strong, secure families – sustainable communities

Strong, Secure Families -- Sustainable Communities The West CAP Strategic Plan for 2007 and beyond

Strong, Secure Families – Sustainable Communities

The West CAP Strategic Plan

for 2007 and beyond

Approved by the West CAP Board of Directors January 8, 2007


Table of Contents I. The West CAP Philosophy:

Foundations of the Strategic Plan Page 1 II. Introduction 3

Strategic Activities: 5 Food Security 5

Economic Security 6 Housing Security 8

Housing Preservation 9 Affordable Housing Development 11

Single Family Housing 13 Transportation 15 Health Security 16

Family and Community Resiliency 17 Community Information and Education 17

Organizational Development 18

III.

Evaluation and Accountability 19 IV. Funding Plan 20 V. Matrix Summary of the Strategic Plan 23

VI. Background: the Development Process 25 VII. Research Bibliography 27


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I. The West CAP Philosophy: Foundations of the Strategic Plan West CAP holds a fundamental belief – that poverty is an unnecessary condition in a wealthy nation such as the United States; poverty is a condition experienced by too many American and Wisconsin citizens, especially women and children. The causes of poverty are various and complex. Often, it is systemic in cause – the result of job loss, health crisis, or the effects of public policies. In some cases, it results from choices made by individuals or families. Personal deficits of various kinds can be contributors to a poverty situation and barriers to its remedy. Sometimes, it is multi-generational, passing through family heritage. There is a psychological aspect to poverty: depression and poor self-esteem are frequent consequences of persistent poverty. Only rarely do people choose poverty as a preferred way of live. Many people are sufficiently resilient to work their way out of poverty, given sufficient opportunity. Others have lost resiliency and need to have their strengths and capacities built up again. They can be helped in this effort through partnership with organizations such as West CAP, and through participation in programs that relieve the hardships of poverty, support personal and family development, and promote economic opportunity. In accord with this philosophy, West CAP makes no judgments as to the blame-worthiness or credibility of those who are poor. In practice, we work with those who cooperate with our services, directing appropriate and available resources to those who apply themselves to the task of growing toward self-sufficiency. We believe that people and communities are interdependent. The lives of low-income citizens are inseparable from the lives of entire communities. Healthy communities and healthy economies serve to reduce poverty and create opportunities for sustainable livelihoods. We believe that a Community Action Agency such as West CAP has an obligation to engage in broad-based efforts to strengthen the economies of our area. At this particular time, we are seriously concerned about the future well-being of our communities and their citizens. This concern arises from research in the areas of energy supply and pricing, health care cost and availability, policies affecting the distribution of wealth, and ongoing economic trends – particularly with regard to wages/benefits, housing costs, and issues of environmental quality. One of our chief concerns in strategic planning is preparedness for the crises that, we believe, will confront America’s families in the immediate future – and are now confronting families with low incomes. In the long term, we are seriously concerned about the issue of “sustainability”. We believe that human enterprise in the present should not diminish the ability of future generations to meet their needs, and to live in harmony with the larger environment. Communities – and organizations such as West CAP – need to work strategically to reduce the impact of pending crises and to develop the means and resources for sustainability. Thus we see that West CAP has a Community Development mission. At the same time, West CAP needs to assure its own sustainable continuity in order to provide long-term service to our constituencies. Thus we see that sustainability-focused Social Enterprise is a key strategy.


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Because West CAP’s mission and activities are affected – supported or constrained – by public policy and governmental regulations, we believe that we must, responsibly, advocate for improvements within these arenas, and do so within the boundaries of our rights and responsibilities. We believe that -- as board members and employees dedicated to this philosophy and to the mission of relieving hardship and eliminating poverty -- we must apply ourselves to the task of growing as a sustainable organization, as employees, and as governing members. Our work life should illustrate our beliefs as an agency. Consequently, we seek to conduct our work in a supportive environment and within a mutually supportive culture. Within our organization we value and seek to create a governing board of directors and a qualified workforce reflecting the demographic and cultural diversity existing in our larger community. We believe that our employees should be competitively reimbursed for their efforts and provided with a workplace and the tools that enable effective effort. The needs of board members, employees and volunteers should be considered in the decision-making processes of the organization. Within our proceedings, we should relate to one another as we relate to our clients: with respect, honesty, and civility. Learning and growth are key ingredients of the culture we seek to build. As an organization – as a corporate person – our citizenship should demonstrate what we expect of our community: compassionate institutional behavior, behavior that works for the common good of the community. Finally, and very importantly, West CAP is accountable to its local governance, to its communities, to its funders – both private and governmental – and to its mission.

The mission of West CAP is to take action against poverty by

developing the social and economic assets of low-income families and their communities and by working to create a more just and sustainable society

Strong, Secure Families – Sustainable Communities


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II. Introduction The Strategic Plan is a flexible ‘guidebook’ to West CAP’s future – something like an itinerary that allows for revised timetables, unexpected opportunities, and unknown barriers. Detours are expected – not disallowed – but they are consistent with the overall direction. The plan includes goals, as well as tactics and methodologies for their achievement. But the goals are “mutable”, allowing for flexible timetables and “detours”. The time-frame for this plan is of a “long haul” nature. West CAP believes that it must work in support of the guiding principle – sustainability – well into the future, but that it must also set goals achievable within a relatively proximate period (e.g., 3 years). Even within that period, adaptations to the changing political and economic environment will be needed. But adherence to the guiding principle will persist well into the future. This strategic guidebook is based in reality, as known through West CAP’s periodic and ongoing assessments of clients’ need and strengths, through our direct experience with participant households, and through our research undertaken in the development of this plan. It is also informed by our concentrated thinking about the future of the organization, expressed and formulated in staff/board workshops, retreats and meetings. The set of beliefs presented in The West CAP Philosophy leads us to a Strategic Plan with five “umbrella” strategies:

