1
SCOCOG Annual Report FY2021
Table of Contents Agenda for Annual Business Meeting .......................................................................................................... 3
Executive Director’s Comments and Summary of Fiscal Year 2020 & Fiscal Year 2021 Projections ........ 4
State of the Corporation – Fiscal Status .................................................................................................... 5
Future Projections ..................................................................................................................................... 6
Organizational Chart ................................................................................................................................. 7
SCOCOG EDD Board Membership Roster .................................................................................................. 8
SCOCOG Strategy Committee Roster ........................................................................................................ 11
Revolving Loan Fund Board ....................................................................................................................... 13
South Central Ozark Community Improvement Corporation Board .......................................................... 13
Transportation Advisory Committee .......................................................................................................... 13
Regional Homeland Security Oversight Committee ................................................................................... 14
South Central Solid Waste Management District ....................................................................................... 14
Solid Waste Executive Board Members ..................................................................................................... 14
Solid Waste Full Council Members ............................................................................................................ 15
Associate Members ..................................................................................................................................... 15
Budget Comparison Revenues .................................................................................................................... 16
Budget Comparison Expenses .................................................................................................................... 17
Ending Balances...................................................................................................................................... 18
Projected Revenues by Category ................................................................................................................ 19
Projected Expenses by Category ................................................................................................................. 21
Final Progress Report .............................................................................................................................. 22
SCOCOG FY 2021 Work Program Grants ............................................................................................. 22
Projects Completed and Closed Out ....................................................................................................... 22
Active Projects through FY 2021............................................................................................................ 22
Projects Submitted and Pending Formal Grant Awards ......................................................................... 23
2021 Scope of Work ............................................................................................................................... 24
SCOCOG 2021 MoDOT Work Program ................................................................................................ 26
Regional Homeland Security Regionalization Administration Services .................................................... 32
Small Business Revolving Loan Fund Services ......................................................................................... 33
South Central Solid Waste Management District Administrative Services ................................................ 34
2
This Economic Development Planning Grant Report and the work performed as indicated within,
was accomplished in part under a grant from the U.S. Department of Commerce Economic
Development Administration, under the Public Works and Economic Development Act of 1965,
as amended. The statements of work performed, conclusions and other technical assistance
provided in this report are solely those of the grantee and / or its consultants. This report is the
result of tax-supported planning and technical assistance and may not be copyrighted. It may be
freely reprinted with customary crediting of SCOCOG, the South Central Ozark Council of
Governments, and the United States Economic Development Administration.
3
Agenda for Annual Business Meeting
October 20, 2020
1:00 p.m.
South Central Ozark Council of Governments
MoDOT Building - 910 Springfield Road
Willow Springs, Mo.
AMENDED AGENDA To join the meeting, please dial (563) 999-1056 and enter access code 729810
12:00 Lunch – SCOCOG Treat for Members
1:00 SCOCOG FULL BOARD MEETING
Call to Order Roll Call – Establishment of Quorum Recognition of Guests Approval of Agenda Presentation of 2021 Executive Board / Officers for 2021
PROGRAM:
Impact of Tourism within the Regional Economy
Stephen Foutes, Director, Missouri Division of Tourism
and
Regional Tourism Marketing Effort
Cody Dalton, Executive Director, SCOCOG
OLD BUSINESS
NEW BUSINESS
Presentation and Approval 2020 Fiscal Year ending financial report – Kelly Wise Presentation of FY 2021 Projects supporting the FY 2021 Budget – Cody Dalton Presentation of FY 2021 Proposed budget – Cody Dalton Appointment of Council Membership per Bylaws Article IV Section 4.1 Call for Bylaws changes (if any) for 1st. reading
CLOSED SESSION
Personnel Matters Section 610.021
CONFIRM NEXT MEETING DATE December 15, 2020
ADJOURN
4
Executive Director’s Comments and Summary of Fiscal Year 2020 & Fiscal Year
2021 Projections
Fiscal Year 2020 has been a productive year for the SCOCOG staff performing the many and
diverse tasks for SCOCOG member entities and different governmental agencies. The following
is a summary of the governmental agencies that SCOCOG worked with in 2020.
FEDERAL – The Economic Development Administration (EDA) – EDA has long been an
integral funding agency for Missouri regional planning commissions. Their investments have
partially provided the resources for the SCOCOG staff to implement our seven-county
Comprehensive Economic Development Strategy (CEDS). The CEDS identifies local and regional
priorities that when accomplished will further strengthen the region’s economic stability and
expand the employment opportunities for area citizens. The EDA planning contract is expected to
remain at $70,000 for calendar year 2020.
Another federal agency that SCOCOG has a technical assistance agreement with is the Delta
Regional Authority (DRA). DRA’s Technical Assistance Grant is expected to remain the same
as the current year at $14,000.
STATE – The Missouri Department of Transportation (MoDOT) – SCOCOG’s regional
transportation planning contract will remain at $64,706. SCOCOG will continue to provide the
required 20% of the total project cost match, utilizing our own local funds. SCOCOG and MoDOT
continues the regional transportation planning partnership to develop short and long-term local
and regional priorities relating to the needs of transportation throughout the region and neighboring
regions. SCOCOG has also assisted the State Emergency Management Agency (SEMA) with
programs directed and approved by the Federal Emergency Management Agency (FEMA).
SCOCOG will again be contracted to lead the Regionalization program delivery of the Regional
Homeland Security Oversight Committees (RHSOC) to prioritize and select regional projects
and capacity building equipment purchases. SCOCOG has been managing the nine county Region
G RHSOC for the past seventeen years. SCOCOG, under contract with SEMA, will be undertaking
the next plan up-date for Douglas, Ozark and Shannon Counties beginning later this calendar
year. The mitigation plans are required to be updated every five years in order for local
communities and school districts in the counties to be eligible for Pre-disaster Mitigation
Competition grants. SEMA only provides 75% of funding to cover planning costs for the
updates. The additional 25% is funded via SCOCOG general revenues. SCOCOG provides the
annual management duties for the Region P Solid Waste Management District. This is evaluated
each year by the Solid Waste Board. The activities of the South Central Solid Waste
Management District remains focused on the overall goal being the diversion of solid waste from
landfills to recycling centers.
Another state agency which SCOCOG works closely with in the funding of regional projects is
the Missouri Department of Economic Development (MoDED). SCOCOG currently
administers multiple Community Development Block Grant projects in the region. SCOCOG
administers projects and participates in planning projects funded through the Department of
Natural Resources and Department of Conservation and other state agencies when requested
as well.
5
LOCAL – SCOCOG is a technical service and support agency for county and city governments
supported by their dues and directed by their elected officials. SCOCOG is in its 52nd. year of
writing and administering grants, mapping services, planning, and other technical services as
requested by member entities.
