Susan B. Thomas, PhD, Executive Director

TCOG is laser focused on leadership and on doing government differently by leading according to the principles of TCOG’s leadership foundation. Our organization plays a significant role in the delivery of many state and federal programs in the tri-county area, but we see ourselves as more than government workers or bureaucrats; we see ourselves as way-finders, game changers, and even life savers. Whether we are improving a citizen’s quality of life directly by providing housing, health, nutrition, energy, or information & referral services or whether we are indirectly advancing quality of life for the members of our communities by providing our cities and counties with public safety, municipal solid waste, and community/economic development planning services, TCOG has established itself as an effective, efficient, and relevant organization in this region built on a solid foundation of leadership.

One of the keys to our success as an organization is the simple fact that every TCOG employee is on the same page and is working toward the same overall organizational goals and objectives. Each employee participates in the planning and development of the TCOG Annual Strategic Plan; their ideas are found throughout the document. Our plans are not top‐down, command‐control plans but rather are the manifestation of what matters most to our employees. We set our goals high, intentionally challenging ourselves to achieve what may seem out of reach. In 2014, we did not set goals to guarantee achievement; we set goals to guarantee the pursuit and achievement of excellence, and we will maintain those goals until the desired results are attained.

Our six goals for 2014 and the results and outcomes associated with each are outlined below.

2014 Strategic Plan Results

Broaden Awareness of TCOG

Broaden awareness of TCOG services and the value we bring to the region by providing the following deliverables to specified stakeholder groups:

Employees

Each program will provide 4 program presentations to other TCOG programs outside of their departments.

Members

Each program will provide 2 program presentations to city council or county commission meetings.

Clients

Each program will develop a project/tactic for increasing their clients’ awareness of other TCOG programs.

Partner Agencies

Each program will provide 2 program presentations to partner agencies.

News Media

Each program will issue two news releases related to program success stories.

Social Media

Each program will provide Sean monthly Facebook/Twitter posts about program news, events, or success stories.

RESULTS & OUTCOMES

95% completion rate for program objectives in broadening awareness. The most significant outcome of our broadening awareness efforts was improved relationships and increased communication between COG program staff and member jurisdictions/partner agencies which will lead to more (and potentially better) collaboration and service delivery and ultimately serve to improve quality of life in Texoma.

Effective Delivery and Scheduling of Services

Identify and implement new ways to integrate technology into operations of all programs that create measureable improvements in efficiency and effectiveness.

RESULTS & OUTCOMES

92% completion rate for program objectives in effective delivery and scheduling of services. Programs focused on increasing/improving the use of technology to improve program effectiveness including program specific software development; reducing paper copies and increasing digital records storage; utilizing better software; providing better tools to members; creating new forms or tools to increase program management effectiveness such as a digital budget amendment request form. The more effective and efficient our programs are, the more we are able to serve. Daily we face the reality that the demand for our services outpaces the resources available to meet that demand. These improvements in effective delivery and scheduling of services will enable us to stretch those limited resources further and serve more citizens.

Sustainable Funding

Generate 7.5% of program budgets (organization-wide) in non-governmental funding.

RESULTS & OUTCOMES

72% completion rate for program objectives in sustainable funding. Finding ways to increase program revenue to provide for more sustainable funding continues to prove difficult for many TCOG programs. By creating a more sustainable funding stream for our programs, we increase stability in the types and levels of services we provide member jurisdictions and citizens and increase the positive impact on quality of life.

Team Building

Provide interdepartmental opportunities for employees to work together as a cohesive unit to strengthen professional relationships, increase collaboration, improve communication, recognize individual diversity and promote mutual respect among all employees as measured by achieving an overall rating of 4.5 on team-building questions on the Year-End SAS.

RESULTS & OUTCOMES

96% completion rate for program objectives in team building. The overall average on team building questions on the Year-End SAS was 4.3, up slightly from 4.2 last year. While we have not hit our 4.5 target on the teambuilding questions on the Year-End SAS, the team building objectives continue to prove valuable with 100% of all employees indicating they believe the teambuilding exercises led to measureable improvements for their teams in 2014.

Training and Education

Continue to provide meaningful and useful training and education opportunities for staff development throughout the year as measured by (1) achieving a 4.5 overall rating on both the number of training opportunities provided and the effectiveness of the trainings from employees on the Year-End SAS and (2) each TCOG employee attending or participating in two organization, program, or personal development trainings (monthly manager training and regular/required program training does not count toward this goal).