1. Maintaining, improving, and expanding current operations 2. Preparedness for the growing social and economic crises facing America’s

families – crises resulting from systemic access and affordability problems in the areas of energy, housing, food, and health care

3. Building sustainability for clients, communities, and the organization 4. Education and advocacy for supportive policies and regulations 5. Measurement of progress in achieving the goals of the Strategic Plan

West CAP’s Strategic Plan addresses these major strategies within a set of fundamental “Strategic Categories” responding to fundamental needs. The Strategic Categories are:

Food Security

Economic Security

Housing Security

Housing Preservation

Affordable Housing Development

Single Family Housing: development and acquisition

Transportation

Health Security

Family and Community Resiliency

Organizational Development

Community Information and Education

Evaluation and Accountability


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These Strategic Categories provide the framework for the following narrative presentation of the plan. Within each of the categories, the plan lists programs or projects that have been adopted for continuation or for development – including ideas or innovations for which business plans and feasibility assessments are needed. Additionally, West CAP’s policy and advocacy goals are listed, where appropriate.

It should be noted also that in West CAP’s operational structure, programs and activities are designated as “Social Asset Development”, “Economic Asset Development” and/or “Social Enterprise”. The following chart identifies current programs and activities in this regard. Social Asset Activities Economic Asset Activities Social Enterprise Food Access and Resources

JumpStart Ideal Auto

Families in Transition: -Rent Assistance -Section 8 -Supportive Housing

Families in Transition -Home Buyer Assistance

HomeWorks -Housing Development -General Contracting

Skills Enhancement Business Development Ideal Realty Ideal Realty HomeWorks

-Housing Preservation


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III. Strategic Categories and Activities In the years ahead, West CAP will address itself to maintaining a high level of operations and accountability within each of its ongoing programs. These programs have been developed for their effectiveness in addressing the real problems and opportunities of low-income families. We will take every opportunity to improve upon these programs by initiating new tactical efforts, methods, or technologies. We will also undertake the planning and development of completely new initiatives within these programs – initiatives that serve the mission and the strategic plan.

Food Security In 1980, West CAP managed the first region-wide distribution of surplus commodities. In 1995, we contracted to become the region-wide manager of TEFAP foods to area pantries, group meal programs, and so-called “soup kitchens”. Since then, the Food Access and Resources program has developed a system of food resource development and operational support for pantries. West CAP has also managed a local pantry in Glenwood City since 1980. West CAP is engaged in Food Security programming because food is primary among the basic needs of citizens. All too often, low-income households must choose between “food and fuel” (the “heat or eat” dilemma), or between food and other basic necessities such as rent or gasoline. Support for food pantries does not altogether solve this problem, but it does enable low-income households to receive food supplements at least once a month, depending on the policies of local pantries. As the following list of strategic activities shows, West CAP is working to develop other means of helping with this high-priority basic need.

• West CAP’ Food Access & Resource Program will continue providing access to food resources at 17 food pantries, 2 group meal programs and one “soup kitchen” through operation of federal TEFAP and through solicitation of food resources and financial donations from individuals and organizations. This activity helps families meet a fundamental need for food supplements.

Responsibility: Melissa Wyss, Food Access & Resource Manager Target Date: ongoing

• Continued operation of the Senior Farmers’ Market Nutrition Program to the

extent that resources are available from the Wisconsin Department of Agriculture. West CAP will seek additional funding support from other resources.

Responsibility: Melissa Wyss, Food Access & Resource Manager Robyn Thibado, Social Assets Director Target Date: ongoing


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• Plan and develop resources for a demonstration “shared meal preparation”

project, responding to the need for improved nutrition and to the prospect of a cost/supply crisis. [New Initiative]

Responsibility: Tom Quinn, Economic Assets Director Operations and Planning Teams

Target Date: August, 2007

• West CAP will continue to participate actively in the regional network of food growers and their work to develop local and regional food supply and distribution systems. Responsibility: Tom Quinn, Economic Assets Director Robyn Thibado, Social Assets Director Target Date: ongoing

• POLICY DEVELOPMENT:

West CAP advocates for improved access to food security programs and for better administration of these programs at the federal and state levels. Responsibility: Peter Kilde, Executive Director Target Date: ongoing

Economic Security

It is, perhaps, tautological to point out that the fundamental poverty problem is economic – that is, lack of adequate income. Poverty is defined in terms of income, and the federal “poverty level” is set very low. Regrettably, the federal poverty threshold was established with minimal science. The “Molly Orshansky formula”, named for the USDA employee who developed it in 1964, was based on minimal research showing that the typical low-income household spent about a third of its income on food. Ms. Orshansky then used a basic food cost developed by USDA, multiplied it by three, and produced a “poverty income guideline”. This “guideline” took on the force of regulation when it came into use as the eligibility standard for Economic Opportunity Act programs, such as Head Start, where it persists in use today. This threshold has proven to be inadequate for use in many other programs, where it has been adjusted through the use of higher percentages. Thus, eligibility for Weatherization is at 150% of poverty. Eligibility for TANF (Welfare) is at 200% of poverty. The ultimate outcome goal of Community Action is to eliminate poverty – a simple statement about a complex problem requiring multiple strategies (cf. West CAP Philosophy, above). Some of West CAP’s strategies are “indirect”, providing families with tools, resources, or assets that enable income growth or better use of income (e.g., a reliable automobile, a home, lower energy costs). Some of our strategies are designed to directly enhance income. They include all of the following:


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• Continued operation of the WISCAP-funded JBD program, providing training and

support for low-income persons in the development of micro-businesses.

Responsibility: Ann Kohanek, Business Development Manager Target Date: Ongoing

• “Revisioning” of West CAP’s support for entrepreneurship in the community,

through a program-specific strategic planning process.

Responsibility: Operations Team Ann Kohanek, Business Development Manager

Target Date: March, 2007

• Provide income-development training and support to under-employed families through continued operation of the DWD/WISCAP Skills Enhancement Program.

