FINAL - 2014 CAP

Community Action Committee of Cape Cod & Islands, Inc. (CACCI)

Community Action Plan: 2015-2017

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Community Action Committee

of Cape Cod & Islands, Inc.


August 1, 2014

Reviewed by the CACCI Board of Directors on July 23, 2014 and approved.

Submitted to: Tonia Barlow, Program Representative

– Massachusetts Dept. of Housing & Community Development

Submitted by: Stefanie Coxe, Executive Director



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TABLE OF CONTENTS

ACKNOWLEDGEMENTS Page 4

INTRODUCTION Page 5

1. EXECUTIVE SUMMARY Page 10

1.1 COMMUNITY PLANNING PROCESS Page 10

1.2 UPDATES TO THE SERVICE DELIVERY SYSTEM Page 11

1.3 THREE YEAR GOALS AND OBJECTIVES Page 13

1.4 USE OF CSBG OUTCOME MEASURES/NATIONAL INDICATORS Page 14

1.5 LINKAGES Page 14

1.6 FUNDING STRATEGIES Page 14

1.7 VISION STATEMENT Page 15

2. MISSION, VISION, AND VALUES Page 16

2.1 MISSION Page 16

2.2. VISION Page 16

2.3 VALUES Page 16

3. COMMUNITY PROFILE Page 17

3.1 HISTORY Page 17

3.2 GEOGRAPHY Page 17

3.3. TARGET POPULATION Page 18

4. COMMUNITY PLANNING PROCESS Page 21

4.1 THE 2014 STRATEGIC PLANNING PROCESS Page 21



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4.2 OVERALL METHODOLOGY Page 22

4.3 DEMOGRAPHIC/SECONDARY DATA Page 23

4.4 PRIMARY DATA Page 32

5. INTERNAL NEEDS ASSESSMENT Page 37

6. UPDATES TO SERVICE DELIVERY SYSTEM Page 41

REVISED ORGANIZATIONAL CHART Page 43

7. LINKAGES Page 44

8. THREE YEAR GOALS Page 47

8.1 AGENCY-WIDE GOALS Page 47

8.2 GOALS IN PROGRAM DEVELOPMENT Page 50

9. EVALUATION OF THE NATIONAL GOALS AND INDICATORS AND

AGENCY OUTCOMES Page 53

10. FUNDING STRATEGY Page 60

10.1 CURRENT FUNDING Page 60

10.2 FUNDRAISING Page 61

11. VISION STATEMENT Page 62



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ACKNOWLEDGEMENTS

This Community Action Plan (CAP) was developed as part of CACCI strategic planning with the

guidance, input, and ideas contributed by:

CACCI Board of Directors

Customers

Community Stakeholders

Consultant - Rosemarie Resnik of Rosemarie Resnik & Associates

Staff

Managers – Caronanne Procaccini, Beth Gaffney, Betsy Fontes

Senior Management – Kristina Dower, Chief Operating Officer

Interns - Sophia Ligonde and Helaine Goudreau

CACCI also thanks Barnstable County Human Services Department, specifically Christine

Clements Stein, PhD, who authored In Focus: The Demographic and Socioeconomic Landscape

of Barnstable County in 2013, a collection and analysis of demographic data. Several charts and

graphs included in the Community Needs Assessment of this document are reproduced with the

permission of Department Director, Beth Albert.

Additionally, the Community Health Needs Assessment Report and Implementation Plan 2014-

2016 for Cape Cod Hospital and Falmouth Hospital written by Lisa Guyon, Director of

Community Benefits for Cape Cod Healthcare, also informed the Community Needs

Assessment.

CACCI Board of Directors: David Willard/ President

Paul Niedzwiecki/ Vice President

Thomas Lacey/ Treasurer Mary Pat Mesmer/ Clerk

Sarah Manning/ At-large

Carlos Barbosa

Deborah Converse

Alicia Ewing

Diane Casey Lee

T. Ewell Hopkins

Robert Macallister

Margaret Pena

Kathy Quatromoni

Adelaide Queeney

Royden Richardson

Susan Rohrbach

Leslie Scheer

Harold Tobey



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INTRODUCTION

Community Action Committee of Cape Cod & Islands, Inc. (CACCI), is a private, non-profit

corporation chartered by Massachusetts’ Secretary of State. Incorporated in 1965, CACCI’s

purpose is to:

“reduce poverty, revitalize low-income communities, and empower low-income

individuals and families to become self-sufficient by: creating economic, educational and

other opportunities for and providing a range of services to low-income families and

individuals; mobilizing resources directed to the elimination of poverty; and educating

the public on issues of poverty and community revitalization. The Corporation shall

conduct its activities primarily in Cape Cod & the Islands, Massachusetts, however, it

may operate in such other geographic areas as it deems useful and expedient.”

The funding that makes CACCI a Community Action Agency (CAA) is Community Service

Block Grant (CSBG). The federal government requires periodic assessment of community needs,

as mandated by the CSBG Act, resulting in this report and corresponding plan.

PRESIDENT’S PERCH

Collaboration is a nice friendly, hopeful, optimistic word, often overused and sometimes misused

by well-intentioned organizations who want to work together in a collaborative effort, but can’t

seem to find the right combination to achieve the benefits of a real collaboration. However, the

Community Action Committee of Cape Cod & Islands is still in business today, able to produce

for public consumption an improving report card contained herein, because of local non-profits

rallying around in its time of need.

A little over two years ago, CACCI found itself in dire straits. Saddled with debt, and an

expensive, long term lease on an albatross of a building, our funder DHCD put us on a “needs

resuscitation” list. (My term not theirs, but you get the picture.) The first to step up to help was

Bob Murray, the homelessness prevention champion who started the Housing With Love Walk

22 years ago for this purpose. Over those 22 years his Walk helped raise over $4 million to assist

those agencies who are working hard to prevent homelessness. Sadly Bob died last September.

But fortunately for CACCI, in 2012 he said that CACCI and its mission to eliminate barriers to

self-sufficiency for low-income people, was too vital to the community to see it fail. In his

clever, creative, fundraising style, Bob gave us this opportunity. He always believed that non-

profits should help each other. Bob was the founder of the Falmouth Housing Corporation. He

convinced his Board to give CACCI a loan to pay off a creditor, which could have shut us down

if not paid pronto. The loan was under very favorable terms.

But wait, there was a last minute drama that almost derailed this amazing act of kindness. After

the creditor had provided a payoff figure, additional charges were found and applied. They were

intractable. Enter JTEC. Another hero in this story whom you will hear lots more about in a



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minute. They made up the difference in a loan, agreeing to the same generous terms as FHC. The

combination of the two loans gave CACCI a reprieve, to plan for its future.

Through a fortuitous set of circumstance, our next saving grace entered CACCI’s circle of

collaborators. John Corcoran, then Chairman of the Board of JTEC, a non-profit whose mission

is to provide education, job training and job search assistance to help youth, adults and dislocated

workers obtain employment, called to ask if we wanted to talk about ways JTEC might help.

This led to another life preserver being thrown our way. With this offer of help came JTEC’s

longtime CEO Kris Dower, who had successfully led JTEC over the last 25 years to a position of

strength, sustainability and success. What a treasure! JTEC offered to assist, on a business-like

basis. A true collaboration. JTEC owns a nice, new, big building on North Street, which houses

Career Opportunities, a job training and career preparation agency, which the Workforce

Investment Board contracts to provide these services. JTEC offered us an attractive, very fair

lease to move from the drafty, hulk of a building we couldn’t afford, to a turn-key operation in

this positive atmosphere, where CACCI’s 2 4 employees could just plug in to all new

technology. With the reasonable rent plus reduced energy costs, this saved us well over $125K

annually.

In need of sound fiscal administration and compliance to help lead the way back, JTEC was

willing to enter into another contract, to provide proven financial operation and management.

Naturally it was Kris Dower, with such a keen mind, a practical and practiced sense of what

needed to be done. Under a separate contract with JTEC, she became CACCI’s part time COO.

Having given CACCI a last minute reprieve with the FHC plasma, Bob showed he was just

warming up. CACCI needed $50K quickly, to satisfy a negotiated lease settlement with its

former landlord, which would literally save the agency hundreds of thousands of dollars over its

term. As those of you who knew Bob, he never met a nonprofit fundraising challenge he could

resist. He went to his good friend Bill Hough, Publisher of the Falmouth Enterprise, and asked

him to do a story on CACCI, its immediate need and its value to the community. He envisioned a

Needy Fund-type campaign, with stories about clients helped, etc. Because Bob always delivered

on his promises, and worked tirelessly to provide housing and homelessness prevention, no one

could ever resist a request from Bob, and Bill was no exception.

This effort demonstrated the Cape’s generous philanthropic side. Cape Air contributed, as did

Dan Wolf personally. Bob approached the Cape Cod Five’s Charitable Foundation which

donated a significant sum. Bob’s good Falmouth restaurateur friend Bill Zammer willingly

succumbed to Bob’s request. Rick Presbrey at Housing Assistance Corporation arranged a

donation Bob always walked the walk, and to make sure the final funds necessary to eliminate

the albatross lease were raised, Bob and Judy Murray lent CACCI the final sum necessary, at no

interest. Attorney Bruce Bierhans, who had done a fine job of negotiating the settlement, was

then able to secure the final release.

Going back to CACCI’s mission of eliminating barriers to self-sufficiency, can you think of a

better way to accomplish that than being gainfully and productively employed? What a natural



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then, for CACCI’s clients to walk into a building where two people await to guide and inform

them, one JTEC representative sitting next to CACCI’s employee. What a double blessing we

can now offer them.

Having been given a second chance, and a new home, next we formed a Governance Committee,

which was Chaired by Stefanie Coxe, Vice President of Cape Cod Young Professionals and then

an aide to Congressman Keating. She did an excellent job in leading the committee over a period

of months, to find just the right people to join the veterans of our unique, tri-partite mandated

board. All have banded together in this time of crisis to blend their collective experience and

skills in a model exhibition of support and leadership.

When we began talks with JTEC leading to our contractual relationship, our funder and regulator

DHCD was skeptical at first. They had never seen such an amalgamation of a CAP agency like

CACCI, signing such a contract with a job training agency. Naturally, they had a lot of questions

and hesitation. But to their credit, they took a leap of faith and our assurances, and ultimately

gave it their blessing. It has turned out so well that on their last site visit recently, where they

have the Board the good news that we are out of the emergency ward and now in positive

recovery, DHCD not only praised this collaboration with JTEC, but said they were now going to

use it as a model for the other 23 CAP agencies in the State.

There are other key contributors in CACCI’s Phoenix-like rise we would like to recognize. When

the bottom fell out, CACCI had a maxed out Line of Credit at TD Bank. While the interest was

up to date, there had been no recent principal reductions. Peter Rice, Regional Vice President

was most understanding, agreeing to give us terms we could live with. And thanks to Kris

Dower’s facile fiscal management, the LOC balance has been almost halved.