SCOCOG’s funding sources continue to be a combination of federal and state grants, county and
city dues, revenues earned through contracts for services (grant and project administration), as well
as administration of the revolving loan funds for the South Central Ozark Regional Development
Corporation. Work contracts change from year to year and SCOCOG has continued to perform the
needed planning projects.
SCOCOG’s operating revenue budget is fluid with projects that do not start on or end on the exact
date of our fiscal year, October 1. For accounting purposes, the accrual method is used to reflect
the comparison of revenues and expenses, and in recent years have seen gains in the reserve
balances. Past fiscal year surpluses of revenues over expenditures, and continued support from the
local communities have resulted in SCOCOG being able to build cash reserves. This surplus has
allowed for uninterrupted technical assistance to the membership and daily operations of
SCOCOG. Fiscal Year 2021 shows projected revenues exceeding budgeted expenses by $187,942.
Fiscal Year 2021 is projected to be productive for the region in terms of community development
projects again. The contract with the State Emergency Management Agency with SCOCOG as the
Region G Regional Homeland Security Oversight Committee coordinating agency has been
renewed at $25,000. Additional management contracts for public infrastructure improvement and
housing development project currently under contract will contribute to the staff workload as well
as revenues. At long last, during FY 2021, SCOCOG will begin to administer the implementation
of flood recovery projects resulting from federal aid allocations passed by congress in early 2018.
These projects include residential buyouts of homes in flood prone areas, improvement of
stormwater management infrastructure, bank stabilizations to protect wastewater treatment plants
from erosion, and several bridge projects throughout the region.
SCOCOG has been working closely with the Economic Development Administration (EDA) to
engage in strategic planning activities for communities in long-term recovery from the affects of
COVID-19, as well as encouraging economic resilience in the event of any future pandemics or
shocks to the region’s economy. EDA has awarded SCOCOG a $184,000 supplemental planning
grant to develop strategies related to recovery, business continuity and resilience planning. The
guidance created from these planning efforts will be provided free of charge to our members.
The remainder of SCOCOG’s annual revenue is from annual membership dues, other project
management contracts, grant administration, and various fees for freelance work performed for
governmental agencies.
It is critical for the long-term sustainability of your regional planning commission that all county
and city governments give priority to choosing SCOCOG for the administration of grants. A
positive fiscal outlook directly impacts the level and quality of service our agency can provide
State of the Corporation – Fiscal Status
6
to assist your community in obtaining funds and properly implementing improvement
projects. Through the current dues structure, the larger entities subsidize the smaller governments
in order to provide for enough staff, facilities, and equipment to perform the tasks requested from
the member cities and counties.
SCOCOG continues to partner with the aforementioned government agencies as well as all local
agencies involved in economic development. The listing of federal and state agencies that we
regularly work with include: the United States Department of Commerce - Economic
Development Administration, the Delta Regional Authority, United States Department of
Agriculture Rural Development, Missouri Department of Transportation, Missouri Department of
Economic Development, Missouri Department of Natural Resources, and the Missouri Department
of Conservation. SCOCOG also partners with local organizations, such as Industrial Development
Authorities and Chambers of Commerce, and even private business interests when updating our
region’s Comprehensive Economic Development Strategy (CEDS).
SCOCOG submits annual work plans for some government funding agencies that are included
within this report. These work plans are a requirement for what we commonly call “sustaining
contracts” The tasks include federally mandated local planning coordination to be carried out are
on behalf of the seven counties and twenty-three cities and villages in the South Central Region.
These planning activities ensure that our local jurisdictions remain eligible for funding programs
from agencies such as the U.S. Federal Highway Administration, The Department of Commerce
and the Federal Emergency Management Agency.
SCOCOG’s work tasks for fiscal year 2021 are included with this report by agency
During the past fiscal year, the Texas County Multi-Jurisdictional Hazard Mitigation Plan was
completed and submitted to SEMA. Currently SCOCOG is working with participating
jurisdictions to assist them in passing requisite adoption resolutions for the Plan. The plans are
intended to identify ways and methods for respective public entities to reduce the likelihood of the
damage caused by natural disasters such as flooding, tornadoes, wildfires, etc. When a community
or school participates in the planning process and adopts the plan and includes themselves by
resolution, then they become eligible for FEMA grants to construct tornado safe rooms to address
and mitigate loss of life and reduce likelihood of human injury.
The State Emergency Management Agency (SEMA) has notified SCOCOG that plan updates for
our remaining six counties will begin during FY 2021. We look forward to engaging with our local
government, non profit and area public school representatives during the coming months to discuss
strategies and projects to better protect life and property from the impacts of natural disasters.
SCOCOG plays an important role in the region that is becoming more defined to accommodate
changing times. While community planning, the development of funding packages for industrial
infrastructure and community facilities, grant applications, grant administration, revolving loan
fund administration, and related activities remain the primary purpose of the corporation, more
projects all over the state are being contracted to regional planning agencies/councils of
government.
Future Projections
7
Organizational Chart
Citizens of
the South
Central
Region
SCOCOG
Board
Cody
Dalton Kelly
Wise
Executive
Director Fiscal
Officer
Darci
Malam
Jessica
Paulk
Sarah
Callahan
Angela
Ball
Trent
Courtney
Economic
Development
Specialist and
RLF Manager
Community
Development
Specialist and
Emergency
Planning Mgr.
Solid Waste
District
Coordinator
Administrative
Assistant
Disaster
Recovery
Planner
SCOCOG
Customers
and Clients
8
SCOCOG EDD Board Membership Roster Revised 10-2020
1. GOVERNMENT REPRESENTATIVES (51-65%) 25 – 32 Members Twenty-seven (27) Government Representatives, which equals 56% (rounded).
Elected officials and/or employees of a general-purpose unit of state, local or Indian tribal
government who have been appointed to represent the government.
Name Government Position Count
1 Lance Stillings Douglas County Presiding Commissioner 1
2 Mark Collins Howell County Presiding Commissioner 2
3 Patrick Ledgerwood Oregon County Presiding Commissioner **
4 John Turner Ozark County Presiding Commissioner 3
5 Jeff Cowen Shannon County Presiding Commissioner 4
6 Scott Long Texas County Presiding Commissioner 5
7 Zachary Williams Wright County Presiding Commissioner 6
8 Burrely Loftin City of Ava Mayor 7
9 Linda Bunch City of Brandsville Mayor 8
10 Donnie Pruett City of Mountain View Mayor 9
11 Jack Pahlmann City of West Plains Mayor 10
12 Brooke Fair City of Willow Springs Mayor 11
13 Paul Haddock City of Alton Mayor 12
14 George Hunt City of Koshkonong Mayor 13
15 Ken Cotham City of Thayer Mayor 14
16 Tony Johnson Village of Bakersfield Mayor 15
17 Deanna Gail Reich City of Gainesville Mayor 16
18 Jerry Smith Village of Theodosia Chairman of the Board 17
19 Merri Beth Trotter City of Birch Tree Mayor 18
20 Margie Cleary City of Eminence Mayor 19
21 Gary Shane Plunk City of Winona Mayor 20
22 Willy Walker City of Houston Mayor 21
23 Keith Cantrell City of Licking Mayor 22
24 Justin Copley* Village of Plato Chairman of the Board 23
25 Gene DeWitt Village of Raymondville Chairman of the Board **
26 Marilyn Howell City of Summersville Mayor **
27 Rob Tucker City of Hartville Mayor 24
28 Blake Miller City of Mansfield Mayor 25
29 Fred VanBibber City of Mountain Grove Mayor 26
30 Steven Jarrett City of Norwood Mayor 27
* Tony Floyd appointed to represent Plato
** Denotes a non-dues paying member for
FY2021 as of printing time
9
2. NON-GOVERNMENT REPRESENTATIVES (35-49%) 17 – 24 Members
Seventeen (17) Private and or Stakeholder sector reps, which equals 36% (rounded).