Responsibility: Ann Kohanek, Business Development Manager Target Date: Ongoing

• Develop a plan and resources for a public information project to inform low-

income families re. the federal Earned Income Tax Credit.

Responsibility: Planning and Program Development Teams Target Date: January, 2007

• Continue staff support to the Menomonie and Boyceville Farmers’ Markets, providing market settings for local growers. [New Initative]

Responsibility: Robyn Thibado, Social Assets Director Target Date: Ongoing

• In collaboration with the Northwest Wisconsin Regional Food Network and the Barron County UWEX agency, lead a regional Farmers’ Market support project within the USDA Risk Management grant.

Responsibility: Tom Quinn, Economic Assets Director

Robyn Thibado, Social Assets Director

Target Date: CY 2007 ff.


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• Planning and resource development for a project organizing worker-owned

health care cooperatives, on the model developed at CAP Services, Inc.

Responsibility: Tom Quinn and Planning Team Ann Kohanek, Business Development Manager

Target Date: January, 2008

• POLICY DEVELOPMENT West CAP will work for policies that enable the development of sustainable local economies.

Responsibility: Peter Kilde, Executive Director Target Date: Ongoing

Housing Security

Homelessness is one of the most serious and damaging consequences of the complex problem of poverty. It can result from sudden events such as fires or environmental disasters. It can result from personal crises, such as disabling health problems or domestic abuse, or from mental illness or substance abuse. Often, it is the consequence of the crossing lines of reduced income and rising costs of housing – the simple inability to pay the rent. West CAP’s strategies to deal with homelessness include, first of all, prevention: short term assistance and support to help families overcome rent, utility, or mortgage payment problems. Another approach is rent subsidy. When the terrible event of homelessness does occur, West CAP’s Supportive Transitional Housing program provides relief and remediation for a limited number of families. In all of these efforts, West CAP works cooperatively with other organizations operating shelter and housing assistance programs, within a “Continuum-of-Care” – HUD’s name for the collaborative network engaged in the problem of housing crises. The following is a list of current and proposed strategies at West CAP: • Prevention of homelessness through emergency and short-term assistance (rent,

utility and mortgage assistance; needs assessments)

Responsibility: Greg Quinn, Families in Transition Director Target Date: ongoing

• Operation of the HUD Section 8 rent-subsidy program in Dunn County (under contract with the Dunn County Housing Authority) and in Pierce and St. Croix Counties (under contact with WHEDA, the balance-of-state Housing Authority)



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• Continued assistance to homeless persons and families through supportive

housing activities (transitional housing and case managed supportive services)


• Develop a plan and resources for a Permanent Housing Project to provide

supportive housing for chronically-homeless persons.

Responsibility: Robyn Thibado, Social Assets DirectorGreg Quinn, Families in Transition Director, and FIT Team

Target Date: January, 2009

• POLICY DEVELOPMENT West CAP advocates for adequate federal & state support for homeless prevention programs.

Responsibility: Robyn Thibado, Social Assets Director Target Date: Ongoing

Housing Preservation

Housing energy costs and housing health/safety can be major problem areas – and opportunity areas – for low-income families. The cost of heating fuel, for example, can be the determining factor in the continued residence of senior citizens in their homes. It can affect nutrition (the fuel-cost side of the “heat or eat” dilemma referenced in the Food Security strategic area, above). Weatherization can reduce heating costs significantly; and Weatherization provides a healthier home environment, in terms of warmth, summer cooling, and air quality. Housing Preservation includes issues of health and safety as well as energy costs. These issues can range from unsafe stairways to humidity-induced mold to the presence of lead-based paint. West CAP addresses these problems through a whole-house approach, based in leading-edge technology. The HomeWorks Housing Preservation program uses energy audits and outcome projections to determine actual repairs and materials installations. The results, as demonstrated by 30 years of evolving work, can be phenomenal. The following continuation and initiative strategies are adopted in this plan:


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• Housing energy cost-reduction services for low-income households through

continued operation of the DOE/Wisconsin Public Benefits-funded Weatherization Assistance Program and by contracting to perform County emergency furnace repair and replacement services; persistent effort to improve the quality and cost-efficiency of the program.

Responsibility: Ken Peterson, HomeWorks Housing Preservation Director Target Date: ongoing

• Housing safety and quality improvement services to low-income households

through further performance of Home Repair services, as funded by the Wisconsin Energy Services Bureau and by federal HOME.

Responsibility: Ken Peterson, HomeWorks Housing Preservation Director Target Date: ongoing

• Plan and develop resources for a demonstration “reduced-area heating envelope” project, responding to the rising costs of heating fuels. [New Initiative]

Responsibility: Ken Peterson, HomeWorks Housing Preservation Director Operations and Planning Teams Target Date: October, 2007

• Business Planning and feasibility assessment for the initiation of an Energy

Services business within the non-profit structure of West CAP. [Social Enterprise; New Initiative]

Responsibility: Ken Peterson, HomeWorks Housing Preservation Director Operations and Planning Teams Target Date: October, 2007

• Business Planning and feasibility assessment for a project providing renewable fuel systems (e.g., wood, wood pellets, corn, etc.) and fuel supplies to low-income households [New Initiative; possible Social Enterprise]

Responsibility: Ken Peterson, HomeWorks Housing Preservation Director Operations and Planning Teams Target Date: July, 2008


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• Research the mobile home re-use project under consideration by the Wisconsin

Energy Bureau for prospective support by the Ford Foundation, and develop a plan for West CAP’s participation.

Responsibility: Steve Parliament, Housing Development Director

Ken Peterson, HomeWorks Housing Preservation Director Operations and Planning Teams Target Date: July, 2008

• Include energy education in the “living skills” curriculum proposed under Resiliency initiatives (below, page 17)

Responsibility: Ken Peterson, HomeWorks Housing Preservation Director Program Development Team Target Date: January, 2007

• POLICY DEVELOPMENT

1. West CAP will continue to advocate for administrative improvements in the state weatherization program.

2. West CAP will seek policy and funding support for home energy programs that meet the needs of all low income households in the face of increasing energy costs and probable scarcity.


