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2019 Grant County Board of County Commissioners PENW Lite Assessment
Table of Contents
Organizational Profile Pages 1-5
Criteria 1 Leadership Pages 1-2
Criteria 2 Strategy Pages 3-4
Criteria 3 Customer Focus Pages 4-5
Criteria 4 Measurement Pages 5-6
Criteria 5 Workforce Pages 6-7
Criteria 6 Operations Pages 8-9
Criteria 7 Results Pages 10-12
Organizational Chart
Glossary
Attachment A Intent to Apply
BOCC Signature Page
Grant County BOCC 2019 Lite Assessment Organizational Profile Page 1
P1. ORGANIZATIONAL PROFILE - What are your key organizational
characteristics?
Scope of the Lite Assessment: The Grant County Board of County Commissioners (BOCC)
Commissioners' Office (BOCC-CO)
a. Organizational Environment
The Grant County Board of County Commissioners — Commissioners' Office (BOCC-CO) is responsible
for the contracting and grant management activities for the Washington State Consolidated Housing
Grant (CHG) and local Document Recording Fees (collected by the Grant County Auditor's office). All
state housing resources procurement, planning and management functions are performed by the
Administrative Services Coordinator (ASC), who is a direct report to the three Grant County
Commissioners.
(1) Mission, Vision, Values:
The mission of Grant County is to meet current and future needs, serving together
with public and private entities, while fostering a respectful and successful work
environment
The Board of County Commissioners is the executive and legislative authority for Grant County and as
such strives to meet the mission statement, additionally their values commitment is that they strive to
assure that the business, services and functions of the county proceed with efficiency and integrity,
using sound judgment and best practice.
BOCC — Core Competencies
As demonstrated b
Transparency
Public record requests, employment of Public
Records officer. Website and publishing of minutes.
Accountability for highly regulated funding sources
Clean annual audits.
BOCC Commissioners' Office — Core Competencies
Stewardship of State and County resources to the benefit of Grant County
Coordination and pass through administration of
vulnerable citizens
State and County housing and homelessness
resources.
Accountability for highly regulated funding and resources
Clean annual audits by Washington State
Department of Commerce. Quarterly performance
re orts.
Transparency
Communication with State and local providers on
resource status and grant management issues as
they arise.
Support and advocacy of Grant County housing and homelessness response
Working with providers and the Grant County
Homeless Task Force to plan for and manage the
Grant County homelessness response.
(2) BOCC-CO Homeless Services:
The Commissioners' Office uses its legal and regulatory authority to secure the Washington State
Housing and Homelessness resources of the Consolidated Homelessness Grant (CHG) and Document
Recording fees to then plan for, distribute and contract for housing and homelessness services with local
providers.
Grant County BOCC 2019 Lite Assessment Organizational Profile Page 2
Program Services
Components, mechanisms
Description
Funded By
Housing and Homeless
Coordination with HAGC for
Applying for funding from
CHG,
resources procurement
development of the Homeless
Department of Commerce.
Document
for Grant County
Assistance Plan and provide to details
Coordinating with GC Auditors
Recording
homeless services
for CHG application. Work with
Office on contracting approach
Fees
auditors on details for Document
and standards for Document
Recording fee contracts.
Recording fees.
Contracting and grant
Procurement, performance reporting,
Implement and meet guidelines
CHG,
management to support
compliance monitoring and auditing of
of the CHG as established by
Document
local homeless, housing
sub -grantees. Close out at end of
Commerce.
Recording
services
grant term. Conducted by ASC.
Fees
Advocacy for Grant
GC Commissioner membership on
The BOCC demonstrates
Document
County responses to
Grant County Homeless Task Force.
visible support for the
Recording
homelessness
Homeless Task Force of Grant
Fees
County.
(3) Workforce Profile:
Jill Hammond, Administrative Services Coordinator (ASC) has been employed by the BOCC since 2008,
in the ASC position since Feb 2018. The Grant County Board of Commissioners Administrative
Services Coordinator is the point person for contracting with two Grant County housing and homeless
service agencies, the Housing Authority of Grant County (HAGC) and New Hope Domestic Violence
Shelter. The three grant County commissioners directly supervise the activities of the Administrative
Services Coordinator. The ASC attends the bi-monthly Elected Official Department head Meeting.
(4) Assets:
No capital assets are managed by BOCC-CO as part of the services provided.
(5) Regulatory Requirements:
The BOCC Commissioners' Office operates in a highly regulated environment. The CHG and
Document Recording fees regulatory compliance are the responsibility of the ASC and audited by
program funders including Commerce and Grant County Auditors. CHG Service contracts must
adhere to Washington State Department of Commerce (Commerce) Guidelines for the
Consolidated Homeless Grant Jan 2019. Document Recording Fees must adhere to RCW guidelines
as interpreted in Washington State Document Recording; Fees for Homelessness, Washington
State Association of Counties Human Services, Oct. 2018.
The County Accounting Department follows Generally Accepted Accounting Principles
(GAAP) and abides by our board- approved and state and federal mandated fiscal policies.
An annual fiscal audit is completed by the Washington State Auditor's Office in accordance
with Title 2 of the Code of Federal Regulations, Uniform Administrative Requirements, cost
principles, and presented to the BOCC.
