STATE OF MICHIGAN

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STATE OF MICHIGAN

• Bureau of Community Action Economic Opportunity

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BCAEO Productions
CAA
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To Our Presentation
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1st complete cycle of comprehensive monitoring
as of June 30, 2007
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RECAP OF RESULTS

• Findings Observations
• Administrative
• Programmatic
• Fiscal

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COMMON FINDINGS
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COMMON FINDINGSAdministrative
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COMMON FINDINGSProgrammatic

• CSBG Clients ineligible disallowed costs
• LCA Clients ineligible disallowed costs
• Wx provided services with expired application -
  resolved
• TANF Client eligibility no documentation
  (either proof of income or signed DHS-3043) -
  resolved
• Wx incomplete documentation - resolved

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COMMON FINDINGSFiscal

• Salary allocated rather than based on actual
  after-the-fact personnel activity reports.
• Cost allocation plan not approved by appropriate
  agency official.
• Financial Procedures Manual not reviewed/
  approved by board annually.
• Leave time not supported by documentation.
• No annual physical inventory taken to reconcile
  to general ledger.

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COMMON FINDINGSFiscal (continued)

• Incomplete inventory list.
• Cash bank accounts exceed FDIC insurance limits.
• Bank reconciliations not completed in a timely
  manner.
• Statements of Expenditures do not match general
  ledger accounts.
• Travel rates higher than state rates charged to
  DHS funding sources.
• IRS and Single Audit Financial Statements do not
  match.

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Common Findings Fiscal (continued)

• Audit Report not submitted by deadline.
• No free and open bid for single audit.
• Expenditures not supported by documentation.
• No cost analysis for awarding contracts.

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COMMON MISTAKES
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COMMON ERRORSAdministrative

• Board minutes do not mention that a quorum was
  present at meetings.
• No board training made available.
• Board does not perform an annual evaluation of
  its employee Executive Director.

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COMMON ERRORSAdministrative (continued)
Programmatic

• Personnel Policy Manual not up to date.
• No Annual Performance evaluations for staff.
• Various calculation errors (math errors)
• Inadequate proof of income
• Using net vs. gross benefits/wages
• Projecting 30-day future income rather than
  annualizing 12 months from proof of 90 day
  previous income (when annualizing is applicable
  CSBG)
• Annualizing income on less than previous 90-day
  income

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COMMON ERRORSProgrammatic (continued)

• Using benefit amount x 12 to calculate income
  when look-back period includes more than one
  benefit period/amount
• Using outdated poverty guidelines
• Using wrong household size
• Incomplete income documentation
• Using wrong number of months in income
  computations

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COMMON ERRORSFiscal

• Audit firm does not exit with the Board of
  Directors
• Audit is not put out to bid

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Common Errors(Fiscal continued)

• Bank reconciliation duties not separated.
• Outstanding checks past stale date.
• Agency does not check for vendor debarment.
• No positive efforts in bid packages.

Detailed matrix available
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INNOVATIVE PROGRAMS

• Ottawa County Community Action Agency
• Monroe County Opportunity Program
• Wayne-Metropolitan Community Action Agency
• Community Action Agency-Jackson, Lenawee,
  Hillsdale
• Oakland-Livingston Human Services Agency
• Eightcap, Inc.
• ACSET
• Economic Opportunity Committee
• Alger-Marquette Community Action Board
• Saginaw County Community Action Committee, Inc.

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COMMUNITY GARDEN PROJECT

• Ottawa County Community Action Agency

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This program is coordinated by ONE paid employee
and established with a 1,000 discretionary
grant, in response to a needs survey indicating
gastro problems in senior citizens because their
diets lacked fresh produce. With a host of
community volunteers, the project has flourished
with two master gardeners designing and
maintaining four gardens, including portable
grounds to increase crops and raised gardens to
accommodate disabled participants. Orchards in
the area have made their grounds available as
well, adding fresh fruits to Ottawa Countys food
distribution program. PLANT A ROW FOR THE HUNGRY
has resulted in collection of millions of pounds
of food from local citizens backyard gardens.
MSU has joined with Ottawa County CAA to add
From Garden to Lifestyle, taking community
children into the kitchen to teach them how to
integrate these foods into their daily diet.
Ottawa County CAA has offered to share this
experience with other interested agencies.
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A SHOPPING EXPERIENCE

• Monroe County Opportunity Program

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• Food distribution has actually become a shopping
  event for customers at MCOP.