Affordable Housing Development

Affordable Housing is a primary problem for low-income families, as suggested in the sections on Housing Security and Housing Preservation, above. It is an especially severe problem in an area such as west central Wisconsin, where two Metropolitan areas (Minneapolis-St. Paul and Eau Claire-Chippewa counties) foster out-migration and competition for housing that sends prices spiraling upward. This is especially true in the western part of the service area, where two Wisconsin counties – St. Croix and Pierce – are actually included in the census definition of the Twin Cities Metropolitan Statistical Area. St. Croix County is, in fact, the fastest-growing county in the state of Wisconsin. Pierce and St. Croix now have the highest HUD Fair Market Rent standards in the area, and median housing values were at $123,100 and $139,500 respectively in the 2000 census. (This compares with $78,000 in Barron, $88,100 in Chippewa, $92,900 in Dunn, $79,200 in Pepin, and $100,200 in Polk – the other western county within the MSP sphere of influence.)


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• Completion of the 24-unit Sunrise Meadow II development in Barron, with

construction completed in June, 2007 and lease-up accomplished in September, 2007.

Responsibility: Steve Parliament, Housing Development Director Target Dates: June, 2007 and September, 2007

• Completion of development activities for the 18-unit senior citizens’ project in

Hammond; construction completion by September, 2007.

Responsibility: Steve Parliament, Housing Development Director Target Date: September, 2007 • Completion of development activities for the 96-unit Near-Campus project in Rice

Lake in June, 2007.

Responsibility: Steve Parliament, Housing Development Director Target Date: June, 2007

• In every construction project, maximize the use of renewable energy sources

(e.g., passive solar, groundwater heating, etc.).

Responsibility: Steve Parliament, Housing Development Director Target Date: ongoing • Replicate the Cumberland Countryside Park Cooperative at three or more

locations in northwest Wisconsin, through implementation of the ‘I’m Home’ planning and development grant.


Target Date: by December, 2009

• Research the feasibility of alternative water/wastewater systems (e.g., solar/aquatic) in mobile home parks.

Responsibility: Steve Parliament, Housing Development Director Planning Team

Target Date: December, 2007


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• Initiation of the Sustainable Housing general contracting business, which will

perform basic construction and oversee all construction for the Sunrise Meadow II and Hammond projects, and for other developments initiated by West CAP. [Social Enterprise]

Responsibility: Steve Parliament, Housing Development Director Target Date: Ongoing

• Marketing of Sustainable Housing services to other developers and to the general public, with the strategic goal of developing supportive and expansion revenue for Sustainable Housing.

Responsibility: Steve Parliament, Housing Development Director James Drury, General Contractor Target Date: January, 2008

• POLICY DEVELOPMENT 1. West CAP will advocate for affordable housing financing at levels which

support high energy efficiency and other “green construction” measures in affordable housing.

2. West CAP will advocate for policies and programs which support home ownership, including cooperative ownership.


Single-Family Housing Development [proposed Social Enterprise]

West CAP’s newly-initiated work in the development of single-family housing is motivated by the same realities set forth in the introduction to Affordable housing (page 12, above). Multi-unit housing is an important strategy, but the single-family approach is needed as well, and it is frequently the most desirable option. Family ownership of a home can not only meet affordability needs, but also generate asset development, enabling financial growth and independence. West CAP envisions several approaches to single-family housing development. The preservation and rehabilitation of existing housing is a methodology currently being tested and demonstrated in the Ideal Realty program. Construction of affordable homes has been demonstrated by Habitat for Humanity and other organizations. West CAP will assess the feasibility of construction by its general contracting unit, Sustainable Builders, and will seek innovative, cost-reducing technologies for this purpose. Another avenue of single-family development is in mobile home parks, presented in Affordable Housing (page 13, above). The following strategies for continuation and initiation are adopted in this plan:


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• Continuation of the HUD RHED-funded process of purchase, rehabilitation, and

resale of single-family homes to low-income families.

Responsibility: Lee Theorin, Ideal Realty Manager Target Date: ongoing

• Development of sustainability for Ideal Realty through social enterprise

entrepreneurship that provides income to the program. In this context, feasibility assessment of:

o Lease-purchase option, in which clients enter a leasing agreement that includes an option to purchase, and lease payments become purchase payments when that option is exercised. [New Initative in 2006]

o Landlord-renter option, in which West CAP retains ownership of single-

family homes and leases them to eligible clients. [New Initative]

Responsibility: Tom Quinn, Economic Assets Director Lee Theorin, Ideal Realty Manager

Target Date: CY2007 ff.

• Development of business plans and feasibility assessments for construction of single-family homes by the West CAP Sustainable Housing General Contracting business (see Affordable Housing Development, above). [New Initative]


James Drury, General Contractor Lee Theorin, Ideal Realty Manager

Target Date: April, 2007

• Continuation and expansion of the First-time Homebuyer Assistance programs,

providing this asset development assistance to low- and moderate-income families.



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Transportation

The rationale for transportation assistance to low-income households has been well-established in West CAP’s research (cf. “Becky Gets to Work”, posted on www.westcap.org/publications) and in surveys of actual participants in the JumpStart program. Three separate surveys have documented positive outcomes for participants who have owned a late-model, reliable, fuel-efficient vehicle for six or more months, including:

o Higher earnings than other TANF households o Improved childcare o Better housing o Better access to health care o More family and community connections

West CAP’s findings are corroborated by the Low-Income Care Ownership group (LICO) of the National Economic Development & Law Center, by CALWorks, and other research entities. In order to continue providing these outcomes, West CAP has established the following strategies for the 2007ff. plan: • Continuation of the JumpStart Program of facilitated automobile purchase for

low-income households.