RESULTS & OUTCOMES

97% completion rate for program objectives in training and education. While the training and education scores on the Year-End SAS increased from an overall rating of 3.685 to 3.8, we’re still a good distance from our target of 4.5. Professional Development and training will be a focus for 2015, and managers have been instructed to use the annual evaluation tool to outline development and training goals for each employee. 92% of employees completed 2 or more trainings, and 80% of employees felt these trainings had measureable improvement on their programs. With the new vision, Better Leaders Building Better Lives, staff training, education, and development is more critical than ever. The leadership vision starts at TCOG, and to pursue and achieve that vision, we will have to provide ample leadership/staff development opportunities.

Wellness

Promote employee health and wellness over the next 12 months in order to improve employee quality of life as measured by (1) achieving an overall rating of 4.5 on wellness questions on the Year-End SAS; (2) decreasing use of sick leave as measured by sick leave use records; and (3) decreasing the amount of health insurance claims as measured by an additional 5% reduction in the average annual group loss ratio.

RESULTS & OUTCOMES

95% completion rate for program objectives in wellness. We have set our sights very high with our target of 4.5 overall response rate on wellness questions on the Year-End SAS, and we will continue to strive to achieve that. In 2014 we saw tremendous movement in how our employees rated their overall health with that average response jumping from 3.89 to 4.3, and we saw positive movement in the way employees rate their own quality of life. Interestingly, while we saw an increase in the use of sick leave in 2014, our group loss ratio was down from 105.76% to 72.9%, a decrease of 31%. Similar to training and education, wellness is directly linked to our ability to achieve our vision. If TCOG employees don’t feel well, experience regular sickness, and don’t feel healthy overall, they will not make very good leaders, and if TCOG employees do not feel that they themselves experience a high quality of life, how will they be able to effectively improve quality of life for others?

What’s Ahead in 2015?

Strategic thinking and strategic planning has become part of the TCOG vernacular, employees are embracing change, and we are all able to see the tangible and intangible benefits of planning our work and working our plan rather than managing crisis-to-crisis. One thing we have learned from the last three years of planning is that it is imperative to stick with particular goals until they are achieved. While we witnessed tremendous success and accomplishments in 2014 at every level of the organization, TCOG employees believe we still have progress to make on some of the 2014 goals. Based on employee input and feedback during the planning process, the 2015 Goals include:

Broadening Awareness

Broaden awareness of TCOG services and the value we bring to the region by providing the following deliverables to specified stakeholder groups:

Employees

In June and December (if necessary) program managers will participate in a program orientation day (half-day) for new employees.

Members

Each program will provide 2 program presentations to city council or county commission meetings (selected members must be approved by ELT. Sign-up sheet will be placed on SharePoint).

Clients

Each program will develop a project/tactic for continuing to improve their clients’ awareness of other TCOG programs.

Partner Agencies

Each program will provide 2 program presentations to partner agencies (selected agencies must be approved by ELT. Sign-up sheet will be placed on SharePoint).

News Media

Each program will issue two news releases related to program success stories (sign-up sheet will be placed on SharePoint).

Social Media

Each program will provide Sean monthly Facebook/Twitter posts about program news, events, or success stories.

Texoma Community Conversations

We will conduct 4 (quarterly) special events to broaden awareness of critical regional policy issues. Events will engage staff and appropriate regional partners to create plans and projects for improving selected indicators and affecting positive change.

1. Generational Dynamics
2. Children’s Health and Poverty in Texoma
3. Veterans Community Reintegration
4. Affordable Housing

Sustainable Funding

Generate 7.5% of program budgets (organization-wide) in non-governmental funding.

Increase Collaboration and Program/Organizational Efficacy

TCOG Program Managers will build client lifecycle models for four client types to (1) identify and document gaps in the social service system in Texoma; (2) make recommendations to resolve gaps internally, externally or through collaborations with partners; and (3) implement solutions to fill identified gaps. The lifecycle models will help staff to determine when and why clients come to TCOG for assistance and when and why we are unable to serve clients and will increase our ability to improve quality of life and increase economic security and self-sufficiency for vulnerable populations including children, veterans, elderly, and disabled Texomans.