MCOP food distribution staff arrange products in
their warehouse like those in a normal grocery
store. They have obtained several shopping carts
they stack at the entrance to the warehouse.
Clients enter, grab a shopping cart, and browse
the shelves at their convenience, choosing
whatever products they would like to eat, rather
than receiving a standard carton packed with
items they might never use. Warehouse staff are
on hand to pack their products in plastic or
paper bags and assist them with their packages if
needed. This approach to food distribution
used by MCOP transforms the experience from one
of accepting a handout, especially for seniors
who typically pride themselves for being
independent, to one of customers enjoying their
shopping experience.
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Events for a Healthy LifeWayne-Metropolitan CAA
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Food and Nutrition with a FlairWayne
Metropolitan CAA

• Fabulous Fruits and Veggies Family Night
  Instructional materials, recipes, a cookbook for
  kids, and lots of tasty fruits and vegetables
  were provided while parents received an
  informative presentation of obesity and how it
  affects the African American community.
• Mission Nutrition Event Provided low-income
  families with various exercises, food pyramid and
  several health recipes. Youth also participated
  by performing in health and nutrition skits.

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Lenawee Free Clinic For the
UninsuredCommunity Action Agency Jackson,
Lenawee, Hillsdale

• A free clinic (LMC) was founded in Lenawee
• County several years ago for the purpose of
• providing primary health care for ow-income
• uninsured adults in the area. About 10, or
• 9,900 residents, of Lenawee County are
• uninsured. In 2006, 1,130 (over 85 were
• women, many of them caregivers themselves)
• uninsured residents received medical services
• through the free clinic. Services included
• physical exams, lab tests, prescriptions, X-rays
• and referrals. The clinic is primary care giver
• for 621 clients. Services are extended to about
• 250 migrant workers every growing season as
• well.

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LENAWEE FREE CLINIC(continued)

• CSBG funds help provide direct services to these
  clients.
• CSBG also shares staff and building cost with the
  WIC program.
• CSBG funds are partnered with United Way, Blue
  Cross/Blue Shield, MDCH, and the Adrian Dominican
  Sisters.
• Over 25 doctors offices supply free prescription
  samples.
• Over 600 hours are donated by doctors.
• Local hospitals have provided more than 100,000
  in labs and x-rays.
• September 22, 2006, the agency received a
  Presidential Citation from
• the Michigan Osteopathic Association in honor of
  the volunteers and
• medical professionals who provide essential
  services to improve health
• and well being of the uninsured and medically
  underserved citizens of
• Lenawee County.

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COMPASSIONATE COLLABORATION

• Oakland-Livingston Human Services Agency

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SPECIALIZED CASE MANAGEMENT HIV/AIDS Home
Support Programs

• OLHSA collaborates with several agencies in its
  community (five counties are served by this
  program) to provide this program. Client Advocacy
  is the "gatekeeper" to service referral, bridging
  barriers between clients and obtaining services
  (many are offered as part of the Home Support
  Services program.  In partnership with Visiting
  Nurse Association, clients are provided with case
  management services to assist them in entering
  into a continuum of care rather than forcing them
  to go in search of many individual programs they
  need.  This is vital to clients' success as many
  people living with HIV/AIDS are dealing with a
  variety of other issues as well, including mental
  illness, depression, heavy addictions,
  illiteracy, and homelessness.  These problems
  alone can be barriers to obtaining
  life-sustaining assistance.
• Housing and utility assistance is available
  through HOPWA funds. HIV testing and counseling
  is provided through OLHSA's partnership with
  "AIDS Partnership Michigan."  In-home support for
  the medically fragile takes referrals from other
  agencies for clients who need light housekeeping,
  meal preparation, personal care, etc. 

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SPECIALIZED CASE MANAGEMENT HIV/AIDS Home
Support Programs

• Another aspect of the HIV/AIDS Home Support
  Program is nutrition counseling.  Dieticians
  provide nutritional assessments and information,
  body composition testing, vitamins and food
  vouchers to assist clients to realize and
  maintain an optimal body weight.  They encourage
  clients to break bad eating habits and educate
  them on what foods will help them strengthen
  their immune systems and maximize their body's
  ability to fight the HIV virus.
• Offered with these programs is what may be the
  most important aspect of this effort -
  transportation.  Several part-time drivers, who
  attend with compassion, provide door-to-door
  transportation - 18 hours per day, seven days per
  week. Drivers take clients to doctor
  appointments, support groups, etc.  Drivers
  literally assist clients in walking to and from
  their vehicles, attending them to their
  appointments.  Without the transportation
  program, many victims of HIV/AIDS would not
  receive or maintain a course of therapy so
  necessary to their continued survival.