Legal and Regulatory Environment Grant County Housing and Homelessness Programs
Regulatory Requirement
*Regulatory Body and Standards
Program and operational requirements
HUD, WA Dept. of Commerce
Financial regulations
IRS, OMB, GAAP
HR standards
OSHA, EEO, ADA
Industry accreditations, certifications,
compliance
WA Dept. of Commerce, County Health Dept. Fair Housing Act
Grant County BOCC 2019 Lite Assessment Organizational Profile Page 3
b. Organizational Relationships
(1) Organizational Structure:
The Board consists of three Commissioners, all residents of the county, one from each of the
three Commissioner districts. One Commissioner is Chair of the Board. The Commissioners'
Office staff includes an Administrative Services Coordinator, the Clerk of the Board, Deputy
Clerk of the Board, and a Public Records Officer.
(2) Customers and Stakeholders
The Grant County Commissioner's Office acts as a pass through agency to direct CHG resources
and local document recording fees to the Housing Authority of Grant County (HAGC) and New
Hope, the only homeless service providers located in Grant County. The CO and the ASC do not
lead or even staff the regions response to homelessness (Homeless Task Force of Grant County);
the CO role is as an enabler of procuring and directing resources to support HAGC and New
Hope. Therefore the high level customers of the CO are the Washington State Department of
Commerce (Commerce) and the Grant County Auditor's Office, who rely on the ASC to provide
contract management services to implement their resources (CHG and Local Document
Recording Fees). The other customers are the HAGC and New Hope, which rely on the ASC to
procure resources on their behalf to enable the agencies to survive.
External
Key requirements expectation:
customers:
Funders Department of Commerce,
Resources will be managed responsibly and according to guidelines. Grant
Grant County Auditor's Office
management structures are in place and can assure sub -grantee performance
meeting state guidelines. CHG Lead grantees are required:
Submit Local Housing Plan every five years;
Submit Annual County Expenditure Report;
Submit Point in Time Count
Submit HEN Essential Needs Report;
Document staff training requirements;
Manage sub -grantee requirements including: manage user access for Benefit
Verification System Requirements (BVS),maintain interested landlord list,
quarterly Outreach to Landlords
Provide Sub -Grantee risk Assessment and Monitoring
Review Sub grantee Performance Requirements
Sub -recipients: HAGC and New Hope
Quality programs and services, collaborative processes. That BOCC-CO will keep the
sub -grantees informed as to changes in grant conditions and requirements.
Stakeholders:
Key expectation:
Homeless Task Force of Grant County
Grant County participation in Grant county homeless planning and advocacy.
Persons who are homeless in Grant
Grant County will help secure resources to support services.
County
Grant County Citizens
Grant County will participate in the regional response to end homelessness
Grant County Homeless Task Force
Support from Grant county to create Grant County Homeless Housing Plan
(3) Suppliers, Partners and collaborators:
Grant County BOCC 2019 Lite Assessment Organizational Profile Page 4
The critical supplier of support resources is the Grant County Accounting Department. All other grant
management and monitoring functions are performed by the Administrative Services Coordinator.
P2. ORGANIZATIONAL SITUATION: What is your organization's strategic
situation?
a. Competitive Environment
(1) Competitive Position:
The BOCC are solely responsible for the administration of document recording fees. The BOCC is the
Lead Grantee for CHG by legislative mandate.
(2) Competitiveness Changes:
There appears to be conversations within the City of Moses Lake as to whether they should
have their proportion of fees dedicated to services of their choice (reducing the overall level
of document recording fees available to current grantees).
(3) Comparative Data:
BOCC-CO receives the HMIS services report on sub -grantee performance. Online comparisons with
other counties services performance are available as down load. No comparison data available as to
other lead grantees grant management activities nor are there known process standards.
a. Strategic Context:
Service
Strategic Advantages
Strategic Challenges
Housing and homeless
Small group of advocates to work with to
Could always use more resources,
resources procurement
complete applications. HAGC provides
With such limited resources any changes in
for Grant County
good leadership in procurement
distribution will have an adverse effect on
services
requirements (i.e. Homeless Plan)
providers. No new sources available or on the
horizon.
Contracting and grant
Have the structure in place as a recipient
The CO pays for ASC staffing as part of the
management to support
of a wide variety of county revenues from
general budget, not capturing the
local homeless, housing
federal and state funds.
administration funds available. Challenge
services
would be if Grant county resources are
reduced.
Advocacy for Grant
High political profile.
No local resources available.
County responses to
homelessness
b. Performance Improvement System:
Annual audit is conducted by the state auditor's office. The ASC reviews closeout audit, feedback
report and management letter.
Grant County BOCC 2019 Lite Assessment Organizational Profile Page 5
1 LEADERSHIP AND GOVERNANCE
1.1 SENIOR LEADERSHIP: How do your senior leaders lead the organization? [Page7 2019-2020
Excellence Framework]
(1) How do senior leaders set your organization's vision and values?
The Board of County Commissioners is the executive and legislative authority for Grant County and as
such strives to meet the Grant County mission statement. Additionally the BOCC has established a
mission, vison statement specifically for the Office of the Commissioners.
"The mission of Grant County is to meet current and future needs, serving together with
public and private entities, while fostering a respectful and successful work environment.'
The mission/vision of the Commissioners' Office (CO) is to "assure that the business, services
and functions of the county proceed with efficiency and integrity, using sound judgment and best
practice."
The County mission statement is communicated throughout all County organizations: posted on the
website, in all offices, and published materials. The Commissioners' Office state their mission on the
website and through internal communications.
The deployment of the mission for the CO occurs informally in weekly meetings between the
Commissioners and the ASC.
