Ohio Urban Resources System Inc

“Organization reviews 990 submission with the board president prior to submission of the filing. After 990 has been submitted, at the next board meeting, the 990 submission is discussed with the board and they board is made aware that the 900 filing is available for those who request a copy.”

“A conflict of interest occurs when a board member stands to personally gain directly or indirectly from decisions made by the board. Board members should disclose any and all conflicts of interest involving any issue before the board during board and/or committee meetings. Failure to disclose a potential conflict of interest may jeopardize his/her continued services on the board. Board members may be sanctioned for conflict of interests and be removed from the board.”

“The ohio urban community action network executive committee and board of directors agree to discuss and provide feedback to the annual performance and evaluation of the chief executive officer. The evaluation shall take place in the month of november and completed report in december prior to the operating calendar year. The ceo will be evaluated based on the following: - checklist form based on duties and responsibilities. - ceo's actions and behaviors. - members of the board of directors input only. This tool seeks to accomplish the following results from the evaluation process: - spark discussions between the chief executive officer and board of directors. - give the chief executive officer the opportunity reflects and learn as needed. - give board members the chance to reflect not only on the ceo's performance but on the performance of the board and of the organization. - provide a basis for salary and executive decision-making process. - lead to alignment and clarification of goals and expectations based on the 3-year strategic vision plan. Process a. The executive committee shall serve as a small group responsible for managing the ceo's evaluation. B. The ceo should review the process and instrument(s) with the executive committee prior to the start via email or monthly meeting. C. The board vice-chair shall collect the information from respondents. D. An executive session of the executive committee (without ceo present) should be held to discuss the survey results and general comments. E. Relaying the information to the executive should be managed by the board chair or another assigned member(s). F. The ceo is provided 30 days to respond (in person or in writing) to the executive committee prior to the agreed evaluation being presented to the full board. G. The review and the response are placed in the executive's personnel file.”

“All documents of record for the organization is available upon request. Request can be made via email request.”

“The catalyst for creating the ohio urban community action network in 1985 was to provide a voice for those who didnt have a seat at the table. Our founders saw a need to support the agencies in the state who serve communities facing deep, generational, and systemic issues. Our mission is to empower ohios urban community action agencies through education, networking, and advocating for policies that alleviate poverty and promote self-sufficiency. Oucan uniquely blends various statewide resources to provide key programs for the urban community action agency network, its leaders, and staff. The network is financially supported through annual membership dues, ohio department of development and a myriad of individual donors, grants, and program revenue. In 2024, oucan strengthened its overall organizational performance and mission impact through its 2022-2025 strategic plan: strengthened the networks marketing and rebranding and change management campaign through key partnerships, increase statewide visibility and public policy engagement. Successfully executed re-imagine ours campaign and strategic plan for ohio urban community action network. Strategic focus areas for next three years: established a collective identity by building on recognition in the community about who oucan is and what oucan does. Oucan resource generation by increasing the financial capital of oucan through an abbreviated development strategy including the growing investment plan. Strengthened collaborative relationships by building relationships within the ecosystem of urban poverty reduction, focusing on those organizations and individuals who benefit from oucans training, advocacy, capacity building, and high-quality services. Build a repository of oucan network best-practices and codifying and packaging best practices that distinguish the work of oucan so that the network can be held accountable to these best practices and other urban networks can learn from these best practices such as the annual reports. In another successful year promoting the networks advocacy agenda, oucan boldly executed its goals, most notably, the networks influence in the passage of the states 2024-2025 budget resulting in 2,500 per child state tax deduction, continuous funding of ohio housing trust fund and support for programs and policies to reduce racial disparities in wages and occupational clustering. These important pillars are part of the oucan advocacy agenda priorities”

“Consultant 18,000 0 0 legal and professional 1,500 0 0 marketing 0 30 0 total 19,500 30 0”