Responsibility: Deb Knudtson, JumpStart Manager Target Date: ongoing

• Replication of the JumpStart Program within Wisconsin and in adjacent states, to

the extent that financial support is available. Continued support for the Wisconsin 3rd Congressional District replications is a high priority.

Responsibility: Tom Quinn, Economic Assets Director Target Date: ongoing

• Implementation of a Car Donation program as a means of obtaining reliable,

high-efficiency automobiles for clients. [New Initiative in 2006]

Responsibility: Tom Quinn, Economic Assets Director Target Date: ongoing

• Study the feasibility of obtaining or developing alternative-fuel (e.g., electric)

vehicles suitable for marketing to program participants

Responsibility: Peter Kilde, Executive Director Target Date: January, 2008

http://www.westcap.org/publications


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• POLICY DEVELOPMENT

1. West CAP will continue to work with the emerging low income car ownership (LICO) field and its advocates to create state and federal support and funding for LICO programs.

2. West CAP will pursue policies aimed at getting low income drivers into highly efficient vehicles.


Health Security

West CAP’s triennial survey of low-income households persistently documents access to and affordability of health care as the most frequently cited need of low-income households. The fact that upwards of 50 million Americans (and about 400,000 Wisconsin citizens) lack health insurance supports this finding. In its history, West CAP has pioneered health service programs, including health screening, dental services, and family planning. Today, West CAP does not directly operate health programs; but West CAP provides referral support to clients in accessing resources, and participates in health service organizing. The following strategies will be continued in this plan: • West CAP will continue to support access to Badger Care, Medical Assistance,

Medicare and other health benefits through ACCESS, Core Intake and FIT case management activities.

Responsibility: Melissa WYSS, Food Access and Resources Manager

Jessica Rudiger and the CORE team Greg Quinn and the FIT team

Target Date: Ongoing • West CAP will continue to provide staff liaison to the greater Menomonie Free

Clinic.

Responsibility: Robyn Thibado, Social Assets Director Target Date: Ongoing • POLICY DEVELOPMENT

West CAP will persistently document the health needs of low-income families in all relevant policy forums. Responsibility: Peter Kilde, Executive Director

Operations Team


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Family and Community Resilience

As discussed in the West CAP Philosophy (pages 1-2, above), West CAP is vitally concerned about the multiple crises facing American families – crises that, to a great degree, are already experienced by low-income families, crises that will place many middle-class families at risk of poverty. This strategic plan contains a focus on “sustainability” and the resiliency that is needed to make families and communities sustainable. Strategies addressing these needs are imbedded in the Strategic Categories presented thus far. But West CAP intends to continue its research, and to identify further means of “building sustainability”. At this date, two specific strategies have been identified for inclusion in this plan: • West CAP will work to build sustainability for families and households by

planning and developing self-reliance training opportunities: e.g., a self-reliance curriculum for use by case managers; feasibility assessment for a de-centralized, locally-available Self-Reliance Institute.

Responsibility: Planning Team and Program Development Team Target Date: January, 2007

• To develop the self-reliance capacities of area communities, West CAP will

collaborate in applying for funds to support the Self-Reliance Specialist partnership with UW-River Falls and the St. Croix Valley Community Foundation, as proposed to the Kellogg Foundation.

Responsibility: Operations Team Target Date: CY 2007

Community Information and Education

The work of Community Action must go beyond the delivery of specific services. In order to succeed in their missions, West CAP and other CAAs must work to improve their operational environment, build partnerships and collaboration, and develop supportive policies. This is why a Policy Development strategy is included in each Strategic Category. • West CAP’s Program Development Team members will participate in

associations and organizations that further anti-poverty, community development, economic development and sustainability purposes of the organization.

Responsibility: Program Development Team Target Date: Ongoing


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• West CAP will conduct regular and continuing public information activities,

including press releases and newsletter publication, including an email newsletter.

Responsibility: Planning Team Target Date: January, 2007 and ff.

• West CAP will actively work for the creation and promotion of sustainability

initiatives in west central Wisconsin and beyond.

Responsibility: Peter Kilde, Executive Director, and Designees Target Date: Ongoing

Organizational Development The sustainability imperative calls upon West CAP, itself, to achieve sustainability for the organization. By analogy to the airline stewardess instructing adult passengers to put on their own oxygen mask before assisting dependents, helping organizations such as West CAP must work to sustain themselves if they are to achieve their mission of sustaining participants. These are the strategies currently identified:

• To develop commonality of understanding and effort, training in the mission,

strategic plan and organizational branding will be provided to all West CAP employees and to the Board of Directors.

Responsibility: Operations Team Target Date: March, 2007

• In keeping with the sustainability principle of this Strategic Plan, and to enhance

West CAP’s sustainability, an Energy and Resource Conservation Plan will be developed for the organization.

Responsibility: Operations Team Target Date: July, 2007

• In order to enhance West CAP’s sustainability, an “endowment” or long-range

fund will be developed through fundraising initiatives as set forth in the application to the St. Croix Valley Community Foundation match program.

Responsibility: Board of Directors; Operations Team

Target Date: January, 2007 (start date)


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• Ensure adequate resources for the strategies set forth in this plan by

implementing the 2007 Funding Plan (attached, Section IV) and by preparing similar plans for subsequent years.

Responsibility: Patrick Pesek-Herriges, Senior Planner Planning Team

Evaluation and Accountability

West CAP’s status as a Wisconsin non-profit organization, its reception of grants and contracts from federal, state and county government, and its funding by regional and national foundations require a high level of accountability. The normal procedures of financial audit, reports to funding agencies and organizations, and performance reviews are in long-standing practice. Beyond these means, West CAP has established an outcome reporting system that meets the federal ROMA standards. In West CAP’s definition, positive outcomes are changes in the behavior, status, or condition of participant families. A reporting format that identifies outcomes of these kinds, along with the process to achieve them, is presented at each meeting of the board of directors. Building on this pattern of accountability, West CAP will add the following evaluation and accountability strategies in this plan: • West CAP will assure accountability for its work through continued monthly

ROMA Program Reports to the board of directors, including Strategic Plan updates

Responsibility: Robyn Thibado, Social Assets Director

Program Development Team Target Date: Ongoing

• The Strategic Plan will be included on the agenda of every Program Development Team and Operations Team meeting

Responsibility: Peter Kilde, Executive Director Target Date: January, 2007 ff.