The ASC is held accountable for meeting the mission of the CO in weekly supervision; and the annual
performance evaluation where prior year goal attainments are assessed.
(2) How do senior leaders' actions demonstrate their commitment to legal and ethical
behavior?
All actions taken are transparent to the public, and Commissioner actions are accountable to WAC
guidelines. Where there is a question at legal or ethical behavior, the Grant County Prosecuting
Attorney is consulted. Beginning in 2019 the BOCC has committed to conducting internal auditing of
state housing resources annually by the Grant County auditor.
(3) How do senior leaders communicate with and engage the entire workforce and key
customers.
The County Commissioners meet weekly with the ASC (the entire workforce). The ASC is responsible
for representing the BOCC and maintaining relationships with key customers, vendors and
stakeholders.
(4) How do senior leaders' actions create an environment for success now and in the future?
The Commissioners support the activities of the ASC to achieve the goals of the management of the
state housing funds through education, training, and making sure the ACS has all of the resources
necessary to succeed (such as supporting conference attendance, communication with Commerce).
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 1
1.2 GOVERNANCE AND SOCIAL CONTRIBUTIONS: How do you lead your organization?
(1) How does your organization ensure responsible governance?
The BOCC is the Grant County Government. The Commissioners' Office is mission driven, and subject
to annual state audit. The BOCC is committed to transparency and subject to public records law. The
mission is imbedded in all documents throughout the organization. The ASC is directly supervised by
the County Commissioners.
(2) How do you evaluate the performance of your senior leaders and your governance
board?
Consistent regular feedback is provided to ASC by the Commissioners. There is an annual
performance review of the ASC using Grant County Human Resource guidelines.
Legal and Ethical Behavior
(3) How do you address and anticipate legal, regulatory, and community concerns with
your products and operation?
There is regular monitoring and open ongoing communication between ASC with funders and
sub -contractors. The agreements in place reflect all legal and regulatory guidelines established
by Commerce, Auditors Office and applicable RCW.
Customers can complain directly to BOCC through open door complaint process.
There are annual audits by the State Auditor's Office, including exit interview with the BOCC and
publishing of the results.
(4) How do you promote and ensure ethical behavior in all interactions?
Grant County maintains an ethics policy, monitored by the chain of command. All weekly
meetings between the ASC and BOCC are documented and on record (referred to as weekly
proceedings). Minutes are posted on the website, and subject to public records request.
Societal Contributions.
(5) How do you consider societal well-being and benefit as part of your strategy and daily
operations?
Societal well-being and benefit are central to all of the activities of the housing, homeless activities of
the Office of the commissioners.
(6) How do you actively support and strengthen key communities?
The ASC procures the resources necessary and available to allow the county response to
homelessness to succeed. A County Commissioner attends the Homeless Task Force of Grant
County as an official member. The ASC conducts regular site visits and monitors performance
reporting.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 2
2 STRATEGY
2.1 STRATEGY DEVELOPMENT: How do you develop your strategy?
(1) How do you conduct your strategic planning?
The ASC does not conduct strategic planning. The role of the ASC is to support the HAGC and New Hope
by procuring state housing resources on their behalf. The HAGC is responsible for conducting the Five
Year Plan to End Homelessness, to meet CHG guidelines. The ASC does not provide input to the plan.
The BOCC has input through a single Commissioners participation in the Homeless Task Force of Grant
County.
The activities of the ASC are planned for in course of annual evaluation, and budget discussions.
(2) How do you decide which key processes will be accomplished by your workforce and those
which are by external suppliers and partners?
The ASC grant management activities and role in the pass through of state resources was
established by precedent some years ago.
(3) What are your organization's key strategic objectives and timetable for achieving them?
The ASC does not have any strategic objectives regarding the management and pass-through of
state housing resources.
2.2 STRATEGY IMPLEMENTATION: How do you implement yourstrategy?
(1) What are your key short- and longer-term action plans?
Objective
Action Steps
Timetable
Assessment
Procure Consolidated
Develop and submit application for
Bi -Annually
Grant application accepted
Homeless Grant
CHG.
and resources awarded
Establish Contracts
Negotiate guidelines and terms
Bi -Annually
Contract enacted with
with Commerce
Brief and approval of the BOCC on
Amendments as
Commerce
contract.
needed
Amendments enacted
Establish CHG
Negotiate guidelines and terms
Bi -Annually
Contract enacted with HAGC
Contracts with
create agreements.
Providers
Brief and receive approval of the
BOCC on contract.
Establish Document
Homeless Task Force recommends
Annually
Contracts enacted with HAGC
Recording Fee
funding levels.
and sub -grantees
Contracts with
ASC creates Agreements.
Providers
Approval of the BOCC on contract.
Desk monitor
Review of Performance Reports and
Monthly
Performance reports and
contracts and invoices
invoices
Invoices approved
Site Visit
Review agencies compliance with
Annually
Site visit conducted
State guidelines
Report provided to
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 3
(2) How do you deploy your action plans? (Inform who, communicate, accountability)
The ASC communicates actions steps to be taken during the weekly meeting with the BOCC.
(3) What are your key workforce plans to support your short and longer-term strategic
objectives and action plans?
There are no formal work plans for the ASC duties vis-a-vis grant management. The work plans are
established based upon the policies and procedures established by Commerce for managing the
CHG.
3 CUSTOMER FOCUS
3.1 CUSTOMER EXPECTATIONS: How do you listen to your customers and determine products and
services?