1. Identify standard/typical needs, define which needs TCOG is able to meet, and identify gaps in services.
2. Determine what gaps we can address immediately and what gaps, with additional resources or program/policy changes, we can address over time (include necessary partner agency engagement).
3. Problem-solve and implement change for “low hanging fruit”; create plans for more intractable problems.
4. Roles & Responsibilities
   1. ELT: Improve knowledge and understanding of relevant public policy research to guide solution development. Key research areas include:
      1. Generational dependence on social support programs
      2. Evidence based program evaluation
      3. Best Management Practices (BMPs) for quality of life based social service programs
   2. Program Managers: Build Lifecycle Models

   3. Frontline Staff: Managers will engage staff in meaningful data collection and train staff on the “5 Whys” method to help get to “root cause”.

      Example: The vehicle will not start. (the problem)

      1. Why? – The battery is dead. (first why)
      2. Why? – The alternator is not functioning. (second why)
      3. Why? – The alternator belt has broken. (third why)
      4. Why? – The alternator belt was well beyond its useful service life and not replaced. (fourth why)
      5. Why? – The vehicle was not maintained according to the recommended service schedule. (fifth why, a root cause)

Expand Training

Continue to provide meaningful and useful training and education opportunities for staff development throughout the year as measured by (1) achieving a 4.5 overall rating on both the number of training opportunities provided and the effectiveness of the trainings from employees on the Year-End SAS.

1. Each TCOG employee attending or participating in two organization, program, or personal development trainings (monthly manager training and regular/required program training does not count toward this goal).
2. ELT will create and implement at least two new professional development/education opportunities for TCOG membership and partner agencies.

Create and Improve “Sense of Us”

TCOG will implement various activities designed to improve how we as individuals, programs, and departments define and understand our role in TCOG’s vision: better leaders building better lives. Success will be measured by achieving an overall rating of 4.5 on team synergy and cohesiveness questions on the Year-End SAS.

1. Employee Appreciation Event – Family Picnic
2. Quarterly Better Leader Award for Program Managers
   1. How does this person build quality of life through their program(s) and what impact are they already making?
   2. What is his/her game plan for becoming a better leader (for his/her program, the organization, region, state, and/or nation)?
   3. How will his/her personal leadership development increase the quality of life they build through their programs?
   4. How will this work create better leaders in our communities, region, state, and/or nation?
3. Weekly employee spotlights – will include information to get to know the employee and give the employee an opportunity to show how they are pursuing the vision.

This report was prepared in accordance with TCOG’s bylaws. We believe the data as presented is accurate in all material aspects; that it is presented in a manner designed to fairly set forth the financial position and results of TCOG operations as measured by the financial activity of its various grants and contracts; and, that all disclosures necessary to enable the reader to gain maximum understanding of TCOG’s financial affairs and to satisfy Federal and State requirements of applicable grants are included. Standards issued by the Office of Management and Budget (Circulars A-87 and A-133) and GASB Statement No. 34, Basic Financial Statements – and Management’s Discussion and Analysis – for State and Local Governments, as amended and interpreted, as of April 30, 2014, as well as all current GASB statements, were followed in the operation and audit of TCOG.

Accounting System and Budgetary Control

TCOG’s accounting records are maintained on a modified accrual basis, with revenues recorded when susceptible to accrual and expenditures recorded when liabilities are incurred, if measurable. This policy is implemented by generally accepted accounting principles and the Common Rule. Budgetary amounts reported on the schedule of revenues and expenditures in memorandum form are monitored monthly for variances by TCOG staff. Variances are dealt with on an individual basis, according to contractual requirements of the specific grant or contract.

Internal Controls

In developing and improving TCOG’s accounting system, consideration is given to the adequacy of internal controls. Internal controls are designed to protect TCOG assets, prevent fraud and to insure economy and efficiency of operations within limitations. Internal controls are developed to assure management, and funding sources, of the integrity of the accounting and reporting systems.

Reporting Entity and Services

TCOG operations are controlled by grant, or contract arrangements, with the United States of America and the State of Texas. For the fiscal year ended April 30, 2014, the largest sub-grantee of TCOG is Tri-County Senior Nutrition Project (Tri-County). Tri-County contracts with an independent public accounting firm for an annual audit of its operations. The resulting audit report will be presented to the Governing Body for review and approval upon receipt.