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THRESHOLD ACADEMY

• Eightcap, Inc.s Unique Charter School

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Threshold Academy opened its doors in 1998 to
provide education and social development based on
a childs individual needs (individualized
instruction and a level playing field) . Last
year it moved from two portable buildings near
Turk Lake in Montcalm County to a generously
donated 20,000-square-foot former elementary
school in Ionia County. The new school has nine
classrooms and a gymnasium! Students receive
tuition-free instruction in small classrooms.
Breakfast and lunch programs, books and supplies,
all-day kindergarten, and door-to-door
transportation are also provided.
Threshold Academy is a public elementary school
serving children in grades kindergarten through
6th and chartered by Central Michigan University.
All are eligible to apply for enrollment, and no
tuition fee is charged. Students at Threshold
Academy are treated without discrimination.
2006-2007 Parent Handbook
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READ FOR RENTArea Community Services Employment
and Training Council Community Action Agency
(ACSET)

• "Read-for-Rent" is a program implemented by ACSET
  a few years ago. Basically, a parent attends
  school each day for one hour to read to their
  child(ren). In exchange, a parent receives a
  voucher for 100 toward rent expense (a maximum
  per family of 500).
• This program has demonstrated that it will
• Improve educational achievement of students
• Increase participation of parents in their
  child's education
• Assist in meeting the housing needs of low-income
  families and
• Increase family participation in school and/or
  community functions.
• A household must be at or below 125 of the
  poverty income guidelines at the time of
  application, and (a) child(ren) must attend
  either Sibley or Alexander Elementary Schools in
  Grand Rapids, Michigan.

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FAMILY SELF-SUFFICIENCY PROGRAMSaginaw County
Community Action Committee, Inc.Established in
2005HANDOUTS AVAILABLE

• Program uses a holistic approach to
  self-sufficency
• Client assessment (overall picture)
• Addressing self-esteem issues, domestic violence
• Case management, (suport, referral, emergency
  assistance)
• Counseling for education (GED equivalent)
• Resumes, cover letters, mock interviews
• Advice regarding proper clothing/appearance
• Job leads provided (partnering w/agencies)

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FAMILY SELF-SUFFICENCY PROGRAMSaginaw County CAC
(continued)

• BARRIERS to self sufficiency are
• Transportation agency provides some bus tokens.
  Also partners with local auto repair businesses
  to provide services at discounted prices.
• Legal Issues agency partners with Legal Aide
  for services to clients. Also partners with
  family advocates.
• Education agency partners with ETC to obtain
  GED within one year. If completed within one
  year the test is paid for. If not, agency
  provides client with an after care plan.
• Financial - agency provides budget counseling.
  Assists with utility arrearages, offers a food
  pantry.
• Resource referrals agency partners with several
  organizations, including His Ministry, the
  Salvation Army, St. Marys Hospital, and
  Greenpath Debt Solutions and many others.

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Recognizing a need for things we take for granted

• ECONOMIC OPPORTUNITY COMMITTEE

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Personal Hygiene PackagesEconomic Opportunity
Committee

• Agencies frequently encounter
• individuals or families who need
• certain things most of us take for
• granted. They may be homeless
• or simply have no funds to purchase
• what is necessary. EOC started a
• program with TANF funds to provide
• personal hygiene packages for
• eligible clients. These packages
• include items such as laundry soap,
• dish soap, hand soap, shampoo,
• conditioner, diapers, deodorant,
• toothbrushes, toothpaste, and various
• other necessities.

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Beautiful and Safe Communities For All

• AMCAB, INC.

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• Affordable Housing at Lost Creek Senior Community
• AMCAB and a private for-profit development
  company built this community, Lost Creek, in
  1997. Affordable apartments and townhomes for
  seniors are available in this 151-unit
  development in Marquette, Michigan. Rental rates
  for 90 of the 151 units are based on income.
  This rural housing development features a
  library, hair salon, crafts room, and comfortable
  lounge areas. Community nutrition congregate
  meals are prepared in the 7,000 sq. ft. community
  building as well as home delivered meals.