• West CAP will develop Sustainability Measurement Tools applicable to this plan,

including achievement milestones.

Responsibility: Planning Team Target Date: January, 2007


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IV. 2007 Funding Plan Separate PDF

V. Matrix Summary of the Plan Separate PDF


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VI. Background: the development process

The strategic planning process for 2006ff. has been worked on intermittently over a two-year period, starting in the fall of 2004. This process has been conducted in-house, by organizational leadership, in tandem with the ongoing operational work load. This approach was chosen over the retention of a consultant to lead an intensive “workshop” process, because West CAP believes that its situation and vision are unique, and that it has the internal capacities to develop an appropriate Strategic Plan. Here are the highlights.

October, 2004: Initiation of the planning process through program-level “business

planning” meetings. These meetings were designed for budget development as well as to conduct Strength/Weakness/ Opportunity/Threat analyses (SWOT).

December, 2004: Completion of program meetings and compilation of reports. January, 2005: Day-long retreat of the Operations Team to assess work-to-date

and develop plans. Initial formulation of the operating principle of “Sustainability”.

March, 2005 Peter Kilde’s paper on sustainability

August, 2005 First draft of “Designing and Building Sustainable Communities”;

editing and redrafting through following months to include products of research and discussion.

September, 2005 Annual Synergy Conference, at which Kelly Cain, UW River Falls,

presented an overview of the forecasted energy crisis, global climate change, and sustainability issues. Decision to engage him as a planning consultant.

Meetings of a Sustainability Group to develop that aspect of the strategic plan. (9/8, 10/3, 10/17, etc.)

October, 2005 Sustainability Group Discussion of The Long Emergency, by

James Howard Kunstler

Application to the St. Croix Valley Community Foundation for funding to retain Kelly Cain as strategic planning consultant on Sustainability issues.

November, 2005 Operations Team Retreat.

Hugh J. Andersen Foundation funding, via SCVCF, for West CAP’s proposal to retain Kelly Cain as Sustainability consultant.


26

February, 2006 - Consulting relationship with Kelly Cain. April, 2006

• Initial discussion with Operations Team on February 6, 2006)

• Presentation to the Program Development Team on February 20, 2006

• PDT response meeting on March 21, 2006 • April 1, 2006 board/staff retreat

August, 2006 Day-long Operations Team Retreat (8/22/06)

September, 2006 Operations Team review of Philosophy and Mission

October, 2006 Determination of the format and drafting of a revised Mission

Statement Overview presentation to the board of directors (format, major

themes, matrix summary)

November, 2006 Final review by Operations Team

Formal presentation to the Board of Directors (11/13/06) January, 2007 Consideration for adoption by the Board of Directors (1/08/07)


27

VII. Research Bibliography

Books and Articles Consulted:

• Assets and the Poor: A New American Welfare Policy (Michael Sherraden, M.E. Sharpe, 1992)

• The Last Hours of Ancient Sunlight (Thom Hartmann, Three Rivers Press, 1998)

• Mad Max Meets American Gothic (Bill McKibben, Orion, November/December 2005)

• OPEN FORUM: “For people and planet” (Al Gore, David Blood, Tuesday, April 4, 2006)

• Powerdown: Options and Actions for a Post-Carbon World (Richard Heinberg, New Society Publishers, 2004)

• The Long Emergency • (James Howard Kunstler, Atlantic Monthly Press, 2005 • Strengthening Community Networks: The Basis for Sustainable Community

Renewal (Prepared by Brett Lane and Diane Dorfman, June, 1977) Posted at North West Regional Education Laboratory, www.nwrel.org.

• Survivor’s Guide to the Energy Crisis (Jeremy Rifkin, October 13, 2005, The Boston Globe)

• Twilight in the Desert: The Coming Saudi Oil Shock and the World Economy (Matthew R. Simmons, Wiley, 2005)

Web Site Research:

o U.S. Census (www.census.gov) o Energy Bulletin (www.energybulletin.net) o Institute on Assets and Social Policy (www.iasp.brandeis.edu) o National Economic Development and Law Center:

Low-Income Car Ownership Clearinghouse (www.nedlc/lico) o The Interface Corporation (www.interface.com) o Rachel’s Environment and Health News (www.rachel.org) o Second Harvest (www.secondharvest.org) o The Sustainable Measures consulting group, North Andover, MA

(www.sustainablemeasures.com) o The Sustainable Development Research Institute at the University of British

Columbia (www.sdri.ubc.ca/) o UW Wisconsin Population Health Institute

(http://www.pophealth.wisc.edu/UWPHI/) Other Resources

An Inconvenient Truth: film documentary featuring Al Gore. October, 2006. npEnterprise Forum (Email network for Social Enterprise) PowerPoint presentations by Kelly Cain, UW-River Falls (dba Sustainability

Associates) Presentation by Mary Rehwald, Ashland WI City Council member, re. the

Ashland Eco-City plan and the Natural Step program for sustainability West CAP Triennial Survey of Low-Income Households, Summer 2004 Wisconsin Community Action Association, member program/issue forums Weatherization Operators of Wisconsin

http://www.nwrel.org/

http://www.amazon.com/exec/obidos/tg/detail/-/047173876X/ref=pd_sim_b_3/104-4607198-8749555?%5Fencoding=UTF8&v=glance

http://www.amazon.com/exec/obidos/search-handle-url/ref=pd_sim_b_3/104-4607198-8749555?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Matthew%20R.%20%20Simmons

http://www.census.gov/

http://www.energybulletin.net/

http://www.iasp.brandeis.edu/

http://www.nedlc/lico

http://www.interface.com/

http://www.rachel.org/

http://www.secondharvest.org/

http://www.sustainablemeasures.com/

http://www.sdri.ubc.ca/

http://www.pophealth.wisc.edu/UWPHI/

West CAP Strategic Plan for 2007 and beyond: EXECUTIVE SUMMARY

West CAP Philosophy Poverty is an unnecessary condition in a wealthy society. Its causes are varied and complex(e.g., systemic, personal choices, crises). Families can achieve self-sufficiency through assetdevelopment. Families and communities are inter-dependent. West CAP is concerned about thecrises facing America's families and communities (energy pricing and supply, health care,distribution of wealth, etc.). West CAP includes a focus on sustainability in its Strategic Plan.

