2014 Mississippi County, Arkansas Economic Opportunity

2014
Mississippi County, Arkansas Economic
Opportunity Commission, Inc.
Annual Report
Samuel Scruggs, Executive Director
Central Office
1400 North Division
Blytheville, Arkansas
Mississippi County, Arkansas Economic Opportunity Commission, Inc
MISSION STATEMENT
MCAEOC is committed to alleviating poverty and assisting low-income
individuals and families, to secure knowledge, skills, and opportunities which
will enable them to become self-sufficient, and lead lives of dignity.
One of the homes built through
MCAEOC, Inc
2
As an employee of the MCAEOC, Inc. since May 1, 1978 and Executive
Director since March, 1979, I have seen many positive changes in our community.
Unfortunately, one unchanging factor is the ever increasing poverty of a
significant number of Mississippi County residents. Whether caused by economic downturns, aging without resources, or separation of families, the effects are overwhelming for those who find themselves in this grievous situation. Poverty is a very real fact of life which cannot be ignored. Poverty can
inflict itself on any one, regardless of color, race, age, creed or
nationality; and is one of the worst forms of discrimination.
The continuing mission of the Mississippi County, Arkansas Economic
Opportunity Commission, Inc. is one of great challenge. By utilizing funds
from federal, state, and local sources, programs are developed and geared to
assist the economically disadvantaged so that they may maintain a decent
standard of life. Our programs have impacted the area of nutrition, fair housing, health care, education, employment, child care, fuel and food assistance.
For over 30 years, this agency has met and will continue to meet challenges in Mississippi County. We look forward to assisting those in need, advocating on their behalf. Mississippi County, Arkansas Economic Opportunity Commission, Inc. has services in three counties in Arkansas and two in Missouri for our Migrant and Seasonal families.
Samuel Scruggs
Executive Director
3
Program Services
Commodity Food Distribution
Surplus foods such as rice, honey, beans and selected can goods are distributed to help
supplement the diets of needy persons in eligible households. These foods are made available
by the USDA and distributed periodically at various authorized sites.
Emergency Food and Shelter
Provides funds to low-income families in emergency situations to assist in obtaining food,
shelter, and other necessities for a limited period of time.
Employment Services
Employment counseling and workshops, job referrals, employer contacts, and follow-up
activities are provided to those seeking employment.
Services for the Homeless
This program is geared toward homeless or displaced families and individuals. Food, shelter/
housing, transportation, emergency medical supplies, and/or basic necessities are provided, as
circumstances warrant. Referrals for assistance in employment, income maintenance, medical
treatment, and other transitional support services are also provided.
Early Childhood Education
(Head Start, Migrant and Seasonal Head Start, Arkansas Better Chance School for Success, Early Head Start,
Operation Parenting Edge, & School of the 21st Century of Yale University, HIPPY and MIECHV HIPPY. )
The program provides child development services and activities, health services, nutrition
assistance, special services for children with disabilities, parental involvement, volunteer
participation, staff training and other social and support services to over 1,000 children and
their families.
Empowering Communities For Life
Empowering Communities for Life is a research study that offers health information, disease
prevention and screening for chronic illness to residents of Mississippi County.
Home Energy Assistance Program
Depending upon the availability of funds, payments are made on a one-time basis to energy
suppliers to assist low-income households in paying their energy bills.
4
Program Services cont.
Toys for Children
Provides toys for needy children
Income Counseling
Counseling sessions and workshops on income utilization issues, such as: planning nutritious and economical meals, family budgeting, managing utility costs, etc., are provided.
Youth Development
Cultural enrichment, social development, and recreational events are provided for youths.
Housing
MCAEOC operates a Housing Rehabilitation Program and provides affordable rental housing
for low income individuals. It also develops new multi-family units by using the HOME Program, low-income tax credits, and the Housing and Urban Development Program (HUD) as
well as new single family Housing Down Payment Assistance.
Housing Preservation
Provides assistance to low-income home owners through USDA Housing Preservation program to bring houses up to 502 Standards.
Community Participation
Low-income persons are assisted in participation and in local community activities
Healthy Start
Works to reduce infant mortality and low birth weight babies.
Good Samaritan Fund
Good Samaritan Fund is an Emergency Assistance Demonstration Program funded by
Blytheville First United Methodist Church. The funds are used to provide assistance on a
case-by-case basis to alleviate emergency needs of residents of the Greater Blytheville area.
Small Business Lending Program
MCAEOC operates a micro-lending program for small business development and expansion
in the Mississippi County Enterprise Community.
5
Contents
Through the neighborhood services centers and special projects, MCAEOC provides a
community-based system of service provision to and advocacy for the poor to meet
their needs and to enhance the quality of lives, regardless of race, religion, sex, age,
disability or national origin. MCAEOC provides some services directly and refers
people to other available services. Some of MCAEOC’s activities focus on meeting
the immediate and basic needs of the poor (e.g., food and shelter); other activities
facilitate long term effects (e.g., education and employment).
ELIGIBILITY
Eligibility is primarily determined by income guidelines established by the U.S. Office
of Management and Budget. MCAEOC staff will assist families and individuals in
determining their eligibility.
RESOURCES
MCAEOC is a non-discriminating, non-profit organization which receives local, state,
federal, and foundation funds.
Early Childhood Education
Health and Nutrition Services
Head Start
Commodity Food Distribution
Early Head Start
Healthy Start
Arkansas Better Chance
Housing Services
Arkansas Better Chance School for
Housing
Success
Housing Preservation
Migrant and Seasonal Head Start
Social Services
HIPPY
Emergency Food & Shelter
MIECHV HIPPY
Employment Services
Education & Training Services
Services for the Homeless
Income Counseling
Small Business Lending Program
Workforce Development
Transportation
Information and Referral Services
Good Samaritan Food
Toys for Children
Energy Services
Home Energy Assistance Program
(HEAP)
6
Youth Development
Community Participation
MCAEOC Governing Board
Public Sector
Ms. Terri Brassfield
Mayor James Sanders
Mr. Sylvester Belcher
Mrs. Marilyn Looney
Mayor Sissy Winford Ross
Mr. Wendell Poteet
Private Sector
Mrs. Faye Ford, Secretary
Mr. Douglas Echols, Sr.
Ms. Beth Thomas
Ms. Gloria Phillips
Mr. Edward Richardson
Ms. Jackie Seals, Finance
Community Sector
Mrs. Eloise Moore, Chairperson
Ms. Mittie Carter
Mr. Steven Ledbetter
Ms. Saundra Greene
Mr. Letroy Gathen
Ms. Gladys Franco
Consultant
Attorney Brent Martin
7
MISSISSIPPI COUNTY, ARKANSAS
ECONOMIC OPPORTUNITY COMMISSION, INC.
COMBINED ANNUAL REPORT As of December 31, 2014
ASSETS
. Cash in Bank
. Inventory
. Cash Receivable Funding Source
. Accounts Receivable: Clients
. Accounts Receivable: Other Programs
. Account Receivables; Reimbursement
. Inventory: Equipment
$
923,685.00
11,073.00
144,679.08
16,363.00
169,282.00
18,129.54
1,773,250.44
3,056,462.06
FIXED ASSETS
. Program Real Estate
. Facilities Building
. Accumulated Depreciation
2,065,721.27