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• Affordable Housing at Orianna Ridge Family
  Community
• AMCABs second development is The Preserve at
  Orianna Ridge. This 80-unit housing project
  features 1 and 2 story apartments and town homes.
  All rents are based on household income, boasting
  20 units for residents with special needs.
  Individuals with developmental disabilities can
  live independ-ently while receiving assistance
  from other service providers in the area, to meet
  their day-to-day living needs.
• In addition to the special accommodations
  provided to residents of this project, AMCAB
  applied for discretionary funding to provide
  internet access to its residents. A small fund
  was granted to wire each unit for internet
  access, as well as five depots in the community
  center. Access to the internet enables
  low-income residents to search for employment,
  create a resume, etc. while special needs
  individuals and families are given access to the
  world outside their homes and frequently the
  ability to earn income as well.
• The Preserve at Orianna Ridge won an honorable
  mention in the 2005 national award program
  sponsored by the Affordable Housing Tax Credit
  Coalition.

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Some Best Practices
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ADMINISTRATIVE

• Management
• Human Resources
• Payroll
• Procurement
• Outreach
• Intranet Technology

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MANAGEMENT

• Systems Approach Improved Customer Service
• The Executive Director at AMCAB has taken a
  systems approach to
• operating the agency in the past few years.
  Personnel are assigned by
• function rather than by department. Each
  function manager (not
• necessarily program manager) oversees specific
  functions of the
• agency. Every week the function managers meet
  with the Executive
• Director to go over responsibilities. This
  avoids duplication of effort, turf
• issues, and frees up more precious time.
  Everyone works for AMCAB, not
• some for Head Start, some for Nutrition, Housing,
  etc.
• AMCAB also developed a customer service survey
  in January to send out
• To past clients. The results of the survey
  indicate what direction the agency
• should be going in as well as highlighting any
  service areas needing
• improvement.

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MANAGEMENT

• The Director of Macomb County Community Services
  Agency sees his function as taking service in the
  agency to a higher level, job development,
  leadership training, etc. for agency staff and
  introducing new processes for better efficiency
  and more effective results. He wants to know
  that the agency is making a difference and
  leaving things in a better place than where he
  found them. His commitment to helping people
  succeed is passionate, like many other directors
  and agency staff DHS has interviewed.

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MANAGEMENTCapital Area Community
ServicesPathways to Self Sufficiency Workshops

• CACS services are all part of Pathways to Self-
• Sufficiency, a summer project which started as a
  
• partnership with DHS in 2000. This project
• focuses on strengthening family units through
• prevention and self-directed techniques to
  problem
• solving and goal setting. The programs provided
• are
• Stabilization
• Support
• Growth

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Pathways to Self SufficiencyCapital Area
Community Services (continued)

• In order to receive any services from CACS,
• An applicant must first attend a Growth program
• workshop. All of the GROWTH programs are
• Designed to educate clients and give them
• Skills to move them toward self-sufficiency.
• The goal of the GROWTH programs is to move
• people to self-sufficiency by giving them the
• skills and education they need to move out of
• poverty. CACS staff are committed to this
• mission and have come together as an agency
• by emphasizing that they actually can make
• a difference in their clients lives.

From Childhood Obesity to Senior Nutrition
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HUMAN RESOURCESNortheast Michigan Community
Service Agency, Inc.

• Success in the workplace is determined by
• many factors with goals of avoiding perform-
• ance problems and the need to terminate
• employees.

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Human ResourcesNEMCSA

• Components of a successful workplace include
• Good hiring practices
• Thorough orientation to the job and the agency
• Well written job descriptions
• Comprehensive training
• Solid Personnel policies
• Consistent practices
• Give employees an opportunity to improve behavior
• Dismissal as a last resort

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Performance Evaluation SystemNortheast Michigan
Community Services Agency, Inc.

• This evaluation system includes 4 types of review
  forms
• Employee Assessment Review used quarterly for
  new hire orientation, changes in position, and
  promotions
• Employee Disciplinary Report (with follow up)
  used to reprimand employees who are exhibiting
  performance problems. Includes a description of
  violation, plan of action, consequences if
  behavior does not change. Follow up section used
  specifically for probation and/or after
  suspension.
• Self-Evaluation allows employees to reflect on
  their accomplishments, ask for needed training,
  and set goals for upcoming year. Used as a basis
  for discussion during evaluation.
• Employee Performance Evaluation administered
  annually designed to evaluate and improve
  employee performance and motivation. Also a link
  to compensation, identifying training needs and
  provides a format for setting goals and
  recognizing accomplishments.
• Handouts available.

