Helping People, Changing Lives.

We are very pleased to present the final version of the Community Action Partnership of San Luis Obispo County’s Strategic Plan for 2012–2015. The full plan is available here.      

Our 2012–2015 Strategic Plan builds upon the investments we have made in building a solid foundation which supports the effective delivery of our mission through high quality services and programs to our communities. This Plan will ensure that Community Action Partnership is well prepared to anticipate and deal with future challenges, more demanding expectations of clients and stakeholders, and to continue to perform at a high level of excellence.

Our exciting and bold strategic plan is a roadmap for our organization to deliver, into the future, on our mission and vision of “Helping People and Changing Lives.” It is through our strategic plan that we aim to lead in quality and service excellence; enable our people; maintain financial health; build sustainable infrastructure; and enhance our systems.

While it is ambitious in scope, our new Strategic Plan will ensure that we make the most effective use of the resources available to the Agency. It takes into account key emerging issues and prepares our organization to respond to them. This plan is the result of a year-long collaborative effort between Community Action Partnership and our various stakeholders made up of Board of Directors, staff, participants, and the community. Throughout its development, the Community Action Partnership received more than 400 comments.

Thanks to that honest and thoughtful input, the final plan is a much stronger document that provides a blueprint for using the Community Action Partnership’s resources wisely to deliver on our mission of “….empowering individuals and families to achieve economic self-sufficiency and self-determination through a comprehensive array of community-based programs.”

Going forward, we will focus on achieving five key strategic priorities:

• Organizational Development Establish an Organizational Development process that improves agency-wide communication, planning, and decision making, and that brings about greater efficiencies, accountability and organizational excellence.
• Fund Development, Branding, and Outreach Enhance agency efforts to increase public awareness, maintain positive public relations, and increase unrestricted funding.
• Integrated Management Systems, Reporting, and Decision-Making Enhance agency efforts to provide seamless financial and technical administrative systems and processes that support and facilitate agency-wide management, reporting, and decision making.
• Workforce Planning and Development Enhance agency efforts to recruit, develop, and retain a high performing, diverse, and committed workforce that provides quality services and programs.
• Collaborative Partnerships, Capacity Building, and Sustainability Enhance agency efforts to manage, sustain, and expand existing programs and, in partnership with community stakeholders, develop new programs that meet the needs of low-income people, increase capacity, and achieve the agency’s mission.

Each of these priorities is supported by detailed action plans that set out specific performance outcomes and timeframes. The Agency will continue to report on its progress in delivering on these priorities and on our performance against key performance indicators through Annual Reports. By charting a clear course for the next four years, we will ensure that our collective efforts, as well as our financial and human resources, are effectively and fully focused on realizing the goals we have set out to achieve in our Strategic Plan.

Now that the plan is complete, the real work begins. It defines our overall mission and core values, and reinforces our commitment to excellence.

THE SUCCESS OF COMMUNITY ACTION BEGINS WITH YOU...

~ Elizabeth “Biz” Steinberg

Chief Executive Officer