A. Private Sector Representatives: Any senior management official or executive holding a key decision-making position, with respect to any for-profit enterprise. (At least one
required)
Name Company / Enterprise Position Count
1 Randall Combs Alton Bank President 28
2 Gary Collins Gary Collins Farms Owner 29
3 John Casey Cabool Lock & Store Storage Owner 30
4 Mike Sherman Mike Sherman Farms Owner 31
5 Wes Parks CAPS Plus Embroidery Owner 32
6 Janice Lorrain Lorrain Consulting Owner 33
7 Craig Cunningham Cunningham Construction Owner 34
8 Michael Hoff Community First Banking
Company
President & CEO -
Chief Lending
Officer
35
9 Darlene Sorensen MasterWorks Custom Home
Design
Owner 36
10 Todd Shanks Ozark Heritage Welcome
Center
Director
37
11 Herman Kelly Kelly’s Auto Body Owner 38
12 Dale Counts Canoe Rental Business Owner 39
13 Sam Currier Warm Fork Woodlands
Lumber Company
Secretary/Treasurer 40
14 Reid Grigsby Norman Orr Office Supply Owner 41
15 Lawson Curtis Woods and Water Taxidermy Owner 42
B. Stakeholder Organization Representatives: Executive directors of chambers of commerce, or representatives of institutions of post-secondary education, workforce
development groups or labor groups. (At least one required)
Name Organization Position Count
16 Judy Shields
Ava Chamber of Commerce Executive Director 43
17 Donna Parrott Workforce Investment
Board
Executive Director 44
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3. AT-LARGE REPRESENTATIVES (0-14%) 0 – 7 Members
Four (4) At-Large members, which equals 8% (rounded).
Other individuals who represent the principal economic interests of the region. (No minimum
required)
Name Organization Position Count
1 Randy
Pamperien
Transportation Retired MoDOT 45
2 Josh Cotter
South Central Career Center Assistant Director and
Coordinator of Adult
Education
46
3 Dick Salgado Economic Development
Committee / Ava Area
Chamber of Commerce
Chairman 47
4 Shelly Bland Shannon County Clerk 48
Total membership count 48
CALCULATIONS Number Percent
1. Government Representatives (51-65%) 27 56%
2. Non- Government Representatives (35-49%) 17 36%
A. Private Sector Representatives (at least 1) 15
B. Stakeholder Organization Representatives (at
least 1)
2
3. At-Large Representatives (0-14%) 4 8%
Total Board Membership 48 100%
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SCOCOG Strategy Committee Roster
1. PRIVATE SECTOR REPRESENTATIVES (At least 51%) Any senior management official or executive holding a key decision-making position, with respect to any for-profit
enterprise.
Name Company Position Count
1
2
3
4
5
6
7
8
9
Sam Currier
(Oregon County)
Randall Combs
(Oregon County)
David Bossemeyer
(Howell County)
Janice Lorraine
(Douglas County)
Levi McDaris
(Wright County)
Heather Fisher
(Howell County)
Mark Collins
(Howell County)
Greg Donley
(Douglas County)
Kody Frazier
(Howell County)
Warm Fork Woodlands Lumber
Company
Alton Bank/Ready
Transportation, Inc.
West Plains Economic
Development Corporation
Lorrain Consulting
Legacy Bank and Trust
Ozarks Small Business
Incubator
Collins Farms
Donley Farms
Rural ISP
Secretary/Treasurer
President/Co-Owner
Manager
Owner
Manager
Manager
Owner
Owner
Owner/Manager
1
2
3
4
5
6
7
8
9
12
2. REPRESENTATIVES OF OTHER ECONOMIC INTERESTS (No more than 49%) Persons who provide additional representation of the main economic interests of the region. These may include, but
are not limited to: public officials, community leaders, representatives of workforce development boards, institutions
of higher education, minority and labor groups, and private individuals.
Name Area of Interest Position Count
1
2
3
4
5
6
7
Myles Smith
Josh Cotter
Tony Floyd
Rob Harrington
Darrell Hampsten
Dennis Lancaster
Ron Scheets
Economic / Community
Development
Education
Economic / Community
Development
Houston Economic
Development
South Central Small Business
Development Center
Missouri State University-West
Plains
Economic / Community
Development
Director of Member Services -
Howell/Oregon Electric Coop.
Asst. Director & Coordinator
of Adult Education - SCCC
Director of Member Services -
Intercounty Electric Coop.
Director of Economic
Development
Director
Chancellor
City Administrator
10
11
12
13
14
15
16
CALCULATIONS
Percent Number
Private Sector Representatives (at least 51%) 56% 9
Representatives of Other Economic Interests (no more than 49%) 44% 7
Total Committee Membership 100% 16
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Revolving Loan Fund Board
In addition to the Executive Board Members, the following volunteer their time and attend the
Revolving Loan Fund meetings, adding valuable input to the loan request decision making process,
as well as furthering civic projects within the sphere of economic and commercial development of
qualified counties in the region.
Mr. Terry Jones, City of Cabool Mr. Sam Currier, City of Thayer
Mr. Corey Hillhouse, City of Gainesville Mr. Tom Stehn, City of West Plains
Mr. Tim Schook, City of Mountain Grove
South Central Ozark Community Improvement Corporation Board
The SCOCIC Board Members serve to assist in its mission by providing services that increase
the social, economic, educational, health-related and recreational opportunities of the residents of
the region including, but not limited to, provide clean potable drinking water, decent, affordable
housing, quality child care opportunities, improved environmental conditions and transit options
in the region.