464,889.00
-2,306,653.47
223,956.80
OTHER ASSETS
. Utility Deposits
148.00
148.00
$
Total Assets:
3,009,625.62
LIABILITIES AND NET ASSETS
Accounts Payable: Operations
167,300.88
Accounts Payable: Other Programs
138,582.99
Accounts Payable: Interest Income
1,771.25
State Income Tax Payable
27,120.21
State Unemployment Payable
72,553.92
. Group Insurance Premium Payable
. Benevolent Fund Payable
. Refundable Advances
. Notes Payable: LISC
34,991.01
2,268.80
472,863.00
17,672.81
$
935,124.87
Total Liabilities:
Net Assets:
Investment Inventory
Investment in Fixed Assets
Unrestricted
1,804,437.73
264,751.93
288,356.78
1,599,469.73
8
TOTAL NET ASSETS:
$
3,957,016.17
TOTAL LIABILITIES AND NET ASSETS:
$
3,957,016.17
REVENUES
INGRESOS
GRANT INCOME
INGRESO DE OTOR-
IN-KIND DONATIONS
DONACIONES DE EN-
$
14,881,063.00
2,783,142.00
$ 17,664,205.00
EXPENITURES
GASTOS
Personnel
Personal
7,760,731
Fringe
Beneficios
1,940,183
Out of Co. Travel
Viajes fuera del condado
189,348
Equipment
Equipo
187,512
Supplies
Suministro
Training
Entrenamiento
Others
Otros
1,510,915
248,890
3,043,485
14,881,063.00
TOTAL EXPENSED:
FEDERAL FUNDS
Head Start
Early Head Start
Healthy Start
Commodities
Home Entergy Assistance
Housing Preservation
Emergency Food & Shelter
Community Service Block
CSBG Discretionary Grant
MECHV (Hippy)
TOTAL FEDERAL FUNDS:
12,491,800.00
STATE FUNDS
Arkansas Better Chance
Hippy
TOTAL STATE FUNDS:
2,330,413.00
LOCAL & PRIVATE FUNDS
TOTAL AGENCY
FUNDING:
9
468,521.00
$
15,290,734.00
Audit Report
According to an independent auditors’ report received in June of 2015,
from S & P Company, a Certified Accountants and Consultants firm located in
Little Rock, Arkansas; Mississippi County, Arkansas Economic Opportunity
Commission, Inc. had no findings or questioned cost in its audits performed
on the fiscal year ending on December 31, 2014. Information from audits are
shared annually with the Policy Council, staff and reviewed with the Governing Board.
Según un informe auditoria independiente fechado el 2de Mayo del
2014, de S & P Company (Compañia S & P), una empresa de Contadores y
Consultantes Certificados ubicado en Little Rock, Arkansas; Condado de Mississippi, Arkansas Comisión de Oportunidad Económica, Inc., no hubo conclusions en sus auditorías realizados el año fiscal terminando el 31 de Diciembre del 2013. Información de auditorías se comparte anualmente con staff,
el Consejo de Póliza, y se revisa con el Consejo Gobernante.
10
Goal 1: Low-Income people become more self-sufficient
National Performance Indicator 1.1
Total
Employment
The number and percentage of low-income participants in Community Action employment initiatives
Unemployed and obtained a job
Enrolled in Programs
27
Planned
Outcomes
Percentages
40
27
68%
National Performance Indicator 1.2
Employment Supports
The number of low-income participants for whom barriers to initial or continuous employment are reduce or
Obtained skills/competencies
for employment
Completed post secondary education program and obtained
certificate or diploma
Obtained access to reliable
transportation and/or driver’s
license
Obtained health care services
for themselves or family member
Obtained safe and affordable
housing
Obtained non-emergency LIHEAP energy assistance
11
Enrolled in Programs
681
Planned
200
Outcomes
Percentages
Enrolled in Program
681
341%
11
Planned
11
Outcomes
11
Percentages
100%
Enrolled in Programs
741
Planned
Outcomes
600
741
Percentages
124%
Enrolled in Program
1,712
Planned
Outcomes
Percentages
2,225
1,712
77%
Enrolled in Programs
10
Planned
Outcomes
8
10
Percentages
125%
Enrolled in Program
2,538
Planned
3,500
Outcomes
Percentages
2,538
73%
Goal 1: Low-income people become more self-sufficient.
National Performance Indicator 1.3
Economic Asset Enhancement and utilization
The number and percentages of low-income households that
achieve an increase in financial assets and/or financial skills
as a results of Community Action assistance, and the aggregated amount of those assets and resources for all participants achieving the outcomes, as measured by one or more
of the following:
Number and percent of participants in tax preparation programs who qualified for any type of Federal or State tax
credit and the expected aggregated dollar amount of credits
Number and percent of participants demonstrating ability to
complete and maintain a budget for over 90 days
Number and percent of participants pursuing postsecondary education with accumulated IDA or other savings
Additional Measures
Number of Households which
obtain home ownership
Number of Households which
maintain home ownership
Enrolled in
Program
Total
425
Planned
Outcomes
Percentage
Enrolled in
Program
Planned
Outcomes
Percentages
Enrolled in
Program
Planned
Outcomes
Percentages
350
425
121%
20
Planned
8
Outcomes
Planned
1
8
Outcomes
Progressing
1
0
25
20
80%
68
60
68
113%
Goal 2: The condition in which low-income people live are improved
National Performance Indicator 2.1
Community Improvement and Revitalization
Increase in, or safeguarding of threatened opportunities and
community resources or services for low-income people in
the community as a result of Community Action projects/
initiatives or advocacy with other public and private agencies, as measured by one or more of the following:
Jobs created, or saved, from reduction or elimination in the
12
community.
Planned
8
Safe and affordable housing units created in
the community
Safe and affordable housing units in the
community preserved or improved through
construction, weatherization or rehabilitation achieved by Community Action or advocacy
Accessible safe and affordable health care
services/facilities for low-income people
created, or saved from reduction or elimina-
Accessible safe and affordable child care or
child development placement opportunities
for low-income families created, or saved
13
Number of Projects
5
Planned
40
Number of Opportunities
and/or Community Resources preserved or In-
28
Planned
4
Number of Projects or initiatives
Planned
7
Number of Opportunities
and/or Community Resources preserved or in-
10
Planned
-
Number of Projects or initiatives
Planned
4
8
-
Number of Opportunities
and/or Community Resources preserved or in-
17
Planned
8
Number of Projects or initiatives
Planned
7
2,225
Number of Opportunities
and/or Community Resources preserved or in-
1,712
Planned
4
Number of Projects or initiatives
Planned
2
20
Accessible before-school and after-school program placement opportunities for low-income
families created, or saved from reduction or elimination
Accessible new or expanded transportation resources or those that are saved from reduction or
elimination, that are available to low-income people, including public or private transportation
Accessible or increased educational and training
placement opportunities, or those that are saved
from reduction or elimination, that are available
for low-income people in the community, including vocational, literacy, and life skill training, ABE/
GED, and post secondary education
Planned
8
Number of Projects
or initiatives
Planned
7
Number of Opportunities
and/or Community Resources preserved or increased
Planned
741
Number of Projects
or initiatives
Planned
7
Community Quality of Life and Assets
The quality of life and assets in low-income neighborhoods are improved by Community Action initiative or advocacy, as measured by one or more
of the following:
14
8
600
Number of Opportunities
and/or Community Resources preserved or increased
Planned
741
Number of Projects
or initiatives
Planned
8
Number of Opportunities
and/or Community Resources preserved or increased
National Performance Indicator 2.2
600
4
160
255
Increase in the availability or preservation of community facilities
Increase in or preservation of neighborhood quality-of-life resources
Planned
5
Number of Projects or initiatives
Planned
Number of Opportunities and/
or Community
Resources preserved or increased
Planned
7
Number of Projects or initiatives
Planned
Number of Opportunities and/
or Community
