Executive Summary Reducing Poverty One Family at a Time

Transcription

1 , Inc. Community Action Plan Executive Summary Reducing Poverty One Family at a Time

2 MISSION STATEMENT Alleviate poverty and create healthy communities by providing services, coordinating community resources that promote self-sufficiency and advocating for social change. ** Voted on and approved by the Board of Directors on August 23, 2011 CORE VALUES In order to further our Mission and the Vision of a Healthy Community, MOC is committed to the following Values: Respect and Dignity for All Respond to all we serve with respect and dignity, recognizing that every individual has strengths Responsiveness Provide integrated services that accurately and promptly respond to the needs and concerns of those we serve Promote Excellence, Professionalism, and Diversity Strive for excellence, professional presence, and diversity in an environment that is welcoming and informative Growth and Collaboration Create an environment of respect and cooperation among staff and collaborators to promote the professional development of all staff Public Trust Manage resources with integrity and competence in order to maintain the public trust and enhance the agency s viability Environmentally Responsible Implement business practices that reduce the agency s environmental footprint and promote a green community ** Voted on and approved by the Board of Directors on August 23, 2011 COMMUNITY PROFILE Demographics 4.7% increase in population from 2000 to 2010 (246,043 to 276,508); Massachusetts 3.1% Median age is 45.3 years ; Massachusetts 38.5 years The 0-5 year old age group represents 6.2% of the population; Massachusetts 5.9% 2

3 High concentration of elderly and younger children results in a high dependency ratio of 36.5%; Massachusetts 35.6%. Race/ethnic origin: o 86.8% White, 7.1% Hispanic, 2.4% Black, 2% Asian, with the urban areas having a higher minority concentration Income: o Median household income - $67,100, greater than Massachusetts average of $64,496. o Skewed by the high median household income of the eastern tier towns o Athol, Fitchburg and Gardner had the lowest median incomes at approximately 73% of the state average. Poverty: o 8.5% of the population lives in poverty ($22,350 for a family of 4) o Fitchburg (19.2%), Ayer (12.2%) and Gardner (10.9%) have highest poverty rates Housing 39.6% of the dwelling units were constructed before 1950 Fitchburg (60.3%), Athol (59.0%), Hardwick (58.3%) and Gardner (55.9) have a high proportion of housing units constructed prior to New housing starts down Median housing values decreased 5 communities (Fitchburg, Leominster, Ashburnham, Templeton and Winchendon) are on the State s Top 10 list of distressed units (per 1,000 housing units) Rents remain relatively high High rent and home costs contribute to homelessness in the region Transportation Primary mode of transportation in the region is a car Over 60% of Community and Stakeholder Survey respondents agreed that proximity to good paying jobs is a major problem Employment Economic Development and Workforce Development: o A report prepared by the MIT in 2008 identified 5 economic and demographic characteristics 1. General trend of job loss, in most of the region s 26 towns; 2. Uneven development of the region; 3. Overall decline in wages; 4. Low average educational attainment; 5. Decline in job losses in the manufacturing industry specifically, although the industry still shows signs of being important to the region. Emerging Industries: o Alternative and Renewable Energy o Health Care and Social Assistance Educational Levels: 3