Mr. Tim Schook, City of Mountain Grove Mr. Mark Collins, Howell County
Mr. Sam Currier, City of Thayer Ms. Traci Wiley, Wiley Insurance / Howell
County
Mr. Scott Long, Texas County Ms. Tammie Watson, Ozark Action /
Douglas, Ozark, and Wright Counties
Mr. Jeff Cowen, Shannon County Ms. Rhonda Suter, Ozark County Health
Department
Mr. Terry Jones, City of Cabool Mr. Ron Gaston, Texas County Health
Department
Mr. John Turner, Ozark County Ms. Kandra Counts, Shannon County Health
Department
Ms. Carol Silvey, Ozarks Medical Center /
City of West Plains
Ms. Cindy Cowens, Ozark Action (Oregon
and Texas Counties)
Mr. Bryan Adcock, Southern Mo. Community
Health Center / City of West Plains
Mr. Zach Williams, Wright County
Transportation Advisory Committee
The purpose of the TAC is to advise SCOCOG and the Missouri Department of Transportation
on transportation related issues and to recommend transportation priorities, and to serve as an
agent of communication between the public, SCOCOG, and the Missouri Department of
Transportation.
Mr. Lance Stillings, Douglas County Ms. Suzanne Welsh, City of Ava
Mr. Lawson Curtis, Douglas County Mr. Mark Collins, Howell County
Ms. Beverly Hicks, City of Willow Springs Mr. Tom Stehn, City of West Plains
14
Mr. Jon Hollis, Oregon County Mr. Jason Kemper, Oregon County
Mr. Bill Hobbs, Oregon County Mr. John Turner, Ozark County
Mr. Greg Donley, Ozark County Mr. Shane Ledbetter, Ozark County
Mr. Jeff Cowen, Shannon County Mr. Herman Kelly, Oregon County
Mr. David Trotter, City of Birch Tree Mr. Scott Long, Texas County
Mr. Ron Scheets, City of Cabool Mr. Keith Cantrell, City of Licking
Mr. Zach Williams, Wright County Mr. Randy Pamperien, Wright County
Mr. Tim Schook, City of Mountain Grove
Regional Homeland Security Oversight Committee
The mission of the RHSOC is to establish strategies and priorities for the Missouri Homeland
Security Grant Funding programs and other Homeland Security initiatives. The RHSOC also
uses mutual aid agreements to further regional, state, and national sharing of deployable assets
that are purchased with Homeland Security funds.
Mr. Tim Schook, City of Mountain Grove Ms. Beverly Hicks, City of Willow Springs
Mr. Mark Collins, Howell County Mr. Gary Collins, Ozark County
Mr. Jack Davis, Mercy Hospital Mr. Daniel Marshall, South Howell County
Ambulance
Mr. Jeff Holman, Wright County 911 Mr. Steve Gleghorn, Howell County 911
Ms. Kerry Ogden, Red Cross Ms. Jenny Solomon, Red Cross
Ms. Tonya Woods, Thayer School Ms. Melonie Bunn, Richards School
Mr. Mike Coldiron, Howell County Mr. Stephen Monticelli, City of West Plains
Mr. Wally Darter, City of Cabool Mr. Danny Bledsoe, City of Mountain Grove
Mr. Richard Stephens, Carter County Mr. Glenn Adler, Wright County
Mr. Mark Arnold, City of Thayer Mr. Robbie Smith, Texas County
Mr. Chris Gilliam, Howell County Health
Department
Mr. Kurt Wilbanks, City of West Plains
Mr. Roy Sims, City of West Plains Mr. Rob Rackley, City of Willow Springs
Mr. Stacey Monter, City of Cabool Dr. Mikeal Orchard, Mountain View
Dr. Eugene Ulmanis, West Plains Mr. Daniel Franks, Howell County Assessor
Ms. Melanie Barnett, City of West Plains
South Central Solid Waste Management District
The District provides services and support to the cities, counties, businesses and individuals who
want to see recyclables diverted from the waste stream. The Board is also responsible for
oversight of District grants within the seven counties.
Solid Waste Executive Board Members
Mr. Gary Collins, Ozark County Mr. Dennis Sloan, At-Large Member
Mr. Doyle Heiney, Texas County Mr. Jason Kemper, Oregon County
Mr. Mike Sherman, Wright County Mr. Dale Counts, Shannon County
15
Mr. Mark Collins, Howell County Mr. Lance Stillings, Douglas County
Mr. Richard Eakin, At-Large Member
Solid Waste Full Council Members
Mr. Lance Stillings, Douglas County Mr. Lawson Curtis, Douglas County
Mr. Burrely Loftin, City of Ava Mr. Mark Collins, Howell County
Mr. Billy Sexton, Howell County Mr. Donnie Pruett, City of Mountain View
Ms. Jessica Nease, City of West Plains Ms. Brooke Fair, City of Willow Springs
Mr. Jason Kemper, Oregon County Mr. Jon Hollis, Oregon County
Mr. Paul Haddock, City of Alton Mr. Ken Cotham, City of Thayer
Mr. Gary Collins, Ozark County Mr. Greg Donley, Ozark County
Ms. Deanna Gail Reich, City of Gainesville Mr. Jeff Cowen, Shannon County
Mr. Dale Counts, Shannon County Mr. David Trotter, City of Birch Tree
Ms. Margie Cleary, City of Eminence Ms. Marilyn Howell, City of Summersville
Mr. Gary Shane Plunk, City of Winona Mr. Doyle Heiney, Texas County
Mr. John Casey, Texas County Mr. Donald Wells, Jr., City of Cabool
Mr. Willy Walker, City of Houston Mr. Keith Cantrell, City of Licking
Mr. Zach Williams, Wright County Mr. Mike Sherman, Wright County
Mr. Rob Tucker, City of Hartville Mr. Blake Miller, City of Mansfield
Mr. Fred VanBibber, City of Mountain Grove Mr. Steven Jarrett, City of Norwood
Mr. Dennis Sloan, At-Large Member Mr. Richard Eakin, At-Large Member
Associate Members
SCOCOG’s Associate Members are comprised of the following entities that have contributed in
order for SCOCOG to continue development efforts within the seven county region.
