2026-07-27T12:53:31-04:00 2025-12-31 472461346 WELLS CPA LLC 215 N FRONT ST STE 110 COLUMBUS OH 43215 990 2025-01-01 311297181 OHIO URBAN COMMUNITY ACTION NETWORK OHIO 2169527891 597 HIGH STREET BOX 538 WORTHINGTON OH 43085 YVONNE CHERELL CEO 2169527891 2026-07-14 DONALD WELLS P01867509 6143968974 2026-07-27 X 2025 2025-03-06 01:10:19Z YVONNE CHERELL 597 HIGH STREET BOX 538 WORTHINGTON OH 43085 195827 false X OHIOUCAN.COM X 1985 OH THE MISSION OF OUCAN IS TO EMPOWER OHIO'S URBAN COMMUNITY ACTION AGENCIES THROUGH EDUCATION, NETWORKING, AND ADVOCATE FOR POLICIES THAT ALLEVIATE POVERTY AND PROMOTE SELF-SUFFICIENCY. 10 10 1 5 0 117654 192587 4848 3240 0 0 122502 195827 2500 0 96813 99519 0 0 66193 86380 163006 188399 -40504 7428 280063 295303 91340 94985 188723 200318 X THE MISSION OF OUCAN IS TO EMPOWER OHIO'S URBAN COMMUNITY ACTION AGENCIES THROUGH EDUCATION, NETWORKING, AND ADVOCATE FOR POLICIES THAT ALLEVIATE AND PROMOTE SELF-SUFFICIENCY. false false 147971 2500 3240 1. STRENGTHEN THE AGENCYS LEADERSHIP AND INFRASTRUCTURE: SUPPORT CEOS EFFORTS TO LEAD THE NETWORK THROUGH DAY-TO-DAY OPERATIONS, LEADERSHIP, REPRESENTATION, PUBLIC POLICY, AND ADVOCACY. 2. AMPLIFY TRAINING CURRICULUM AND COMPLIANCE: WITH CHANGES IN MEMBERSHIP AND AN INFLUX OF NEW BOARD MEMBERS AND STAFF, THE TRAINING CURRICULUM WILL EXPAND TO NON-OUCAN CAAS AND INCREASE IN CSBG COMPLIANCE AREAS - ROMA, ORGANIZATIONAL STANDARDS AND BOARD GOVERNANCE. 3. COORDINATE AND IMPLEMENT NEW STRATEGIC PLANNING PROCESS FOR 2025-2027: OUCAN IS ONE OF OHIOS LEADING RESOURCES IN THE FIGHT AGAINST POVERTY AND PART OF THE SOCIAL SERVICE ECOSYSTEM HELPING FAMILIES AND RESIDENTS IN BECOMING SELF-SUFFICIENT. 4. DEVELOP AND COMPLETE NEW STATEWIDE POVERTY IMPACT REPORT: OUCAN WILL USE RESEARCH TO ADVOCATE FOR CAREER AND WORKFORCE DEVELOPMENT, SAFE AND AFFORDABLE CHILDCARE, AND LEAD-FREE AND AFFORDABLE HOUSING. 5. EXPAND THE NETWORK'S COMMUNICATIONS AND MARKETING PESO: IN TWO YEARS, OUCANS COMMUNICATIONS MANAGER SIGNIFICANTLY INCREASED WEBSITE, TWITTER, FACEBOOK, AND CONSTANT CONTACT ENGAGEMENT. MEMBERS AND PARTNERS RECEIVE REGULAR UPDATES ON TRAINING, ANNOUNCEMENTS, AND AGENCY NEWS. 6. BOARD GOVERNANCE & SUCCESSION PLANNING: STRENGTHEN BOARD GOVERNANCE AND MANAGEMENT THROUGH INFORMATION TECHNOLOGY AND PURPOSE-DRIVEN LEADERSHIP AND SUCCESSION PLANNING. 7. ADVOCACY AND PUBLIC POLICY: AMPLIFY OUCANS VOICE IN THE STATES PUBLIC POLICY AND LEGISLATIVE PROCESS THROUGH COMMUNITY PARTNERSHIPS, ADVOCACY ENGAGEMENT AND LEADERSHIP. 8. COMMUNITY AND LEADERSHIP: ILLUSTRATE OUCANS UNIQUE LEADERSHIP AS THE NATIONS OLDEST URBAN CAA NETWORK IN LOCAL, STATE, AND NATIONAL PLATFORMS. 9. FINANCIAL HEALTH AND SUSTAINABILITY: INCREASE OPERATING BUDGET THROUGH DIVERSE REVENUE STREAMS, REDUCE BUSINESS RISKS AND PRODUCT EXPANSION AND ACCESS. 10. MEMBER BENEFITS AND PROGRAMMING: STRENGTHEN AND EXPAND OUCANS TRAINING CURRICULUM AND EVENTS UTILIZING HIGH-PERFORMING FRAMEWORK MODELS, KNOWLEDGEABLE EXPERTS AND ALIGNING CONTENT AND MATERIALS AROUND CLEAR PERFORMANCE OBJECTIVES, STRATEGIC GOALS, AND MEASURABLE OUTCOMES. 