4 o 85.6% of Leominster residents held a high school diploma or higher; Massachusetts 84.6% o Athol (83.4%), Fitchburg (83.9%) and Gardner (81.0%) had lower rates Unemployment Rates: o Communities with the highest unemployment rates included Fitchburg (12.3%), Athol (11.7%), Gardner (10.9%), Leominster (10.6%), and Winchendon (10.7%). Education and Youth Urban areas suffer from a higher rate of school dropouts Fitchburg (6.1%), Athol (6.9%) and Gardner (5.1%) rank well above the state average high school dropout rate of 2.9% Crime/Public Safety None of the cities or towns in the region was included among the top ten communities in the state for either number of violent or property crime incidents or the rate of violent or property crime incidents per 100,000 in However, both Leominster and Fitchburg did experience between 101 and 500 violent crime incidents in Most of the other communities in the region had between 1 and 100 violent crime incidents in 2008 There were 20.6 verified investigations of child abuse/neglect per 1,000 children in 2006 in CHNA 9 as compare with a rate of 21 cases per 1,000 children statewide. Fitchburg (38.2), Gardner (34.3) and Winchendon (30.3) had high verified child abuse/neglect investigation rates per 1,000. Health and Nutrition The percent of births to women who smoked during pregnancy was higher in the region at 10.5% than the state average of 7.4% Asthma among Fitchburg and Gardner elementary and middle school children in was significantly higher than statewide Fitchburg exceeds the state s average for substance abuse treatment admissions by about 9%. Obesity and hunger are of concern in the region. Data collection Process COMMUNITY NEEDS ASSESSMENT 668 surveys were completed by community members o 24 of the 30 MOC communities were represented o 72.8% were from urban areas and 25.3% were from rural areas 575 surveys were completed by clients o 25 of the 30 MOC communities were represented o 71.5% were from urban areas and 25.2% were from rural areas 24 Stakeholder surveys were completed 15 Focus Groups were conducted o 132 Attendees 4

5 o 5 different cities/towns ( 73% urban, 27% rural) 79 staff surveys completed 4 SWOT Analysis Sessions held with 53 attendees Additional feedback from the Strategic Planning Committee Findings Client Survey top concerns based on a severity rating: 2011 Rank Client Needs Survey Responses 2008 Rank 2005 Rank 2002 Rank Total 575 Rent/mortgage too high Low paying jobs Paying for utilities Unemployment n.a. Finding housing Paying for transportation 6 4 n.a. n.a. Paying taxes n.a. Access to transportation 8 8 n.a. n.a. Lack of employability skills 9 n.a. n.a. n.a. Lack of access to computer technology 10 n.a. n.a. n.a. Client Survey needs arranged according to their rankings in 2011: 2011 Client Ratings 2008 Client Rankings 2005 Client Rankings 1. Employment 1. Dental care Dental care 2. Dental Care 2. Employment Employment 3. Basic services (food/clothing) 3. Basic services (food/clothing) Health care/health insurance 4. Transportation 4. Housing Transportation 5. Housing 5. Transportation Basic services (food/clothing) 6. Health Care/Health Insurance 6. Home heating/repair Housing 7. Education or training 7. Health care/health insurance Education or training 8. Child Care 8. Education or training Legal assistance 9. Mental Health 9. Child care Mental health 10. Home Heating/Repair 10. Legal help Home heating/repair 11. Legal Help 11. Mental health Child care 12. Home chore services for 12. Budget counseling Budget counseling elderly 13. Budget counseling 13. Programs for teens Home chore services for elderly 14. Programs for teens 14. Home chore services for Programs for teens elderly 15. Learn English 15. Learn English Learn English 16. Drug/alcohol abuse treatment 16. Drug/alcohol abuse treatment Drug/ alcohol abuse treatment Community Survey top concerns Community Survey Responses Total = 668 There are people in the region in danger of losing their home because they can t pay their rent or mortgage and need help Rank 2008 Rank 2005 Rank 2002 Rank n.a. 5

6 The high cost of utilities and taxes is a problem for many people in my town There are not enough good paying jobs in my town Proximity to (Formerly Transportation to ) city/town good paying jobs is a major problem for this region. Drugs and/or alcohol abuse is a major concern in the Montachusett region. Elder people are in need of help with daily chores and maintenance. Not enough affordable, decent housing is a big problem in my town. 4 8 n.a. n.a n.a The economy of the Montachusett Region is not good n.a. Obesity is a major health issue in my town n.a. n.a. Lack of basic services (food, clothing, shelter) for elderly is a major problem in the Montachusett Region 10 n.a. n.a. n.a. Focus Group top concerns: o Transportation o Jobs/Economy o Safety o Community/Civic Engagement o Basic Needs Key areas of Strategic Focus Education, Youth Development and Childcare Asset Development, Workforce Education and Training Housing and Homelessness Health and Nutrition Crime and Public Safety Agency Capacity and Collaboration INTERNAL NEEDS ASSESSMENT The Internal Needs Assessment identified areas of strengths, problems, opportunities and threats at a time when there are many external challenges to our clients and the agency. The agency s infrastructure needs were analyzed to identify areas of change that will help to meet the future needs of our clients, i.e., marketing, facilities, sustainability, and training. 6

