PLATINUM2023

Oakland Livingston Human Service Agency

Helping people. Changing lives.

aka OLHSA, A Community Action Agency   |   Pontiac, MI   |  www.olhsa.org

Mission

OLHSA, a Community Action Agency, through collaboration and partnership, empowers people in need of our assistance who live in the communities we serve, to gain the knowledge, skills, and resources to improve the quality of their lives.

Ruling year info

1965

Chief Executive Officer

Ms. Susan N. Harding CCAP, NCRT

Main address

196 Cesar E. Chavez Avenue PO Box 430598

Pontiac, MI 48343-0598 USA

Show more contact info

EIN

38-1785665

NTEE code info

Human Services - Multipurpose and Other N.E.C. (P99)

Kindergarten, Nursery Schools, Preschool, Early Admissions (B21)

Other Housing Support Services (L80)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

During the 2020-2024 program years, OLHSA is aiming to address the lack of community member access to education, housing of choice, living wage, and financial stability to meet needs and build assets.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Community Action Agency

OLHSA's major operating programs include: (1) Head Start, servicing 1,600+ Michigan school children and their families in Oakland County; (2) Resource Development, servicing nearly 10,000 low-income, elderly and disabled residents through weatherization, affordable housing construction and rehabilitation; (3) Maternal/Child Health Programs; and (4) services to seniors and people with AIDS.

Population(s) Served
Adults
Infants and toddlers

Where we work

Videos

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of people no longer living in unsafe or substandard housing as a result of the nonprofit's efforts

This metric is no longer tracked.
Totals By Year
Related Program

Community Action Agency

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The strategic goals OLHSA is aiming to accomplish related to our 2022-2024 strategic plan are having:

1) Interconnected operations /services: Collaborative teams break down barriers & create high-quality
wraparound linkages for clients.

2) Civic engagement/ community involvement: Local community partners & residents will be engaged in creating solutions & advocating for systemic change in a non-partisan way.

3) Culture of compassion: Compassion, empathy, and open-mindedness are exemplified in all our actions.

Education strategies: Create a multi-generational systems approach that connects clients to educational programs, Connect clients to internal educational programs of their choice, Provide stakeholders opportunities to inform programmatic development, Inform stakeholders on issues that impact education programs
and legislative, Lead the response to emerging educational needs, Provide a culture of resilience and hope through educational programs leading to improved life quality, and Support inclusion of stakeholders' aspirations regarding education.

Housing strategies: Create new affordable housing either through new construction or rehab of existing units, Strengthen existing partnerships and create new ones to promote affordable housing within the communities the agency serves, Improve stakeholder engagement to increase the number of affordable rental units, Educate all stakeholders on fair and safe housing rights, Continue to foster relationships with stakeholders that work with the chronically homeless population to increase the number of housing options for them, Create an avenue that brings forth existing and new resources to stakeholders we work with that can assist them in a comprehensive, compassionate way to help them attain safe, decent, and affordable housing.

Financial stability strategies: Utilize a comprehensive and consistent intake system that interconnects clients and programs to identify and address all aspects impacting a client's financial stability and assets, Maintain and utilize a comprehensive centralized database of internal and external resources that promote financial stability and asset building, Educate stakeholders on opportunities for civic engagement that impact financial stability and asset building, Encourage stakeholders to exercise their civic responsibilities related to financial stability and asset building, Implement techniques of trauma-informed care and strength-based case management to help clients build financial stability and assets, Ensure staff have confidential access to an avenue of support in building their own financial stability and assets.

Living Wage strategies: Ensure all employees are knowledgeable of employment resources, Commit to ensuring that all clients are on a path to choice of work at a living wage, Inspire stakeholders to pay a living wage, Reach a day when OLHSA can pay at minimum a living wage to all employees, Encourage stakeholders to advocate in their local community for a living wage and work of choice, Motivate employees to take action toward engagement, fulfillment, and a pathway toward a position of their choice, Guide our clients to seek and obtain the education needed to achieve success, culminating in employment of choice at a living wage, and Provide tools and education to motivate our clients toward a path of success and living wage employment.

Year 3 Strategic Plan Outcomes can be reviewed at: https://sway.office.com/bTASoM4jmQvF40M8?ref=Link

Year 2 Strategic Plan Outcomes can be reviewed at: https://sway.office.com/gBnOatPW4DBBOp8k?ref=Link

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Financials

Oakland Livingston Human Service Agency
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Oakland Livingston Human Service Agency

Board of directors
as of 09/07/2023
SOURCE: Self-reported by organization
Board co-chair

Mr. Khalfani Stephens


Board co-chair

Mr. Brent Earl

Holbert Maxey

Phyllis McMillen

Oakland County Circuit Court

Khalfani Stephens

City of Flint

Fran Amos

Cynthia Wells

Douglas Williams

Yohannes Bolds

Joe Del Morone

Janet Jackson

O.C. Bd. of Commissioners

Douglas Helzerman

Beverly Beltramo

Ellen Terpening

Taressa Ariss

Debbie Miller

Rose Township

Angela Powell

O.C. Bd. of Commissioners

Dwayne A. Lyone

City of Pontiac

Lisa Straske

City of Southfield

David E.S. Bowman

St. Joseph Mercy Oakland

Patricia Soma

Ronda Dawson

Willa M. Wright

Jaclyn Kochis

MI Paralyzed Veterans

Cole Yoakum

Robert Bass

Amanda Keller

Sandy Collins

Shirley Townsend

Pam Dahlmann

Mary White-Block

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 9/28/2021
info Candid has made improvements to the race and ethnicity options.

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 09/28/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.