Functional Activities

During the fiscal year ended April 30, 2014, TCOG, through grants and contracts, operated the Area Agency on Aging of Texoma, Community and Economic Development and Planning Activities, Criminal Justice Planning, Homeland Security Planning, Emergency 911, Weatherization Assistance Program, Comprehensive Energy Assistance Program, Section 8 Housing, Public Housing Authorities of eighteen cities, and other programs for the Texoma Region.

Cash Management

Cash maintained in the general account is not invested in interest bearing instruments because of the restrictions placed on federal funds by the United States Treasury. Funds received from local units of government for matching grants are deposited into an interest bearing account and TexPool, a division of the Texas State Treasury. The interest earned on local funds is used to match grant requirements, reduce future local government contributions, and satisfy any costs not allowed by grant conditions.

Fixed Assets

Fixed assets are recorded at cost from grant funds or local funds. Fixed assets purchased from local funds are depreciated and grants are charged accordingly in conformity with Office of Management and Budget Circular A-87.

Annual Audit

TCOG’s bylaws require that an annual audit be made of its financial accounts and transactions for the preceding fiscal year. In 1997, the Office of Management and Budget revised Circular A-133 to include units of local government. This circular requires that granters of the United States of America perform audits which meet the requirements of the Single Audit Act. In accordance with these requirements, the Annual Audit Report is contained herein for your review and consideration.

Certification of Indirect Cost Percentage

The undersigned Executive Director and Finance Director hereby certify that based upon the enclosed audited financial data, TCOG’s indirect cost for fiscal year ended April 30, 2014, did not exceed 15 percent of total expenditures, as defined by The Local Government Code. Chapter 391, 586.(f)(1).

Overview

The Annual Audit Report contains an unmodified opinion from the auditors. There is one (1) audit report finding that is addressed below. There are no questioned or disallowed costs, instances of noncompliance, or other reportable conditions. The audit firm has issued a separate management letter.

Audit Findings

Item 2014-1. The accounting software used by the Council for financial statement accounting purposes is not set up to be self-balancing by grant/fund. Management decided to upgrade the accounting software to ensure the financial system requires all funds to be self balanced. The upgrade will ensure all general ledger entries be balanced accounting entries resulting in automatic self-balancing funds. In the interim, the governmental accounting principles of self balancing funds has been addressed with new policy under new leadership.

We would like to express our appreciation to everyone associated with the preparation of this Annual Audit Report. We would also like to thank the Members of the Governing Body for their direction and support in the financial operations of Texoma Council of Governments.

Have you ever had the opportunity to meet someone in person who you only had an email or phone relationship with, and when you meet, you say, “It’s good to finally put a face with the name”? There is something about making that face-to-face contact that establishes a stronger, more meaningful connection in our minds. That is exactly what we want to accomplish with this year’s Annual Report.

Each year we share our program’s accomplishments and regional impacts. We talk about our budgets, our economic impact on Texoma, and we connect our work to improvements in quality of life for citizens across the tri-county area. This year, however, we want to personalize the TCOG story.

When we say our programs change lives, redirect lives, and occasionally save lives, the lives we refer to are not hypothetical. The quality of life we talk about is not rhetorical. The impacts we claim are not speculative or imaginative. These are real people – parents, grandparents, children, families, friends, loved ones, even entire communities – on the receiving end of our programs.

We’ve selected a few clients to share their stories with you this year – stories about finding help, finding hope, and finding value and purpose in life. In the end, it’s not the numbers, achievements, or even the dollars and cents that really matter; it’s the people. TCOG has made a tremendous difference in the lives of the people included in this report and in the lives of thousands others across the region.

It is an honor and privilege to serve our communities and clients. We are proud to lead the way to a higher quality of life in Texoma, and we are delighted to share these success stories with you.

These are the faces of Texoma.

The Faces

Alice

The Foster Grandparent Program gives us a reason to smile every day.

Fulfilled Purpose

Before retirement, Charlie and I both worked with people in the public. He is retired from sales and I am a retired school teacher. We raised three sons and we were supportive and active parents (yeah, band kids!). When we became empty nesters we realized that we needed “a little oomph” in our lives. The Foster Grandparent program fulfilled this need and has been a wonderful addition to our lives. Our days start with a smile when we hear, “Hi, Miss Alice,” or “Hey, Mr. Charlie”. Work? Oh no! The Foster Grandparent program gives us a reason to smile every day! We have made great new friends who are now a family for us. Thank you FGP.