7 SERVICE DELIVERY SYSTEM The Montachusett Opportunity Council, Inc. (MOC) was established in 1966 for the primary purpose of promoting the well being of low-income people in the cities and towns of North Central Massachusetts. MOC continues to fulfill this purpose through providing direct services, collaborating with other public and private entities and by applying comprehensive strategies that help to address the complex issues of poverty. MOC provides services to the community through the following divisions and programs: Child Care & Head Start Nutrition and Wellness (including Energy Services) Housing & Community Services Delegate Agencies Many changes have been implemented over the past three years to achieve a more integrated approach to service delivery. MOC has implemented the Community Action Access Points (CAAPS) system in many parts of the agency with the goal to providing a more integrated approach and holistic set of services to all our clients regardless of where they enter the agency. The main features of CAAPS include a customer centered approach, standard intake and assessment process, pre-assessment, structured referral, scales and ladders full assessment and case management for selected clients. Results of the Client Survey indicate that we are in fact making progress toward this goal. 76% of respondents indicated that they were informed of other resources at the time of intake/assessment, I was told about how other MOC programs can help me. 85.6% respondents also indicated that they were informed about eligibility criteria and stated that the process was made clear to them. These are signs that CAAPS is working and having the results we hoped for. To further implement CAAPS throughout the agency over the next three years, the following steps will be taken: Fully implement integrated Child Care/Head Start software Transfer existing client data from existing software to Client Track Develop bridges from mandated software systems to Client Track Train staff to ensure they have the necessary skills and resources to provide accurate referral and benefit enrollment services Further integrate CAAPS with delegate agencies, utilizing them as a front door to MOC resources Further integrate divisions and programs through program collaboration, shared grant resources, cross-training of other program eligibility/services 7

8 THREE YEAR GOALS AND EVALUATION The Montachusett Opportunity Council has adopted the following goals and strategies for the next three years in order to realize our vision of significantly reducing poverty by fostering and enhancing selfsufficiency and creating economic opportunity. The six priority areas were chosen as a result of an intensive, community driven needs assessment and analysis of services and resources. The strategies highlighted are examples of areas of current and potential program development but do not represent the agency s full spectrum of services. Utilizing the CSBG national goals/indicators as a guide, the Strategic Planning Committee, with the direction and approval of the Board of Directors, has developed the following priority areas: Priority Area I: Education, Youth Development and Childcare STRATEGY STATEMENT A: Educational attainment in the region is an issue of concern. The lack of quality, affordable afterschool and out-of-school programs for at-risk youth, especially older teens, in the Montachusett region was also documented as an area of concern. Key indicators of the need for before and afterschool programs in the region include: the region s average school dropout rate; the high inschool and out-of-school suspension rates in the service area s urban centers; and the teen birth rates. Therefore, MOC will seek resources to expand afterschool opportunities such as: workforce training, financial education, mentoring programs and other services to help at-risk youth achieve their full academic potential. In addition, MOC will continue to seek funding opportunities to develop the Fitchburg Promise, an economic development initiative with a scholarship program as its centerpiece. National Goal(s) MOC seeks to address through priority area: Goal 6: Low-income people, especially vulnerable populations, achieve their potential by strengthening family and other supportive services. MOC GOALS: Seek additional funding resources to expand summer and year round employment services for youth Expand homework center at Green Acres Better integrate youth services across agency Develop youth employment opportunities that may link other program areas- healthy homes, lead, community organizing, etc. ex.- Toxic Soil Busters Continue to address teen pregnancy, especially in communities with high rates of teen births NEW/EXPANDED PROGRAM AREAS: 8

