External Resources Team staff; and • Draft initial, interim, and final compliance monitoring reports for review and approval by IDHW.

  9. Positives/ Challenges • Ability to advocate for DSP agencies; • Ability to have input on program direction; • Ability to provide program expertise to assist IDHW and DSP staff; and • Ability to identify issues in-network. • Inability to make program decisions; • Inability to be the final decision-makers; • Dependent on IDHW for communication regarding funding; and • DSP staff perceptions of us vs. them.

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