Community Action, Inc. Strategic Plan 2006-2015

Goal 1: Low-Income People Become More Self-Sufficient (Stable)

Outcome 1: Families are fully employed.

Indicator 1.1.1: Employment – The number and percentage of low-income participants in Community Action employment initiatives who get a job or become self-employed.

Indicator 1.1.2: Employment Supports – The number of low-income participants for whom barriers to initial or continuous employment are reduced or eliminated through assistance from Community Action.

Outcome 2: Families have economic assets.

Indicator 1.2.1: Financial Assets – The number and percentage of low-income households that achieve an increase in financial assets and/or financial skills as a result of Community Action assistance, and the aggregated amount of those assets and resources for all participants achieving the outcome.

Goal 2: The Conditions in Which Low-Income People Live are Improved

Outcome 1: Communities develop and sustain resources and services.

Indicator 2.1.1: Community Improvement and Revitalization – Increase in, or preservation of opportunities and community resources or services for low-income people in the community as a result of Community Action projects/initiatives or advocacy with other public and private agencies.

Outcome 2: Communities improve quality of life.

Indicator 2.2.1: Community Quality of Life and Assets – Community Action initiative or advocacy improves the quality of life and assets in low-income neighborhoods.

Goal 3: Low-Income People Own a Stake in their Community

Outcome 1: Communities benefit from the involvement of low-income participants.

Indicator 3.1.1: Civic Investment – The number of volunteer hours donated to Community Action.

Outcome 2: Consumers are active participants in community decisions.

Indicator 3.2.1: Community Empowerment through Maximum Feasible Participation – The number of low-income people mobilized as a direct result of Community Action initiative to engage in activities that support and promote their own well-being and that of their community.

Goal 4: Partnerships Among Supporters and Providers of Service to Low-Income People Are Achieved.

Outcome 1: Agency capacity is strengthened through partnerships.

Indicator 4.1.1: Expanding Opportunities through Community-Wide Partnerships – The number of organizations, both public and private, Community Action actively works with to expand resources and opportunities in order to achieve family and community outcomes. 

Goal 5: Agencies Increase Their Capacity to Achieve Results

Outcome 1: Community Action maintains financial and operational efficiencies.

Indicator 5.1.1: Cost Effectiveness and Efficiency of Services – Agency services are provided through a system of integrated intake and assessments.

Indicator 5.1.2: Integrated Planning – Focus on family self-sufficiency and stability in agency service and program development.

Outcome 2: Community Action is financially stable.

Indicator 5.2.1: Broadening the Resource Base – The number of dollars mobilized by Community Action, including amounts and percentages from current categories.

Indicator 5.2.2: Increase Agency Assets – Agency assets will be expanded through income producing services.

Outcome 3: Community Action operates effectively and efficiently.

Indicator 5.3.1: Information and Technology – Community Action develops and sustains information and technology systems that support data collection, analysis, decision making and reporting.

Indicator 5.3.2: Facilities – Community Action operates facilities that are safe, accessible, and support the activities of the organization. 

Indicator 5.3.3: Planning Calendar – A planning calendar is developed and used to guide agency review of its strategic plan and the development of the annual management plan.

Outcome 4: Community Action associates are qualified and prepared.

Indicator 5.4.1: Recruitment – The number of qualified applicants as compared to the number of position vacancies.

Indicator 5.4.2: Professional Development – The percentage of Community Action employees with an up-to-date professional development plan.

Indicator 5.4.3: Retention – The percentage of turnover in Community Action staff.

Outcome 5: Community Action’s response to the human and economic impact of poverty is strategically communicated.

Indicator 5.5.1: The Plan – Research and development activities produce a public relations plan to address Indicators 5.5.2 through 5.5.4. 

Indicator 5.5.2: Support and Public Trust –

(a)    Community Action’s public image generates support as evidenced by the number of new donors/funding sources.

(b)   Agency consumers, the Board of Directors and the general public trust Community Action to effectively use its resources to alleviate the causes and conditions of poverty.

Indicator 5.5.3: Consumers – Agency programs are fully utilized by qualified participants.

Indicator 5.5.4: Strategic Alliances - Community Action is viewed as an authority on the causes and conditions of poverty and the management of activities impacting the same; other organizations seek affiliation with Community Action because of this expertise.

Goal 6: Low-Income People, Especially Vulnerable Populations, Achieve their Potential by Strengthening Family and Other Supportive Systems

Outcome 1: All individuals achieve their potential.

Indicator 6.1.1: Independent Living – The number of vulnerable individuals (senior citizens and individuals with disabilities) receiving services from Community Action that maintain an independent living situation as a result of those services.

Indicator 6.1.2: Child and Family Development – The number and percentage of all infants, children, youth, parents, and other adults participating in developmental or enrichment programs that achieve goals.

Outcome 2: Individuals and families move from crisis to stability.

Indicators 6.2.1: Emergency Assistance (to achieve stability) – The number of low-income individuals or families served by Community Action that sought emergency assistance and the percentage of those households for which assistance was provided.

Community Action’s Continual and Strategic Planning Process

This flow chart demonstrates how the planning cycle for Community Action is ongoing and continuous.  The Planning Cycle Process Calendar details the tools and planning processes that occur in order to ensure that all assessment and survey data is reviewed and used in establishing annual program targets and agency outcomes.

Community Action Planning Cycle Process
Calendar
Strategic Plan 2006-2015

Implementation

·         Management Plan presented to the Board for approval in January – Annually in January

·         1/4ly orientations for new staff

·         January of each year ELT schedule/provide training for staff

·         Provide outcomes report to the Board of Directors in March

·         Provide outcomes report to staff in March/April

Feedback

·         Program Statistical Reports submitted each month to the appropriate Board Committees – monthly reports go to the Executive Committee, Program Committee, Housing Committee, Head Start Review Committee and Policy Council (Head Start report only).

·         Grant reports – Fiscal and Programmatic – submitted monthly and/or quarterly to the funding sources.

·         Survey – Consumer  -

Weatherization – monthly to all consumers receiving the service
Emergency Shelter Grant – mailed within 4-weeks of the service
Direct Services – mailed within 4-weeks of the service.
Elderly Services (except direct services) – mailed annually in August
Latino Family Development – December and June
Free Tax Services – surveys done on-site the day of service
Car Safety Seats – surveys done on-site the day of service
ESL Classes – December and May
Head Start – February

·         Survey – Staff  - annually in May

·         Survey – Board – annually in September

·         Survey – Partners/Collaborations – annually in July

Analysis/Assessment

·         ELT will review all feedback tools – ELT will hold monthly meetings at a minimum on planning activities beginning in September each year.

·         Community Assessments reviewed – Assessments reviewed in March

·         Needs Assessments reviewed – needs assessments will be conducted in June-July-August and the synopsis will be reviewed by ELT in October

·         Development of next years Management Plan – developed in November and December

Plan/Adjustment

·         Present any strategic plan adjustments to the Board for review and consideration – any recommendations for changes are presented to the Board in November

·         Present updated/revised Management Plan to the Board for approval. - January