9 Fatherhood/Parenting Initiatives Employment Supports Teen Pregnancy Prevention Services STRATEGY STATEMENT B: The early childhood years are critical to the mental, social, emotional and physical development of individuals, and therefore, access to quality early education is an important initial building block for all children. In addition, many low-income families who are transitioning to employment depend on the availability of affordable, accessible childcare in order to obtain and sustain employment. Therefore, the issue of quality, affordable daycare is an important socioeconomic concern in the Montachusett region. MOC s Child Care and Head Start Services provide innovative, educational services lead by trained, dedicated staff in nurturing environments. The current Teaching Strategies Gold for Preschool Children curriculum is a web-based technology and will enable parents to access their child s progress reports on-line next year. MOC is also committed to meeting all Head Start Reauthorization deadlines pertaining to staff advanced degree and credentialing requirements. National Goal(s) MOC seeks to address through priority area: Goal 6: Low-income people, especially vulnerable populations, achieve their potential by strengthening family and other supportive services. MOC GOALS: Integrate systems with Client Track Develop a program approach for school readiness that engages staff, parents and children Continue staff training to meet Federal and State guidelines Advocate for funding to maintain current quality services Identify new sources of funding to enhance service NEW/EXPANDED PROGRAM AREAS: Further develop nutrition education programming to parents/children to address obesity rates Further develop and provide Financial Education/Asset Development Programs for Parents and Children Develop domestic violence training programs for staff and parents and continue to collaborate with community partners/resources that provide domestic violence resources Priority Area II: Asset Development, Workforce Education and Training STRATEGY STATEMENT: The road to self sufficiency begins with employment. Once an individual or family is on the road to self-sufficiency, they can take the next step towards financial independence and the acquisition of 9

10 assets, including homeownership. However, if the region s economy cannot support the entire labor force, then the road to self-sufficiency is limited for many. Even though MOC is no longer a primary provider of ABE (Adult Basic Education) / ESOL (English for Speakers of Other Languages) and GED programs, MOC will continue to refer clients to appropriate community resources while continuing to seek funding to address the demand for educational resources in our region. MOC also seeks to expand training opportunities to address workforce needs of current and new industries, including the healthcare and sustainable green energy sector, which includes nurse assistant training (NAT), weatherization and energy auditor programs. Through the CAAPS initiative, clients are able to access additional wraparound services by both internal and external referrals. MOC also seeks to identify additional resources that assist lowincome workers access training and employment, including childcare and transportation resources. Over the past several years, MOC has established itself as the primary asset development and financial literacy resource in the Montachusett region. MOC has offered financial literacy and asset development opportunities, including Individual Development Accounts (IDA s) to income eligible individuals and families by leveraging both public and private resources. Over the next three years, MOC will continue to seek collaborative opportunities for families to gain the necessary skills to develop and maintain assets. In addition, MOC will further integrate financial education training into other case management based programs, including Childcare & Head Start, HomeBase and other housing programs and teen pregnancy programs. National Goal(s) MOC seeks to address through priority area: National Goal 1: Low-income people become more self-sufficient. MOC GOALS: Job Development and Job Readiness Continue our efforts to provide training opportunities for green jobs Seek funding to provide job supports/case management Seek funding to provide ABE/ESOL/GED services Seek funding to provide expanded NAT classes Seek funding to provide other training opportunities, including computer skills Transportation- Collaborate with JCOH, MART and other community organizations to analyze and address the access needs of clients to services, employment and community resources. Continue to provide quality childcare options that assist low-income individual in the region gain or maintain training or employment Asset Development/ Income Management/ Financial Education Expand financial education opportunities by integrating curriculum into existing programs (Child Care and Head Start, Housing/HomeBase and community education) Identify additional IDA match funds 10

