CSBG Organizational Standards
This webpage links resources developed by CAPLAW to specific Community Services Block Grant (CSBG) Organizational Standards to help Community Action Agencies (CAAs) in their compliance efforts. For some Standards that we regularly receive inquiries about, we also include links to resources developed by the national Community Action Partnership. All of the resources developed by the national Community Action Partnership on the Standards are available on its website.
Note: CAPLAW is in the process of revising some of its resources pursuant to updates in the law; however, the concepts in these resources generally remain applicable.
4. Organizational Leadership
Standard 4.1
Private
The governing board has reviewed the organization’s mission statement within the past 5 years and assured that:
- The mission addresses poverty; and
- The organization’s programs and services are in alignment with the mission.
Public
The tripartite board/advisory body has reviewed the department’s mission statement within the past 5 years and assured that:
- The mission addresses poverty; and
- The CSBG programs and services are in alignment with the mission.
CAPLAW Resource:
- Mission Possible: Understanding & Developing an Effective Mission Statement, Fall 2010 CAPLAW Update. This article offers a CAA board a process by which it may assess and revise its organization’s mission statement.
Standard 4.2
Private
The organization’s Community Action plan is outcome-based, anti-poverty focused, and ties directly to the community assessment.
Public
The department’s Community Action plan is outcome-based, anti-poverty focused, and ties directly to the community assessment.
Standard 4.3
Private
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.
Public
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.
Standard 4.4
Private
The governing board receives an annual update on the success of specific strategies included in the Community Action plan.
Public
The tripartite board/advisory body receives an annual update on the success of specific strategies included in the Community Action plan.
CAPLAW Resource:
- Tools for Top-Notch CAAs. This six-section Tool is intended to assist boards and management in their collaborative efforts to build well-governed and effective CAAs. Section 1 Making Board Meetings Matter of the Tool discusses the structure of board meetings and provides some guidance as to when and how annual updates discussions may occur in a meeting.
Standard 4.5
Private
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.
Public
The department adheres to its local government’s policies and procedures around interim appointments and processes for filling a permanent vacancy.
Partnership Resources:
- The following webinars address planning tools for executive transitions, leadership succession models, development programs for future leaders, and organizational sustainability:
- The following Toolkits offer planning tools for executive transitions, leadership succession models, development programs for future leaders, and organizational sustainability:
- Preparing for Your Community Action Agency’s Future: Sustainability, Succession and Transition – Part 1. Organizational Sustainability Planning, Part 2. Executive Succession Planning, Part 3. Executive Transition Management (2012)
- Batter Up! Building Your Leadership Bench (2012)
Standard 4.6
Private
An organization-wide, comprehensive risk assessment has been completed within the past 2 years and reported to the governing board.
Public
The department complies with its local government’s risk assessment policies and procedures.
Partnership Resource:
- Nonprofit Risk Management Center Tool and Resources (2015). This resource provides CAAs with a comprehensive risk assessment tool along with risk management policies and resources.
CAPLAW/Partnership Resource:
- CAA Leader’s Legal Guide (2016). This Guide provides CAA leaders with an overview of the many legal requirements they will work with on a regular basis. Chapter Three: Financial Management of Federal Grants of the Guide includes a brief discussion of internal controls and links to internal controls resources.
CAPLAW Resources:
- Do the Right Thing: How to Cultivate a Culture of Compliance and High Ethical Standards, (2016 edition). This Guide demonstrates – through interviews with CAAs, links to resources from compliance and ethics experts, and sample documents – practical steps CAA boards and management can take to ensure that their organizations operate effectively and in compliance with the many requirements that apply to them.
This resource was created by Community Action Program Legal Services, Inc. (CAPLAW) in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Cooperative Agreement – Grant Award Number 90ET0441-02. Any opinion, findings, and conclusions, or recommendations expressed In this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families.