147971 false true false true false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false true 7 0 1 true false false false false false false false false X 10 10 false false false false false false false true true false false true true true true false false true false false X ACCLARITY 6143001088 34 GRACE DRIVE POWELL OH 43065 YVONNE CHERELL CEO 40.00 X 90624 0 0 DRJACKLYN CHISHOLM CHAIR 1.00 X X 0 0 0 JANICE WARNER SECRETARY 1.00 X X 0 0 0 VAN NELSON VICE CHAIR 1.00 X X 0 0 0 ROBERT CHILTON ADVOCACY CHA 1.00 X 0 0 0 ERIN JEFFRIES BYLAWS CHAIR 1.00 X 0 0 0 RODNEY REASONOVER TREASURER 1.00 X X 0 0 0 DRSHAUNA MATELSKI TRUSTEE 1.00 X 0 0 0 CYNTHIA SAVAGE TRUSTEE 1.00 X 0 0 0 MARK LAWSON TRUSTEE 1.00 X 0 0 0 KIM OMOREGIE TRUSTEE 1.00 X 0 0 0 90624 false false false 83280 109307 192587 REGISTRATION FEES 3240 3240 3240 195827 3240 X 2500 2500 90624 87452 3172 1822 1652 170 7073 6366 707 21792 21792 26500 16500 10000 3123 2394 729 3141 3141 25882 25882 51 51 2145 2145 DUES AND SUBSCRIPTIONS 2084 2084 BANK CHARGES AND FEES 1380 1380 GIFTS 157 157 MISCELLANEOUS 125 125 188399 147971 40428 0 132815 151191 93138 85417 1072 1490 53038 57205 280063 295303 8060 10445 83280 84540 91340 94985 X 188723 200318 188723 200318 280063 295303 7428 4167 X false false false RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED true false false FORM 990, PAGE 2, PART III, LINE 4A 1. STRENGTHEN THE AGENCYS LEADERSHIP AND INFRASTRUCTURE: SUPPORT CEOS EFFORTS TO LEAD THE NETWORK THROUGH DAY-TO-DAY OPERATIONS, LEADERSHIP, REPRESENTATION, PUBLIC POLICY, AND ADVOCACY. 2. AMPLIFY TRAINING CURRICULUM AND COMPLIANCE: WITH CHANGES IN MEMBERSHIP AND AN INFLUX OF NEW BOARD MEMBERS AND STAFF, THE TRAINING CURRICULUM WILL EXPAND TO NON-OUCAN CAAS AND INCREASE IN CSBG COMPLIANCE AREAS - ROMA, ORGANIZATIONAL STANDARDS AND BOARD GOVERNANCE. 3. COORDINATE AND IMPLEMENT NEW STRATEGIC PLANNING PROCESS FOR 2025-2027: OUCAN IS ONE OF OHIOS LEADING RESOURCES IN THE FIGHT AGAINST POVERTY AND PART OF THE SOCIAL SERVICE ECOSYSTEM HELPING FAMILIES AND RESIDENTS IN BECOMING SELF-SUFFICIENT. 4. DEVELOP AND COMPLETE NEW STATEWIDE POVERTY IMPACT REPORT: OUCAN WILL USE RESEARCH TO ADVOCATE FOR CAREER AND WORKFORCE DEVELOPMENT, SAFE AND AFFORDABLE CHILDCARE, AND LEAD-FREE AND AFFORDABLE HOUSING. 5. EXPAND THE NETWORK'S COMMUNICATIONS AND MARKETING PESO: IN TWO YEARS, OUCANS COMMUNICATIONS MANAGER SIGNIFICANTLY INCREASED WEBSITE, TWITTER, FACEBOOK, AND CONSTANT CONTACT ENGAGEMENT. MEMBERS AND PARTNERS RECEIVE REGULAR UPDATES ON TRAINING, ANNOUNCEMENTS, AND AGENCY NEWS. 6. BOARD GOVERNANCE & SUCCESSION PLANNING: STRENGTHEN BOARD GOVERNANCE AND MANAGEMENT THROUGH INFORMATION TECHNOLOGY AND PURPOSE-DRIVEN LEADERSHIP AND SUCCESSION PLANNING. 7. ADVOCACY AND PUBLIC POLICY: AMPLIFY OUCANS VOICE IN THE STATES PUBLIC POLICY AND LEGISLATIVE PROCESS THROUGH COMMUNITY PARTNERSHIPS, ADVOCACY ENGAGEMENT AND LEADERSHIP. 8. COMMUNITY AND LEADERSHIP: ILLUSTRATE OUCANS UNIQUE LEADERSHIP AS THE NATIONS OLDEST URBAN CAA NETWORK IN LOCAL, STATE, AND NATIONAL PLATFORMS. 9. FINANCIAL HEALTH AND SUSTAINABILITY: INCREASE OPERATING BUDGET THROUGH DIVERSE REVENUE STREAMS, REDUCE BUSINESS RISKS AND PRODUCT EXPANSION AND ACCESS. 10. MEMBER BENEFITS AND PROGRAMMING: STRENGTHEN AND EXPAND OUCANS TRAINING CURRICULUM AND EVENTS UTILIZING HIGH-PERFORMING FRAMEWORK MODELS, KNOWLEDGEABLE EXPERTS AND ALIGNING CONTENT AND MATERIALS AROUND CLEAR PERFORMANCE OBJECTIVES, STRATEGIC GOALS, AND MEASURABLE OUTCOMES. FORM 990, PAGE 6, PART VI, LINE 11B 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. FORM 990, PAGE 6, PART VI, LINE 12C 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. FORM 990, PAGE 6, PART VI, LINE 15A 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. FORM 990, PAGE 6, PART VI, LINE 19 ALL DOCUMENTS OF RECORD FOR THE ORGANIZATION IS AVAILABLE UPON REQUEST. REQUEST CAN BE MADE VIA EMAIL REQUEST. FORM 990, PART IX, LINE 11G CONSULTANT 16,500 10,000 0