11 Continue to provide HomeBase/Stabilization/Prevention services VITA- expand the number of tax assistance services provided by adding a new computer kiosk model in targeted areas Integrate education and training programs as a pathway to asset creation NEW/EXPANDED PROGRAM AREAS: Job Development and Job Readiness Green Jobs Case Management/Job Supports ABE/GED/ESOL Training Asset Development Income Management/ Financial Literacy Case Management Model/Head Start & Housing STRATEGY STATEMENT: Priority Area III: Housing and Homelessness Housing is a significant issue for low-income families in the Montachusett region and is becoming a problem area for many higher income families as well. Many low-income people find themselves in crisis situations where assistance for basic subsistence needs is required. Homelessness continues to be an issue in the region, especially for families. State policy supports rapid re-housing and a major paradigm shift from a shelter-based model to housing-based model with support services. MOC has three main strategies to address the comprehensive issue of housing: asset development, energy/weatherization and prevention/homelessness supports. As part of asset development, MOC will provide reverse mortgage counseling, financial education and Individual Development Account (IDA) resources to individuals interested in obtaining financial skills or increasing individual assets. Through a local housing collaboration, foreclosure prevention education will also be provided to homeowners. To address escalating heating costs, MOC will continue to provide services that assist high-energy consumption households to reduce their burden through the energy and weatherization programs. MOC will also seek to further address the high-energy costs by leveraging additional funding from utility companies and integrating sustainable and conservation methods when appropriate. MOC, through its One Stop Regional Resource Center for Homelessness Services, will provide integrated supportive services to families in housing crisis as a means to prevent homelessness as well as provide emergency supports to homeless families. MOC will provide these emergency prevention services through the provision of food, utility payments and rental/mortgage payments to ameliorate the needs of low-income individuals and families. In addition, through collaborations with agencies such as RCAP Solutions, Our Father s House, Central Massachusetts Housing Alliance and 11

12 Community Healthlink, MOC will provide a continuum of both emergency and supportive housing options to eligible homeless families in the region. National Goal(s) MOC seeks to address through priority area: National Goal 2: The conditions in which low-income people live are improved. National Goal 3: Low-income people own a stake in their community. MOC GOALS: Subcontract with RCAP Solutions to implement new Home Based model in Northern Worcester County Collaborate with partners to expand efforts in the area of healthy homes and healthy communities within the region Seek additional funding to expand prevention services (including coordination of legal services) and integrate with new HomeBase Front Door model Continue to collaborate with community partners, including fuel assistance, to address the utility and heating needs of low-income clients Continue to partner with utility companies to continue and expand weatherization services Further integrate use of green practices within all construction/repair/utility programs Ensure that low-income consumers benefit from new technologies in renewable energy and conservation efforts and toxin-alternative products Continue to participate and engage in community activities and promote programs that support and promote the diversity of the community. NEW/EXPANDED PROGRAM AREAS: Housing/ Homelessness Housing Programs/Housing development Supportive Housing- disabled/families Utilities/Energy/ Sustainable Practices Environmental Programs Healthy Homes, including the DOE s new program Weatherization Plus Health Investigate where sustainable green practices can be integrated into other program s within the agency that can lead to more efficiency and client education STRATEGY STATEMENT: Priority Area IV: Health and Nutrition Despite significant steps toward increased access to health and nutritional services, there is still work to be done in many areas of the region s health care delivery system. 12

13 In an effort to address the lingering health and nutritional needs of residents of North Central Massachusetts, MOC will continue to offer a wide spectrum of nutrition and wellness services for clients across the lifespan, including: Women Infants and Children (WIC); home delivered, congregate meals and nutrition education for elders; food pantry resources for low-income families and special populations including those living with HIV/AIDS; health education in the areas of lead poisoning and teen pregnancy prevention; medical transportation services; case management for special populations including those living with HIV/AIDS and families of children with elevated lead levels; and family planning services, including those targeting young men, in collaboration with Community Health Connections Family Health Centers, Fitchburg State University, and the two school-based health centers in the region. In addition, MOC will continue to spearhead and expand Fun n FITchburg, a childhood obesity prevention initiative which seeks to identify and make policy and systems changes which promote healthy eating and active living. These programs will partner with community organizations, key stakeholders, individuals and families to enhance health and well-being and thereby improve the public health status of the region. We will also collaborate with partners to expand efforts in the area of healthy homes and healthy communities. National Goal(s) MOC seeks to address through priority area: Goal 6: Low-income people, especially vulnerable populations, achieve their potential by strengthening family and other supportive services. MOC GOALS: Collaborate with partners to expand efforts in the area of healthy homes and healthy communities on a regional basis Work with community partners to develop a regional plan with a goal of preventing childhood obesity and promoting healthy living- continue services such as community gardens, nutrition education, walkability audits. Provide more integrated services for elders utilizing CAAPS. Seek funding to continue to address the demand for nutritional services NEW/EXPANDED PROGRAM AREAS: Health New program areas that are supported by Evidence Based Practices Expand program areas that support Elder Health Continue to expand prevention education and health referrals into case management services Collaborate with partners to expand efforts in the area of healthy homes and healthy communities on a regional basis. Integrate health into the agency s culture at the staff and program level Nutrition Work with diverse community partners to develop a regional plan with a goal of preventing childhood obesity and promoting healthy living Continue to implement policy, system and environmental changes in the community and region. Services such as community gardens, nutrition education, walkability audits. Investigate where nutrition can be integrated into other program s within the agency (food pantries) Elder To provide more integrated services for elders utilizing CAAPS Seek funding to continue to address the demand in nutritional services 13