CACCI had nurtured and operated Pilot House, a sober home for men, for some years with no

direct revenue source. When it could no longer afford this affective alternative, Paul Hebert and

Carolyn Hebert, founder of Champ Homes and Housing for All, stepped up to take it over,

assuring that 21 men could continue to maintain a path to sobriety.

And finally, going back to the beginning of the salvation and rehab, when the worst was

revealed, Tammy Glivinski of Glivinski & Associates was called in by the Board late on a Friday

afternoon . Tammy founded this company that offers financial consulting, management,

business oversight, workout and other financial crisis management services. She agreed to take

on the challenge of performing a rescue mission review so the Board could ascertain the extent

of the problems. Tammy worked all weekend, pouring over the records and files. On Monday

she produced a 20-page report outlining current conditions and a plan for extrication. She was

hired to help, giving monthly reports to the Board and periodic reports to DHCD. As a matter of

fact, DHCD was so impressed, they hired her to go around the State to provide similar

emergency services to other CAP agencies that found themselves in similar circumstances to

ours. They have also asked her to give prevention seminars to other agencies on how to avoid



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fiscal calamity. Tammy has proven why she is the go-to company for many local and beyond

nonprofits.

Are we where we want to be operationally and financially? No. But like anybody that has

undergone trauma and life threatening inflictions and is fortunate enough to recover, we are in

the FT (Fiscal Therapy) stage. CACCI is alive and looking forward to a brighter future today,

thanks to all the people and organizations I’ve mentioned (and sadly some I have no doubt

missed), who were unequivocally and unhesitatingly willing to collaborate with a community

member in need. They didn’t have to chew on and deliberate over the word collaboration, but

instead reacted instinctively, which is why CACCI is committed to thanking these organizations

and individuals in a most meaningful way, by becoming a successful contributor to strengthen

this wonderful community fabric.

David Willard

Board President

A MESSAGE FROM THE EXECUTIVE DIRECTOR:

Rather than take the approach of “fighting poverty”, a broad economic force, our focus from day

one of this process has been to answer the question, “how can we get people out of poverty”. It’s

a subtle difference, but represents a new philosophy on the now 50 year old War on Poverty.

By declaring that our mission is to give the people we serve the tools they need to move up and

out of poverty, we are honing our target. As with any war, a full on assault from every angle is

nearly impossible. But dividing and conquering is a proven strategy.

What are the divisions in the poverty stricken population? Three general areas of poverty can be

identified, but not all are equally served by current policy or on-the ground techniques. There are

those experiencing circumstantial poverty; those who have lost a job, had a tragedy strike, or

who are experiencing the squeeze of stagnant wages and increasing cost of living. There are the

chronically homeless and those with mental and physical disabilities that make self-sufficiency a

much bigger challenge. But in-between is another category that is detrimentally conflated with

the aforementioned, easily identified areas; those coming from generational poverty, physically

able to work and achieve self-sufficiency but hampered by a lifetime of experiences stacked

against them.



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So while we help anyone in need who comes through our doors, we first and foremost tackle the

population with the ability to become self-sufficient first and foremost. Though we’re always

cognizant that there are those who may never be able to achieve this goal, the community and the

Commonwealth already provide a great deal of services to these populations. Meanwhile, the

population capable of economic mobility is mainly offered services and benefits most fitting for

other two categories, rather than the tools and skill-building necessary to further self-sufficiency.

We believe this marks a crucial paradigm change for Community Action Agencies (CAAs) and

public policy towards poverty. In our focus groups, the people we serve confirmed their

frustration with the “mouse wheel” of welfare programs. Prevailing policy does not meet their

desire to learn the foundational skills never taught to them – skills necessary, albeit not always

sufficient - to breaking the cycle of poverty with their children, and for generations to come.

Indeed, business and community leaders interviewed felt workforce training programs only

captured the circumstantially poor, failing the chronically poor. We believe this is because those

programs are predicated on a foundation of basic skills that not everyone has. The assumption

everyone enters the workforce with the same set of skills is at the heart of the public policy

struggles of the last several decades. As a result, we continue to have a population working at

minimum-to-low wage positions, not moving up the economic ladder.

Therefore, we offer a three year plan to fill the gap between entry level positions and workforce

development: foundation life skills. The economic forces impacting all of us will not change on a

dime. But we see it as our responsibility to ensure that when jobs grow, the people we serve are

ready to grow with the economy. A house built on sand is sure to topple. We believe ensuring the

people we serve have a solid foundation is imperative to building a successful future. Our

customers deserve no less.

Stefanie S. Coxe



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1. EXECUTIVE SUMMARY:

Nearly three years ago, Community Action Committee of Cape Cod & Islands, Inc. (CACCI),

faced a fiscal crisis. The Board of Directors, led by President David Willard, steered the agency

through major changes, contracting with the Job Training and Employment Corporation (JTEC)

to provide space, interim management and stabilization for the organization, creating the

opportunity to hire a new Executive Director and embark on a revitalized vision for the

organization and its clients.

With crisis, brings opportunity. The Board declared a need for a comprehensive, top-to-bottom

Strategic Plan, facilitated by a professional consultant. At the urging of the state Department of

Housing and Community Development (DHCD), the agency dovetailed it with a legally required

three year Community Needs Assessment and Community Action Planning process. The result is

this document, which represents a necessary and drastic change in philosophical, programmatic,

funding, and operational direction.

While some programs are in their infancy, and may not be fully launched within the next three

years, we are laying the groundwork for a very different Community Action agency. So

different, we have chosen to change our name to Community Resource Center of the Cape &

Islands.

1.1.COMMUNITY PLANNING PROCESS

Community Needs Assessment:

- Compilation of Statistical Data. Under the direction of the Executive Director, serving

dually as agency Planner, staff and interns compiled statistical data on changes in

Barnstable, Dukes, and Nantucket counties between and since the 2000 and 2010

censuses as well as demographics on customers served by CACCI in the last two years.

- Interviews. Rosemarie Resnik and the Executive Director separately interviewed:

o 3 community leaders

o 3 agency/non-profit leaders

o 2 board members

o 2 funders/volunteers

- Focus Groups. Facilitated by Rosemarie Resnik & Associates, the following focus

groups were conducted:

o 3 customer focus groups

o 3 staff focus groups

o 1 child care provider focus group



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Internal Needs Assessment:

Planning Committee. The Planning Committee selected the scope of work for a

consultant, met with three, and selected Rosemarie Resnik & Associates.

Planning Group Meetings. Consultant Rosemarie Resnik, senior management, and

interns met regularly from January-June 2014.

Past to Future Exercise. The Planning Group conducted this exercise.

SWOT Analysis. The Planning Group conducted the Strengths, Weaknesses,

Opportunities, and Threats exercise.

Focus Groups. The focus groups listed above also asked questions to ascertain the

internal needs of the agency, including customer services, privacy issues, staff morale,

infrastructure and organizational needs.

Interviews. Board Members were asked about internal needs.

1.2 UPDATES TO THE SERVICE DELIVERY SYSTEM

Having undergone downsizing over the last three years in nearly every department, CACCI will

begin adding staff, programs, and departments over the next three years contingent on

proportionate resource development.

Client Self-Sufficiency (CSS) Department – This department provides Healthcare Navigators to

people seeking to navigate the Affordable Care Act. CACCI’s grant with the Commonwealth of

Massachusetts’ Healthcare Connector was just renewed for another year.

Additionally, CSS runs seasonal programs such as Volunteer Income Tax Assistance (VITA),

Thanksgiving Basket Turkey Program, Make a Teen and Child Happy (MATCH) holiday giving

program and Toys for Tots.

The Attorney General’s Office grant for foreclosure prevention and mitigation, Homecorps, was

not offered to non-HUD certified organizations in FY15, and therefore will cease operating

moving forward.

Because CSS has operated many other programs, including housing and financial assistance in

the past, it tends to operate as a “catch-all” for clients seeking assistance navigating the system.

Moving forward, CSS will operate a Life Skills program, including mentoring and internships.

Working collaboratively with employers and JTEC, which runs the local career center, Career

Opportunities, CSS staff will identify the “soft” skills in demand and tailor a program to match.

Ideally, employers will agree to provide clients with a job interview upon completion.



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Childcare Network – A staple of CACCI for decades, Childcare Network (CCN) is one of seven

Resource & Referral Programs funded by the Commonwealth of Massachusetts’ Department of

Early Education & Care. Specifically, CCN provides information and referrals for working

parents on quality early education and care programs, professional development training

opportunities for child care professionals, and administers child care vouchers.

Since the cost of child care continues to remain unaffordable for the target population (and many

middle-income parents), administering the voucher program remains a priority.

A focus group of child care providers that work with CCN asked for more training, specifically,

a Family Development Course, which will be developed and implemented over the next three

years.

Safe Harbor – A shelter that houses homeless victims of domestic violence and their children,

providing housing stabilization, domestic violence and parenting classes. Up to twenty families

at a time stay for an average of 6-9 months.

Focus groups of past and current residents identified the need for further non-housing related

services. Specifically, the women asked for more assistance with obtaining and retaining

employment and identified certain non-work skills needed to attain self-sufficiency.

Safe Harbor will pilot a Life Skills program in FY15, offering classes and mentoring. CACCI

will also work to establish better transportation options for residents.

Community Resource Center (CRC) – A new department will be created, centralizing resource

and referral services to the community. Acting as a one-stop call center/walk-in location for

those in need, CRC staff will be highly trained in not only other local resources, but in case

management.

By creating a central resource center, staff can assess and treat immediate needs (referring to

other agencies, not duplicating services) and also obtain a longer view of the whole person and

assess the factors keeping them in the cycle of poverty. If appropriate, CRC staff might

recommend certain life skill training and work with CSS to introduce potential mentors.

This initiative will require multiple, crucial memorandums of understanding (MOUs) with other

non-profits. Success will largely depend upon the staff communicating directly with caseworkers

from these other non-profits, rather than abiding by a traditional model of giving the client a list

of calls to make independently with little or no follow-up.

Regional Immigration Center – A longer term goal of the CRC is to offer assistance to those new

to the region. While the needs assessment determined not all immigrants are in poverty, many

are not wealthy enough to afford attorneys and go to non-certified people for help filling out

forms. The federal government offers a certification program CACCI will pursue.



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1.3 THREE YEAR GOALS AND OBJECTIVES

Agency-wide Goals

Staff – To increase staff morale and performance, CACCI will undertake staff training, examine

benefit structure, and improve communications.

Marketing/Communications – CACCI will rename and rebrand itself through the development

of a comprehensive marketing plan.

Resource Development – To establish revenue diversity and build new programs, CACCI will

create a development plan and fundraise.

Governance – To maintain effective oversight, CACCI will review its structure and

composition, and offer Board trainings.

