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Fiscal Year 2007 Community Services Block Grant Program Report to Congress

Published: July 20, 2012
Community Services Block Grants (CSBG)
authority, eligibility, guidelines, participant, uses


State of Ohio
State Assessment Summary

From July 9 to July 13, 2007, a State Assessment was conducted in Ohio regarding activities implemented with FY 2006 CSBG funds.  An analysis of the information received during interviews and documentation received during and after the SA indicated that while the State has in place administrative, program, and financial systems to oversee CSBG funds, there were areas where recommendations were offered or resolution was required regarding the implementation and operations of the CSBG Program.  

Program Operations
Ohio has designated the Department of Development as the lead agency to administer its CSBG program.  The Ohio CSBG program provides funding, technical assistance, and support to the 51 eligible entities throughout the State.  The eligible entities are operating numerous programs designed to meet the needs identified in their respective service areas.  Services may include housing, energy assistance, nutrition, employment and training, transportation, family development, child care, health care, emergency food and shelter, domestic violence services, money management, and micro-business development.  The eligible entities also have mobilized and coordinated community resources to integrate immigrants into the local economy.    

The largest groups of clients served were White, high school graduates/GED recipients, single adults, renters, and those with family incomes up to 50 percent of the Federal poverty guidelines.  The following table illustrates the number of reported characteristics of individuals and families served throughout the State.

Client Characteristics and Statistics for the State of Ohio

CSBG Client Characteristics and Statistics Reported by State


Hispanic or Latino


African American








Education:  Years of Schooling by Number of Persons


0-8 Years


9-12 Years, Non-Graduates


High School Graduates/GED


12+ Some Postsecondary


2 or 4 Year College Graduates


Family Structure by Number of Families


Single Parent Female


Single Parent Male


Two Parent Household


Single Person, No Children


Two Adults, No Children


Family Housing by Number of Families








Level of Family Income as a Percentage of Federal Poverty Guidelines by Number of Families


Up to 50%


51% to 75%


76% to 100%


101% to 125%


126% to 150%


151% or more




Uses of CSBG Funds
State officials and eligible entities reported the following program activities associated with FY 2006 CSBG funds:

Employment Programs
Ohio reported spending $1,598,133 in CSBG funding to support a range of services designed to assist low-income individuals in obtaining and maintaining employment.

Education Programs
Ohio reported spending $1,843,169 in CSBG funds to provide education services.

Housing Programs
Ohio reported spending $1,041,532 for CSBG-coordinated housing programs to improve the living environments of low-income individuals and families.

Emergency Services Programs
Ohio reported spending $6,478,741 for emergency services to combat many kinds of crises.

Nutrition Programs
Ohio reported spending $1,748,808 in CSBG funds to support nutrition programs.

Self-Sufficiency Programs
Ohio reported spending $1,830,282 on self-sufficiency programs to assist families in becoming more financially independent.

Health Programs
Ohio reported spending $1,104,769 on CSBG-funded health initiatives that were designed to identify and combat a variety of health problems in the communities served. 

Income Management Programs
Ohio reported spending $1,576,093 on income management programs using CSBG grant funds.

Ohio reported spending $2,768,982 on linkage initiatives to mobilize and coordinate community responses to poverty.

Programs for Youth and Seniors
Ohio reported spending $2,583,127 on programs serving seniors and $453,217 on programs serving youth.  Services noted under these categories were targeted exclusively to children and youth from ages six to 17 or persons over 55 years of age. 

Eligible Entities Monitoring and Assessments
The State is required to perform onsite monitoring reviews of its 51 eligible entities.  This is to determine whether they meet performance goals, administrative standards, and financial managements standards, as well as other State-defined criteria.  The State recently changed its monitoring schedule from once every three years to annually.  The State’s monitoring visits address governance, financial and human resources management, program and service delivery, and community relations.  OCS SA team members visited the following four eligible entities:

Council for Economic Opportunities in Greater Cleveland
The Council for Economic Opportunities in Greater Cleveland (CEOGC) has administered anti-poverty and empowerment programs to the residents of Greater Cleveland, Cuyahoga County, for more than 40 years.  CEOGC’s mission is “to promote economic self-sufficiency among low-income families and individuals of Cuyahoga County.”  The agency’s annual operating budget in 2006 was $78,460,473, which included $3,141,356 in CSBG funds.  CEOGC administers programs that address housing, health, employment, self-sufficiency, counseling, tax preparation, and emergency home energy assistance.  Special services respond to crisis requests for financial assistance to acquire safe, affordable housing and pay emergency costs.  The Sister-Friend program promotes the importance of prenatal medical care, healthy relations, and avoidance of high-risk behavior during pregnancy and well-baby care.  The Work Force Development Program helps residents prepare for employment through activities such as job-readiness training, computer studies, and job search assistance and placement.