resources preserved on increased
950
1,258
8
11
350
678
National Performance Indicator 2.3
Community Engagement
The number of community members working with
community Action to improve conditions in the
community
Number of community members mobilized by
Community Action that participate in community
revitalization and anti-poverty initiatives
Number of volunteer
hours donated to the
agency (this will be ALL
volunteer hour
Additional Measures
Increase in value of homes as a result of rehabilitation projects (Reports number of homes with increased value) (Count walk-a-way as exited)
15
Planned
740
Total contribution by Community
Planned
876
3,880
Total contribution by Community
4,705
Planned
10
Outcomes
10
Goal 3: Low-income people own a stake in their community
National Performance Indicator 3.1
Community Enhancement through Maximum Feasible Participation
The number of volunteer hours donated to Community Action.
Total number of volunteer hours donated by lowPlanned
2100.00
income individuals to Community Action (This is ONLY the number of volunteers hours from individuals
who are low-income).
Outcomes
3,505
National Performance Indicator 3.2
Community Empowerment through Maximum Feasible Participation
The number low-income people mobilized as a direct result of Community Action initiative to engage
in activities that support and promote their own
well-being and that of their community, as measured by one or more of the following:
Number of low-income People participating in forPlanned
240
mal community organization, government, boards
or councils that provide input to decision-making
and policy-setting by Community Action efforts
Outcomes
175
Number of low-income people acquiring businesses
Planned
0
in their community as a result of Community Action
assistance
Outcomes
0
Number of low-income people purchasing their own
Planned
8
home in their community as a result of Community
Action assistance
Outcomes
0
Number of low-income people engaged in nonPlanned
720
governance community activities or group created
or supported by Community Action
Outcomes
1,009
Goal 4: Partnership among supporters and providers of services to low-income people are achieved.
National Performance Indicator 4.1
Expanding Opportunities through Community-Wide Partnership
The number of organization, both public and private, that Community
Action actively works with to expand resources and opportunities to
achieve family and community outcomes
Non-Profit
Faith Based
16Local Government
Planned Number of Organizational Partnerships
Number of Organizational Partnership
Planned Number of Organizational Partnerships
Number of Organizational Partnerships
Planned Number of Organizational Partnerships
20
21
5
5
6
Number of Organizational Partnerships
School Districts
Planned Number of
Organizational Partnership
Number of Organizational Partnership
Goal 5: Agencies increase their capacity to achieve results.
National Performance Indicator 5.1
Agencies Development
The number of human capital resources available
to Community Actions that increases agency capacity to achieve family and community outcomes, as
measured by one or more of the following:
Number of board members attending trainings
Hours of staff trainings
Hours of board members
in trainings
6
1
6
Planned
21
Actual
30
Planned
13,400
Actual
16,578
Planned
170
Actual
138.5
Goal 6: Low-income people, especially vulnerable population, achieve their potential by strengthening family
and other supportive environments
National Performance Indicator 6.1
Independent Living
The number of vulnerable individuals receiving services from Community Action who maintain an independent living situation as results of those services:
Senior Citizens (seniors can be reported twice, once
Planned
67
under Senior Citizens and again if they are disabled
under individuals with Disabilities, age 55-over)
Actual
77
Individual with Disabilities
Ages: 0-17
Ages: 18-54
Ages: 55-over
Total ind. w/disabilities
17
Planned
0
Actual
0
Planned
5
Planned
2
Planned
25
Actual
3
Planned
30
Actual
5
National Performance Indicator 6.2
Emergency Assistance
The Number of low-income individuals served by Community Action
who sought emergency assistance and the number of those individuals
for whom assistance was provided, including such services as:
Emergency fuel or utility payment funded by LIPlanned
HEAP or other public and private funding sources
Number Seeking
Assistance
Outcomes
National Performance Indicator 6.3
Child and Family Development
The number and percentage of all infants, children ,
youth, parents, and other adults participating in
development or enrichment programs who achieve
program goals, as measured by one or more of the
following:
Infant and children obtain age-appropriate immun- Enrolled in Programs
ization, medical, and dental care
Planned
Outcomes
Infants and child health and physical development
Enrolled in Programs
are improved as a result of adequate nutrition.
Planned
Outcomes
Children participate in pre-school activities to dePlanned
velop school readiness skills
Outcomes
Children who participate in preschool activities are
Planned
developmentally ready to enter Kindergarten or 1st
grade.
Outcomes
Youth improve health and physical development
Enrolled in Programs
Planned
Outcomes
Youth improve social/emotional development
Planned
Outcomes
Youth avoid risk-taking behavior for a defined peri- Enrolled in Program
od of time
Planned
Outcomes
Youth have reduced involvement with criminal jusPlanned
tice system
Outcomes
Youth increase academic, athletic, or social skills
Planned
for school success
Outcomes
18
1,726
825
825
1,675
2,125
1,675
5,302
5,475
5,302
1,895
2,227
900
202
16
200
16
200
16
16
200
0.00
200
16
200
16
Parents and other adults learn and exhibit improved parenting skills
Parents and other adults learn and exhibit improved family functioning skills
Planned
2,750
Outcomes
Planned
2,912
2,750
Outcomes
2,912
Enrolled
Planned
Outcomes
Enrolled
Planned
Outcomes
1,191
1,125
1,191
0
0
0
Planned
Actual
Planned
Actual
Planned
Actual
Planned
150
179
910
740
740
180
7
Outcomes
Planned
16
3,500
Outcomes
Planned
3,172
9,550
Outcomes
9,194
National Performance Indicator 6.4
Family Supports (Seniors, Disabled and Caregivers)
Low-income people who are unable to work, especially seniors, adults
with disabilities, and caregivers, for whom barriers to family stability
are reduced or eliminated, as measured by one or more of the following:
Obtained food assistance(Pg.59)
Obtained non-emergency WX energy assistance( Pg. 60)
National Performance Indicator 6.5
Service Counts
The number of services provided to low-income individuals and/or
families as measures by one or more of the following:
Food Boxes (Pg. 61)
Rides Provided (Pg. 61)
Information and Referral Calls (Pg. 61)
Number of participating families moving from homeless or transitional
housing into stable standard housing
Number of high consumption households realizing a reduction in energy burden (example: weatherization, assurance 16, regular HEAP)
Other: Number of households realizing an increase in food-security
(Example: senior centers, congregate meals, Head Start
19
Other: Number of persons who’s health has improved since participating in agency services (Example: dental clinic, family planning,
home health care, and drug treatment centers)
Planned
2,225
Outcomes
1,735
SUCCESS STORY
Blytheville Growing Healthy Communities Initiative
Second Quarter of 2013
The goal of the Blytheville Growing
Healthy Communities initiative is to
“increase awareness about having a
healthy lifestyle”. The team members
have made several presentations to
organizations encouraging physical
activity. They are also advocates for
healthy eating. Tamika Jenkins, one of
the team members, stated that, “We
encourage people to eat five to nine
fruits and vegetables every day and
motivate people to take advantage of
the community garden”. The Community Garden is located at 1100 Byrum
Road, which is located beside one of
MCAEOC’s Head Start centers. As of
