Strategic Plan

In the spring of 2009, the Albany Community Action Partnership Board of Directors (ACAP) agreed to conduct a strategic planning process with the goal of setting the future course of the organization.

ACAP has transitioned from an agency surviving to an agency thriving over the past 5 years.  The Board saw this as an opportunity to update its strategic plan (last reviewed in January 2007) and establish new goals for the agency to pursue.  The simultaneous passage of the American Recovery and Reinvestment Act provided ACAP a unique opportunity to strategically address the investment of new, short term resources while also addressing how to position itself as a thriving Albany county nonprofit.

The planning process included a board/key staff retreat, board survey, staff survey, community focus groups, and has produced a modified Mission Statement, Guiding Principles and Vision as well as a work plan to operationalize the organization’s plan.

Vision

ACAP will:

-Be a dynamic and flexible organization; responsive and adaptable to change.

-Create an organizational culture that promotes respect and consistency, embraces the use of technology, and values staff contributions towards achieving a common organizational goal.

-Utilize its presence and investment in infrastructure to help create stability in the community

-Expand the availability and accessibility of services in the ACAP service area.

-Maximize the use of volunteer efforts to empower individuals to support the work of ACAP and make a difference in their community.

1. ACAP’s facilities will work to help stabilize local communities.

-Comprehensive, detailed facilities plan is approved

-Facilities are convenient to all customers including Colonie, Watervliet, Hill Towns, Ravena, Medusa, and Cohoes

-Facilities are inviting

-The look of all ACAP facilities is unified

-All facilities meet safety requirements

-Head Start Facilities are updated

-35 Clinton Ave. Facility is utilized

-LEED certification is sought for all new construction

2. Human resources policies and practices will be developed to attract, develop, and retain an efficiently organized, well-qualified, motivated, diverse, and competitively compensated staff.   ACAP will be known as a “good place to work”.

-All employees receive the training and ongoing development they need to be successful in their positions

-Clear career growth pathways exist in the organization

-Staff and board have a shared vision

-Revised performance Management System is implemented

-Performance recognition program is implemented

-Staff who can multi-task and learn new skills/jobs are the focus of new hires

3. Sufficient revenue to support ACAP’s mission, vital services, and multiple service facilities will be developed.

-Develop active Board Fund Development Committee

-Develop comprehensive fund development plan

-Enhance agency-wide fund development activities

-Create agency-wide comprehensive database

-Diversify funds

-Enhance corporate sponsors

4. Staff will achieve a level of comfortability in using technology as part of their job.

-Maintain an active IT Committee

-Ensure basic IT competency among staff

-Install Wi-Fi in all buildings

-Technology connects staff across programs and sites

-Technology is fully integrated into programs and is seen by staff as another valuable tool in their daily work

5. The nature and value of ACAP services will be clearly communicated to potential clients, potential partners and funders, and the general public.

-A fully developed communication plan

-The community understands the effectiveness of ACAP

-The ACAP name is readily recognized in the community

-Fully functioning and up-to-date website

-Staff capacity meets the need

6. ACAP will be seen as the convener of vital community partnerships and initiatives and invited to participate in partnerships where it is not the lead.

-ACAP is seen as the convener of new partnerships

-Strengthened partnerships with private sector

-Partnerships with public sector and municipalities will be increased

-Local (Albany) service area is seen as the local resource by state agencies in state level planning

7. ACAP will take a proactive approach to providing integrated and high quality services that are responsive to the changing needs of individuals and families, consistent with ACAP’s mission, and based on sound business planning and ongoing evaluation.

-Programs and services are fully integrated so that moving between programs is invisible to customers

-ACAP will be a “one stop” center for customer needs

-New Programs reflect the change in population trends

-Stimulus funds will be leveraged for new opportunities and future fee for service activities

-Volunteers will be utilized

8. ACAP’s fiscal activities will be effectively monitored and managed through sound financial management practices.

-An Agency Financial Contingency Plan will be developed

-Whistleblower policies will be in place

9. The Board of Directors, in partnership with the Executive Director, will be fully and efficiently engaged and accountable in advancing ACAP’s mission, vision, and programs.

-ACAP will comply with all bylaws provisions regarding board governance and attendance

-A Board succession plan will be in place

-A working and active committee structure

-Board performance is reviewed

-Board membership reflects the breadth of core competencies needed

10. The duties and responsibilities of executive management (Executive Director/Senior Management Team) will be organized in an efficient and effective manner to meet the current and foreseeable management needs and challenges of ACAP.

-A dynamic and flexible structure will be in place.