(1) How do you listen to, interact with, and observe Customers to obtain actionable
information?
The primary sources of actionable information for contract management are: Guidelines for the
Consolidated Homeless Grant, Department of Commerce, Jan 2019; Washington State Document
Recording Fees for Homelessness , Washington State Association of Counties Human Services, Oct
2018.
External customers:
Listening/Communication
Funders Department of Commerce, Grant
Flexible communications between ASC and Commerce or the Auditor's
County Auditor's Office
Office.
Read guidelines and communication from Commerce as a lead Grantee.
Attend training provided by Commerce on lead grantee processes and
approaches.
Sub -recipients: HAGC and New Hope
Open door policy with Sub -recipients of housing resources.
Site visit an opportunity to identify ways to support HAGC and New Hope.
3.2 CUSTOMER ENGAGEMENT: How do you engage customers by serving their needs
and building relationships?
(1) How do you build and manage CUSTOMER relationships?
The ASC regularly communicates with Funders and sub -recipients.
(2) How do you manage customer complaints?
The ASC has an open door policy for customer complaints, as does the BOCC.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 4
(3) How do you determine customer satisfaction, dissatisfaction and engagement?
The ASC reads the monitoring reports from Commerce.
The ASC monitors complaints regarding sub -grantees and ensure that they have complaint
processes in place.
Commerce provides the ASC with quarterly reports on the performance of the sub -grantees, and
findings or accolades from the Commerce regarding sub -grantee performance are communicated to the
ASC.
4 MEASUREMENT, ANALYSIS AND KNOWLEDGE MANAGEMENT
4.1 MEASUREMENT, ANALYSIS, AND IMPROVEMENT OF ORGANIZATIONAL PERFORMANCE: How do
you analyze and then improve organizational performance?
(1) How do you track data and information on daily operations and overall organizational
performance?
The ASC can review county HMIS reports on how the CHG sub -grantees are doing against
benchmarks. The ASC does not track operations on an ongoing basis, but instead reviews the
monthly CHG invoices. The BOCC does not have any benchmarks for contract management
other than issues that may arise from the state auditor's report.
(2) How do you select comparative data and information to support fact -based decision-
making?
No comparative data is considered in contracting the sole source contracts with HAGC and New Hope.
(3) How do you review your organization's performance and capabilities?
The ASC reviews compliance with funder guidelines as to whether sub -grantees are meeting
them. Commerce reviews the sub -grantee performance and informs the ASC as to whether
performance improvement is required. To date all sub -grantees have exceeded performance
expectations and Commerce has communicated that fact to the ASC.
(4) How do you use findings from performance reviews to develop priorities for
continuous improvement and opportunities for innovation?
Performance reviews are solely focused on meeting CHG and Document Recording Fees contract
compliance guidelines. The ASC has never received any actionable comments or identified gaps in
the work that would lead to consideration of new approaches.
4.2 INFORMATION AND KNOWLEDGE MANAGEMENT: How do you manage your
information and your organizational knowledge assets?
Data and Information
(1) How do you verify and ensure the quality of organizational data and information?
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 5
The ASC reviews performance reports and invoice for accuracy. Commerce manages HMIS data
validity.
Organization Knowledge
(2) How do you build and manage organizational knowledge?
Attend conferences, continual communication between HAGC (housing Subject Matter Expert),
the ASC and Commerce.
(3) How do you use your knowledge and resources to embed learning in the way your
organization operates?
There is no systematic approach at this time. The ASC shares information and any learning as to services
and funding at the weekly meeting with the BOCC.
5 WORKFORCE
5.1 WORKFORCE ENVIRONMENT: How do you build and effective and supportive workforce
environment?
(1) How do you assess your workforce capability and capacity needs?
Annual employee evaluation of the ASC includes development goals and training goals for the
upcoming year. Review of the CHG guidelines identifies training, knowledge content areas.
(2) How do you recruit, hire, place, and retain new workforce members?
Not applicable.
(3) How do you prepare your workforce for changing capability and capacity needs?
The BOCC is supportive of the ASC identifying training needs or needs for new or different resources to
accomplish the work.
(4) How do you organize and manage your workforce?
Not applicable.
(5) How do you ensure workplace health, security, and accessibility for the workforce?
The Commissioners' Office follows all County safety guidelines as determined by the Human Resources
Department.
(6) How do you support your workforce via services, benefits, policies?
Grant County provides comprehensive employee benefits to the ASC.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 6
5.2 WORKFORCE ENGAGEMENT: How do you engage your workforce to achieve a high-
performance work environment?
(1) How do you determine the key drivers of workforce engagement?
Not an issue. There is a single staff member who has been with the Commissioners" Office since 2008,
who assumed the ASC position upon the retirement of her predecessor in Feb 2018.
(2) How do you assess workforce engagement?
Not applicable.
(3) How do you foster an organizational culture that is characterized by open
communication, high performance, and an engaged workforce?
The Commissioners encourage Commissioners Office staff members to communicate, work as a team.
(4) How does your learning and development system support the organization's needs and the
personal development of your workforce members and organization needs?
Annual employee evaluation of the ASC includes development goals and training goals for the upcoming
year. Review of the CHG guidelines identifies training, knowledge content areas.
(5) How do you manage career development for your workforce and future leaders?
See number 4.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 7
6 OPERATIONS:
6.1 WORK PROCESSESS: How doyou design, manage, and improve your key services and work
processes?