June 30th, dozens of community
members have had the pleasure to
gather and collect plentiful fruits and
vegetables. The garden has an
abundance of harvest fruits and
vegetables such as corn, squash,
zucchini, hot peppers, tomatoes, okra,
crower peas, and watermelons.
20
Early Childhood Education Department
Head Start
Early Head Start
Arkansas Better Chance for School Success
Migrant and Seasonal Head Start
Operation Parenting Edge
School of the 21st Century of Yale University
Home Instructions for Parents Preschool Youngsters (HIPPY) USA
Maternal, Infant Early Childhood Home Visiting (MIECHV HIPPY)
The Department of Early Childhood Education
serves infants, toddlers, expectant mothers and preschoolers.
Quality Initiatives
Researched Based Curriculum
Computer Learning In Each Preschool Classroom
Abundance Of Classroom Supplies
Appropriate Playground Equipment
Low Staff:child Ratio
Qualified Staff with Degrees In Early Childhood Education & CDA
Quality Individualized Education
State Approved Quality Centers—Better Beginnings
Low Family Caseload Ratio
To apply, all applicants must have:
Child’s Immunization Record
Birth Certificate/proof of birth
Verification of Family Income
Social Security Cards
Medicaid Card (if applicable)
21
Early Childhood Education Department Funding Sources
Head Start, Early Head Start, Migrant and
Seasonal Head Start,
Head Start is a national program that promotes
school readiness by enhancing the socialemotional, physical, language and cognitive
development of children through the
provision of educational, health, nutritional,
social and other services to enrolled children
and families. Mississippi County Arkansas, EOC
serve 206 migrant and seasonal children as a
grantee, 532preschoolers, 352 infant/toddlers
and 24 pregnant mothers, 36 HIPPY USA and 50
preschoolers in the HIPPY MIECHV.
PROGRAM DESCRIPTION
In 1964, MCAEOC, Inc. program established a
Head Start program in Dell, Arkansas to provide
comprehensive child development services to
economically disadvantaged children and
families, with a special focus on helping
preschoolers develop the early reading and
math skills they need to be successful in school.
By 1981, the Migrant Head Start program was
initiated for 100 children who were mobile over
the past year and were involved in agricultural
related work. In 1998, the Early Head Start
program was established to serve children from
birth to three years of age in recognition of the
mounting evidence that the earliest years
matter a great deal to children's growth and
development.
Head Start programs promote school readiness
by enhancing the social and cognitive
development of children through the provision
of educational, health, nutritional, social and
other services to enrolled children and families.
They engage parents in their children's learning
and help them in making progress toward their
educational, literacy and employment goals.
Significant emphasis is placed on the
22
HIPPY, USA
The achievement gap appears well before
children enter kindergarten. Children who begin
school having missed critical early learning
opportunities are already at risk for failure in
school.
Home Instruction for Parents of Preschool
Youngsters (HIPPY), is funded for 36 children.
HIPPY is an evidenced-based early learning
program, addresses these issues by supporting
parents in their critical role as their child’s first
and most influential teachers. In the HIPPY
model, peer home visitors deliver 30 weeks of
high quality school readiness curriculum directly
to parents who then work with their own three,
four, and five year-old children. Using the HIPPY
books and curriculum, parents spend one-on-one
time each day reading books with their
children and teaching them school readiness
skills.
HIPPY helps parents empower themselves as
their children's first teacher by giving them the
tools, skills and confidence they need to work
with their children in the home. The program was
designed to bring families, organizations and
communities together and remove any
barriers to participation that may include limited
financial resources or lack of education.
involvement of parents in the administration of
local Head Start programs.
Toddlers during outdoor play
Early Childhood Education Department Funding Sources
MIECHV HIPPY
The MIECHV program is designed to strengthen and
improve programs and coordination of
services for at-risk communities and to improve
outcomes for those families. The Health
Resources and Services Administration (HRSA) and
the Administration for Children and Families (ACF)
see home visiting as one of several
strategies embedded in a quality early childhood
system that promotes maternal, infant and early
childhood health, safety and development, as well
as strong parent-child relationships.
MCAEOC received funding for 50 children beginning April 2012.
Based on our program research, HIPPY was named
one of seven home visiting models that meets the
evidence-based criteria of the
Maternal, Infant, Early Childhood Home Visiting program (MIECHV). Because of the positive
outcomes of our research, HIPPY is uniquely
positioned to help states and communities
Arkansas Better Chance For School Success
MCAEOC participates in the Arkansas Better Chance
(ABC) program. ABC is a state-funded
preschool program that provides high-quality
early care and education to Arkansas’ young
children, 3 to 5 years of age. Currently, the
program is funded for 316 children. MCAEOC’s ABC
program provides preschool children with the skills,
enrichment, and learning opportunities that increase their chances of future success in school. All
ABC teachers are highly trained in developmentally
appropriate practices for the education of young
children.
Teachers are required to meet higher education
guidelines set forth by the Division of Child Care and
Early Childhood Education, Arkansas
Department of Human Services and the State Board
of Education. Classrooms are evaluated
annually and must maintain high scores in
23
classroom environment and safety. Income
eligibility for the ABC program permits a family to
have an income of up to 200% of the federal
poverty level. This higher income level allows
MCAEOC to offer programming to families that
otherwise would not qualify under the Head Start
income guideline of 100% FPL.
The ABC program at MCAEOC began in 1992 with
6 classrooms with funding for 111 children. Since
that time, MCAEOC has continued to
expand its ABC program and currently offers program services to 316students in 19 classrooms
across Mississippi County, AR. Arkansas Better
Chance classrooms are located in the
following communities: Blytheville, Gosnell,
Leachville, Luxora, Manila, Osceola, and Wilson..
Why Head Start?
It may be noted that MCAEOC has been awarded
three stars for its quality rating. High quality child
care and early childhood education sets the stage
for how well our children learn, how they think of
themselves and how they interact with their
world. We as parents, early childhood educators
and a community have a responsibility to make
sure all of our children have the very best
experiences they can.
Why Choose Quality?
High quality child care and early childhood
education sets the stage for how well our children
learn, how they think of themselves and how they
interact with their world. See more at:
http://www.arbetterbeginnings.com/about-us/
why-choose-quality#sthash.SLkgcucb.dpuf
Better Beginnings Centers With Three Stars
Child Care Centers must complete all standards for Level 1, Level 2 and Level 3
Administrator Requirements
 Accrues at least 135 clock hours of education and/or training in child development/early
education and administration.
 Completes 25 clock hours or more each year of additional training in child development/
early education and administration.
 Completes a self-assessment of the program’s support for families.
 Tries new ideas to strengthen partnerships with families.
Staff Requirements
 Accrues 15-45 clock hours or more of training in child development/early education.