Strategic Categories Goals and InitiativesFood Security Continuation of food pantry support and SFMNP. Continue Food Network involvement.

Plan/develop "shared meal preparation" project in August, 2007Policy> Advocacy for improved access to food security $ and improved administration.

Economic Security Continuation of JBD, with "revisioning", and of Skills Enhancement.Continued support for existing Farmers' Markets, including area wide USDA project.Plan/develop public information campaign re. Earned Income Tax Credit.Plan/develop project of worker-owned health care cooperatives. January, 2008.

Policy> Work for policies enabling sustainable local economies.

Housing Security Continuation of rent/utility/mortgage assistance, Section 8, and SHP.Plan/develop a Permanent Housing Project for chronically homeless. January, 2009.

Policy> Advocate for adequate federal & state financial support for homeless programs.

Housing Preservation Continued energy cost-reduction services through DOE/Public Benefits funding, andcontinued home repair services.Plan/develop "reduced-area heating envelope" project. October, 2007.Business and feasibility plans for Energy Services business. October, 2007.Business and feasibility plans for renewable fuel systems and supplies. July, 2008.Research and plan mobile home re-use project (Energy Bureau pilot). July, 2008.Include "energy education" in "living skills" resiliency project. January, 2007.

Policy> (1) advocate for admin improvements in WZN. (2) seek policy/funding for housing sustainability.

Housing Development 2007: completion of Sunrise Meadow II (Barron, 24 units) and Hammond Sr. housing (18);development of Near-Campus project in Rice Lake (96).Replicate Countryside Park Co-op at 3 or more locations. December, 2009.Research feasibility of alternative water/wastewater systems for mobile home parks. Dec., 2007.General contracting for current projects by Sustainable Housing; marketing of services, Jan. 2008.

Policy> (1) advocate for energy efficiency and "green" construction and (2) support for home ownership.

Single Family Housing Continue HUD RHED Ideal Realty project, and work for its sustainability.Feasibility and business plan for single-family home construction, April 2007.Continuation, expansion of 1st time homebuyer programs for LMI families.

Transportation Continuation of JumpStart program and of car donation program.Program replication in 3rd Congressional District and in neighboring states.Feasibility study for alternative-fuel autos suitable for program participants. January, 2008.

Policy> (1) continued work with LICO for state & federal support and (2) high-efficiency automobiles.

Health Security Continued access support for Badger Care, MA, Medicare via ACCESS, intake, and FIT.Continued staff liaison for greater Menomonie Free Clinic.

Policy> Document needs and present findings in all relevant policy forums.

Family & Community Plan/develop self-reliance training opportunities. January, 2007.Resiliency Collaborate in UWRF/SCVCF Self-Reliance Specialist project. CY2007.

Community Information Continued staff participation in anti-poverty and sustainability associations.& Education Public Information activities re. sustainability issues, including Email newsletter. CY2007,ff.

Organizational Training in strategic plan and branding for all West CAP employees. March, 2007.Development Organizational Energy and Resource Conservation Plan. July, 2007.

Development of a Long-Term Fund via SCVCF matching program. CY2007 - 2009.Implementation and achievement of the 2007 Funding Plan.

Evaluation and Continued monthly ROMA Program Reports & Strategic Plan updates.Accountability Include Strategic Plan in every Operations and Program Development agenda. CY2007 ff.

Develop Sustainability Measurement Tools for this plan. January, 2007.

The mission of West CAP is to take action against poverty by developing the social and economic assets of low-income families and their communities and by

working to create a more just and sustainable society

Strategic Categories Strategic Activities Target Date ResponsibilityFood Security Provide access to food resources at 17 food pantires, 2 group meal programs and one "soup kitchen",

through operation of TEFAP and by soliciting food resource donations.ongoing Melissa Wyss, Food Access & Resource

ManagerEnable senior citizens' access to fresh foods through continued operation of the Senior Farmers' Market Nutrition Program (SFMNP)

Summers Melissa Wyss, Food Access & Resource Manager

Develop resources for SFMNP Administrative funding and Sustainability. June, 2007 Robyn Thibado, Social Assets DirectorPlan and develop resources for a decentralized Shared Food Preparation Program. August, 2007 Tom Quinn, Economic Assets DirectorActively and collaboratively participate in the regional network of food growers. ongoing Tom Quinn and Robyn ThibadoWest CAP advocates for improved access to food security programs and for better administration of these programs at the federal and state levels.

ongoing Peter Kilde, Executive DirectorPolicy Development

Economic Security Provide training and support for micro-business creation through continued operation of the WISCAP Jobs and Business Development program.

ongoing Ann Kohanek, Business Development Manager

"Revisioning" of West CAP's support for community entrepreneurship: strategic planning March, 2007 Operations Team and Ann KohanekContinued enabling Skills Enhancement through operation of the WISCAP Program ongoing Ann KohanekDevelop a project to help low-income families access federal Earned Income Tax Credits January, 2007 Planning and Program Development TeamsContinue organizational support of the Dunn County Farmers' Markets. ongoing Robyn Thibado, Social Assets DirectorIn collaboration with the Northwest Wisconsin Regional Food Network and Barron County UWEX, lead a Farmers' Market Support Network w/in the USDA Risk Management Grant