Economic Opportunity Planning Association of Greater Toledo, Inc.
The Economic Opportunity Planning Association of Greater Toledo, Inc. (EOPA) is the designated eligible entity for Lucas County.  EOPA’s mission is “to develop and operate programs to advocate for low-income individuals and families to assist them in achieving self-sufficiency.”  The agency’s annual operating budget in 2006 was $15,951,036, which included $1,137,162 in CSBG funds.  EOPA has established partnerships in Lucas County to provide a “one-stop” delivery system in which an individual can receive a vast array of information, services, and referrals.  Services offered include energy assistance, a community resources coordinating project, General Education Development degree, senior services, employment, Head Start, emergency home repair, and individual development savings accounts.

In the State’s FY 2005 monitoring report, a concern was noted about EOPA’s practices pertaining to meeting the Federal in-kind match for some programs (CSBG does not require a match).  Other issues addressed were employee performance evaluations, its strategic plan, and board composition.  The State reviewed EOPA’s written response on January 25, 2006.  The State has provided extensive technical assistance, but with the large amount of debt, lack of leadership, and board issues, the SA team questioned the stability of EOPA.  The SA team required the State to provide OCS with a corrective action plan to address EOPA’s indebtedness.

Knox, Holmes, Coshocton and Ashland Community Action Commission
The Knox, Holmes, Coshocton and Ashland Community Action Commission (Kno-Ho-Co-Ashland) was established in 1965 and serves Knox, Holmes, Coshocton, and Ashland Counties.  The agency’s goal is “to identify and respond to the needs of the community and provide assistance in achieving self-sufficiency, and the reduction or the elimination of poverty in its community.”  The agency’s 2006 operating budget was $8,107,021, which included $307,511 in CSBG funds.  The agency administers programs that address housing, emergency services, emergency shelters, elderly services, dental and health services, and home energy assistance.  The agency also administers a Foster Grandparent Program, Head Start Program, and Retired Senior Volunteer Program. 

A 2007 State monitoring review found that Kno-Ho-Co-Ashland’s mission statement did not commit the agency to promoting self-sufficiency for its customers.  The by-laws did not contain a conflict of interest statement.  The agency’s client appeal procedures needed an updated signature of the board chairman.  At the time of the SA team visit, areas of concern noted by the State were found to be acceptable concerns and in compliance with the grant agreements, laws, and State policies.  The SA team did not note any irregularities.

Pickaway County Community Action Organization
The Pickaway County Community Action Organization (PICCA) provides services to low-income residents of Pickaway County, a rural area with a population of 52,727.  PICCA’s mission is “to be an active agent and partner for change in Pickaway County by providing opportunities which empower people to improve their quality of life.”  PICCA has an annual budget of $4,464,614, which includes $139,037 in CSBG funds.  PICCA offers a range of programs and services, including Head Start, public transportation, home weatherization assistance, home energy assistance, homeless prevention, emergency food and shelter, women and men’s transitional shelters, Youth Build, home repair, and affordable housing.  Through a collaborative partnership involving Head Start, a local faith-based organization, two school districts, and Pickaway Asset Builders Program, a youth mentoring initiative was started.  It pairs middle school and high school students with Head Start children.  

The State conducted a monitoring visit in 2007 and noted concerns about PICCA’s personnel records, by-laws, and board minutes.  The State recommended Pickaway develop a corrective action plan within 30 days.  The plan was submitted in a timely manner and detailed PICCA’s plans to resolve the findings noted by the State.  The State reviewed and accepted PICCA’s plan and relevant supportive documentation.  At the time of the SA team visit, the State was satisfied with PICCA’s corrective actions.  The SA team examined documents such as the human resources policy manual, organizational chart, A-133 Audit, CSBG application, ROMA data, needs assessment, a sample of personnel files, strategic plan, board minutes, and program brochures.  No irregularities were noted by the SA team.