(1) How do you determine key service and work process requirements?
The ASC follows Commerce and Document Recording Fee guidelines. Conversations with HAGC
and New Hope.
(2) What are your organization's key work processes?
Work Processes
Action Steps
Timetable
Assessment
Procure Consolidated
Develop and submit application for
Bi -Annually
Grant application accepted
Homeless Grant
CHG.
and resources awarded
Establish Contracts
Negotiate guidelines and terms
Bi -Annually
Contract enacted with
with Commerce
Brief and approval of the BOCC on
Amendments as
Commerce
contract.
needed
Amendments enacted
Establish CHG
Negotiate guidelines and terms
Bi -Annually
Contract enacted with HAGC
Contracts with
create agreements.
Providers
Brief and receive approval of the
BOCC on contract.
Establish Document
Homeless Task Force recommends
Annually
Contracts enacted with HAGC
Recording Fee
funding levels.
and sub -grantees
Contracts with
ASC creates Agreements.
Providers
Approval of the BOCC on contract.
Desk monitor
Review of Performance Reports and
Monthly
Performance reports and
contracts and invoices
invoices.
Invoices approved
Site Visit
Review agencies compliance with
Annually
Site visit conducted
State guidelines.
Report provided to
(3) How do you design your products and work processes to meet requirement?
The ASC follows guidelines, review results of site visits and audit reports, and takes
advantage of any guidance offered by Commerce.
Process Management and Improvement
There is only single contract with New Hope and two contracts with HAGC to process.
(4) How do you improve your work processes to improve products and performance, enhance
your core competencies, and reduce variability?
The ASC follows guidelines, review results of site visits and audit reports, and takes
advantage of any guidance offered by Commerce.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 8
6.2 OPERATIONAL EFFECTIVENESS: How do you ensure effective management of your
operations?
Process Efficiency and Effectiveness
(1) How do you manage the cost efficiency, and effectiveness of your operations?
The ASC reviews monthly invoices on expenditures.
Security and Cybersecurity
(2) How do you ensure the security and cyber -security of sensitive or privileged data and
information?
Grant County has an IT security manager to ensure protection of sensitive or privileged
information.
Safety and Emergency Preparedness
(3) How do you provide a safe operating environment?
The Grant County Human Resources Department ensures the County meets or exceeds all
workplace safety requirements.
(4) How do you ensure that your organization is prepared for disasters or emergencies?
Grant County Emergency Management has drafted a Continuity of Operations Plan (COOP). The
BOCC adopted the plan in April 2019.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 9
7 RESULTS
7.1 PRODUCT AND PROCESS RESULTS: What are your service performance and process
effectiveness results?
Customer Focused Services Results
(1) What are your results for your services and your customer service processes? Level of
services, outputs, How effective are your services ?
Housing resources have grown every year for the last five years. No contractors have required
corrective action to meet grant guidelines.
Services Outputs — Annual Funding Resources Contracted
Work Process Effectiveness Results
(2) What are your process effectiveness and efficiency results?
No findings in any audits by the State Auditor.
(3) What are your safety and emergency preparedness results?
The COOP is in place. The county holds emergency preparedness drills on an occasional basis.
7.2 CUSTOMER FOCUSED RESULTS: What are your customer -focused performance results?
(1) What are your customer satisfaction and dissatisfaction results?
The ASC reviews compliance with funder guidelines as to whether sub -grantees are meeting
them. Commerce reviews the sub -grantee performance and informs the ASC as to whether
performance improvement is required. To date all sub -grantees have exceeded performance
expectations and Commerce has communicated that fact to the Board of County Commissioners
and the ASC.
(2) What are your customer engagement results?
N/A
7.3 WORKFORCE FOCUSED RESULTS: What are your workforce -focused performance results?
(1) What are your workforce capability and capacity results?
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 10
2014
2015
2016
2017
2018
CHG-HAGC
$941,762
Not
Available
$660,060
$886,231
Partial
year
DR Fees New Hope
$119,968
$137,726
$134,666
$135,695
$177,400
DR Fees HAGC
$258,790
$269,104
$290,748
$299,437
$385,699
Work Process Effectiveness Results
(2) What are your process effectiveness and efficiency results?
No findings in any audits by the State Auditor.
(3) What are your safety and emergency preparedness results?
The COOP is in place. The county holds emergency preparedness drills on an occasional basis.
7.2 CUSTOMER FOCUSED RESULTS: What are your customer -focused performance results?
(1) What are your customer satisfaction and dissatisfaction results?
The ASC reviews compliance with funder guidelines as to whether sub -grantees are meeting
them. Commerce reviews the sub -grantee performance and informs the ASC as to whether
performance improvement is required. To date all sub -grantees have exceeded performance
expectations and Commerce has communicated that fact to the Board of County Commissioners
and the ASC.
(2) What are your customer engagement results?
N/A
7.3 WORKFORCE FOCUSED RESULTS: What are your workforce -focused performance results?
(1) What are your workforce capability and capacity results?
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 10
The ASC has met or exceeded performance expectations on every personnel evaluation since
accepting the position.
(2) What are your workforce climate, engagement results?
The ASC is happy to be working in the Commissioners' Office, feels supported, and would
recommend working for this office to friends and relatives.
(3) What are your workforce engagement results?
See questions 1 and 2.
(4) What are your workforce and leaders development results?
See questions 1 and 2
7.4 LEADERSHIP AND GOVERNANCE RESULTS: What are your senior leadership and
governance results?
