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The Idaho Model

The Idaho Model. CAPO Board Retreat April 2, 2013 Hilton Garden Inn Portland, OR. History. The state association was incorporated on August 8, 1969 under the name Idaho Community Action Directors, Inc.

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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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