Alton Bank
Community First Banking Company
Heritage Business Park
Intercounty Electric Cooperative
Laclede Electric Cooperative
SE-MA-NO Electric Cooperative
Simmons Bank
The IDA of the City of Houston
Toth and Associates
West Plains Bank and Trust Company
Wright County IDA
16
For the Year Ended September 30, 2020
SOUTH CENTRAL OZARK COUNCIL OF GOVERNMENTS
Budget Comparison Revenues
BUDGET
REVENUES:
LAST
YEAR
2020
BUDGET
2020
ACTUAL
VARIANCE
FAV(UNF)
EDA Grant $ 70,000 $ 70,000 $ 70,000 $ -
EDA Grant 31,713 31,713
SB 68 Grant 13,352 13,352 8,901 (4,451)
Delta Regional Grant 14,000 14,000 14,000 -
Dues 38,134 33,400 34,737 1,337
Administration:
CDBG 47,241 145,012 135,388 (9,624)
RLF 11,075 11,000 4,532 (6,468)
Microenterprise 13,650 15,000 5,562 (9,438)
SCOCIC HHWP 17,122 21,000 9,746 (11,254)
Solid Waste District 78,276 65,000 85,384 20,384
EDA Administration - 33,000 11,000 (22,000)
DRA Administration - 4,224 8,824 4,600
HMGP Administration 61,551 43,832 32,845 (10,987)
RTP Administration 500 - - -
LWCF Administration 2,500 3,750 2,500 (1,250)
Fuels for Schools 20,000 16,000 - (16,000)
All Hazard Mitigation Plan 16,509 5,503 5,503 -
Transportation 58,403 64,706 48,491 (16,215)
MACOG Disaster Plan 15,000 - - -
DED Opportunity Zone - - 15,000 15,000
OHS-RHSOC 30,273 30,273 20,620 (9,653)
Mapping - 1,000 375 (625)
Signs - 50 - (50)
Environmental/Tech. Assistance 7,664 4,000 3,620 (380)
Interest Income 781 700 701 1
Prin., Interest & Loan Fees 3,301 - - -
Miscellaneous 244 250 166 (84)
TOTAL REVENUES $ 519,576 $595,052 $549,608 $(45,444)
17
SOUTH CENTRAL OZARK COUNCIL OF GOVERNMENTS
Budget Comparison Expenses For the Year Ended September 30, 2020
BUDGET
EXPENSES:
LAST
YEAR
2020
BUDGET
2020 ACTUAL
VARIANCE
FAV(UNF)
Salaries $ 333,675 $328,654 $ 309,076 $ 19,578
Payroll Taxes 26,324 25,142 24,211 931
Workers Comp/Unemployment 883 1,983 894 1,089
Employee Benefits 101,515 101,443 91,220 10,223
Staff Travel 1,426 4,000 1,020 2,980
Per Diem 1,112 1,200 299 901
Conference/Training 7,041 4,000 1,869 2,131
Vehicle Expense 2,631 3,000 1,933 1,067
Insurance 3,586 4,150 2,678 1,472
Consumable Supplies 8,990 5,000 6,824 (1,824)
Postage/Printing 6,559 6,500 7,850 (1,350)
Telephone/Utilities 8,692 8,750 7,989 761
Repairs/Maintenance 3,948 6,000 6,606 (606)
Memberships/Meetings 6,949 7,000 6,897 103
Mapping Expense 23 200 250 (50)
Sign Expense - 50 - 50
Publications 843 600 1,279 (679)
Miscellaneous 3,206 4,000 4,024 (24)
Audit 4,750 5,000 4,750 250
Legal 613 500 - 500
Capital Expenditures 7,407 6,900 7,333 (433)
TOTAL EXPENSES $ 530,173 $ 524,072 $ 487,002 $ 37,070
NET INCOME OVER
EXPENDITURES
$ (10,597) $ 70,980 $ 62,606 $ (8,374)
18
SOUTH CENTRAL OZARK COUNCIL OF GOVERNMENTS
Ending Balances FOR YEAR ENDED SEPTEMBER 30, 2020
GENERAL
FUND 24 MONTH FUEL FOR
BALANCE CD SCHOOLS TOTAL
Beginning Balance $ 311,928 $ 334,149 $ 730,000 $ 1,376,007
Receipts 525,657 7,175 532,832
Disbursements (489,628) (489,628)
Ending Balance $ 347,957 $ 341,323 $ 730,000 $ 1,419,280
ACCOUNTS
RECEIVABLE
CDBG DR Administration 45.297
SWD Administration 19,787
CDBG Administration 17,858
MoDED 15,000
SWD Expenses 2,624
Dues 635
Total Accounts Balance $ 101,201
FIXED
ASSETS
Land 25,000
Building 126,200
Total Fixed Assets $ 151,200
19
Revenues 2020 2021 2020/2021
Budget Budget Variance
EDA Planning Grant 70,000 70,000 0
Missouri State Grant 13,352 8,901 -4,451
SCOCOG Dues 33,400 33,400 0
RLF Administration 11,000 9,000 -2,000
Microenterprise 15,000 13,000 -2,000
DPS Administration 25,000 25,000 0
DRA Grant 14,000 14,000 0
Transportation 64,706 64,706 0
Solid Waste Management 65,000 75,000 10,000
Gen. Fund Interest 700 700 0
CD Interest 7,175 7,595 420
Total Sustaining Contracts 319,333 321,302 -1,969
CDBG 145,012 211,995 66,983
Gainesville Wastewater 2,400 2,400 0
Cabool L & R Industries 1,000 -1,000
Alton Fire House 13,650 -13,650
Thayer Water 2,880 -2,880
Thayer Wastewater 18,720 21,600 2,880
Ozark County Food Pantry 12,801 1,969 -10,832
Hartville Streets 18,900 2,520 -16,380
Ava Sidewalks 18,720 19,862 1,142
Mountain Grove Food Pantry 14,175 2,181 -11,994
West Plains Detention Basin 24,378 28,129 3,751
Eminence Streets 17,388 6,688 -10,700
Norwood Streets 21,397 21,397
DR-Howell Co Admin & Proj. Delivery 21,250 21,250
DR-West Plains Admin & Delivery 43,950 43,950
DR-Willow Springs Admin & Delivery 40,050 40,050
Special Projects 42,750 49,750 7,000
SCOCIC/Household Water Well 2 21,000 20,000 -1,000
MDC Fuels for Schools 16,000 26,000 10,000
WP RTP Galloway Trail 3,750 1,250 -2,500
Meramec Survey 2,000 -2,000
Opportunity Zone DED 0
Winona Park RTP 2,500 2,500
2020 Budget
2021 Budget
2020/2021 Variance
Projected Revenues by
Category
20
AHMP 5,503 32,541 27,037
Texas County 5,503 -5,503
Douglas County 10,313 10,313
Ozark County 10,894 10,894
Shannon County 11,334 11,334
EDA 33,000 147,353 114,353
West Plains Detention Basin 33,000 5,500 -27,500
Regional Recovery Planning 126,853 126,853
RLF Recovery Administration 15,000 15,000
DRA 4,224 1,862 -2,362
GoCAT 4,224 448 -3,776
ODC 1,414 1,414
HMGP 43,832 65,126 21,294
Eminence Shelter 27,032 -27,032
Wright County generators 1,638 -1,638
Douglas County Buyout 1,158 -1,158
West Plains Buyout 10,881 -10,881
Ava generators 3,123 -3,123
Success Saferoom 17,662 17,662
West Plains Elementary Saferoom 45,714 45,714
TCMH Generator 1,750 1,750
MAPPING
Misc. Mapping 1,000 500 -500
OTHER PROJECTS
SEMA-RHSOC M&A 5,273 5,273 0
Environmental Reports/Applications 2,000 2,000 0
Signs 50 -50
Miscellaneous Rev/Reimburs. 250 150 -100
TOTAL REVENUES 602,227 837,852 235,625
Total Expenses 524,072 649,910
Budget Surplus (Deficit) 78,155 187,942
21
Projected Expenses by Category
Expenses 2020 2021 2020/2021
Budget Budget Variance
Administrative
Salaries 328,654 349,654 21,000
FICA Taxes 25,142 26,749 1,607
Unemployment/Workers
Comp 1,983 1,550 -433
Employee Insurance 56,277 62,286 6,009
LAGERS 45,166 47,059 1,893
Total Administrative 457,222 487,297 30,075
Travel and Per Diem
Staff Travel 4,000 5,000 1,000
Per Diem 1,200 1,200 0
Conference/Training 4,000 4,000 0
Vehicle Expense 3,000 3,000 0
Facilities and Insurance
Building and Office Contents 1,500 1,550 50
Auto and General Liability 1,500 1,590 90
D&O/E&O 800 725 -75
Fidelity Bond 350 350 0
Direct Expenses
Consumable Supplies 5,000 5,000 0
Postage/Printing 6,500 8,500 2,000
Telephone 4,000 4,700 700
Utilities 4,750 4,750 0
Memberships 3,500 5,498 1,998
NADO Membership 3,500 3,500
Meetings 3,500 5,000 1,500
Office Maintenance/Repairs 6,000 6,000 0
Sign/Mapping Expense 250 250 0
Subscriptions/Notices 600 600 0
Miscellaneous 4,000 89,000 85,000
Other Expenses
Audit (SCOCOG, RLFs) 5,000 5,000 0
Legal 500 500 0
Capital Expenses 6,900 6,900 0
Total Expenses 524,072 649,910 125,838
Total Revenues 602,227 837,852 Budget Surplus (Deficit) 78,155 187,942
22
One of our major activities is grant writing, capital improvement and planning grants, as well as
administering the grants once funded. Below is a list of capital improvement grants completed or
near completion/closeout in Fiscal Year 2020.