14 Investigate models to accommodate the needs of the older and the younger generation of seniors accessing community-based services STRATEGY STATEMENT: Priority Area V: Crime and Public Safety While none of the communities in MOC s service area rank in the top 10 communities in Massachusetts for number or rate of violent crimes or property crimes, statistics do show that residents are justified in expressing concern over their own and their families safety. Rates of child abuse and neglect and reports of domestic violence are certainly areas of concern. While crime and public safety are not a primary focus of MOC, the agency considers these factors when enhancing or developing new program areas, delivering services or considering new service locations. Currently, MOC provides direct community services, community based programs, and community mobilization efforts that not only address various needs of low-income residents in North Central Massachusetts, but also aim to enhance residents sense of ownership over and investment in their community. In this way, MOC strives to impact rates of crime and violence indirectly. MOC is also recognized in the region for organizing efforts to respond to the needs of specific neighborhoods and communities through strategic partnerships. MOC will continue to offer direct services such as housing and emergency food assistance and work to empower community members through neighborhood initiatives and invitations to participate on advisory boards and policy councils. In addition, MOC will continue to work in collaboration with other community agencies, police departments, housing providers and local, state and federal government in an effort to maximize the impact of services on targeted areas and thereby reduce crime and violence across the region. National Goal(s) MOC seeks to address through priority area: Goal 2: The conditions in which low-income people live are improved MOC GOALS: Building on the success at Green Acres, where crime was reduced as the result of an increase in coordinated services, identify additional housing sites where services can be provided in conjunction with other community partners, including the local police. NEW/EXPANDED PROGRAM AREAS: Neighborhood Initiatives to Reduce Crime Re-entry Programs Domestic Violence Training Programs for Staff and Parents Priority Area VI: Agency Capacity and Collaboration 14

15 STRATEGY STATEMENT: The theme of our Community Action Plan is Reducing Poverty One Family at a Time. MOC has established a forty-five year reputation of providing quality direct services while also working collaboratively with other providers, community leaders, the business community, private and public entities, residents, neighborhood groups and other stakeholders to address the overall issue of poverty while also addressing the individual needs of low-income residents of the Montachusett region. However, the agency s capacity is limited in addressing the full spectrum of needs that exist for lowincome individuals and families in the area. In order to effectively achieve the goal of Reducing Poverty One Family at a Time, we must optimize every resource available and collaborate with all stakeholders to ensure the security of existing resources as well as attract new resources to the region. Internally, we must continue to break down organizational silos - our services must be integrated and customer-focused and must reflect the philosophy of No Wrong Door. Through our CAAPS initiative, MOC will continue to provide a more integrated service delivery system through the use of technology, including an assessment of the client s needs and referrals to appropriate agency services. The goal over the next three years will be to expand the use of the referral tool to outside partners and bridge with other state software systems to further integrate the CAAPS model. In addition, we will continue to work in partnership with other stakeholders and to participate in and collaborate with regional coalitions. To further broaden the scope of services and clients that are currently receiving them, MOC will develop a marketing and branding plan that will assist with the marketing of our individual programs while addressing the branding of the agency. Lastly, to address the overall issue of demand during historical time of budgetary pressures, MOC proposes to address fund development through the adoption of sustainable green practices, many of which support reducing costs, identifying a new building to co-locate all of the central offices for MOC s Fitchburg programs in one building by September 2012 and the creation of a fund development plan. National Goal(s) MOC seeks to address through priority area: Goal 4: Partnerships among supporters and providers of low-income agencies are achieved. Goal 5: Agencies improve their capacity to achieve results. MOC GOALS: CAAPS/Service Delivery Ensure all clients are entered into ClientTrack software upon first visit to MOC Transfer existing client data from existing software to Client Track system Develop bridges from mandated software systems to Client track 15