(1) What are your results for senior leaders' communication and engagement with the
workforce and customers?
The mission focus of the Commissioners' Office is demonstrated consistently in the behavior of
the Commissioners' and the ASC. The Lite assessment process has been used to identify
resources or tools to be developed that may improve the efficiency and effectiveness of Contract
Management.
2) What are your results for governance accountability?
Clean audits annually. All minutes and communications are posted on the website and available
to any citizen of Grant County. Any public records requests are dealt with quickly and efficiently.
(3) What are your legal and regulatory results?
The ASC reviews compliance with funder guidelines as to whether sub -grantees are meeting
them. Commerce reviews the sub -grantee performance and informs the ASC as to whether
performance improvement is required. To date all sub -grantees have exceeded performance
expectations and Commerce has communicated that fact to the Board of County Commissioners
and the ASC.
(4) What are your results for ethical behavior?
The code of ethics is posted throughout the organization. The Commissioners' continually make
decisions that promote transparency. No actions have been taken that have resulted in ethics
complaints against the Commissioners or the ASC.
(5) What are your results for societal responsibilities and support of your key communities?
In 2018, 188 homeless or at -risk persons were provided Temporary Housing, Rapid Rehousing or
Homeless Prevention services through the efforts of the BOCC to secure state housing resources.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 11
7.5 FINANCIAL MARKET AND STRATEGY RESULTS: What are your results for financial viability
and strategy implementation?
(1) What are your financial performance results?
(2) What are your marketplace performance results?
Not Applicable.
(3) What are the results for the achievement of your organizational strategy and action plans?
All deadlines for application, contract development, and annual contract close out have been met.
The CHG application has been accepted biannually by Commerce with few revisions.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 12
2014
2015
2016
2017
2018
CHG- HAGC
$941,762
Not
Available
$660,060
$886,231
Partial
year
DR Fees New Hope
$119,968
$137,726
$134,666
$135,695
$177,400
DR Fees HAGC
$258,790
$269,104
$290,748
$299,437
$385,699
(2) What are your marketplace performance results?
Not Applicable.
(3) What are the results for the achievement of your organizational strategy and action plans?
All deadlines for application, contract development, and annual contract close out have been met.
The CHG application has been accepted biannually by Commerce with few revisions.
Grant County BOCC 2019 Lite Assessment Criteria Questions 1 through 7 Page 12
Grant County Housing Fund Management — Organization Chart
Grant County Board of County
Commisioners
Grant County Commisioners'
Office - Adminstrative
Services Coordinator (ASC)
1 1
F
Contractor - i Contractor i
New Hope HAGC
Grant County BOCC 2019 Lite Assessment Organization Chart Page 1
Grant County Lite Assessment Glossary
A-133 audit: In the United States, the Single Audit, Subpart F of the OMBUniform Guidance, is a rigorous,
organization -wide auditor examination of an entitythat expends $750,000 or more of federal assistance
(commonly known as federal funds, federal grants, or federal awards) received for its operations.
Advocacy: For state -funded community based domestic violence programs in Washington, advocacy is defined
in WAC 388-61A as "Advocacy" means that the client is involved with an advocate in individual or group
sessions with a primary focus of safety planning, empowerment, and education of the client through
reinforcement of the client's autonomy and self-determination.
Affordable Housing: Affordable housing is housing which is deemed affordable to those with a median
household income as rated by the national government or a local government by a recognized housing
affordability index.
Best -practice: A best practice is a method or technique that has been generally accepted as superior to any
alternatives because it produces results that are superior to those achieved by other means or because it has
become a standard way of doing things, e.g., a standard way of complying with legal or ethical requirements.
Client: a person who is participating in any program or receiving anytype of service from Grant County
contractors.
Commerce: Washington State Department of Commerce
Conflict of Interest: a conflict of interest is a situation in which a person or organization is involved in multiple
interests, financial or otherwise, and serving one interest could involve working against another. Typically, this relates
to situations in which the personal interest of an individual or organization might adversely affect a duty owed to
make decisions for the benefit of a third party.
Consolidated Homeless Grant (CHG): A biannual allocation of Washington state and federal homeless services
funding that is directed to counties, cities and regional lead agencies throughout the state on a formula basis. The
funds are distributed to lead grantees and managed at the state level by the Washington State Department of
Commerce.
Cultural Competence: is a range ofcognitive, affective, and behavioral skillsthat lead to effective and appropriate
communication with people of other cultures.
Culturally -specific: providing services, resources, communication, support, or other engagement that is intentionally
shaped to adhere to the cultural constructs of the recipient's culture.
Customer: An organization or agency that is either purchasing the services of Grant County Commissioners" Office
or a recipient of the resources procured through the efforts of the OC.
Direct Services: social services provided to a client of a particular program; the engagement of staff of a program
directly with a client as a primary function of their role and job description.
Document Recording Fees (Local): A portion of fees charged by county auditors to record legal documents (such as
housing title and deed) is dedicated by State RCW to homelessness and housing services.
Grant County BOCC 2019 Lite Assessment Glossary
Domestic Violence: means the infliction or threat of physical harm against an intimate partner, and includes
physical, sexual, and psychological abuse against the partner, and isapart of a pattern of assaultive, coercive, and
controlling behaviors directed at achieving compliance from orcontroI overt hat intimate partner. It may include,
but is not limited to, a categorization of offenses as defined in RCW 10.99.020, committed by one intimate
partner against another.