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Human Resources Policy Saginaw County Community
Action Committee, Inc.
Human Resources Issues, Tools and Tactics

• Saginaw County CAC has recently developed a
  Personnel Policy Manual. The manual is very
  thorough regarding human resource issues and is
  very well done. Two areas of particular
  excellence are
• STANDARDS FOR EMPLOYMENT
• Security Clearance Check
• Criminal Records Check
• Medical Examination (including TB screen)
• Residency Requirement (establish and maintain
  residence within the county)
• PROBLEM SOLVING AND GRIEVANCE PROCEDURE
• Saginaw County Community Action Committee, Inc.
  believes that the employer-employee relationship
  should be one based on mutual respect and a
  genuine appreciation for interdependency on each
  other.

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Human Resources Policy Saginaw County Community
Action Committee, Inc.

• Grievance procedure is defined as a work related
  dispute, difference,
• disagreement or complaint which arises during the
  course of
• employment.
• Highlights
• Oral discussion with supervisor
• Written appeal to dept (component) head
• Appeal to Executive Director
• Appeal to Grievance Committee
• Comprehensive handouts available for both
  practices

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Time sheet

• The development of this form came from need,
  research, group input and many drafts. Its
  success came from the willingness of the
  employees to accept and implement the form. The
  Administration staff developed the form but the
  entire Agency is responsible for its success.
  
• Madeleine Olszak, Macomb County Community
  Services Agency

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(No Transcript)
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Personnel Activity Report

• Macomb County Community Services Agency (MCCSA)
  developed the current Personnel
• Activity Report (PAR) in response to the
  increasing demand for accountability for accurate
  time
• charges against multiple programs.
• MCCSA researched types of forms being used by
  other Community Action Agencies in the area
• and asked their auditors for advice regarding
  what is expected of a time sheet or personnel
• activity report. Armed with this information,
  several drafts were presented to supervision for
• comments and suggestions. The final product was
  implemented in January 2006. After using
• the initial PAR for two payrolls, some further
  tweaking took place and the final product was put
  
• into permanent use by all employees of the
  Agency.
• The major aspect of the PAR that makes it work
  for us is the adaptability of the form for all
  the
• different programs within our Agency. It meets
  all the required needs to break time down to
• activities. The Program/Activities section is
  blank and filled in by each group to meet their
• specific needs. It is available to staff in
  Microsoft Excel spreadsheet format and can be
  pro-
• grammed to calculate time and percentages for
  each activity. The three signatures meet any
• monitoring/auditing requirements for
  verification/legitimacy of charges to any program
  the
• employee, their immediate supervisor and another
  group supervisor or the director, assistant
• director, or fiscal administrative assistant. It
  also makes staff aware of the time they are

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PROCUREMENTCAA-Jackson, Lenawee, Hillsdale
For a copy of the in-depth procurement policies,
please send an email to pmullaly_at_caajlh.org
HAND OUT OF PROCUREMENT FORM AND
SUMMARY OF POLICIES AVAILABLE
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PROCUREMENTCAA-Jackson, Lenawee, Hillsdale
(continued)

• Summary of Purchasing Policies
• All procurement shall be acquired through open
  and free competition whenever practical and
• possible.
• Positive efforts shall be made to use small
  businesses, minority-owned and womens businesses
• when possible.
• All procurement must be based on an approved
  budget.
• All Program Directors shall have authority to
  initiate purchases or may delegate authority to
• purchase.
• A completed Purchase Order (PO) is required for
  every transaction over 50. Must be signed by
• requestor and approved by program director and
  the Finance Director or designee.
• Cost/price analysis must be documented and
  attached to PO.
• Competitive bidding should be used whenever
  possible. (telephone bids and solicitations for
• proposals).
• Sole source solicitation of proposals is
  acceptable when competition is determined
  inadequate
• or after unsuccessful solicitation from a
  number of sources. Must be minimized and
  justification
• must be documented.
• Use of selected vendors may be up to three
  years. Contracts should be reviewed annually.
  New
• bids should be generated at the end of any
  three-year term.

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OUTREACH

• Mid-Michigan Community Action Agency takes a
  unique approach to
• Outreach Services. Management recognizes the
  importance of its first-
• line staff by providing outreach coordinators
  in all 6 locations, who
• view their function to be
• To provide as much service as they can
• To oversee the outreach office and ensure the
  agency is well represented in the community
• To advocate for low-income people
• To provide everything from intake to fundraising
  (no DHS funds used in fundraising of course!)
• To help people with their needs
• Empowered by managements confidence in its
  outreach staff, the
• coordinators take their work very seriously.
  They are all very involved in
• their communities and each and every coordinator
  is committed to serving
• the agencys clients with respect and ultimate
  success.

