May 16, 2005

                   July 1, 2005 through June 30, 2006


Under the federal CSBG Act, states are allowed to use up to 5% of the total
federal award for discretionary projects. For SFY 2006, the maximum available
discretionary funding amount is $167,832.

The CSBG Act provides the following list of projects that are eligible for
discretionary funding:
             training and technical assistance to CAAs;
             coordinating state and locally managed programs that serve low-
              income families;
             supporting statewide coordination among CAAs;
             analyzing CSBG funding distribution to determine if funds are being
              granted to areas of greatest need;
             supporting asset-building services for low-income families
             supporting innovative programs conducted by CAAs to promote
              self-sufficiency and community revitalization;
             supporting state charity tax credits;
             supporting other activities consistent with the purposes of the
              CSBG Act.

The state administrative agency is given the authority in the CSBG Act to
prioritize and select discretionary projects. The process used by Department of
Human Resources (DHR) includes consultation with CSBG recipient agencies on
the development of the discretionary spending plan prior to final selection and
approval by the DHR Director.

The State CSBG Manager met with the CSBG Workgroup on February 28, 2005
and March 30, 2005 to receive input on the development of the proposed
discretionary spending plan for SFY 2006. (The CSBG Workgroup is a
committee consisting of CSBG agency directors and the State CSBG Manager
that meets approximately every six weeks. The workgroup assists the State
CSBG Manager to develop policy, organize training activities for CSBG directors,
and plan new projects for improving and expanding services.) CSBG agency
directors were provided with a final opportunity to review and comment on the
proposed plan before it was forwarded to the DHR Director for final approval.

Two goals emerged from the workgroup meetings. The first goal is to expand the
number of services available to families through the state’s community action
agencies. The largest portion of the available funds will be devoted to this effort.

Funding will be used to initiate new services that support families achieve greater

The second goal is to support agency capacity building. In the spring of 2005,
agencies were asked to complete a Community Action Agency (CAA) Self-
assessment Checklist to identify the attributes that they currently possess as well
as those that they are working toward acquiring. Based on this survey, the
capacity building portion of this proposal includes projects to strengthen the
capabilities of CAAs to function as the lead agencies in their community for
addressing poverty.

DHR will retain a small portion of the funds for emergency or other discretionary
projects. These funds will be open to both CAAs and other non-profit
organizations to address an emergency or critical need.

Specific budget amounts have not been assigned to each project area. The
Family Development Services category will be funded first. Funds remaining
after these awards have been made will be used to fund the Capacity Building
Projects, DHR emergency projects, or other projects identified during the project

Goal 1- Family Development Services (New Services to promote family self-

1.    Eligible Projects: New services are defined as services that an agency is
      currently not providing. A minimum of five projects will be funded from
      the following project areas:

      a. Case management;

      b. Core services in the areas of housing, employment, asset-building, life
         skills, and child care services not funded by the Child Care
         Development Block Grant;

      c. Services that meet other vital community needs based on a community
         needs assessment or the priorities of a local human service coalition;

      d. Projects funded in prior years that meet the above criteria; currently
         consisting of Churchill and Douglas County transitional housing case
         management and Lincoln County after-school childcare.

2.    Selection Process: The state CSBG Manager will convene a planning
      meeting with interested agencies prior to the July 1, 2005 grant year.
      Participants will be asked to outline their project and estimate the amount
      of funds needed. The group will provide technical assistance to each
      interested agency to help them refine their project. Following the meeting,

      proposals will be submitted to the DHR Grants Management Unit, which
      will review and rank the projects and determine funding levels.

3.    Project Design Components:

      a. Documentation of need;

      b. Plan to leverage funds;

      c. Plan for the program to become self-sufficient;

      d. Community engagement/partnering;

      e. Plan for how the program will be integrated with existing services;

      f. Outcome measures;

      g. Project budget, with a narrative describing how the CSBG discretionary
         funds will be used;

Goal 2 – Capacity Building (Projects to strengthen the capacity of
Community Action Agencies)

1.    Eligible Projects:

      a. Tripartite Board Training: Tripartite Board training will be provided to
         Tripartite Boards, CSBG Directors, and key staff. Training will cover
         Board by-laws, governance responsibilities in private and public
         organizations, and the role of the Board in working with the executive
         director, staff, and the community at large. Other community
         organizations will be invited. A library of Board training material will
         also be developed to provide resources for on-going training.


                At least six Boards will receive a comprehensive training.
                The training will be taped for use during future training.
                A Board training resource library will be developed.

      b. Community Strategic Planning: Rural CSBG recipient agencies will be
         provided with the opportunity to develop a strategic plan for assisting
         low-income families to achieve self-sufficiency. Other key community
         partner agencies will be invited to participate in the planning process.
         Where feasible, matching funds will be sought to help pay for the cost
         of the facilitator.


          At least two rural CSBG agencies will have an agency strategic
           plan for developing their capacity to serve low-income families.
          The plan will be used as the basis for developing future
           resources in the community by both the agency and the State
           CSBG program.

c. Family Case Management Scaling Tool: CSBG agencies will be
   provided with an overview presentation of the benefits and challenges
   associated with using a family case management scaling tool. If there
   are at least two agencies that are interested in pursuing this project
   following the presentation, specific assistance in developing a scaling
   will be provided. The scaling tool will have the capability to track family
   progress across self-sufficiency indicators selected by the agency and
   will be designed to be compatible with the agency’s case management
   system. A database or spreadsheet will be developed that will allow
   agencies to identify strengths and weaknesses in their case
   management process as well as gaps in services in the community.
   Other key community partners will be invited to participate in the
   project. Where feasible, a common tool will be adopted by all
   community partners. The State CSBG Manager and the participating
   agencies will jointly select the consultant for this project.


          At least two agencies will implement a scaling tool.
          The results of the project will be summarized and reported to
           the rest of the agencies in the state.
          The project will be available for replication by other agencies.

d. ROMA as a Management Tool: Funding to provide a one-day
   workshop focused on assisting CSBG agencies to develop effective
   outcome measures beyond the required CSBG indicators and how to
   use data to evaluate, manage, and improve programs. Worksheets
   and related written materials will be distributed to agencies to assist
   them in implementing the workshop concepts. Other community
   partners will be invited.


          The CSBG Workgroup will evaluate how to incorporate the
           material into the ROMA Reporting System.

         At least half of the participating agencies will develop indicators
          within three months of the workshop.

e. Annual Report: An annual CSBG report will be prepared that includes
   key data, accomplishment, and explanation of the CSBG service
   delivery system, and the goals of CSBG. The report will be distributed
   to the congressional delegation, state representatives, county
   commissions, community partners, federal partners, and interested
   members of the public. Funding will be cost shared with the Nevada
   Community Action Association (NCAA).


         An annual report will be completed and distributed to state
          legislators, congressional delegation, county commissions, and
          other community partners.


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