Project Name Location Amount
L & R Industries Infrastructure - CDBG Cabool $400,000
Alton Fire Station - CDBG Alton $250,000
Gainesville Sewer System Improvements
- CDBG
Gainesville $500,000 (USDA grant)
Thayer Water - CDBG Thayer $500,000
Ozark County Food Pantry - CDBG Gainesville $274,063
Hartville Streets - CDBG Hartville $482,210
Ava Generators (3) - FEMA/HMGP Ava $131,147
Wright County Generator -
FEMA/HMGP
Hartville $68,875
MSU-West Plains Amphitheater - LWCF West Plains $202,137
Ft. Leonard Wood Survey - MACOG Texas County $4,000
Eminence Safe Room Eminence $1,405,664
Bootheel RPC Environmental Bertrand $2,000
MACOG Disaster Planning Multiple Counties $15,000
Douglas County Buyout - FEMA Douglas County $48,636
CDBG Re-Use Funds - CDBG Birch Tree $140,500
Houston Housing Authority
Environmental
Houston $2,000
Project Name Location Amount
Galloway Trail - RTP West Plains $150,000
Fuels for Schools - MDC Multiple Counties $500,000
West Plains Flood Detention Basins -
CDBG
West Plains $2,589,530
West Plains Buyout - FEMA West Plains $457,031
DR West Plains - CDBG West Plains $5,069,862
DR Willow Springs – CDBG Willow Springs $3,899,174
DR Howell County – CDBG Howell County $1,330,000
Thayer Wastewater - CDBG Thayer $500,000 ($800,000 USDA)
Eminence Streets - CDBG Eminence $473,323
Ava Sidewalk Improvements - CDBG Ava $466,129
Love Center Food Pantry - CDBG Mountain Grove $340,742
Eminence Roads - CDBG/FEMA Eminence $35,330
Final Progress Report
SCOCOG FY 2021 Work Program Grants
Projects Completed and Closed Out
Active Projects through FY 2021
23
Eminence Utilities - CDBG/FEMA Eminence $13,251
West Plains GoCAT - DRA West Plains $240,100
Texas County Hazard Mitigation Plan -
FEMA/SEMA
Texas County $29,350
ODC Water Line Replacement - DRA Pomona $100,252
Norwood Streets - CDBG Norwood $491,765
EDA COVID Economic Recovery and
Resilience Planning
Multiple Counties $184,000
Total of all grant funding = $21,296,071
Project Name Location Amount
Winona Trails – RTP Winona $205,056
Pierce Township Bridge - CDBG Pierce Township $459,000
City Water/Sewer Extension -
EDA/CDBG
Mountain Grove $1,478,587
Hartville Safe Room - HMGP Hartville $2,250,000
Gainesville Safe Room - HMGP Gainesville $2,472,893
Cabool Middle School Safe Room -
HMGP
Cabool $1,009,341
Success Safe Room - HMGP Success $850,317
Douglas County LWC Douglas County $117,970
Shannon County LWC Shannon County $120,700
TCMH Generator - FEMA/HMGP Texas County $125,000
West Plains Elementary Safe Room -
HMGP
West Plains $1,920,000
Total of all projects submitted and pending formal grant awards = $11,008,864
Projects Submitted and Pending Formal Grant Awards
24
Grantee: South Central Ozark Council of Governments
Economic Development Activities
1. Coordinate with member counties and cities to implement a new 2019 Comprehensive Economic
Development Strategy (CEDS). SCOCOG will continue to organize bi-monthly or more frequently held
meetings in member communities to develop a new CEDS which will include priorities to stimulate and
stabilize economic conditions in the seven county region.
2. Prepare an annual report listing any changes noted during 2019 as compared to the new CEDS. List the
progress noted during 2019 on goals and strategies achieved during each calendar year. Continue to seek
new and innovative input from new members for development ideas.
3. Work with member Counties and Cities in applying for infrastructure improvement funding to revitalize
their communities and foster more economic development.
4. Help finance business startup and expansion efforts within the seven county region through use of the
EDA and microenterprise revolving loan funds and promote loan applications from state and federal lending
sources to private companies for employment generating projects not otherwise available from conventional
sources, i.e. local banks, SCOCOG RLFs, etc.
5. Remain engaged as a member of the Missouri Association of Council of Governments to support all
economic development efforts and legislation that will enhance the business community and employment
base of the State of Missouri. Continue to actively participate in meetings and activities, which include
coordination with other Economic Development Districts in the State of Missouri.
Program & Project Administration and Related Activities
1. Administer community facility and economic development projects for member Counties and Cities.
2. Work with the Federal and State Emergency Management Agencies in an effort to assist with disaster
resiliency capabilities that will lead to mitigation actions in the region.
3. Participate in local initiatives and activities in their efforts to enhance economic opportunities and
conditions in the region.
Anticipated Project Development Activities
1. Assist Counties, Cities and Schools in applying for and administering Pre-Disaster Mitigation and Hazard
Mitigation grants from SEMA and FEMA for community safe rooms and emergency response equipment
in the South Central region of Missouri.
2. Organize and facilitate bi-monthly or more frequent meetings in member communities throughout the
South Central region to promote project development strategies and actions.