Funders: entities that may be governmental or private foundations who provide financial support to a Grant
County non-profit organization, generally distinguished from a "donor," who is an independent individual
offering a charitable financial contribution to the non-profit.
Output: a quantitative units of a particular action, function or program. For example, unduplicated number of
individuals served in a particular time period, total funds managed by the OC, bed nights provided, etc.
Outcome: a measurable change in a particular condition as a result of a particular action, function, or program.
For example successful exits to stable permanent housing, reduced returns to homelessness.
Programming:the menu of services offered to clients bythe social service provider.
Social Justice Framework: isa concept of fair and just relations between the individual and society. This is
measured by the explicit and tacit terms for the distribution of wealth, opportunities for personal activity,
and social privileges. In the current global grassroots movements for social justice, the emphasis has been on
the breaking of barriers for social mobility, the creation of safety nets and economic justice.
Strength-based:isa practice theorythatemphasizes people's self-determination and strengths. It is
philosophy and away of viewing people as resourceful and resilient in the face of adversity. It is client- led,
with a focus on future outcomes and strengths that people bring to a problem or crisis. When applied
beyond the field of social work, strength -based practice is also referred to asthe strength -based approach. In
an employment setting, a strength -based approach utilizes research to focus on an employee's natural
strengthsto setgoals and achieve high performance, asopposed to focusingon the correction of deficits.
Survivors: persons who have been victims of domestic or intimate partner violence.
Tangible Resources: a regoodsofferedto clients in participating in program mi ngand can includefood, hygiene
items, clothing, school or work supplies, transportation assistance, or monetary support.
Trauma-InformedCare:isan organizational structure andtreatmentframeworkthatinvolves understanding,
recognizing, and respondingto the effects of all types of trauma.
Vicarious/SecondaryTrauma: is the emotional duress that results when an individual hears about the first-hand
trauma experiences of another.
Grant County BOCC 2019 Lite Assessment Glossary
Attachment A
PER FOR hfANCC� T T�
Excellence W
INTENT TO APPLY AND DETERMINATION OF ELIGIBILITY FORM
This Latent to Apply form can be used by all applicants, including those organizations submitting
to meet the requirements set forth by the Washington State legislature.
This form is valid for one year from the date sinned. If applicant does not submit a Full or
Lite Application within one year of submitting this Intent to Apply form, along with the
associated $200.00 fee, applicant will be required to re -submit the Intent to Apply form and an
additional $200.00 fee.
APPLICANT INFORMATION
Applicant Name: 6Mn__�
Prior Names (if applicable):
Other Names (if applicable):
Address: P0 60 l *3
Telephone Number(s): -50 11
C faV_n*-�
-75-q. -7-6 11 ex+-• 283-7
Has Applicant submitted a prior PENW or WSQA Full or Lite Application?
El Yes L No
If yes, when (year):
Does Applicant intend to submit a Full or Lite Application? ❑ Full I Lite
SECTOR
® Business/Not-for-Profit
❑ Healthcare
❑ Education
CRITERIA: To get copies of the appropriate Baldridge Excellence Framework (Full
applications) or Baldrige Excellence Builder (Lite applications) please contact the Baldrige
program (vvvirvv.hist.nov/baldriaeipublicatiorns) or email askus(ct),PerfomianceExcellenceNW.orn.
INTENT TO APPLY, APPLICATION, AND ASSESSMENT FEES
1. INTENT FEE of $200.00 is applicable to all applicants (LITE and FULL) and due with
submission of this Intent to Apply form. Checks and purchase orders should be made
payable to Performance Excellence NW. You may also use PayPal to pay by credit card on
the PENW website at-wvvv.PerformanceExcellenceNW�
Important Note: The Intent to Apply form and $200.00 fee must be submitted one quarter
(90 days) in advance of the intended submission deadline.
Page 1 ofl1
Rev.: March 20, 2017
PERFORMANCE
Excellence
Intent to Apply and Determination of Eligibility Form
WSQA*
2. APPLICATION DEADLINES AND FEES
A. LITE Application
Filing deadline: at least 90 days prior to Lite application submission (1st day of each quarter)
Submission Deadline (Choose One):
❑ Jan. 1
Apr. 1 2.01 `i
❑ Jul I
❑ Oct. 1
Application Fee (determined by organization's size )
t
$2,800,00
N/A
B. FULL Application
Filing Deadline is October V
Important Note: Full Applications are assessed once per year beginning on January 1 and
must be submitted (paper and electronic versions) on or before January 1 due date.
Application Fee (determined by organization's size):
2. CONTACT AND ORGANIZATION INFORMATION
A. Highest Ranking/Chief Officer in Applicant's Organization
Name: 1R%r lrwd 0eV-e^S
Title: co, -X C1' -&,%r
Address: e6 601 51, eqj-,rcL-7;�j Wn qW 23
Telephone Number(s): 54>4) -7 tg4j 211 {i- 2 CAt %r
Email: CjpVhYi+,iS5bY1�rS 3r&Ai- coLktt+l 1XA.SoV
B. Official Contact Person for the Examination Process
(If different from contact listed above)
Name: J'kk
Title: � VtC� S 6vDv leria�r
r� d+m'►n ts�
Page 2 o"A
FCR FORMAN CCp
Excellence ,
Intent to Apply and Determination of Eligibility Form
WSCA*
Address: tO 60, _1, 71 y&. 4 W'A Rf"t' z 3
Telephone Number(s): `->bq- -2 S -q- 2011 t''o -Zq a)?