16 Fully implement integrated Child Care/Head Start software Train staff to ensure they have the necessary skills and resources to provide accurate referral and benefit enrollment services Further integrate CAAPS with delegate agencies, utilizing them as a front door to MOC resources Further integrate divisions and programs through program collaboration, shared grant resources, cross-training of other program eligibility/services Staff Training/Professional Development Develop staff training and professional development opportunities that encourage high quality and culturally appropriate customer service in line with our Mission and Core Values. Areas to consider: domestic violence; staff safety; CAAPS referral process/benefit enrollment; customer service; ergonomics; diversity and case management. Marketing/Advertising/Outreach: Develop an integrated marketing strategy, including website and investigating social media opportunities, that reaches both our donor and our consumer base Create a distinctive brand for MOC in the region, highlighting that MOC is an anti-poverty agency Increase MOC s visibility, especially in the rural communities of the service delivery area. Building a Sustainable Green Agency: Adopt a sustainability plan Add a Sustainability Committee as a new Committee for Excellence Implement internal policies and procedures related to conservation Investigate where sustainable green practices can be integrated into other program s within the agency that can lead to more efficiency and client education New Building/Building Search: Co-locate all of the central offices for MOC s Fitchburg programs in one building by September 2012 Kick-off Capital Campaign Fund Development/Fundraising Secure more funding sources that provide the full administrative rate Create a fund development plan (within 1 year) Expand program areas and seek new grant opportunities Address the increasing facilities cost as we own more properties Continue to investigate combining resources within the agency to maximize efficiency Increase our discretionary funds by raising more fundraising dollars over the next 3 years by: Annual Campaign 16

17 Advocacy Employee Contributions Taste of North Central Private donations Capital Campaign. Advocate for coordination of funding and services at the state and federal level, including CSBG, Head Start, WIC, Fuel Assistance, and Weatherization Advocate for policy changes related to MOC s core programs and values Agency Structure Continue to break down the Silos Improve systems and processes to improve efficiency Realign internal Committees for Excellence Develop a business plan to assist with the implementation of the strategic plan Linkages Transportation- Collaborate with JCOH, MART and other community organizations to analyze and address the access needs of clients to services, employment and community resources (See Linkages Section Page) FUNDING STRATEGY Future Goals and New Initiatives: To improve the overall agency s financial well being, we will work to: Secure more funding sources that provide the full administrative rate Create a fund development plan (within 1 year) Expand program areas and seek new grant opportunities Increase fee for service opportunities Address the increasing facilities cost as we own more properties Increasing our discretionary funds by raising more fundraising dollars over the next 3 years by: Annual Campaign Employee Contributions Taste of North Central Private donations Capital Campaign MOC S VISION STATEMENT We continue to be committed over the next three years to significantly reduce poverty through a shared effort with a network of community partnerships. Our vision is for MOC to contribute to a healthy community where all members... 17

18 Are valued. Are involved, supported, and lead the on-going development of their communities. Live in safe, adequate, healthy and affordable housing. Are well trained and have job opportunities that pay a living wage. Have their health and basic needs met. Have access to affordable, culturally appropriate, nutritious food. In addition, have access to recreational and physical activities that promote health and wellbeing. Feel safe regardless of where they live. Are provided opportunities through asset development to secure economic success, self-reliance and a better life. And all systems are just, non-discriminatory, inclusive, and fair to all members. ** Voted on and approved by Board of Directors August 23,