– Alice and Charlie

Charles

I am so grateful I have affordable rent and access to other programs like Meals on Wheels.

Community Driven

Most people lucky enough to reach the age of 83 are ready to slow down. Charles is not most people.

Charles moved to the Bonham Housing Authority in 2010 and was hired almost immediately to provide assistance with the many social service activities provided to Housing Authority residents. Charles wears many hats as a Resident Assistant and does everything from teaching arts and crafts to kids to calling Bingo and organizing resident luncheons. Charles was the driving force behind a silent auction which generated funds to purchase Christmas gifts for Housing Authority children.

Although Charles has suffered through two broken hips which resulted in a rehab stay, he continues to work because he enjoys what he does. He faithfully participates in Resident Council meetings where he provides insight and recommendations.

Charles feels very fortunate to live at the Housing Authority, “I am so grateful I have affordable rent and access to other programs like Meals on Wheels; I appreciate the Maintenance staff that comes quickly and all the ladies in the office who are so nice.” Charles stated.

We are grateful for Charles and his contribution to making his community thrive.

Beverly

I'm just so thankful for all they've done.

Efficient Service

Beverly is a lively senior who lives in a rambling frame home built in 1930. She always wanted a “big, old house” and was excited when she was able to purchase the home in 2000.
By 2002, Beverly was on her own with a house that had problems she couldn’t fix. There was no insulation in her attic, walls or floors; the windows were loose and the house was cold and drafty in the winter and hot in the summer.

Enter the TCOG Weatherization Program. Inspectors conducted an initial inspection of her home and found faulty wiring in her attic that prevented the ability to install much-needed insulation. A referral to the City of Denison provided Beverly assistance with repairing the wiring through a program available to senior homeowners. Once these repairs were completed, the TCOG Weatherization Program was able to provide: a new hot water heater; three energy-efficient gas heaters; insulation throughout the home; caulking to windows and wall seams; installation of smoke detectors; weather-stripping; and other needed repairs.

“I’m just so thankful for all they’ve done. It’s just amazing,” said Beverly who is now enjoying a warm, draft-free home. While working with TCOG staff through the Weatherization process, Beverly was referred to other TCOG Programs. “I had some dental problems during all this, and they even helped me with those, too.”

Lawanna

TCOG staff taught me many different ways to treat myself right.

Taking Control

3 years ago, I was diagnosed with diabetes. I did not take it seriously at first which, consequently, brought unnecessary complications. My feet, for instance, started giving me problems. When TCOG’s Area Agency on Aging sent out flyers for their first diabetes education class, I decided to attend — and that is when I started taking control.

TCOG staff taught me many different ways to treat myself right: doctors, medications, foods, exercises. They even brought in professionals to talk with us. Most of all we shared with each other our pain, diabetic problems and getting solutions to help each other. Take control of your diabetes, don’t let it control you.

Thank you, TCOG!

Janet

I no longer have to be worried about what will happen if I get sick.

Peace of Mind

The help I received from TCOG has been such a blessing. I did not know how to go about getting help with Medicare costs and was extremely stressed because I would not have been able to pay for Medicare insurance or doctor visits.

Janet Karam, an awesome TCOG employee, helped me with everything, and because of her help, I no longer have to be worried what will happen if I get sick. I am truly grateful for Janet and TCOG. Janet also referred me to other programs where I also received help. A big weight has been lifted off because I have the peace of mind that if I get sick and need a doctor I can go. I wouldn’t otherwise be able to pay.

Courtney

2-1-1 is the number to call when you don't know who to call.

Just Dial 2-1-1

Balancing the demands of work, school and relocation can be overwhelming. Just ask Courtney, a young single mother of four who recently relocated from Arkansas to the Texoma region where she accepted a job with an insurance company. After the initial excitement of being offered a new position, Courtney realized she did not have child care services lined up for her children. She also realized that child care expenses would significantly reduce her income affecting her ability to pay for basic needs such as rent, food and clothing.

Not knowing what services were available or what she would be eligible for, Courtney “called the number you call when you don’t know who to call”; 2-1-1. She spoke to a TCOG 2-1-1 Information & Referral Specialist who referred her to the Texoma Workforce Solutions Child Care Management Services (CCMS). Courtney applied for CCMS services and received childcare payment assistance in addition to locating a suitable childcare provider for her children. The TCOG 2-1-1 referrals meant Courtney could successfully move her family into a new future.