Finance & Operations – To ensure rigorous standards and financial health, CACCI will create

Finance, Standard Operating Procedure, and Information Technology manuals, as well as

develop plans to address facilities and client feedback.

Volunteers – To grow, CACCI recognizes it must utilize the tremendous volunteer supply in the

service area. Therefore, a long-term goal is to create a volunteer coordinator position and market

CACCI as a place to volunteer (or mentor).

Linkages – Because of the narrowed focus in this round of strategic planning, CACCI

recognizes strategic partnerships with other non-profits are essential and will develop MOUs.

Advocacy – Rather than focusing efforts exclusively on lobbying and community organizing,

CACCI will advocate for certain programs while focusing mainly on helping clients advocate for

their own interests.

Building on Existing Success – Goals in Program Development

Childcare Network (CCN) – CACCI will continue to CCN in its current form, adding more

professional development for child care providers.

Safe Harbor - CACCI will continue to operate its shelter for women and children but will make

significant changes to the goals for residents. Safe Harbor will maintain the re-housing goal but

add to the self-sufficiency goal by offering a pilot life skills and mentoring program.



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Continue Client Self-Sufficiency (CSS) – CACCI will continue to operate the Healthcare

Navigator program and seasonal programs but this department will evolve to include the offering

of a basic “soft” foundation life skills program and mentoring.

New Goals in Program Development

Creation of Life Skills Program - Life Skills program will offer curriculum on work

expectations and ethic, parenting, nutrition and budgeting. Case workers will work with the

clients to set goals and benchmarks for success.

Creation of Community Resource Center Department – A central one-stop shop for any

person on the Cape & Islands seeking assistance will be developed.

Creation of Regional Immigration Center – In year three (or beyond), CACCI will create an

immigration center for assistance navigating the federal system.

1.4 USE OF CSBG OUTCOME MEASURES/NATIONAL INDICATORS

CACCI Board Members reviewed new Results Oriented Management Accountability (ROMA)

standards prior to adopting the Strategic Plan.

CACCI Staff reviewed the current National Indicators and incorporated them into this plan,

identifying which outcome measures would be used for each new program.

1.5 LINKAGES

Recognizing CAAs’ responsibility to collaborate with other organization, CACCI staff have

compiled a list of existing relationships with other non-profits, businesses, layers of government,

schools, and faith communities. As yearly workplans are developed, new programs will

maximize existing partnerships and leverage new ones.

1.6 FUNDING STRATEGIES

The organization’s approach to funding in this three-year CAP marks a significant departure

from the long-standing approach of singular reliance public funds. The Board and Executive

Director have committed to diversifying revenues through a comprehensive development plan.



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1.7 VISION STATEMENT

In determining that the organization’s goal should be simple, the approved vision statement is:

“A community where people are self-sufficient.”

Strategic Goal:

“We assist individuals and families with their immediate emergent need;

however, our primary purpose is to assist our customers in attaining or retaining

self-sufficiency.”

CACCI will work with our clients – now called customers – to look at their long-term situation,

help ascertain what skills may be missing, and work with them to develop their own plan.

Partnering with businesses and mentors, this is a multi-year commitment to our customers.



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2. MISSION, VISION, AND VALUES

During strategic planning, both stakeholders and the Board of Directors felt the current mission

statement, vision statement, and values statement needed to be re-examined. The following

represents a true consensus amongst clients, staff, external stakeholders, and Board Members.

2.1 MISSION STATEMENT

“Provide resources and skills to individuals and families in the region to attain and retain

independence and economic self-sufficiency through personal growth, family stabilization, life

skills and employment readiness.”

2.2 VISION STATEMENT


2.3 VALUES

Respect

Trust

Commitment

Dignity

Compassion

Dedication

Professionalism



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3. COMMUNITY PROFILE

3.1 HISTORY

Cape Cod hosts First Encounter Beach, where Mayflower explorers paddled to Eastham and had

their first exposure to the Wampanoag Tribe (the tribe of the first Thanksgiving), before going on

to Plymouth. During the first several hundred years following their arrival, industry on the Cape

& Islands consisted of fishing, whaling, salt works, and agriculture. In the past hundred years,

there has been a deliberate shift towards tourism and the second-homeowner services market.

This has led to a dichotomy of two populations, those serving the restaurant, hospitality,

landscape, and fishing industries and those who are more comfortable socioeconomically and

generally of an older generation. The cycle of lower-paying jobs partnered with an exodus of

young families has led to concerns Cape Cod will soon go the way of Nantucket and Martha’s

Vineyard, importing its workforce.

3.2 GEOGRAPHY

CACCI Service Area

Cape Cod is generally broken up into three areas: the Upper Cape (Bourne, Falmouth, Mashpee,

Sandwich), Mid-Cape (Barnstable, Yarmouth, Dennis), and Lower Cape (Brewster, Orleans,



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Chatham, Eastham, Wellfleet, Truro, Provincetown), with Eastham through Provincetown

considered the Outer Cape portion of the Lower Cape.

The Upper Cape, particularly Sandwich, is considered a bedroom community of Boston. It is

wealthier, in part because workers travel to better-paying jobs in the Greater Boston Area.

Mashpee, home to the majority of Mashpee Wampanoag, is the least developed town on Cape

Cod. Long-standing uncertainty about tribal recognition and the impact that would have on land

rights slowed growth. The tribe was federally recognized in 2007. Poverty within the tribe

remains high.

The Mid-Cape is the densest population center, with the village of Hyannis (in the town of

Barnstable) representing the closest to an urban landscape in the CACCI service area. Poverty is

most highly concentrated in this area, particularly in the villages of Hyannis, Centerville, West

Yarmouth, and portions of South Dennis and Dennisport.

The Lower Cape continues to honor the seafaring tradition, with Chatham and Provincetown

serving as hubs for fishermen. The Cape Cod National Seashore touches nearly every town on

the Lower Cape and has prevented over-development. Because the nearest health and

commercial facilities are primarily located in distant Hyannis, traveling to obtain services can

mean an entire day off from work for these residents.

Martha’s Vineyard is an island only accessible by plane or boat, comprised of the towns of Oak

Bluffs, Chilmark, Aquinnah, Edgartown, Tisbury, and West Tisbury.

Nantucket is an island and a town; it is an even further distance from the main-land and

traveling to Hyannis or off-Cape to obtain goods and services is time-consuming and expensive.

For both of these islands, the cost of living is extremely high. Adding to the burden is the time

needed to shop on Cape Cod or over the bridge.

3.3 TARGET POPULATION

Based on current CACCI client data and secondary data, the greatest number of people in need

come from parts of Barnstable, Yarmouth, and Dennis and tend to be young women.



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CACCI Clients Characteristics by Service Area

CACCI Clients Characteristics by Age



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CACCI Client Characteristics by Gender

Client Characteristics by Race Client Characteristics by Ethnicity



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4. COMMUNITY PLANNING PROCESS

At the urging of DHCD, CACCI incorporated the Strategic Planning process into the Internal

and Community Needs Assessments and results of the Joint NIQCA/DHCD Site Assessment into

the Three Year Goals.

4.1 THE 2014 STRATEGIC PLANNING PROCESS

The planning process for the FY 2015-2019 period reviewed the history, culture, and funder

mandates. The current fiscal environment and federal budget challenges put services at risk

concurrent with an increase of funder expectations of impactful results. Unrestricted Community

Service Block Grant (CSBG) funding, which makes the organization a Community Action

Agency, is now tied to self-sufficiency outcomes and there is potential for CSBG dollars being

distributed based on merit and need, rather than the traditional service area. Restrictions have

been placed on the use of CSBG dollars over recent years, including limitations on lobbying and

certain forms of traditional community organizing. The tactics and operating principles that

worked fifty years ago at the organization’s formation and the initiation of the War on Poverty

no longer match today’s climate, expectations, or restrictions.

Beyond the funding challenges, there is new emphasis on outcomes. Funders disfavor safety net

services. It is no longer sufficient to stop services at simply relieving a crisis in an individual or

family’s life. The funders expect that assistance will result in a lasting impact, and that this

improvement will be demonstrated and documented.

Finally, there is a new emphasis on non-profit competency. Not only does staff need to be

qualified for their particular jobs, but the non-profit must also be competent in funding

management, in personnel, regulatory and business components, in reporting, in governance, and

in community participation components. Funders expect non-profit competency to achieve

outcomes for individuals and families while government funders are placing greater emphasis on

compliance. These two, often competing, trends are impacting non-profit operations, financially,

programmatically, and administratively. In additional, Department of Housing and Community

Development is requiring an assessment process for agencies that determines eligibility for

Community Service Block Grant funding.

Key stakeholders were asked their impressions of the non-profit, its role in the community, and

its effectiveness toward serving the region and its at-risk individuals and families.

Objectives of the Strategic Plan:

Determine gaps in services



Page 22

Build consensus among Board and staff

Define constituencies

Define self-sufficiency and help clients become more self-sufficient

One integrated service delivery model

Rebuild reputation

Maintain organizational self-sufficiency

4.2 OVERALL METHODOLOGY

Questions CACCI wanted answered:

How do you define self-sufficiency?

What are the obstacles to self-sufficiency on the Cape &

Islands?

o What are the internal obstacles at CACCI?

What life skills are necessary towards attaining self-

sufficiency?

Key constituencies, neighborhoods, target populations:

Board Members

Staff

Community Leaders

Employers

Human Services Leaders

Child Care Providers

Past & Present Customers:

o Of Safe Harbor

o Of Childcare Network

o Of Client Self-Sufficiency programs

The Internal Needs Assessment Timeline:

Planning Committee. The Planning Committee selected the scope of work for a

consultant, met with three, and selected Rosemarie Resnik & Associates.

Planning Group Meetings. Consultant Rosemarie Resnik, senior management, and interns

met regularly from January-June 2014.

Past to Future Exercise. The Planning Group conducted this exercise.

METHODOLOGY:

Using a Rose Resnik & Associates

to facilitate a Strategic Plan,

between February and May of 2014,

a Community Needs Assessment

and Internal Needs Assessment was

conducted using:

Focus groups

o Clients (3 groups)

o Staff (3 groups)

o Providers (1 group)

Personal Interviews (10)

Review of Industry Trends

& Secondary Data

PARTICIPATION:

Number of individuals

participating: 49



Page 23

SWOT Analysis. The Planning Group conducted the Strengths, Weaknesses,

Opportunities, and Threats exercise.

Focus Groups. The focus groups listed above also asked questions to ascertain the

internal needs of the agency, including customer services, privacy issues, staff morale,

infrastructure and organizational needs.

Interviews. Board Members were asked about internal needs.

Focus groups were conducted by Rose Resnik & Associates. Senior management helped devise

the questions but did not participate in the staff, client, or childcare provider focus groups so

participants would be more comfortable speaking freely.

