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
“A community where people are self-sufficient.”
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

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

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

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

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)

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

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

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
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

Page 41
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

Page 42
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

Page 43

Page 44
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.

Page 45
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

Page 46
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

Page 47
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

Page 48
 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.

Page 49
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

Page 50
8.2 GOALS IN PROGRAM DEVELOPMENT
Identified Priority Issues CACCI will pursue 2015-2017:
 Life Skills
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

Page 51
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

Page 52
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.

Page 54
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.

Page 56
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

Page 57
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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