Completes at least 25 clock hours of additional training each year.

Maintains a portfolio for each child that shows the child’s progress over time.

A portfolio often includes samples of the child’s work, photographs and staff notes about
the child’s activities.
Facility Requirements
 Meets or exceeds a designated score on a rating of administrative quality.

Meets or exceeds a designated score on a rating of classroom quality.

Provides at least three interest centers in each classroom.

Interest centers focus on a particular type of play and learning, such as blocks, art, books
or pretend play.
Develops a current written curriculum plan and daily activities that include learning goals.
 A curriculum plan gives direction to planning and activities for all classes.

Daily activities in each class are planned to support the child’s learning and development.

Shares with families’ information on nutrition and physical activity for children.
- See more at: http://www.arbetterbeginnings.com/about-us/what-better-beginnings/centers/3star#sthash.UjtbSktE.dpuf
24
BETTER BEGINNINGS CERTIFICATIONS
CENTER
Date Certified
03.04.2011
ELIGIBLE FOR 3*
APPLICATION
LEVEL 3
CERTIFICATION
EXPIRES
Open
A-1 CHILD CARE CENTER
AEROPLEX MIGRANT
11.23.2012
LEVEL 3
Open
ANC-CHILDREN CARE CENTER
12.14.2011
LEVEL 3
Open
BUFFALO ISLAND CHILD CARE CENTER
11.23.2011
LEVEL 3
Open
BLYTHEVILLE HEAD START CENTER
03.30.2011
LEVEL 3
Open
EOC CHILDCARE CENTER
CARUTHERSVILLE, MO
HARRISON EARLY HEAD START
JOINER HEAD START COMMUNITY CENTER
KEISER MIGRANT HEAD START CENTER
NO QUALITY SYSTEM IN MISSOURI
CENTER
4-21-2014
12.15.2011
NOW
LEVEL 3
LEVEL 3
Closed
Open
Open
LEACHVILLE MIGRANT
HEAD START CENTER
LUXORA ABC CENTER
05-05-2014
LEVEL 3
Open
5-12-2014
05-19-2014
LEVEL 3
LEVEL 3
Open
Open
MCAEOC EARLY HEAD START CENTER
05-22-2014
LEVEL 2
Open
MCAEOC WILEY CENTER
05-12-2014
LEVEL 2
Open
OSCEOLA MIGRANT HEAD START CENTER
01/2015
06.15.2012
Open
ARKANSAS AEROPLEX REGIONAL
02.10.2014
LEVEL 3
02.10.2017
KEISER REGIONAL HEAD START
LUXORA HEAD START
CENTER
03.07.2014
NOW
LEVEL 3
CLOSED
03.07.2017
MANILA HEAD START CENTER
01.15.2014
LEVEL 3
01.15.2017
WILSON CHILD DEVELOPMENT CENTER
12.16.2013
LEVEL 3
12.16.2016
4-21-2014
LEVEL 2
OPEN
MCAEOC MIGRANT HEAD
START CENTER
BLYTHEVILLE PUBLIC SCHOOLS PRE-K (Early Childhood Partner)
KEISER MIGRANT –EARLY HEAD START
MCAEOC Early Childhood Education Program has obtained Level 3 certifications for 14
(70%) of its 20 operational facilities. Level 3 is the highest level of certification that can be
achieved. Three other centers have achieved Level 2 certifications. One site is located in Missouri and does not participate in the Quality Rating System. The remaining two sites are partners. The agency is working closely with these two partners in support of them in their efforts
to achieve a high level of quality as well.
*Indicates certificates are forthcoming
25
Head Start children: Who are we?
Head Start programs serve children and their families from
a variety of backgrounds:



53% were 3 years old at program entry and 47% were 4.
100% attended “full-day” Head Start program.
29% were younger than 1 year old at program entry 36%
older than 1 year old attended “Early Head Start” 35%
were 2 year old.
Children Come from Diverse Backgrounds
1%
0%
4%
3%
15%
White
African American
26%
Hispanic/Latino
American Indian or Alaskan Native
Asian or Pacific Islander
Multi-racial or Bi-racial
Other
51%
26
Head Start Serves Children of all Abilities
By the end of their first year, approximately 10% of children are identified having
disability defined as having had a professional indicate that the child had a
development problem, delay, or other special need.
The vast majority of children with disability had a speech and language impairment
and 3.47% of children with an identified disability had multiple impairments. 52.08%
of children with disability had an individual Education Plan (IEP) or individual Family
Service plan (IFSP). Such plans create opportunities for teachers, parents, school
administrators, and related services personnel to work together to improve educational results for each child in need.
What Is a Special Need?
 Speech or Language Impairment includes difficulty in communicating.
 Cognitive Impairment includes mental retardation, autism/pervasive development
delay, and other developmental delays.
 Behavioral/Emotional Impairment includes behavior problems, hyperactivity, and
ADHD.
 Sensory Impairment includes deafness, other hearing impairment, blindness, and
other visual impairment.
 Physical Impairment includes motor impairments.
Types of Special Need
4%
3%
3%
2%
0%
Speech or
Language
27
Cognitive
0%
0%
0%
Behavior/
Emotional
Sensory
Physical
Feeling Good? Head Start Children’s Health
Health and Wellness
After completing 1 year of Head Start, 57% of children were reported by their parents as
being in “excellent” or “very good” health, 6% were “good”, and 37% were considered in
“fair” or “poor” health. After
Healthy Habits, Healthy Children





Promote physically active games and play
activities
Serve fresh fruit and water (rather than juice)
Serve low-fat milk instead of whole milk
Serve child-sized portions-a child’s fist =1
portion!
Limit children’s TV and “non-active” time
Weight and Obesity
Childhood obesity is a growing health problem, linked to short– and– long–
term negative physical, social, and emotional outcomes . In the spring, 57% of
children were within normal weight ranges. However, more than 37% of children were considered “overweight” or “obese,” defined as having a Body
Mass Index (BMI) at or above
the 37th percentile for age and
gender.
When comparing children of different backgrounds, 65% of Hispanics/Latino children were
above the normal weight range.
In contrast, approximately of
African– Americans (51%) and
Caucasian (15%) children were
above normal weight range.
28
Obese
21%
Overweight
16%
Under Weight
6%
Normal Weight
57%
What Does a Typical Head Start Family Household Look Like?





4-5 family members
24% of children live with both of their biological/adoptive parents and approximately 76% live in single-parent households.
57% of fathers were employed and half work full-time.
40% of mothers were employed and half work full-time.
43% of mothers and 57% of fathers had at least a high school education.
29
Required Budgets to Meet Head Start Act
January to December
30
31
32
33
34
35
MCAEOC EARLY CHILDHOOD DEVELOPMENT
END OF MONTH ENROLLMENT
Section 641A(h)(2) of the Head Start Act requires all Head Start programs to
report on a monthly basis their actual enrollment and, if their actual enrollment is less than their funded enrollment, the reasons for this shortfall. In order to facilitate this reporting, the Office of Head Start has established a new
website in order to report enrollment each month.
2014 Head Start, Early Head Start Migrant & Seasonal Head
Start Monthly Attendance
600
500
400
300
200
100
0
Head Start
36
Early Head Start
Migrant & Seasonal Head Start
USDA Nutrition Assistance Program
The USDA Nutrition Assistance Programs provide Head Start children access to a healthful diet
and nutrition education through the Child and Adult Care Food Program (CACFP) and disaster
assistance. CACFP plays an important role in improving the quality of services for Head Start
children and their families by making meals more affordable. Through CACFP, more than 3.2
million children receive nutritious meals and snacks each day.
CACFP reimburses centers at free, reduced-price, or paid rates for eligible meals and snacks
served to enrolled children, targeting benefits to those children most in need. Through the
USDA, CACFP provide breakfast, lunch and snacks for families enrolled in our Head Start
program.
Migrant and Seasonal Head Start USDA reimbursements are separate according to the State children
are enrolled. MCAEOC operates a center in Caruthersville, Missouri. Therefore, you will find that
the Migrant and Seasonal Head Start Program USDA report separated according to the State and
number of meals served.
37
2014 Migrant & Seasonal Head Start USDA Reimbursement
Missouri USDA Reimbursements
$5,000
$4,000
$3,000
$2,000
$1,000
Snack
Breakfast
$-
Breakfast
Lunch
Snack
Total Reimbursement
Arkansas USDA Reimbursements
38
2014 Head Start USDA Reimbursements
$90,000
$80,000
Lunch
$70,000
Snack
$60,000
Total Reimbursement
$50,000
$40,000
$30,000
$20,000
$10,000
$-
39
Breakfast
Head Start parent graduation
from Arkansas Northern College
Family and Community
Partnerships
Head Start offer parents opportunities and support for growth, so that they can identify their
own strengths, needs and interests, and find
their own solutions. The objective of Family
Partnerships is to support parents as they
identify and meet their own goals, nurture the
development of their children in the context of
their family and culture, and advocate for communities that are supportive of children
and families of all cultures. The building of trusting, collaborative relationships between
parents and staff allow them to share with, and to learn from one another.
Head Start serves families within the context of the community, and recognizes that
many other agencies and groups work with the same families. The objective of
Community Partnerships is to ensure that the program collaborate with partners in their
communities, in order to provide the highest level of services to children and families, to
foster the development of a continuum of family centered services, and to advocate for a
community that shares responsibility for the healthy development of children and
families of all cultures.
What Does a Typical Head Start Family Household Look Like?