Email: jkamy'i']ON C 9 rm+C_OwA� U0a • 9 bit
C. Examiner Training
Applicants are encouraged to provide one individual from the organization for
examiner training prior to submitting a Lite or Full Application. Training date(s) are
scheduled annually and posted on the PENW website at
www. PerformanceExcellenceN W.org.
Individuals Interested in Examiner Training:
Name: J IT i" ICLMM6
Title:
Address:' a CL �OoVe.
Telephone Number(s):
Email:
If Applicant registers more than one examiner, please provide contact information for
the other individual(s) on a separate sheet of paper.
D. SIZE AND LOCATION(S) FOR ORGANIZATION:
No. of Employees: i
No. of Sites:
If more than one site exists for the organization, provide a brief description and
complete address for each site (attach additional sheet of paper if necessary).
E. SUBSIDIARY INFORMATION:
Is Applicant a unit, division, or other function/component of a larger parent
organization?
❑ Yes
No
If no, skip to Disclosure and Release Statement. If yes, provide the following
information:
Name of Parent Organization:
Name of Highest Ranking Official:
Title:
Address:
Telephone Number(s):
Email:
Page 3 ofx,
PER FORM AVC'is IQI
Excellence
WS.�A* Intent to Apply and Determination of Eligibility Form
Indicate if other units within the parent organization offer similar products or services:
❑ Yes
❑ No
If yes, briefly describe major business support functions provided from parent
organization to Applicant (attach additional sheet of paper if necessary).
Disclosure and Release Statement
The signing official attests that the information provided in this Intent to Apply form and the
Lite or Full Application to be submitted on behalf of the Applicant is accurate and true to the
best of his/her knowledge. Full disclosure of any circumstances that may negatively affect an
award has been made with submission of this Intent to Apply form. The signing official
understands the PENW program may verify this information, and that untruthfiil or misleading
information may result in forfeit of an Award. Also, the signing official certifies that the
Applicant filing this Intent to Apply is not engaged in any activity (past or present) that could be
deemed embarrassing to the state where Applicant's business is located, to that state's governor,
nor PENW. The official signing this form further understands he/she must immediately notify
PENW if the organization's status changes during the next twelve months. If changes do occur,
the Applicant may be asked to revalidate this disclosure at that time.
Waiver of Right to Bring Suit
PENW utilizes a security -enhanced online software program to for examining customer
applications. This program is licensed by Rocky Mountain Performance Excellence (RMPEX)
to PENW for use by its examiners, judges, and others involved in the examination and
administration of the regional quality award program The agreement between PENW and
RMPEX requires that Applicants waive their right to bring suit against PENW and RMEX, their
licensees, agents or assigns and releases them, their licensees, agents or assigns from any
claims, action, or losses arising from the use of the software in conjunction with evaluating the
Lite or Full Application document submitted by the Applicant. By submitting this Intent to
Apply, the Applicant waives its right to bring suit as defined above.
The signing official also understands that members of the PENW Board of Examiners will be
using cell phones, cordless phones, email, personal computers, laptops, and the aforementioned
web -based software program to review and discuss the Applicant's application among team
members, judge mentors, and other authorized individuals involved in the process.
Potential Site Visit Evaluation
Applicants submitting a Full Application may be eligible for a site visit based on level attained
during the examination. Please note that not all Full applicants will be recommended for a site
visit and Lite Applicants are not eligible.
If the applicant is selected for a site visit, an additional fee of $500 plus actual expenses for each
examiner will be required. The signing official agrees to host the PENW Examination Team,
Page 4 oV41
PLRF011 MANCG %
Excellence
WSQA*
Intent to Apply and Determination of Eligibility Form
arrange for meeting space, and other logistics necessary for the visit. The Applicant will also
participate in an open and unbiased review of the organization.
Signature Date
Richard Stevens.
Printed Naive
, BOCC Chair
Title
Send this completed Intent to Apply form with $200.00 fee, payable to Performance Excellence
Northwest, to:
Performance Excellence Northwest
Post Office Box 5941
Kent, Washington 98064
Alternatively, email a signed copy of the completed Intent to Apply fonn to
aslnisO,,PerformanceExcellenceNW.org and send payment via PayPal at
www.PerformanceExcell enceNW.or .
Page 5 ofjj &
WSQA Intent to Apply - Additional Information for Grant County
1. Grant County is unique in that there are no other counties that just pass the housing
funding on and don't have some other major role in the homeless housing system.
Most small counties usually grant directly to the housing provider because
administratively the counties have decided to not have a lead role or that the housing
provider is the leader and it makes sense to not have the county in the middle.
When this current contract period expires, Grant County plans on turning the lead role
over to the Grant County Housing Authority. So our input in this application will be
minimal.
2. There is only one person at the County that is administrating this grant, which is a pass
through grant to the Grant County Housing Authority.
3. Our purpose for submitting the Intent to Apply is because it is mandated by RCW
beginning in 2018 for all Counties that have received over $500,000 during the previous
calendar year from the transitional housing operating and rent program,
day of , 2019.
DATED this'
BOARD OF COUNTY COMMISSIONERS
GRANT COUNTY, WASHINGTON
1.1- �A� �9-1 �
Tom Taylor, Chair I
-nu fillt �
Cindy Carter, ice Chair
A. ?
Richard Stevens, Member