Personal Interviews were split between the Executive Director and Rose Resnik. Because the

Executive Director is new to the organization, but not to the community, she conducted

interviews with stakeholders with whom she had pre-existing relationships so stakeholders were

comfortable giving their honest opinions of the non-profit.

Following the compilation of all the data, a memo was produced for Senior Management,

identifying key themes and findings across different internal and external categories.

4.3 DEMOGRAPHIC/SECONDARY DATA

Secondary data was compiled using information from: the U.S. Census, American Community

Survey, In Focus: The Demographic and Socioeconomic Landscape of Barnstable County,

Crittenton Women's Union, Cape Cod Healthcare Community Health Needs Assessment Report

and Implementation Plan 2014-2016, and U.S. Bureau of Labor Statistics, among others.

Population:

While Dukes and Nantucket Counties have seen a slight uptick in population, Barnstable County

continues the decrease first noted in the 2010 Census.

Change in population: 2010 to 2013

County 2010 2011 2012 2013

Barnstable 215,918 215,398 214,947 214,990

Dukes 16,553 16,679 16,834 17,256

Nantucket 10,146 10,107 10,241 10,399 1

1 Source: http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk

http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk



Page 24

On Cape Cod, the towns with the highest population centers are Barnstable, Falmouth, and

Yarmouth. While the CACCI Client Profile shows more services going to residents of

Barnstable, Yarmouth, and Dennis, it should be noted that Falmouth Service Center, one of

CACCI’s established Linkages, offers many extensive services. Additionally, CACCI outposts at

its office in Falmouth and at Falmouth Service Center. That being said, there may be an

opportunity for better marketing in Falmouth and on the Islands.

2012 Population – Cape Cod

2

Age:

The Aging of Cape Cod:

While the rest of the country and the state are also seeing the baby boomer generation age and a

smaller workforce to support the economy than in previous decades, Barnstable County has seen

a significant drop in working-age people. Between the 2000 and 2010 Census, the number of

people aged 25-44 decreased dramatically by 26.8%. This statistic has shocked the community,

leading to numerous newspaper articles and eventually, for Cape Cod Young Professionals to

take ownership of the issue.3

Without a younger workforce, the tax burden will fall to seniors, and employers will be forced to

import workers from “over the bridge”.

2 Source: http://www.statscapecod.org/towndata/

3 Source: http://capecodyoungprofessionals.org/images/uploads/ShapeTheCapeSummaryReport.pdf

http://www.statscapecod.org/towndata/

http://capecodyoungprofessionals.org/images/uploads/ShapeTheCapeSummaryReport.pdf



Page 25

Workforce by Age

Age CC&I Mass. NE US

16-24 12.8% 13.3% 13.5% 15.0%

25-34 16.3% 20.6% 19.2% 21.5%

35-44 22.1% 24.6% 24.5% 24.1%

45-54 26.2% 23.7% 24.5% 23.1%

55-64 16.3% 14.0% 14.4% 12.9%

65+ 6.3% 3.8% 3.9% 3.5% Under 35 29.1% 33.9% 32.7% 36.5%

55 + 22.6% 17.8% 18.3% 16.4% 4

Income & Poverty:

While it is no surprise the median income is higher on Martha’s Vineyard and Nantucket than on

Cape Cod, it is important to note with all three geographies that this data includes only year-

round permanent residents. If data were available to track household income of seasonal

residents, the chart would be significantly skewed.

Income in the Past 12 Months (2012 Inflation-Adjusted Dollars)

5

4 Source: Labor Market Developments in the Cape and Islands Workforce Area, Center for Labor Market Studies

Northeastern University September 2008 5 Source: U.S. Census Bureau, 2008-2012 American Community Survey

http://factfinder2.census.gov/faces/nav/jsf/pages/community_facts.xhtml#none

0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

Less than $10,000

$10,000 to $14,999

$15,000 to $24,999

$25,000 to $34,999

$35,000 to $49,999

$50,000 to $74,999

$75,000 to $99,999

$100,000 to $149,999

$150,000 to $199,999

$200,000 or more

Massachusetts

Nantucket County

Dukes County

Barnstable County

http://factfinder2.census.gov/faces/nav/jsf/pages/community_facts.xhtml#none



Page 26

Additionally, the high number of retired persons living in this area further skews the data.

This goes to a perception versus reality syndrome the Cape & Islands has suffered from for

decades on Beacon and Capitol Hills. There is a belief that all or most people in these

communities are rich, which is ignorant of the working class backbone that makes the

seasonal tourist industry possible.

While income is generally higher on the Islands, the cost of living is also higher. Crittenton

Women's Union’s annual analysis of the cost of living in Massachusetts counties has Dukes

and in particular, Nantucket’s cost of living being significantly higher than the Massachusetts

average:

Massachusetts Economic Independence Index 2013,

by Area and Family Type

6

6 Source: Massachusetts Economic Independence Index

http://www.liveworkthrive.org/site/assets/docs/MASS%20INDEX%20FINALWEB.pdf

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

Barnstable County

Dukes County Nantucket County Massachusetts

1 Adult

1 Adult 1 Preschooler 1 School-age Child

2 Adults 1 Preschooler 1 School-age Child

http://www.liveworkthrive.org/site/assets/docs/MASS%20INDEX%20FINALWEB.pdf



Page 27

Unsurprisingly, those in poverty tend to be women and children with less education and less-than

full-time employment. This syncs with the picture of CACCI’s current average client profile (see

Target Population).

Populations in Poverty, 2011 Estimates

2011 Estimates Barnstable County MA USA

All 9.2% 11.6% 15.9%

Age

Under 18 years 16.0% 15.2% 22.5%

18 to 64 years 8.7% 10.9% 14.8%

65 years and older 5.9% 9.3% 9.3%

Sex

Male 7.7% 10.1% 14.7%

Female 10.5% 13.0% 17.2%

Educational Attainment (Age 25 years and over)

Less than high school graduate 25.8% 24.9% 27.9%

High school graduate or equivalent 7.9% 11.2% 14.2%

Some college or associate's degree 6.6% 8.6% 10.5%

Bachelor's degree or higher 3.6% 4.2% 4.4%

Worked in the past 12 months (Age 16 years & over)

Full-time, year round 1.6% 1.1% 2.9%

Less than full-time, year round 11.2% 13.1% 18.7%

Did not work 11.5% 21.9% 23.8%

Source: U.S. Census Bureau, American Community Survey, 2011 1-year Estimates 7

7 Source: In Focus: The Demographic and Socioeconomic Landscape of Barnstable

County: (Pg. 32) http://www.bchumanservices.net/library/2013/06/Socio-

EconomicLandscape_BCDHSJuly13.pdf (Pg. 41)

http://www.bchumanservices.net/library/2013/06/Socio-EconomicLandscape_BCDHSJuly13.pdf




Page 28

Housing:

As with the rest of the state, a shortage of reasonably affordable housing is a

challenge. Additionally, workers have a supply diminished by the seasonally

owned and rented housing market.

According to In Focus: The Demographic and Socioeconomic Landscape

of Barnstable County:

“Barnstable County owner occupied units have a lower median

monthly housing cost compared with Massachusetts and the

nation.

Nevertheless, 39.7% of Barnstable County households that

live in the home they own spend more than 30 percent of annual

income on housing costs, higher than the state (34.2%) and nation

(26.9%).”

On the Vineyard & Nantucket, the problem is markedly worse:

According to “PRESERVING COMMUNITY An Island-wide Housing

Needs Assessment:

“Sixty-two percent of lower-income households pay more than 35

percent of their income for rent.

Even the year-round family earning the median owner’s income of

$56,000 would find nothing to purchase without the equity from an

existing home. It is reasonable to estimate that only about one

year-round Islander homeowner in ten could mortgage 80% of the

cost of their own home with their current income.”

According to “HOUSING OUR COMMUNITY A Year-round Housing Needs

Assessment:

“….one-third of Nantucket’s renters pay at least 35% of their gross

income for rent and utilities. On average, Island renters pay 31

percent of their gross income for housing. Based on the traditional

model of allocating 30 percent of gross income toward housing,

the average-paid worker on Nantucket could afford a monthly rent

or home payment of up to $853. Less than 16 percent of the

Island’s rental housing would be affordable to this worker. That

same worker would typically qualify for a mortgage of roughly

$120,000. But it now takes the equivalent of three such average



Page 29

workers to begin earning the money needed to buy one home on

Nantucket.”

The data from both of these studies implies that the housing market for typical workers on the

Vineyard and Nantucket who are not already home-owners (youth) will be unable to purchase or

rent homes in those areas. This leads to the exodus of youth from these counties, which will only

continue to detriment the housing and general economy for year-rounders. Moreover, it is

virtually impossible for renters on these islands to ever become homeowners.

Race/Ethnic Origin:

While Dukes and Nantucket counties have a slightly larger African-American population, Cape

Cod continues to be mainly white. There is a large Hispanic population on Nantucket, and Cape

Cod has a large Brazilian population.

8

The actual volume of Brazilians is unclear because Census data does not account for those who

self-identify as white versus Hispanic. The closest estimate is the number of residents who speak

Portuguese at home.

According to In Focus: The Demographic and Socioeconomic Landscape

of Barnstable County:

4,181 residents speak Portuguese at home, 7.9% of the

population 5 years and over

Of these 4,181 residents, 49.6% speak English “very well”

and 50.4% “less than very well”

Of note, residents who primarily speak Portuguese at home are

least likely to speak English “very well”. The American

Community Survey does not distinguish the country of origin by

8 US Census Bureau State & County QuickFacts

Race 2012

Barnstable

County Dukes County

Nantucket

County Massachusetts

White alone, percent, 2012 (a) 94.0% 91.2% 89.5% 83.7%

Black or African American alone, percent, 2012 (a) 2.3% 3.6% 7.4% 7.9%

American Indian and Alaska Native alone, percent, 2012

(a) 0.7% 1.2% 0.1% 0.5%

Asian alone, percent, 2012 (a) 1.3% 0.8% 1.4% 5.8%

Native Hawaiian and Other Pacific Islander alone, percent,

2012 (a) 0.1% 0.1% Z 0.1%

Two or More Races, percent, 2012 1.6% 3.1% 1.5% 2.0%

Hispanic or Latino, percent, 2012 (b) 2.4% 2.6% 10.4% 10.1%

White alone, not Hispanic or Latino, percent, 2012 92.0% 89.3% 79.6% 75.8%



Page 30

language; however, those who primarily speak Portuguese at home

would include Barnstable County residents who are Brazilian.9

Labor Force:

The cyclical nature of the Cape & Islands’ seasonal economy continues to present a challenge for

those eking out a living.

Unemployment Rates 2011-2013 July-11 July-12 July-13

Barnstable County 6.2 5.7 5.7

Dukes County 4.2 4 4.2

Nantucket County 3.3 3 2.8 Unemployment Data (July 2011 to 2013) For: Dukes County, Nantucket County, and Barnstable County

10

The unemployment rate in the summer is a more accurate reflection of true employment.