2021 Scope of Work
25
Current and Anticipated Planning Activities
1. Assist member Counties and Cities with Comprehensive Plans and Capital Improvement Plans as
requested.
2. Prepare the five-year updates for the counties in the region when their All-Hazard Mitigation Plans
expire.
Cartography Activities
1. Update zoning maps, housing/structural conditions maps, water and sewer maps, land use maps, etc. as
requested by member communities.
2. Provide mapping services as needed in support of SCOCOG projects.
26
Task One - Administration
Purpose:
This task covers general administration tasks related to the execution of the contract to include,
but not limited to: accounting, reporting, performance evaluation and general correspondence.
All reporting will follow the guidelines described in 23 CFR 420.117(b), as well as maintain the
required documentation for work elements as described in 23 CFR 420.111. This is necessary for
reimbursement of RPO funds from MoDOT and provides the audit detail to justify the continued
funding availability.
End Documents:
Invoices
Activity and financial reports, on agreed upon timeframe
FY 20/21 Performance Evaluation
FY 20/21 Transportation Planning Work Plan
Financial audit
Direct/Indirect Cost Documentation
Title VI update, if required
Prior Year Accomplishments:
Staff completed and submitted quarterly financial reports to MoDOT within 30 days of
the end of each quarter
Staff completed and submitted quarterly activity reports to MoDOT within 30 days of the
end of each quarter
Staff reported on transportation planning activities, needs and prioritization process, and
major project investment activities to general membership and transportation
stakeholders
Prepared correspondence with various emails from MoDOT staff, TAC members and
local stakeholders
SCOCOG 2021 MoDOT Work Program
27
Task Deliverables:
Task Description Staff Assigned Estimated Completion Date
Submit invoices/financial reports on agreed-upon timeframe. Fiscal Officer May 30, 2021
Prepare and submit progress and activity reports on agreed-upon
timeframe. (At least quarterly) Fiscal Officer May 30, 2021
Prepare and submit annual performance evaluation on time. Fiscal Officer April 26, 2021
Prepare and submit annual work plan on time.
Fiscal Officer May 30, 2021
Provide certification of direct and/or indirect costs, as required. Fiscal Officer May 30, 2021
Complete audit and share audit report with Office of Administration. Fiscal Officer May 30, 2021
Prepare update of Title VI plan, if applicable. (Due on a three-year
cycle.) Transportation Planner May 30, 2021
Total Staff Hours: 99
Budgeted Funds:
Total Task Expense: $4,186
MoDOT 80% Share: $3,348
RPC 20% Share: $838
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Task 2 – Core Planning Activities/Public Engagement
Purpose: To cover all planning and public engagement activities necessary to complete the identified activities, including
regional needs identification and prioritization; updating the Regional Transportation Plan, including needs and priorities, data, multi-modal asset and prioritization information and sidewalk inventories, assessments and
mapping; engaging the citizens, stakeholders, TAC and board to ensure a complete and accurate needs list; supporting statewide planning efforts and participating in MoDOT sponsored event and studies; and hold at
least four TAC meetings per year. This task will also include all activities that encourage public engagement
and education and enhance the general transportation for the region, including activities that provide opportunities to interface with the public, such as attending public hearings, hosting forums and workshops,
TAC meetings, board meetings, newsletters, social media and other methods of communication and information
sharing with the public. Planning activities may include (but are not limited to) GIS development, data generation, local development trends and assistance with local financing options for communities.
End Documents: Updated version of the Regional Transportation Plan
Update Regional Transportation Needs
Inventory of transportation stakeholders (all modes) with contact information
2020 TAC Priorities for the region submitted to MoDOT
GIS/maps as developed
TAC agendas, minutes, and other documents used to conduct at least four TAC meetings throughout the FY
Prior Year Accomplishments: Staff, in conjunction with the TAC, worked to update the list of needs and ranked priorities in the RTP at
the May 2020 TAC meeting
Updated a portion of the GIS work related to Sidewalk Inventory and Assessment; and redistributed data to
all communities within the region
Updated the RTP document in 2020
Continued to compile a regional transportation stakeholder list for inclusion in the RTP
Staff attended meetings with MoDOT SE District personnel to discuss developments within the region
Staff facilitated meetings in numerous communities to discuss transportation needs and planning activities
related to the TAC and the statewide planning framework.
Staff assisted with the administration of a Winona Transportation Enhancement grant
Transportation improvement project development in the cities of Ava, Birch Tree, Gainesville, Hartville,
Mountain Grove, Norwood, Thayer, West Plains and Winona
Staff provided GIS services to the region including numerous city maps
Assisted in the purchase of road signs for local road districts
Attended MoDOT annual RTP and STP process meetings
The COG convened four TAC meetings
Developed 2020 calendar year TAC Priorities for the region
Completed administrative tasks related to public meetings including agenda and meeting minutes
Staff distributed information to transportation stakeholders on the major investment prioritization activities
Staff attended public meetings on scheduled transportation improvement projects
Prepared for and attended Executive Committee and SCOCOG full board meetings
Coordinated and facilitated meetings with member communities of the South Central Region in order to
stay well-informed of local transportation needs relating to community growth and economic development
29
Task Deliverables:
Task Description Staff Assigned Estimated Completion Date
Participate in MODOT sponsored events and processes,
including Statewide Planning Partners meeting and district-
level meetings
Executive Director
Transportation Planner June 30, 2021
Provide regional needs identification and project prioritization,
that include public input, for use in the STIP development
Executive Director
Transportation Planner June 30, 2021 Ongoing
Provide support towards the development of
statewide planning efforts.
Executive Director
Transportation Planner June 30, 2021 Ongoing
Engage in specific MODOT transportation studies conducted
by MODOT.
Executive Director
Transportation Planner June 30, 2021 Ongoing
Update Regional Transportation Plan, to include Needs and
Priorities, including soliciting, fielding and following needs
submitted by citizens; updated data gathered from Census,
cities, counties and other sources; updated list of transportation
stakeholders; update of multi-modal asset and prioritization
information and update sidewalk assessments/mapping.
All Staff Ongoing, June 30, 2021
Hold at least four TAC meetings, including preparation of
agendas, minutes, other documents, coordinate speakers,
prioritize needs and submit annual report.
Transportation Planner Ongoing, June 30, 2021
Total Staff Hours: 997
Budgeted Funds:
Total Task Expense: $32,154
MoDOT 80% Share: $25,723
RPC 20% Share: $6,431
30
Task 3 – Professional Development Purpose:
Includes activities necessary to support transportation planning staff activities. RPC will partner with MACOG on coordination of transportation planning activities, including fiscal officer’s quarterly meetings,
transportation planners quarterly meeting, transit and bike/ped information and other transportation-related work to benefit RPCs. This category should also include any memberships to professional, state or national
organizations and other staff activities to stay current on transportation issues and trends.