4-5 family members

24% of children live with both of their biological/adoptive parents
and approximately 76% live in single-parent households.

57% of fathers were employed and half work full-time.

40% of mothers were employed and half work full-time.

43% of mothers and 57% of fathers had at least a high school education.
40
Parents attend End of
Year Celebration at
Head Start Center
Composition of Head Start Families
Working and/or in Training
Head Start
Migrant & Seasonal
Head Start
Early Head Start
Families participating in a goal setting process
resulting in a Family Partnership
Agreement
100%
100%
100%
Two parent families
22.79%
53.39%
18.06%
Single parent families
77.21%
46.61%
81.94%
Two parents employed
26.11%
100%
42.68%
One parent employed
52.23%
100%
41.16%
Both parents not working
21.66%
0%
15.85%
Parents in Training
12.74%
0%
9.76%
41
Parent Activities
Head Start hosts monthly parent meetings. Our parent meeting schedule
includes our calendar for the year. The training calendar explains what
training will take place and what month. Parents elect representatives to
serve on the Policy Council/Policy Committee. We encourage male
involvement every 2nd and 4th Friday of the month at different Head Start
Centers. We support literacy by way of the Lending Library and Parent
and Child Together (PACT) Time. We also had approximately 71
volunteers in our centers. We give our parents a monthly newsletter with
Information on various activities. At the beginning of the year, each enter
hosts an Open House.
42
43
Staff Education and Professional Development
Since the success of MCAEOC Head Start depends largely upon the qualification of its staff,
MCAEOC has implemented a system of professional development and educational opportunities.
MCAEOC supports staff in meeting these challenges by providing adequate and appropriate
supervision, regular feedback, and structured opportunities. It is important that staff are qualified to
carryout curriculums to meet the appropriate child development needs. Management and
administrative staff consist of highly qualified professionals with years of training and/or experience in
their area of expertise.
Currently, staff have begun pursuing degrees to meet the 2013 education mandates at least a
bachelor degree in Early Childhood Education (ECE). With the largest employment placement demand
for preschool teaching positions, preschool teachers currently exceed 90% degreed level and infant/
toddler staff creating a focus to attain more degrees in the infant/toddler teaching staff population.
Staff are pursuing degrees from Arkansas State University, University of Arkansas, Arkansas Northeastern College, Ashford University and Franklin University. Arkansas State University Childhood Services
and Arkansas Northeastern college has been awarded twelve (12) college hours for Child Development
Associates (CDA).
44
45
46
7 Family Outcomes from PFCE Framework
Family Well-Being
Positive Parent Child Relationships
Families as Life Long Educators
Families as Learners
Family Engagement in Transition
Family Connection to Peers & Communities
Family as Advocates and Leaders
47
2014-15 HEAD START AND EARLY HEAD START CHILD ASSESSMENT DATA AND
PROGRESS TOWARD SCHOOL READINESS GOALS
MCAEOC Head Start continues to be a comprehensive child development program with the ultimate goals of enhancing social competence and school readiness in children birth to five from lowincome families. Meeting the Program Performance Standards provides the context in which children
are most likely to achieve positive learning outcomes, social competence, and school readiness.
Child outcomes are documented and input into Teaching Strategies Gold Assessment system at
three checkpoints throughout the program year. Child outcomes increased in all domain areas by the end
of the school year except Spanish Language and Literacy. Data shows that no children were assessed in
Spanish, as these children had moved over to the Seasonal program by the end of this checkpoint. It has
been recommended that a Policy and Procedures be developed and additional training and technical assistance conducted with the staff for completing the Home Language Survey in TS Gold. Also, the
Management Team and Education Coordinators have ongoing correspondence with TS Gold technical
assistance teams to continually stay abreast of issues within the system. This information is monitored
by the Education Coordinators. The Management Team and Teaching Staff work diligently at their assigned sites to provide teachers with one-on-one support.
Learning games and individualized assessments were introduced to parents during home visits
and parents teacher conference. This strategy supports MCAEOC’s goals and objectives by supporting
families as lifelong educators and being advocates for their child’s school-readiness success.
C-1. Infant, Toddler, and Twos Child Outcomes (Comparative Data Fall, Winter,
Spring 2014-2015
Fall 2014
Winter 2015
Spring 2015
Baseline Goal
Social-Emotional 80%
Social-Emotional 86%
Increased 6%
Social-Emotional 82%
Physical-GM 75%
Physical-GM 80%
Increased 5%
Physical-Gross Motor
74%
Physical FM 88%
Physical-FM 91%
Increased 3%
Physical-Fine Motor
87%
Language 71%
Language 78%
Increased 7%
Language 71%
Spanish Language 63%
Spanish Language 83%
Increased 13%
Spanish Language 50%
Cognitive 84%
Cognitive 85%
Increased 1%
Cognitive 84%
Literacy 78%
Literacy 79%
Increased 1%
Literacy 78%
Spanish Literacy 88%
Spanish Literacy 100%
Increased 12%
Spanish Literacy 50%
Mathematics 70 %
Mathematics 78%
Increased 8%
Mathematics 74%
Note: At the beginning of the year, it is appropriate for student’s skills and abilities to fall below widely
held expectations for his age or class/grade because he may not have received instruction for that level .
48
The above chart represents a comparison of the three checkpoint periods during the 2014-2015 school year.
The Infant, Toddler and Twos child outcomes increased in all domain areas by the end of the school year.
The Management Team and Teaching Staff have been working diligently at their assigned sites to provide
teachers with one-on-one support.
C-2. Preschool Child Outcomes (Comparative Data Fall, Winter, Spring 2014-2
Fall 2014
Winter 2015
Spring 2015
Baseline
Goal
Social-Emotional 88%
Social-Emotional 89%
Increased 1%
Social-Emotional 73%
Physical-GM 78%
Physical-GM 83%
Increased 5%
Physical-Gross Motor
72%
Physical FM 87%
Physical-FM 93%
Increased 6%
Physical-Fine Motor 81%
Language 80%
Language 85%
Increased
Language 71%
5%
Spanish Language 78%
Spanish Language 0%
Decreased %
Spanish Language 85%
Cognitive 83%
Cognitive 88%
Increased 5%
Cognitive 72%
Literacy 87%
Literacy 92%
Increased 5%
Literacy 83%
Spanish Literacy 100%
Spanish Literacy 0%
Decreased %
Spanish Literacy 86%
Mathematics 82 %
Mathematics 88%
Increased 6%
Mathematics 74%
Note: At the beginning of the year, it is appropriate for student’s skills and abilities to fall below widely held expectations for his
age or class/grade because he may not have received instruction for that level .
Education Coordinators are on-site to support staff by providing one-on-one monitoring, individual
professional development plans, and on-going monitoring. The Education Team analyze each classroom
assessment report at their assigned location and provide teachers with an overall classroom report. These
reports help to implement individual support to the child and family in an effort to improve indicators that
did not meet the baseline goal of 80%.
The policy and procedures for analyzing data implemented by the Program Operations Specialists
was adapted during the summer of the 2014-2015 program year. This information will be a more detailed
analysis of specific indicators and factors related to the overall impact of improving child outcome to promote school readiness. Outcomes are broken down by Objectives and Dimensions to get a closer look at
each domain area.
CLASS
MCAEOC’s CLASS-reliable observers conducted observations three times throughout the year. At the
time of a completed observation, observers provided teachers with specific strategies to improve their
49
teacher-child interactions through one-on-one support, professional development training and additional