However, in a seasonal economy, the unemployment rate increases significantly during the off-

season.

9 Source: In Focus: The Demographic and Socioeconomic Landscape of Barnstable County: (Pg. 13)

http://www.bchumanservices.net/library/2013/06/Socio-EconomicLandscape_BCDHSJuly13.pdf 10

Source: U.S. Bureau of Labor Statistics http://www.bls.gov/ro1/capeunemp.pdf

6.2 5.7 5.7

4.2 4 4.2

3.3 3 2.8

0

1

2

3

4

5

6

7

January-11 January-12 January-13

Barnstable County

Dukes County

Nantucket County

"In January, Barnstable County, Mass., reported the lowest unemployment rate among the three

counties that make up Cape Cod and the Islands, at 10.0 percent, the U.S. Bureau of Labor

Statistics reported today. Regional Commissioner Deborah A. Brown noted that Barnstable’s

jobless rate was above the national average of 7.0 percent. Dukes (Martha’s Vineyard) and

Nantucket Counties also had rates above that for the United States, at 11.8 and 12.6 percent,

respectively". - Bureau of Labor Statistics, Unemployment on

Cape Cod and the Islands – January 2014

UNEMPLOYMENT ON CAPE COD AND THE ISLANDS – JANUARY 2014


http://www.bls.gov/ro1/capeunemp.pdf



Page 31

Average Wage/Industry

11

Health:

With the passage of the National Affordable Care Act following Massachusetts Health Care

Reform, more Cape & Islanders are enrolled in insurance than ever before. However, certain

populations quite often remain uninsured, lose insurance, or cannot afford co-pays. Affordability

for the low-income population and knowledgeability among the immigrant population both

remain major service gaps. Cape Cod Healthcare has identified several challenges:

“Chief among these challenges are availability of certain providers, out-

pocket-costs, “uneven” knowledge of available services and linguistic

challenges.”12

Cape Cod Healthcare Priority II Objectives:

“Support efforts to increase health insurance enrollment and re-enrollment.”

“Support access to care for residents who encounter barriers due to linguistic

challenges and financial hardships.”13

11

Source: www.statscapecod.org 12

Cape Cod Healthcare Community Health Needs Assessment Report and Implementation Plan 2014-

2016, Pg. 10. 13

Cape Cod Healthcare Community Health Needs Assessment Report and Implementation Plan 2014-

2016, Pg. 19

$0 $40,000 $80,000 $120,000

Avg Wage Per Job

Manufacturing Avg Wage

Transportation Avg Wage Per Job

Health Care, Social Assist. Avg Wage

Finance and Insurance Avg Wage

Massachusetts

Nantucket County

Dukes County

Barnstable County

http://www.statscapecod.org/



Page 32

4.4 PRIMARY DATA

The following section identifies the needs and obstacles to getting out of poverty that customers,

other providers, employers, community leaders, Board members, and staff pointed to most

frequently. The issues were initially divided into two categories: external forces out of CACCI

control, and issues CACCI could control. The latter category was then subdivided into priority

issues CACCI will pursue, according to new mission-alignment.

Identified Critical Issues CACCI cannot control:

Economy (seasonal) and cost of living:

State and Federal eligibility, requirements and limitations

Funding levels (ie. childcare voucher reimbursement rates)

Federal and state and local education policies

Identified Critical Issues CACCI could control:

Affordable Housing

Transportation

Programs and Services to get clients to thriving

Advocacy

Year Round Employment (as opposed to year-round jobs)

Central Resource Center for navigating bureaucracy

Life Skills

Language barriers in accessing services

Cost of Childcare

Domestic Violence shelter services

Health care access and affordability

Drug/alcohol abuse



Page 33

As part of strategic planning, clients, staff, childcare providers, community leaders, and Board

members were asked about what trends/challenges might impact CACCI’s work, the obstacles to

self-sufficiency, and what services CACCI should offer. Stakeholders were asked if CACCI gets

the people to “thriving” on the national ladder measuring movement out of poverty and if not,

what would.

The federal “ladder” to self sufficiency

14

The most frequently named obstacles for getting out of poverty on the Cape & Islands that

CACCI could play a role in addressing were: Life Skills, Central Resource Center, and

Transportation.

Identified Priority Issues CACCI will pursue 2015-2017:

Life Skills



Cost of Childcare



14

Source: National Association for State Community Services Programs (NASCSP)



Page 34

Key Findings

• With regards to desired services, participants used phrases like “able to provide home,

health and subsistence”, “having the self-confidence to handle their personal affairs,” and “able

to manage the priorities in their lives” while “decreasing repeated reliance on social services as

way of getting through their lives.”

• The vast majority of customers agreed that navigating their way through the system was

confusing and bureaucratic. Customers further described services offered in the Community as

resembling a “mouse wheel”, pushing them back onto public assistance rather than getting them

off it.

• The non-profit needs to take full advantage of opportunities to increase its impact through

collaboration with other organizations.

• The need for addressing “the challenge to overcoming generational poverty” was

repeatedly cited in the focus groups. With poverty and, in particular, generational poverty they

cited an erosion of learning the basic life-skills.

• The immigrant population is not necessarily in poverty but cannot always afford high-

priced attorneys. Therefore, sometimes they turn to an uncertified underground market for

immigration paperwork assistance. Individuals promising a pathway to legal status prey upon

undocumented immigrants.

• The cost of child-care is expensive and there is a great demand for the services offered.

• Child-care providers wanted more training and interaction with upper level management.

• Safe Harbor is more focused on re-housing rather than on the mission of the non-profit.

• Stakeholders repeatedly emphasized the need for one-on-one coaching and mentoring,

exclusive of case management.

• The funding for advocacy programs has been eliminated and there are further legal

restrictions on the use of public dollars for such purpose.

“The government wants to keep us

poor.”

- Focus Group #2

“There’s no central expertise on

Cape Cod for those in need.”

- Focus Group #3



Page 35

Critical Issues:

A critical issue is one that meets most or all of the following criteria:

– Is related to a core problem

– Affects the lives of a significant number of people either directly or indirectly

– Can be addressed through the competencies and resources of CACCI

– Needs to be addressed if CACCI is able to progress in its work

– Builds on the strengths of CACCI and/or the opportunities available to it

– Addresses weaknesses in CACCI and/or assists CACCI to deal with threats to its

work or existence.

Lack of Life Skills:

Clients expressing a desire to become self-sufficient articulated they didn’t have a

“mirror” or mentor to show them how.

Human services leaders similarly pointed to the lack of life skills as a barrier to success in

the workplace.

In particular, employers affirmed these findings. While employers are willing to train,

they find, “a certain skill-set is missing: critical thinking, multi-tasking, independent

decision making, people skills…work readiness”. 15

No Central Resource for Navigating “the system”:

Clients found both understanding where to go for what and filling out paperwork to be a

confusing barrier to self-sufficiency. In some cases, people gave up out of frustration.

External stakeholders pointed to the need for a central call center.

Immigrant Community does not have a “one-stop” shop:

Immigrants seeking assistance filling out forms often go to the local Congressman’s

office for help.

External interviews showed there is not a resource to help people understand and

integrate into the community.

Cost of childcare and the confusion navigating choices:

Both internal and external stakeholders affirmed the cost of child care is a major barrier

to self-sufficiency.

Childcare providers requested more training in Family Development.

15

Interview with employer



Page 36

Shelter services for domestic violence survivors and children need to emphasize self-

sufficiency:

Current and former residents of Safe Harbor expressed a desire for help beyond re-

housing; they wanted more classes on financial literacy, obtaining a job, and domestic

violence prevention.

Health Care access and affordability:

Client focus groups revealed health insurance enrollment – specifically maintaining

Medicaid – remained an important support.

Stakeholder in health field affirmed people are still using the Emergency Room as a form

of primary care and utilizing the free care pool.



Page 37

5. INTERNAL NEEDS ASSESSMENT:

The Planning Group and Board of Directors reviewed an analysis of current demographic data

(see charts in Target Population section).

Key external and internal stakeholders were asked their impressions of the non-profit, its role in

the community, and its effectiveness toward serving the region and its at-risk individuals and

families.

Several themes emerged in these stakeholder discussions:

CACCI is best known for its Childcare voucher program and Safe Harbor and less

known for services that lead toward self-sufficiency.

CACCI’s customers want a higher degree of satisfaction with the services the non-profit

provides, asking that staff be more helpful, caring, and supportive.

The non-profit’s long history in the community serves it well with those who remember the

advocacy days.

Key Findings:

The name of the non-profit does not reflect

the mission or the work.

The non-profit is focused on stabilization

rather than on self-sufficiency.

Interactions with customers are more likely

to be transactional than transformational.

Despite the thousands (5,000) of individuals

and families the organization serves

annually, it is not well known in the

community.

There is not a nucleus to tie all of the non-

profit’s offered programs together.

There is not enough diversity of types of

private funding.

Stakeholders continually emphasized the need for CACCI to not “be everything to everyone”

and instead be the best at three-five things.

THE LANGUAGE WE USE:

Focus groups with the target population

indicated very negative reactions to the

term “low-income” in the previous

mission statement.

Additionally, the usage of the descriptor,

“client” has negative connotations, leading

the Board to determine people seeking

assistance should now be referred to as

“customers”.

Lastly, the term “agency” leads people to

believe CACCI is a government agency

rather than a “non-profit” or

“organization”.



Page 38

Agency-wide Critical Issues:

As part of strategic planning, clients, staff, childcare providers, community leaders, and Board

members were asked about their knowledge of the organization, agreement with mission and if it

accurately represented the work the non-profit does, and internal challenges the organization

faces.

Staff Issues:

Morale – Focus groups determined staff morale had suffered as a result of changes over

the last three years (change in leadership and location).

Silos as a structure – The three “buckets” - Client Self Sufficiency, Childcare Network,

and Safe Harbor - tend to operate independently and less as a unified team.

Skills & Training – External interviews and focus groups determined staff needed

certain skill development and training (including ROMA).

Relationship with JTEC – Since the Board contracted with the Job Training and

Employment Corporation (JTEC), the agency has benefited greatly. However, staff

indicated a desire for uniformity between the two agencies that now live under one roof.

Marketing/Communications:

No brand, marketing and public relations plan – the “old” CACCI did not have a

recognizable brand, aside from its logo and reputation as an advocacy organization.

Additionally, the organization was known for work on homelessness issues. This fosters

confusion in the community about CACCI’s role.

Perceived lack of visibility in the community – because the “old” CACCI had staff at

numerous outreach events, and in the transition period had not been in the news often,

community members were uncertain what was happening with it.

Resource Development:

No Fundraising plan - CACCI traditionally relied upon state and federal grants.

Fundraising, when it occurred, was sporadic and not linked to a larger plan or case for

support.