End Documents:
Certificates of achievement
Conference attendee staff reports
Professional organization membership
Prior Year Accomplishments:
Staff attended monthly and quarterly MACOG meetings
Staff attended the Missouri Statewide Planning Conference
Staff attended several workshops and webinars relating to economic development, public transit, and
environmental protection
Staff attended MACOG Professional Development and Planning Conference
Staff participated in Community Development Block Grant training
SCOCOG retained membership to various professional organizations (MACOG, DRA, APA)
SCOCOG staff participated in numerous transportation related webinars
Task Deliverables:
Task Description Staff Assigned Estimated Completion Date
Attend MACOG meetings and MACOG annual professional
development conference Executive Director June 30, 2021
Participate in quarterly transportation planners workgroup. Transportation Planner June 30, 2021
Costs associated with participation in transportation-related
conferences, webinars, workshops, etc. All Staff June 30, 2021
Total Staff Hours: 274
Budgeted Funds:
Total Task Expense: $15,279
MoDOT 80% Share: $12,223
RPC 20% Share: $3,056
31
Financial Summary
32
Regional Homeland Security Regionalization Administration Services AREA G - SCOPE OF SERVICES
The South Central Ozark Councils of Government shall provide planning, support, and organizational
services to the Region G Regional Homeland Security Oversight Committee (RHSOC), the Missouri
Office of Homeland Security (OHS) and Missouri Department of Public Safety (DPS), in the preparation
and implementation of a homeland security regionalization framework. These services shall include the
following:
Provide procurement services as needed to the RHSOC.
Provide inventory control procedures to the RHSOC including updating equipment database and deployable resource database.
Organize and facilitate a minimum of four RHSOC quarterly meetings in each region.
Organize and facilitate other RHSOC meetings as needed.
Attendance/participation from each RPC (MACOG) at the RHSOC Chair/Lead RPC - HSAC meetings.
Assist each RHSOC in the development of budgets for Homeland Security projects and planning activities.
Provide administration and staffing support for each RHSOC.
Prepare agendas, record meeting minutes and maintain records for each RHSOC meeting.
Coordinate in each region new RHSOC member orientation annually.
Assist RHSOC members in each region with all HSGP Grant Application processes.
Participate in the development of Kind and Typing Tier 1 Resources in Region G.
Provide assistance to OHS on data calls for the State Preparedness Report.
Coordinate regional participation in statewide subcommittee, such as, training & exercise, interoperable communications, etc.
Update regional Threat and Hazard Identification and Risk Assessment plan consistent with the State guidelines and template.
Staff from each region are encouraged to attend the annual state emergency management conference.
Ensure compliance of NIMS and ensure completion of required NIMS Independent Study courses required for the RPC Executive Director and Homeland Security program staff in each region.
The RPC shall keep the general public and specific interest groups, such as elected officials and community leaders, informed about regional homeland security issues through the use of news
releases, public presentations, radio programs, newsletters, and other media.
The RPC shall provide a website for the RHSOC - To include at a minimum the following: o RHSOC regional logo o Calendar of Events o RHSOC members - chair and vice chair with contact information o Meeting minutes o Press releases o Links to DPS/OHS, FEMA and other sites, such as, DNR, DHSS, MSHP,
SEMA, local EMDs
o Brief summary of the region and priorities o List of major items and related planning/coordination initiatives o Information on the websites from each region will be reviewed and updated monthly
33
Small Business Revolving Loan Fund Services SCOPE OF SERVICES
SCORDC/SCOCOG’s RLF Program encourages and supports new and expanded business
projects in Douglas, Howell, Oregon, Ozark, Shannon, Texas, and Wright Counties in south central
Missouri. Financing will be provided to businesses in cooperation with traditional lending
institutions that are unable to provide sufficient financing on their own for a project to proceed,
thus making the RLF “gap financing.” Financing will also be provided to those businesses who
have tried but have been unsuccessful in obtaining conventional bank financing, thus making the
RLF program a “lender of last resort.”
Allowable uses of revolving loan fund proceeds will include, but not necessarily be limited to, the
following activities:
• Property acquisition, including land and buildings, provided that the purchase does not lead to land banking, which is an ineligible activity
• Building construction and renovation • Purchase of machinery and equipment • Purchase of inventory • Working capital
Eligible projects will include those that are industrial (i.e., manufacturing, wholesale distribution,
etc.), commercial (retail), and service (medical, insurance, etc.) in nature.
Other technical assistance provided in addition to direct financing for projects will include working
with RLF applicants on loan packaging and business development activities. This technical
assistance will be completed in cooperation with other existing organizations such as the Missouri
State University Small Business and Technology Center, University of Missouri Extension Small
Business Development Specialist, the Ozarks Small Business Incubator, and other local economic
development groups, etc. Such cooperation will help to better prepare and strengthen business
startup and expansion prospects in the region.
34
South Central Solid Waste Management District Administrative Services REGION P – SCOPE OF SERVICES
The South Central Solid Waste Management District (SCSWMD) formed in 1992 following the
passage of Senate Bill 530. The District includes the counties of Douglas, Howell, Oregon,
Ozark, Shannon, Texas and Wright. The purpose of the District’s original plan, developed in
1993, was to evaluate the existing solid waste management systems in the District and to develop
a plan to comply with the goal set forth in Missouri’s Solid Waste Management Law of reducing
the amount of waste disposed of in landfills by forty percent. Funding for District
Administration, Plan Implementation and the District Grant Program is managed by the Missouri
Department of Natural Resources Waste Management Program. The South Central Ozark
Council of Governments is paid on a reimbursement basis for the contractual services provided
to the SCSWMD and has agreed to provide the following services:
Administrative District Operation Duties
Attend and participate in organization, association and governmental
meetings/committees
Schedule and facilitate meetings of the District Executive Board and the Full Council and
take the meeting minutes
Maintain the records, assets and grant funds of the SCSWMD
Handle District phone calls, e-mails, inquiries and comments
Initiate, coordinate and conduct District grant-calls
Administer grants (monitor terms of grant, ensure payments and track expenditures)
Develop, schedule and administer District-wide Collection events (HHW, E-Waste,
Illegal Dumping Clean-up)
Prepare monthly bills, invoices and checks; maintain financial reporting for the District
Ensure compliance with MO DNR reports: File quarterly reports on waste diversion
File quarterly financial statements on District funds; file Annual Reports for the District;
conduct quarterly assessment of sub-grantee’s adherence to the terms of their grant
Current Plan Implementation Duties
Assist District organizations (county and city governments, recycling centers, schools,
etc.) in obtaining necessary equipment, repairs and supplies
Conduct educational programs for schools and area civic organizations
Organize training (recycling, spill clean-ups, etc.) at recycling centers
Attend applicable seminars, training sessions and conferences and research topics related
to recycling and solid waste management; participate in relevant professional
development activities
Maintain memberships in organizations that promote recycling and other methods of
solid waste diversion
Conduct Assessment Inventories or activities related to the maintenance and/or update of
the District’s comprehensive solid waste management plan