resources provided by the National Center on Quality Teaching and Learning (NCQTL). MCAEOC management team analyzed and aggregated the checkpoints of CLASS data by: comparing sites, classroom
scores, national scores, and child assessment data. The data captured specific areas of improvement, and
this information is used to provide strategies to impact positive child outcomes.
MCAEOC did not experience a change in the instrument used to observe staff-child interactions.
However, there were newly certified observers. Efforts were made to support the newly certified observers in their coding to determine level of skills. There were skilled observers paired with new observers so
that they would be less likely to score higher or lower than the master coders would do.
Emotional Support by formulating a positive climate throughout their interactions with children daily.
The program’s average score for Emotional Support was 6.014; this score demonstrates that effective
teacher-child interactions were consistently observed throughout the observation periods. The difference
of the national score and program’s average for this domain is 0.18. Although, this is not a significant difference, this indicates a high-range of teacher-child interaction represented for this domain.
Classroom Organization focuses on how teachers facilitate children regulate their own behavior,
get the most out of each school day, and maintain interest in learning activities. The program’s average
score for Classroom Organization was 5.509, which was only declining 0.30 when compared to the national average (5.8) CLASS scores. This score was ranged in the mid-high, which demonstrated increased interactions being presented towards the high-range level.
Instructional Support assesses the ways in which teachers implement the curriculum to effectively
promote cognitive and language development. The program’s average score for this domain was 3.925;
this is 1.02 higher than the national average (2.90).
Teachers participated in CLASS training conducted by a certified trainer during fall pre-service
and mentoring training were provided to teachers using resources from the National Center on Quality
Teaching and Learning.
50
Emotional Support
Classroom Organization
Instructional Support
MCAEOC 2014-15 CLASS Average
Fall
Winter
Spring
MCAE2014
14-15
2015
OC Averages
6.055
5.923
6.065
6.014
5.722
5.407
5.427
5.519
4.204
3.96
3.610
3.925
National
Averages
6.10
5.8
2.90
HEAD AND EARLY HEAD START PARENT, FAMILY, AND COMMUNITY
ENGAGEMENT AND FAMILY OUTCOMES
MCAEOC made extensive efforts to train all content areas of on what Parent, Family and Community Engagement encompasses and the system of collection in PROMIS 12. The move from Parent
Involvement to PFCE required everyone to be a part of the shift to more engaging activities and efforts,
involving more than just the education team or the primary caregiver. PFCE provides a more holistic approach to working with and meeting the needs of families. The training and engagement of all staff in
increasing their knowledge about the PFCE framework also included the tracking and reporting system
used.
The 7 Family Outcomes were broken down by content areas. Each content area collected documentation and entered data into the Diamond Ring Family Engagement section of PROMIS 12. This data
was collected at three checkpoints- fall, winter, and spring. The three checkpoints were aggregated and
analyzed by the Program Operation Specialist II, Family Engagement Coordinator, and the Computer Information Specialist. The system provided for a more organized means of collecting the data.
MCAEOC implemented the Diamond Ring Family Engagement Outcomes. This data system allowed the program to collect relevant information about the families being served and their achievement
of the goals defined in Diamond Ring. Parent, Family and Community Engagement are further defined
by seven outcomes and twenty indicators. Diamond Ring data collection followed the same checkpoint
and finalization periods as Teaching Strategies, CLASS and Work Sampling. This allowed for uniformity
and consistency with data collection and input. Furthermore, program components were assigned specific
indicators to monitor, collect data/documentation from teachers and families and enter data into the Diamond Ring system. Four scores were applied to each indicator (0-Not Yet, 1-Emerging, 2-Consistent,
and 3-N/A) as documentation was entered. Finally, the results were aggregated to illustrate the program’s
efforts to support families’ engagement and growth.
51
2014 -15 HEAD START FAMILY OUTCOMES:
D- 1. Head Start Family Outcomes Result
2014-15 EARLY HEAD START FAMILY OUTCOMES:
D-2. EHS Percentage of Family Results
There were four areas where improvements need to be made. An action plan to increase all family en-
52
gagement outcomes will be implemented. However, Families as Learners, Families as Lifelong Educators, Parent-Child Relationships, and Family Well-being will receive concentrated focus. The revised program goals and implementation of the new software and systems, and continued training and
technical assistance also help with improvements in the prescribed objectives in the coming years.
MCAEOC encourages parents and families to become and remain involved in their children’s education, both in and out of the classroom. PFCE is communicated to families through two Home visits and three family conferences annually, monthly newsletters, parent committee and Policy Council
meetings, and through involvement in Community-Wide and Self-Assessment efforts. Parents are
encouraged and welcomed to attend, participate in, and take advantage of all learning opportunities as
they relate to their child’s overall development and School Readiness goals.
As part of continuous improvements for Family Outcomes, MCAEOC will implement the Family
Map Inventory system during the 2015-2016 program year. The Family Map consists of
inventories which are completed in face-to-face interviews between teachers or family service staff
and families. The interviews identify strengths and risks at home in a respectful way. They
establish parent-educator partnerships to help children grow up healthier and happier. The Family
Mapping Inventories will provide data for the educator and family to set measurable goals. Training
of all staff began during the summer of 2015.
53
ENERGY SERVICES
Income Counseling
Counseling sessions and workshops on income utilization issues, such as:
planning nutritious and economical meals, family budgeting, managing
utility costs, etc., are provided.
Workforce Development
Employment Services
Employment counseling and workshops, job referrals, employer contacts,
and follow-up activities are provided to those seeking employment.
Information and Referral Services
Community Participation
Low-income persons are assisted in participation and in local community
activities.
HEAP
Program Description
The Home Energy Assistance Program (HEAP) helps low-income households with home energy
costs by administering Regular Assistance and Crisis Intervention Programs. Each program
provides financial assistance to eligible households with a one-time per year payment to the
household's energy supplier or, under certain circumstances, to the applicant. The Crisis
Intervention Program provides assistance to eligible households facing energy
related emergencies.
In order to qualify for this benefit program, you must be a resident of the State of Arkansas, you
must need financial assistance for home energy costs and your household's annual income before taxes must not exceed $12,762 if one person lives in the household; $17,112 if two people
live in the household; $21,462 if three people live in the household; $25,812 if four people live
in the household; $30,162 if five people live in the household; $34,512 if six people live in the
household; $38,862 if seven people live in the household; or $43,212 if eight people live in the
household. For larger households, add $4,350 for each additional person in the home.
54
HEALTH and NUTRITION SERVICES
Commodity Food Distribution
Surplus foods such as rice, honey, beans and selected can goods are distributed to
help supplement the diets of needy persons in eligible households. These foods are
made available by the USDA and distributed periodically at various authorized sites.
HEALTHY START
Healthy Start Initiative