Small donor pool - While the non-profit maintains a donor database (Giftworks) that

tracks donations, most come in the form of goods and in-kind services donated to Safe

Harbor.

Small development role – Development falls under the Executive Director’s

responsibility.



Page 39

Board is not a fundraising board – Because of the nature of CAAs and tri-partite Boards,

there has never been an expectation the Board of Directors should fundraise or donate.

No case for support or funding priorities – Successful fundraising is dependent upon a

strong case for support and identification of funding priorities.

Governance Issues:

Role of the Board – The staff needs clarity between Governance versus Operations.

Philanthropic responsibilities – The Board needs to assume a fundraising role.

Board visibility – The Board needs to participate in more “public” CACCI events.

In addition to the Internal Needs Assessment, CACCI also participated in a Joint

NIQCA/DHCD Site Assessment. The assessment revealed the need for certain

documentation, evaluation tools, policies, and plans.

Finance & Operations Issues:

Finance Manual – The finance manual needs to be updated.

Standard Operating Procedures (SOP) – There is not an agency-wide SOP manual.

Safe Harbor’s appearance and upkeep – The shelter is in need of repair.

North Street growth – The operations center is near capacity.

Role and services of Falmouth Office – That office is under-utilized.

Transportation - Clients do not have adequate transportation from Safe Harbor to

operations center or other locations.


NIQCA/DHCD Site Assessment. The assessment revealed the need for a certain manuals

and best practices.

Volunteer Issues:

No staff or resources to implement program – There is no Volunteer Coordinator

position to manage interns or volunteers.

Very few volunteers – The volunteers CACCI does have tend to participate in seasonal

programs or offer child care at Safe Harbor.

Linkages Issues:

Childcare providers want more collaboration with Senior Management – In the provider

focus group, there was general agreement the ED or COO should be more visible with the

providers.



Page 40

Need Family Developmental Training Course – Childcare provider focus group indicated

this course would be especially helpful.


NIQCA/DHCD Site Assessment. The assessment revealed the need for further formal

agreements.

Advocacy Issues:

Voter Registration and Rides prohibited using CSBG funds. Can only be done using non-

CSBG funds.16

Voter phone banks, canvasses for a particular candidate prohibited 501(c)(3) tax-exempt

organizations in general17

Executive Director only allowed to lobby up to 25 hours/year and $2,500 in salary

costs.18

Programs and Services:

Don’t get people to thriving

Band-Aid programs and services

Safe Harbor

Transportation

16

Community Service Block Grant Act (42 U.S.C. § 9918(b)) 17

26 U.S.C. § 501(c)(3); IRS Fact Sheet 2006-17 18

M.G.L. Chapter 3, Sections 39 – 50

“CSBG funding is used to support professionals in the local community action agencies

(CAAs) who design and then implement programs and projects to lessen poverty by

meeting needs identified by their community leadership. While some CSBG funding is

also used for direct assistance to program participants, the primary purpose of this

funding is for integrated, ‘one-stop’ interventions to reduce poverty and make people

more self-sufficient.”

- National Community Action Foundation



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6. UPDATES TO SERVICE DELIVERY SYSTEM:

CACCI services can currently be broken into three main buckets:

- Client Self Sufficiency - “Assisting low-income households with income

maximization, case management and information & referrals to supportive services.”

o Health Care Navigators - Access to Health Insurance & Care: Public Health

Insurance Outreach, Enrollment, and Consumer Education. Outreach to uninsured

or underinsured residents; eligibility screenings for Public Health & Dental

Insurance Programs such as: MassHealth and Connector Care; enrollment

assistance; and linkage to primary care providers. Staff is culturally sensitive and

speaks English, Portuguese, and Spanish. Consumer Education on “Navigating

the Health Care System” includes: information on eligibility requirements; public

health insurance options; and maintaining health insurance and care.

o VITA – Volunteer Income Tax Assistance (seasonal) - free tax preparation and

filing services for low income residents by certified volunteer tax counselors.

o Thanksgiving for Cape Codders (seasonal)

o MATCH – Make a Teen and Child Happy holiday clothing drive (seasonal)

o Toys for Tots – Barnstable residents only (seasonal)

o Other income management services - Assistance with applying for Supplemental

Nutrition Assistance Program (SNAP); information & referral on area food

pantries and congregate meal sites. Advocacy with utility companies for clients

with arrearages/shut-offs; information & referral to fuel assistance resources.

- Childcare Network - “working with parents, child care providers, and community

members to ensure that families have access to quality child care that meets their

needs.”

o Vouchers - assists families in enrolling in MA child care subsidy programs

o Information & Referral for parents about safe, certified child care

o Professional Development for child care professionals - provides coaching &

mentoring services for child care providers.

- Safe Harbor - “Secure family shelter for Emergency Assistance eligible women and

their children who are homeless due to domestic violence.”

o Safe, secure shelter for up to 20 women and their children who have become

homeless as a result of domestic violence

o Works on a housing plan with residents

o Follows them for 18 months after they leave



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o Services include: safe shelter, case management, housing search, advocacy,

community collaboration, and educational workshops (Domestic Violence,

Parenting, Financial Literary, & Employment Readiness); and an on-site Child

Care Center.

Staff Snap-shot:

24 full-time; 14 part-time

Men: 10; Women: 28

White: 23; African American: 11; Other 4

Three fluent in different languages

Safe Harbor: 23

Childcare Network: 7

Client Self Sufficiency: 7

Finance: 1

Contract Management: 2

Over the next 3-5 years, the agency will be reorganized. While Childcare Network and Safe

Harbor will continue to operate under essentially the same structure, the Client Self-Sufficiency

Department will now primarily focus on operating a Life Skills curriculum.

Secondly, a Central Resource Center will be created to serve as a central call/walk-in center.

Under that umbrella, a Regional Immigration Center will serve to help the immigrant population

navigate both the US Citizenship and Immigration Services (USCIS) system as well as integrate

and access services locally.

See new Organizational Chart (next page).

Locations:

Operations Center

Falmouth Office

Safe Harbor



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7. LINKAGES

Beyond state and federal mandates to establish partnerships with other agencies in the service

delivery area, it is imperative CACCI, in its new role as a central resource center, maintain and

establish new formal partnerships.

As noted in a recent DHCD-NIQCA Joint Site Assessment, many strategic relationships are

lacking formal agreements. Moving forward, information sharing will comprise a large portion

of such agreements so the case manager/coach can “follow” the customer’s progress externally

as well as inform other organizations also working with them of their service plan. By executing

a formal “privacy release” with the customer, privacy will be sufficiently addressed.

Furthermore, as agreements are developed, CACCI will attempt to facilitate an orientation to

BECS.

Existing Linkages:

Child Care Network: “working with parents, child care providers, and community members to

ensure that families have access to quality child care that meets their needs.”

Information & referral services for all families; assists families in enrolling in MA child care

subsidy programs; provides professional development for child care providers; & provides

coaching & mentoring services for child care providers.

Cape Cod Adoption Network

Cape Cod Boys and Girls Club

Cape Cod Child Development

Cape Cod Healthy Families

Coordinated Family and Community

Engagement Councils

Department of Early Education and Care

MA 211

Martha’s Vineyard Community Services

Operation Military Kids

Parent Education Network

Shaw Fund for Mariners Children

Town of Chatham Human Services

Client Self-Sufficiency Programs (CSS): “Assisting low-income households with income

maximization, case management and information & referrals to supportive services.”

Access to Health Insurance & Care: Public Health Insurance Outreach, Enrollment, and

Consumer Education; certified MA Health Connector Navigators

Outreach to uninsured or underinsured residents; eligibility screenings for Public Health &

Dental Insurance Programs such as: MassHealth and Connector Care; enrollment assistance; and

linkage to primary care providers. Staff is culturally sensitive and speaks English, Portuguese,

and Spanish. Consumer Education on “Navigating the Health Care System” includes:

information on eligibility requirements; public health insurance options; and maintaining health

insurance and care.



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A Baby Center

Blue Cross Blue Shield of MA Foundation

Brazilian Assembly of God

Cape Cod Community Health Center

Cape Cod Health Care

Cape Organization for Rights of the

Disabled (CORD)

Catholic Social Services

Duffy Health Center

Falmouth Service Center

Falmouth Human Services

Family Planning

First Brazilian Baptist

Harbor Health Community Health Center

Homeless Prevention Council

Hyannis Four Square Church

Lower Cape Outreach Council

MA Health Connector

Massachusetts Immigrant and Refugee

Alliance (MIRA)

LIFE Assoc.

Nantucket Cottage Hospital

SHINE

Town of Barnstable Youth Commission

Town of Barnstable Public Schools

Town of Sandwich Public Schools

University of MA Medical Center

Vineyard Health Care Access

Wampanoag Tribe

WIC

Income Maximization

Volunteer Income Tax Assistance (VITA): free tax preparation and filing services for low

income residents by certified volunteer tax counselors. Assistance with applying for

Supplemental Nutrition Assistance Program (SNAP); information & referral on area food

pantries and congregate meal sites. Advocacy with utility companies for clients with

arrearages/shut-offs; information & referral to fuel assistance resources.

Cape Cod Community College

Hunger Network

Internal Revenue Service

National Consumer Law Center Utility Net.

National Grid

Nstar

South Shore Community Action Council

Seasonal Programs

“Turkeys for Cape Codders” (Thanksgiving Turkey Baskets); MATCH (Match a teen or child

with a donor for winter clothing; and Toys for Tots (distribution site for Town of Barnstable)

Ben and Jerry’s of Hyannis

Cape Cod Baseball League

Cape Cod Hospitality Group

Cape & Islands District Attorney’s Office

International Fund for Animal Welfare

(IFAW)

St. Mary’s Church

Sturgis Charter Schools

Toys for Tots



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Safe Harbor Shelter: “Secure family shelter for Emergency Assistance eligible women and their

children who are homeless due to domestic violence.”

Capacity of up to 20 families. Services include: safe shelter, case management, housing search,

advocacy, community collaboration, and educational workshops (Domestic Violence, Parenting,

Financial Literary, & Employment Readiness); and an on-site Child Care Center.

Americorps Cape Cod

Boston Food Bank

Cape & Islands Regional Domestic Violence

Council

Child & Family Services

Coachlight Carpet

Dept. of Education Homeless Liaison

Dept. of Housing & Community

Development

Gosnold Counseling Services on Cape Cod

Horizons for Children

Housing Assistance Corporation (HAC)

Independence House

Kiwanis Clubs of Cape Cod

MA Society for the Prevention of Cruelty to

Children (MSPCC)

Agency Affiliations

Barnstable County Health & Human

Services Advisory Council

Cape and Islands Early Learning Services

Network

Cape & Islands Regional Network to

Address Homelessness

Cape Cod Association for the Education of

Young Children

Cape Cod Chamber of Commerce

Cape Cod Foundation

Cape Cod Young Professionals

Career Opportunities

Community Health Network (CHNA)

Community Network of Cape Cod

Dept. of Child & Family Services Advisory

Board

Dept. of Transitional Assistance Advisory

Board

Housing Assistance Corporation

Family Self-Sufficiency Advisory Board

HUD Cape & Islands Continuum of Care

MA Child Care Resource & Referral

Network

MassCAP

NIQCA

Southeast Education Professionals

Partnership

WE CAN

Workforce Investment Board



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8. THREE YEAR GOALS

Strategic Goal:

“We assist individuals and families with their immediate emergent need;

however, our primary purpose is to assist our customers in attaining or retaining

self-sufficiency.”