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Mid Michigan CAA Coordinators are committed
to

• Giving clients the knowledge and resources they
  need rather than just the money, and treating
  them with respect.
• Helping with emergencies to get them back on
  track.
• Providing fast resolution to problems services
  have changed from chronic to one-time clients.
• Working with community partners to provide new
  and existing programs.
• Getting people back on their feet after a major
  crisis (i.e., job loss, homeless, medical
  emergency).
• Handouts regarding intake process, client file
  order, and various position descriptions are
  available.

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OUTREACH STATEWIDE

• Outreach Services throughout the state are
  commended for their apparent
• dedication to providing the best services
  possible to agencies clients.
• Unmistakable in every visit to every outreach
  center is the passion and
• devotion for meeting client needs and helping
  them succeed.
• Outreach staff are where the rubber meets the
  road.
• Unfailingly, they continue to exemplify
  teamwork,
• community, collaboration and innovation.

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Intranet TechnologyCAA Jackson, Hillsdale,
Lenawee

• CAAJLH hired an IT contractor to design and
  implement an agency Intranet
• an internal computer network that uses Internet
  protocols to establish network
• connectivity to securely share agency information
  and operations with agency
• employees. This allows for very quick
  communication of agency news to its
• employees. It is especially useful to any
  agency with multiple service
• centers.
• The intranet also gives employees access to
  internal data that is used for
• Grant applications and as a general reference
  resource. Employees have
• varying levels of security which allows limited
  access to sensitive information.

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PROGRAMS
Weatherization
Earned Income Tax Credit
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Weatherization Services
Weatherization Services Don Tramontin,
Dickinson-Iron Community Services Agency, Iron
Mountain
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WEATHERIZATIONDickinson-Iron Community Services
Agency

• What helps us meet our production goals is
• Experienced weatherization program-specific
  contractors and
• inspectors.
• Quality inspections
• Fair/timely pay
• An abundance of weatherization program specific
  trained contractors
• Large backlog of applicants

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File ProcessSouthwest Michigan
Community Action AgencyHANDOUTS AVAILABLE

• Folder process starts with the file checklist
  attached to the back of the
• folder. As work is awarded or completed, boxes
  are filled in to show
• progress.
• Intake side of Folder
• Electronic application
• Income Worksheet
• Proof of Income
• Proof of Ownership or Landlord Agreement
• Copies of fuel consumption for past 12 months
• Current utility billing
• Other (Copy of Energy Action Letter, IDs, etc.)

64
File ProcessSouthwest Michigan
Community Action Agency

• Weatherization Work side of folder
• Copy of Electronic BCJO once job is completed and
  post inspector, etc. have signed off
• Pictures or drawings from the inspectors
• Copy of NEAT
• Billings for the job
• Decision Notice copy (pink)
• Appeals Sheet (salmon)
• Client Plan of Action (gold)
• After job is completed, the following are sent to
  client
• Follow Up letter
• Energy Action Letter
• Survey

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Weatherization BCJOWayne County Weatherization
Program

• While discussing the program files and practices
• implemented by Wayne County Weatherization,
• the Bureau learned that the Weatherization
• Manager, Mary Wilson, further enhanced the new
• electronic BCJO by linking an invoice to this
  form.
• Contractors who are all now using the electronic
• BCJO are creating their invoice at the same time,
  
• eliminating the need for duplicate data entry.
• Great idea!

66
EITC PROGRAM FILES Handouts available

67
EITC PROGRAMNortheast Michigan Community Service
Agency

• NEMCSA received funding from both CSBG-T and
  TANF-E to prepare tax
• returns for eligible citizens who qualified for
  an Earned Income Tax Credit in
• The agency EITC program coordinator, Michelle
  Smith, indicated they
• did hire some part-time staff to prepare taxes.
  They were going to try to find
• more volunteers in future years.
• Michelle recommends obtaining basic tax training
  from HR Block to increase
• ability to serve clients more efficiently. She
  would also like to see more
• Michigan tax forms training made available.
• Michelle developed NEMCSA forms for interviewing
  clients. Her work on this
• project is exemplary. She took the initiative to
  obtain HR Block basic tax
• training in order to better serve NEMCSA clients
  and has developed very
• thorough and accurate client files without
  mandates from either funding
• source.

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The End
Thats All Folks!