Works to reduce infant mortality and low birth weight babies.
Healthy Start Initiative 2014
Mississippi County has approximately half of its population
residing in the principal towns, Blytheville and Osceola. African Americans
are disproportionately residing in these two
communities, while whites are moving out of the cities to newer
developments in the surrounding rural areas and smaller towns. Poverty remains a pervasive reality in the county, especially for single parent families and children.
African Americans consistently are two to three times more likely than whites to be living in
poverty.
55
Housing Services
MCAEOC operates a Housing Rehabilitation Program and
Provides affordable rental housing for low income individuals. It
also develops new multi-family units by using the HOME
Program, low-income tax credits, and the Housing and Urban
Development Program (HUD) as well as new single family Housing Down Payment Assistance.
Single family home constructed
with the help of the MCAEOC
Housing
One of many single family homes
constructed with the help of MCAEOC
Housing
56
Mississippi County Arkansas E.O.C., Inc. Housing Department
The Mississippi County Arkansas E.O.C., Housing Department mission is to serve and educate housing
counseling clients in a confidential , non-judgmental manner, empowering them to identify and attain
individual and family housing goals within a positive, supportive counseling experience.
All clients go through an initial intake with our Housing Counselors, who can determine which type of
counseling would be most appropriate. Our Housing Counselors develop a counseling plan detailing what
steps will be taken to help the client reach their goal. Mississippi County Arkansas E.O.C. Housing Department
assist low-income, moderate-income and over-income families obtain the home of their dream.
The Housing Department has been approved by Arkansas Development Finance Authority (ADFA) to build five
single family homes to qualified low and low-to-moderate homebuyers in the Blytheville Area. The sales price
for these newly constructed homes are $110,000.00 per house with the option of homebuyer subsidy for
qualified buyers.
The pictures shown below are two of the five houses Mississippi County Arkansas E.O.C. Housing Department
has built with Arkansas Development Finance Authority (ADFA) funds.
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Mississippi County Arkansas E.O.C. is a U.S. Department of Housing and Urban Development (HUD)
approved Housing Counseling Agency. The Housing Department offers pre-purchase housing counseling,
post-purchase housing counseling, credit counseling, foreclosure counseling, financial counseling,
homebuyer education classes, new construction, reconstruction, assist the clients with purchase existing
homes and marketing.
Housing Counseling Outcomes
New Construction Started - 3
Existing houses purchased -89
Rehabilitation -1
Pre-purchase counseling 266
Financial counseling - 41
Client that attended the Homebuyer Education Class -256
One-on-One Counseling - 266
Foreclosure counseling – 1
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HOUSING PRESERVATION
MCAEOC proposes to rehabilitate eight (8) homes within Census Tract 101, 103, and the southern half of
Census Tract 102 in the City of Blytheville. Approximately 40% of the homes in these two Census Tracts are
owner occupied; however, many are in poor repair. Almost all the owner occupied homes in this area are
over 25 years with most homes valued at under $50,000. Repair problems in these older homes include
structural discrepancies, drafty windows, doors, and floors, incomplete or faulty plumbing electrical
problems, leaking roofs, and access problems for owners with physical limitations.
According to the 2000 Census, over 36.3% of households live below the poverty level in Mississippi County
Enterprise Community. Within the targeted Census Tracts, the concentration of poverty within these
neighborhoods is high. The target population for the Housing Preservation Grant (HPG) assistance are those
very low-income families whose homes are substandard, but repairable. Basic health and safety needs,
warmth, shelter, and sanitary plumbing concerns will be given priority, along with handicap accessibility.
Due to the concern of local elected officials, area ministers, and residents of the target area; there is
considerable support for a Housing Preservation Project. Without HPG assistance, the homes of these lowincome families will continue to deteriorate due to financial limitation of the homeowners.
None of the housing units to be repaired by the Housing Preservation are on the Historic Register, nor do any
appear to have potential for inclusion. The planned rehabilitation will not conspicuously change the exterior
design of the
residences.
See Section 1944.683(b)(2) for information which will be maintained on file for each housing unit
rehabilitated through this project.
Project evaluation will include a quarterly review of the impact made by the Housing Preservation Grant activity in Census Tracts 101, 103, and the Southern half of Tract 102.
SOCIAL SERVICES
Mississippi County Neighborhood Service Centers
The Mississippi County Services offers the following services based on income and household sizes:
LIHEAP Utility Assistance
Crisis Intervention Assistance
Emergency Food & Shelter
Salvation Army Program
Commodity Food Assistance
LI HEAP Utility Assistance
This assistance starts in January each year and helps clients with electric, gas and propane bills. When
Approved, the money is sent to the utility company of the clients’ choice.
Emergency Food & Shelter
Funds are received two times per year to assist low-income families in emergency situations to assist in
obtaining food, shelter and other necessities for a limited period of time.
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Employment Services
Employment Services
Employment counseling and workshops, job referrals, employer contacts, and follow-up activities are
provided to those seeking employment.
Services for
for the
the Homeless
Homeless
Services
This program is geared toward homeless or displaced families and individuals. Food, shelter/housing,
transportation,
Employment
counseling
emergency
andmedical
workshops,
supplies,
job referrals,
and/or basic
employer
necessities
contacts,
are provided,
and follow-up
as circumstances
activities are
warrant. to
provided
Referrals
those seeking
for assistance
employment.
in employment, income maintenance, medical treatment, and other
transitional support services are also provided.
Small Business
Business Lending
Lending Program
Program
Small
MCAEOC operates a micro-lending program for small business development and expansion in the Mississippi County Enterprise Community.
Transportation
Provides a means of affordable transportation to area residents for employment, health care, and educational
This
program
services.
is geared toward homeless or displaced families and individuals. Food, shelter/housing,
transportation, emergency medical supplies, and/or basic necessities are provided, as circumstances
Good
Good Samaritan
Samaritan Food
Food
warrant.
Good
Samaritan
Referrals
Fund
for isassistance
an Emergency
in employment,
Assistance income
Demonstration
maintenance,
Program
medical
funded
treatment,
by Blytheville
and other
First
United Methodist
transitional
support
Church.
servicesThe
arefunds
also provided.
are used to provide assistance on a case-by-case basis to alleviate emergency needs of residents of the Greater Blytheville area.
Toys for Children
MCAEOC operates a micro-lending program for small business development and expansion in the MisProvides toys for needy children.
sissippi County Enterprise Community.
Youth Development
Cultural enrichment, social development, and recreational events are provided for youths.
Provides a means of affordable transportation to area residents for employment, health care, and educational services.
Community Participation
Good Samaritan Fund is an Emergency Assistance Demonstration Program funded by Blytheville First
United Methodist Church. The funds are used to provide assistance on a case-by-case basis to alleviStaff from
ate emergency needs of residents of the Greater Blytheville area.
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