Self-sufficiency:

“The ability to meet basic family needs without public assistance, and to have

sufficient discretionary income for savings and emergency expenses.”

This definition acknowledges the need for individuals and families to have a support system, but

also recognizes that the goal is for reducing government assistance and meeting standard needs.

It does not imply that self-sufficiency is an on-again/off-again state, but rather is a process,

meaning that an individual or family may move toward self-sufficiency over time.

8.1 AGENCY-WIDE GOALS

Staff Support Goals

Goal: High-Performing Team

Strategy: A team that works toward the same goals, communicates, and is adequately trained.

Projected Activities:

Increase staff training

o Provide customer service and cultural competence trainings

o Increase awareness of internal services and other non-profit services

o Explore external resource training

Review salary and benefit package, and performance reviews

o Review job descriptions

o Implement equal “benefits” with JTEC

Conduct quarterly staff meetings

Marketing/Communications Goals

Goal: Organization is branded and known in the community.

Strategy: Develop and deliver key messages on a consistent and timely basis to maintain

effective visibility in the community.

Projected Activities: Rebrand CACCI reputation by

Changing name of organization



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Develop marketing plan

Executive Director promotes in service area

Resource Development Goals

Goal: Reduce reliance on government funding for operations and programs.

Strategy: Diversify sources of funds to build and increase philanthropic and community support.


Write a development plan

Write a case for support

Ensure 100% Board participation

Hire a Director of Development

Utilize Development Committee

Governance Goals

Goal: Maintain effective board leadership

Strategy: The Board focuses on strategic issues impacting CRC.

Review composition of the Board to meet current needs

Educate and inform about programs and services and industry trends

Develop a philanthropic culture

Increase involvement and Board visibility

In addition to goals developed from the Internal Needs Assessment, CACCI also

participated in a Joint NIQCA/DHCD Site Assessment and agreed to establish certain

documentation, evaluation tools, policies, and plans.

Finance & Operations Goals

Goal: Ensure effective and efficient systems to support mission.

Strategy: Programmatic and financial compliance with all funding sources.

Develop a standard operating procedure (SOP) Manual

Develop Finance Manual

o Review and Modify SOP and Finance Manuals Annually as Needed

Develop long term Facilities plan to better utilize the North St. Office

Effective utilization of satellite sites thru out stationed services, staff education

Improve transportation from Safe Harbor to CACCI and other services

In addition to goals developed from the Internal Needs Assessment, CACCI also

participated in a Joint NIQCA/DHCD Site Assessment and agreed to develop certain

manuals and best practices.



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Volunteers Goals

Goal: Non-profit and customer needs are met by a variety of sources.

Strategy: Develop a Volunteer Program.

Find a volunteer coordinator

Work with Cape Cod Volunteers to populate volunteer positions

Linkage Development Goals

Goal: Customers needs are met by a variety of sources

Strategy: Use BECS referral system & develop MOUs

In addition to the goals developed from the Internal Needs Assessment, CACCI also

participated in a Joint NIQCA/DHCD Site Assessment and agreed to explore BECS

referral system and develop further formal agreements.

Goal: Providers have better communication with Senior Management

Strategy: Senior management visit providers annually.

Advocacy Goals

Goal: Non-profit helps people help themselves

Strategy: Ensuring they have the best education, understanding, and utility to achieve their goals



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8.2 GOALS IN PROGRAM DEVELOPMENT

Identified Priority Issues CACCI will pursue 2015-2017:

Life Skills



Cost of Childcare



Goal: Customers become self-sufficient.

Strategy: Develop and implement an approach to move customers from in-crisis to self-

sufficiency and less reliance on public assistance.

Issue: Lack of Life Skills

Strategy Delivery System: Develop Life Skills Curriculum & Coaches, Develop Mentoring

Program


Provide education on core competency skills (self- assessment, ethic and expectations of the

work force, personal, at-home)

Develop a Mentorship Program

Work with JTEC to provide an Internship Program

EXAMPLES LIFE SKILLS CURRICULUM:

Ethic and Expectations of the Workplace

• Core Communication Skills

• Understanding Workplace Culture

At-Home Skills

• Financial literacy/budgeting

• Healthy nutrition & cooking

• Parenting

Personal Skills

• Time Management

• Stress Management



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Issue: Difficulty navigating system

Strategy Delivery System: Develop Central Resource Center


Provide highly-trained call/walk-in center resources for referral and case management

Develop MOUs with other human services agencies

Issue: Lack of assistance navigating immigration system

Strategy Delivery System: Develop Regional Immigration Center


Become a USCIS-Certified Center

Provide assistance to the regional immigrant population to navigate the United States

immigration systems

Provide assistance to the regional immigrant

population to navigate the United States immigration

systems

REGIONAL INFORMATION & REFERRAL CENTER

What would it look like? Who would it serve?

• When anyone on the Cape & Islands needs help, CACCI would be the first place anyone on the

street would recommend they go

• Open to any income level (providing some services on a sliding scale)

• Call center staffed by highly trained & knowledgeable staff • Call doesn’t end with, “call x agency for housing”; staff member calls x agency, arranges hand-off, checks

in with customer down the road

• Comprehensive intake and assessment • If person has a utility need, staff will find out if it’s indicative of a larger need and what, if any, other needs

the family has

• Create a plan • Staff work with the customer to discover where they would like to end up and help them come up with a

plan to get there

• Includes transportation plan

• Offer mentor match • If customer would benefit from having a non-paid person in their corner, staff sets them up with mentor.

• Follow the customer to ensure outcomes are achieved



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Issue: Cost of childcare and the confusion navigating choices

Strategy Delivery System: Child Care Network (CCN)


CCN will continue to serve as the Resource & Referral Agency for the region

CCN will increase trainings to child care providers

CCN will implement a Family Development Training Course

Issue: Shelter services for domestic violence survivors and children need to emphasize self-

sufficiency

Strategy Delivery System: Safe Harbor Shelter


Provide life skills curriculum and mentoring

Provide case management

Upgrade facilities

Issue: Health Care access and affordability

Strategy Delivery System: Healthcare Navigator/HOPE Project


Continue to operate community health insurance enrollment and consumer education



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9 EVALUATION OF THE NATIONAL GOALS AND INDICATORS AND AGENCY

OUTCOMES

CSBG National Indicators

In order to measure progress, and accurately ensure federal taxpayer Community Service Block

Grant dollars are being used to achieve tangible outcomes in peoples’ lives, the federal Office of

Community Services requires CAAs to match annual workplans to the following National

Indicators. Goals and strategies for CACCI’s three year Community Action Plan therefore match

these outcomes.

Data Tracking

CACCI currently uses Octopia software to track client data. However, its usage is currently

limited. By expanding training, it can be maximized to provide the Board of Directors with more

detailed analysis and better picture of customer outcomes.

List of FY15 National Indicators to be used

GOAL 1: LOW-INCOME PEOPLE BECOME MORE SELF-SUFFICIENT

National Performance Indicator 1.1 – Employment

The number and percentage of low-income participants in community action employment

initiatives who get a job or become self-employed as measured by one or more of the following:

A. Unemployed and obtained a job.

B. Employed and maintained a job for at least 90 days.

C. Employed and obtained an increase in employment income and/or benefits.

D. Achieved “living wage” employment and/or benefits.

Existing Programs: Safe Harbor: 1.1 A, B; Stabilization: 1.1 A, B, C;

New Programs: Life Skills: 1.1 A, B, C, D

National Performance Indicator 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 as measured by one or more

of the following:

A. Obtained pre-employment skills/competencies required for employment.

B. Completed ABE/GED and received certificate or diploma.

C. Completed post-secondary education program and obtained certificate or diploma.

D. Enrolled children in before or after school programs.

E. Obtained care for child or other dependent.

F. Obtained access to reliable transportation and/or driver’s license.

G. Obtained health care services for themselves or family member.

H. Obtained safe and stable housing.



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I. Obtained food assistance.

J. Obtained non-emergency LIHEAP energy assistance.

K. Obtained non-emergency Weatherization energy assistance.

L. Obtained other non-emergency energy assistance (State/local/private energy programs.

Existing Programs: Safe Harbor: 1.2 A, B, E, H, I; Stabilization: 1.2 H, G, J, L;; Child Care

Network (Provider Education, Child Care): 1.2 A, E; CSS (SNAP) 1.2 I;

New Programs: Life Skills: 1.2 A, D, E, F; Central Resource Center: G, H, I, J, K, L

National Performance Indicator 1.3 – Economic Asset Enhancement and Utilization

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, as measured by

one or more of the following:

A. Enhancement –

1. Number and percent of participants in tax preparation programs who identify any type of

Federal or State tax credit and the aggregated dollar amount of credits.

2. Number and percentage obtained court-ordered child support payments and the expected

annual aggregated dollar amount of payments.

3. Number and percentage enrolled in telephone lifeline and/or energy discounts with the

assistance of the agency and the expected aggregated dollar amount of savings.

B. Utilization –

1. Number and percent demonstrating ability to complete and maintain a budget for over 90

days.

2. Number and percent opening an Individual Development Account (IDA) or other savings

account.

3. Of participants in a Community Action assets development program (IDA and others):

a. Number and percent of participants capitalizing a small business with accumulated

savings.

b. Number and percent pursuing post-secondary education with accumulated savings.

c. Number and percent purchasing a home with accumulated savings.

d. Number and percent of participants purchasing other assets with accumulated

savings.

Existing Programs: Safe Harbor Case Management & Financial Literacy: 1.3 A1, B1, B2;

CSS/VITA: 1.3 A1;

New Programs: Life Skills: 1.3 B1, B2

GOAL 2: THE CONDITIONS IN WHICH LOW-INCOME PEOPLE LIVE ARE

IMPROVED

National Performance Indicator 2.1 Community Improvement and Revitalization

Increase in, or safeguarding of, threatened 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, as measured by one or more of the following:



Page 55

A. Jobs created, or saved, from reduction or elimination in the community.

B. Accessible living wage jobs created, or saved from reduction or elimination in the

community.

C. Safe and affordable housing units in the community

D. Safe and affordable housing units preserved or improved through construction,

weatherization or rehabilitation achieved by community action activity or advocacy.

E. Accessible and affordable health care services/facilities for low-income people created or

saved from reduction or elimination.

F. Accessible safe and affordable childcare or child development placement opportunities

for low-income families created or saved from reduction or elimination.

G. Accessible before school and after school program placement opportunities for low income

families created or saved from reduction or elimination.

H. Accessible new or expanded transportation resources, or those that are saved from

reduction or elimination, that are available to low-income people, including public or

private transportation.

I. Accessible or increased educational and training placement opportunities, or those that

are saved from reduction or elimination, that are available for low-income people in the

community, including vocational, literacy, and life skill training, ABE/GED, and postsecondary

education.

Existing Programs: CSS (Navigators- Outreach, Enrollment, Consumer Education): 2.1 E;

New Programs: Life Skills: 2.1 I

National Performance Indicator 2.2 -- Community Quality of Life and Assets

The quality of life and assets in low-income neighborhoods are improved by community action

initiative or advocacy, as measured by one or more of the following:

A. Increases in community assets as a result of a change in law, regulation or policy, which

results in improvements in quality of life and assets.

B. Increase in the availability or preservation of community facilities.

C. Increase in the availability or preservation of community services to improve public

health and safety.

D. Increase in the availability or preservation of commercial services within low income

neighborhoods.

E. Increase or preservation of neighborhood quality of life resources.

Programs: None

National Performance Indicator 2.3 -- Community Engagement

The number of community members working with Community Action to improve conditions in

the community.

A. Number of community members mobilized by Community Action that participate in

community revitalization and anti-poverty initiatives.

B. Number of volunteer hours donated to the agency.



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Existing Program: CACCI: 2.3 B

New Program: Life Skills: 2.3 A

GOAL 3: LOW-INCOME PEOPLE OWN A STAKE IN THEIR COMMUNITY

National Performance Indicator 3.1 – Community Enhancement through Maximum

Feasible Participation

The number of volunteer hours donated to community action.

A. Total number of volunteer hours donated by low-income individuals to Community Action.

Existing Program: CACCI: 3.1 A

National Performance Indicator 3.2 – 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

as measured by one or more of the following:

A. Number of low-income people participating in formal community organizations,

government, boards or councils that provide input to decision-making and policy setting

through community action efforts.

B. Number of low-income people acquiring businesses in their community as a result of

community action assistance.

C. Number of low-income people purchasing their own homes in their community as a

result of community action assistance.

D. Number of low-income people engaged in non-governance community activities or

groups created or supported by community action.

Programs: none

GOAL 4: PARTNERSHIPS AMONG SUPPORTERS AND PROVIDERS OF SERVICE

TO LOW-INCOME PEOPLE ARE ACHIEVED

National Performance Indicator 4.1 – 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.

A. Non-profit organizations

B. Faith Based

C. Local Government

D. State Government

E. Federal Government

F. For-Profit Business or Cooperation

G. Consortiums/Collaboration

H. Housing Consortiums/Collaboration

I. School Districts



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J. Institutions of Post Secondary Education/Training

K. Financial/Banking Institutions

L. Health Service Institutions

M. State wide associations or collaborations

Existing Programs: CACCI (Partners & BECS): 4.1 A-M; CSS/Navigators: 4.1 A-M

GOAL 5: AGENCIES INCREASE THEIR CAPACITY TO ACHIEVE RESULTS

National Performance Indicator 5.1 – Broadening the Resource Base

The number of human capital resources available to Community Action that increase agency

capacity to achieve family and community outcomes, as measured by one or more of the

following:

A. Number of Certified-Community Action Professionals1 - Revised

B. Number of Nationally Certified ROMA Trainers - Revised

C. Number of Family Development Certified Staff - Revised

D. Number of Child Development Certified Staff - Revised

E. Number of staff attending trainings

F. Number of board members attending trainings

G. Hours of staff in trainings

G. Hours of board members in trainings

Existing Program: CACCI: 5. E, F, G;

New: Life Skills: 5.1 C, E

GOAL 6: LOW-INCOME PEOPLE, ESPECIALLY VULNERABLE POPULATIONS,

ACHIEVE THEIR POTENTIAL

National Performance Indicator 6.1 – Independent Living

The number of vulnerable individuals receiving services from community action that maintain an

independent living situation as a result of those services:

A. Senior Citizens

B. Individuals with Disabilities (Ages: 0-17; 18-54 and 55 and over)

Programs: None

National Performance Indicator 6.2 – Emergency Assistance

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,

including such services as:

A. Food

B. Emergency vendor or utility payments funded by LIHEAP or other public and private

funding sources.

C. Emergency Rent or Mortgage Assistance

D. Emergency Car or Home Repair

E. Emergency Temporary Shelter

F. Emergency Medical Care



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G. Emergency Protection from Violence

H. Emergency Legal Assistance

I. Emergency Transportation

J. Emergency Disaster Relief

K. Emergency Clothing

Existing Programs: Safe Harbor: 6.2 A; CSS: 6.2 B, C, E

New Programs: Central Resource Center: 6.2 A-K

National Performance Indicator 6.3 – 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 program goals, as measured by one or

more of the following:

A. Infant and Children –

1. Infants and children obtain age appropriate immunizations, medical and dental care.

2. Infant and child health and physical development are improved as a result of adequate

nutrition.

3. Children participate in pre-school activities to develop school readiness skills.

4. Children who participate in pre-school activities are developmentally ready to enter

Kindergarten or 1st Grade.

B. Youth –

1. Youth improve physical health and development.

2. Youth improve social/emotional development.

3. Youth avoid risk-taking behavior for a defined period of time.

4. Youth have reduced involvement with criminal justice system.

5. Youth increase academic, athletic or social skills for school success by participating in before

or after school programs.

C. Parents and Other Adults –

1. Parents and other adults learn and exhibit improved parenting skills.

2 Parents and other adults learn and exhibit improved family functioning skills.

Existing Programs: Child Care Network (Child Care): 6.3 A3; Safe Harbor: 6.3 C 1-2

New Programs: Life Skills: 6.3 C1, C2

National Performance Indicator 6.4 – Family Supports (For Seniors, Disabled and

Caregivers)

Low-income people who are unable to work, especially seniors, adults with disabilities, and

caregivers, for whom barriers to family stability are reduced or eliminated, as measured by one

or more of the following:

A. Enrolled children in before or after school programs

B. Obtained care for child or other dependent

C. Obtained access to reliable transportation and/or driver's license

D. Obtained health care services for themselves or family member

E. Obtained safe and affordable housing

F. Obtained food assistance



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G. Obtained non-emergency LIHEAP energy assistance

H. Obtained non-emergency WX energy assistance

I. Obtained other non-emergency energy assistance

(State/local/private energy programs. Do Not Include LIHEAP or Weatherization)

Programs: None

National Performance Indicator 6.5 – Service Counts

The number of services provided to low-income individuals and/or families, as measured by one

or more of the following:

A. Food Boxes

B. Pounds of Food

C. Units of Clothing

D. Rides Provided

E. Information and Referral Calls

New Program: Central Resource Center: 6.5 E

NEXT GENERATION ROMA

The Board was presented with a snap-shot of new OUTCOME-BASED standards by which CAA’s will be

measured beginning in FY16. While not yet in place – which is why this CAP is based on FY15 measurers –

it was helpful for the Board to know what measurements are coming.

Many are tailored to ensure there are “assets that allow residents to attain the skills needed to be successful

in all aspects of daily life”.

• “People with low incomes increase family income as they move out of poverty. “

• “Of the families who are receiving services to become more self-sufficient, the number of families

who move up on the FPG scale (federal poverty guideline scale).”

• “People with low incomes decrease reliance on cash assistance or public benefits.”

• “The number of individuals who were unemployed and obtained a job or become self employed.”

• “The number of individuals who were employed and maintained a job for at least 90 days.”

• “Number of individuals demonstrating ability to complete and maintain a budget for 90 days.”

• “The number of individuals who obtained skills/competencies required for employment.”

• “The number of parents and other adults who learn and exhibit improved parenting skills.”

• “The number of parents and other adults who obtained skills/competencies required for family

functioning (i.e. nutrition, housing, cleanliness, etc.).”

• “The number of families who have entered a self-sufficiency program.”

• “Number of individuals with low incomes who report an increase in social network connections as

a result of participation in community activities.”



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10 FUNDING STRATEGY

10.1 CURRENT FUNDING

CACCI’s current funding snapshot illustrates the need to diversify away from public federal

funding sources:

While Community Service Block Grant (CSBG) dollars represent only 5.34% of CACCI’s

overall budget, the agency leverages over $6.9 million.

17.08%

1.43%

0.66%

79.51%

0.28%

0.94%

0.11%

FY14 CACCI Income by Source

Federal Through State

Private

State Through Non

Profit

State

Federal Direct

Federal and State

Town



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10.2 FUNDRAISING

As with many other CAAs and human services organizations. CACCI traditionally relied on

public dollars and had minimal private fundraising or private foundation funding. When fiscal

times took a turn for the worse, there were no reserves or private resources to tap. The Board of

Directors is committed to ensuring CACCI diversify its revenue.

In hiring the Executive Director in 2013 with a largely outward facing role, the Board built in an

expectation of Development. Already, the organization has had its first fundraiser and is

partnering with other organizations for a summer campaign.

The Executive Director will write a Development Plan to diversify revenue.

The plan will include:

Case for support

Strategy for foundations

Strategy for Individuals:

o Events

o End of year giving

o Planned giving

Development Committee

o 100% Board Participation



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11 VISION STATEMENT:


As a result of the work and the decision to focus on the key need of moving individuals and

families from in-crisis to self-sufficiency, the non-profit’s Leadership Team developed five goals

that will move the non-profit toward that result.

Action plans will be developed for each department that includes the goals, strategies, and

Objectives of the Key Result Areas. An annual five-year action plan with annual operational

plans will be developed.

Organizational Goals FY 2015 – FY 2019:

A non-profit committed to assisting people to become self-sufficient.

Individuals and families are provided with opportunities to achieve self-sufficiency.

Remain a sustainable funded non-profit.

Develop new areas of expertise and service deployment to reach those in need across the

service delivery areas.

Rebuild the non-profit’s reputation in the community.

Operating Principles FY 2015 – FY 2019:

Strategy supports the mission.

Remain the only provider of childcare vouchers in the region.

Remain a DHCD funded domestic violence shelter.

Remain an advocate for our customers and providers rather than a political advocacy non-

profit.

Provide programs and services that move our customers to self- sufficiency.

Strengthen nonprofit community engagement and collaboration.

Provide high-quality customer service.

Ensure that recruitment of new board members reflects the mission and the needs of the non-

profit.

Enhance our facilities to make them more attractive to our customers and more comfortable

for our staff.

Work closely with volunteers to assist the non-profit with life-skills training and the

mentorship program.

The non-profit adopts a philanthropic culture.

The non-profit operates within a brand management and marketing plan.

FINAL - 2014 CAP

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