CY 2007, ff. Tom Quinn, Economic Assets Director Robyn Thibado, Social Assets Director

Develop a business plan and feasibility assessment for a worker-owned health care cooperative January, 2008 Tom Quinn, Economic Assets DirectorPolicy Development West CAP will work for the development of sustainable local economies. ongoing Peter Kilde, Executive Director

Housing Security Prevent homelessness through rent/utility/mortgage assistance and need assessments ongoing Greg Quinn, FIT DIrectorProvide supportive housing assistance for homeless families (case management, supportive services and transitional housing)

ongoing Greg Quinn, FIT DIrector

Provide HUD Section 8 rent-subsidies in Dunn (contract with DCHA)and in Pierce and St. Croix Counties (contract with WHEDA).

ongoing Greg Quinn, FIT DIrector

West CAP will research ways and means of developing a Permanent Housing project January, 2009 Greg Quinn and Robyn ThibadoPolicy Development West CAP advocates for adequate federal & state support for homeless prevention programs. ongoing Robyn Thibado, Social Assets Director

Housing Preservation Continued operation of the DOE/Public Benefits Weatherization Program and related services ongoing Ken Peterson, Housing Preservation Dir.Continued provision of Home Repair services ongoing Ken PetersonPlan and develop resources for a demonstration "reduced-area heating envelope" project responding to the rising costs of heating fuels.

October, 2007 Ken Peterson, Housing Preservation Team, Planning Team

Develop a business and marketing plan for and assess the feasibility of an Energy Service business within West CAP's non-profit structure [Social Enterprise]

October, 2007 Ken Peterson, Housing Preservation Team, Planning and Operations Teams

Develop a business plan and feasibility assessment for a project providing renewable fuel systems (e.g., wood, corn, etc.) and fuel supplies to low-income households [New Initiative]

July, 2008 Ken Peterson, Housing Preservation Team, Planning and Operations Teams

Research proposed mobile home re-use project under consideration by WI Energy Bureau July, 2008 Hsng Preservation, Planning and CHDOInclude energy education in living skills curriculum (Resiliency, below, next page) January, 2007 Program Development Team

Policy Development (1) advocate for administrative improvements in state Weatherization program; (2) seek policy & funding for programs meeting LI home energy needs in face of cost/availaility crisis.

ongoing Peter Kilde, Executive Director

Affordable Housing Complete construction of the 24-unit Sunrise Meadow II multi-family development in Barron June, 2007 Steve Parliament, HomeWorks Housing Development Complete development and construction for the 18-unit senior citizens' project in Hammond. Sept., 2007 Steve Parliament

Complete development for the 96-unit Near-Campus project in Rice Lake June, 2007 Steve ParliamentMaximize renewable energy sources in every project ongoing Steve Parliament, CHDO TeamReplicate the Cumberland "Countryside Park Cooperative" at three or more locations through implementation of the 'I'm Home' planning/development grant and other resources

December, 2009 Steve Parliament, CHDO Team, Planning Team

Provide lease-up and asset management services for in-area affordable housing projects. ongoing Joan Hutton, CHDO TeamResearch feasible use of alternative water/wastewater systems in mobile home parks January, 2008 Planning and CHDO TeamsInitiate a general contracting business within the HomeWorks Housing Development structure [Social Enterprise]; marketing of general contracting services to general public.

January, 2007 January, 2008

Steve Parliament, CHDO Team, Planning Team

(1) advocate for funding levels to support "green" construction in affordable housing; (2) advocate for policies supporting home ownership, including cooperative ownership.


Strategic Plan Matrix, Page Two

Strategic Categories Strategic Activities Target Date ResponsibilitySingle Family Housing Create access to affordable single-family homes through Ideal Realty purchase, rehabilitation

and resale of single-family homes to families below 80% of CMI. [prospective Social Enterprise]Ongoing Lee Theorin, Ideal Realty Manager & Tom

Quinn, Economic Assets DirectorImplement a lease/purchase option in Ideal Realty January, 2007 Lee Theorin, Ideal Realty Manager Assess the feasibility of a landlord/renter option in Ideal Realty January, 2007 Lee Theorin, Ideal Realty Manager Develop a business plan and assess the feasibility for construction of single-family homes by the Sustainable Housing General Contracting business [New Initative]

April, 2008 James Drury, General Contractor, CHDO team, Operation Team

Continuation & expansion of the First-Time Homebuyer Assistance Program ongoing Greg Quinn Transportation Facilitate auto purchase for low-income households through the JumpStart Program ongoing Deb Knudtson, JumpStart Manager

Replicate JumpStart within WI and adjacent states as financial support permits. Priority support for 3rd Congressional District replications [Ideal Auto Social Enterprise]

ongoing Tom Quinn, Randy Roemhild, Ideal Auto

Implement a Car Donation program as a means of obtaining program automobiles Tom Quinn, Economic Assets DirectorStudy the feasibility of providing alternative-fuel (e.g., electric) vehicles to program participants. January, 2008 Peter Kilde, Executive Director(1) work with LICO consortium to create federal and state funding for LICO programs and (2) pursue policies that help low-income families acquire highly efficient vehicles


Health Security West CAP will continue to support access to Badger Care, Medical Assistance, Medicare and other health benefits through its ACCESS, Core intake and FIT case management activities

ongoing Jessica Rudiger, Human Resources/CORE; Melissa Wyss, FARC; Greg Quinn, FIT

West CAP will continue to provide staff liaison to the greater Menomonie Free Clinic ongoing Robyn Thibado, Social Assests DirectorPolicy Development Document the health needs of low-income families in policy forums. Ongoing Peter Kilde and Ops Team

Family & Community Resiliency West CAP will plan and develop resiliency and living-skills training opportunities for low-income families, including a curriculum for use by case managers; feasibility assessment for a decentralized training institute.

January, 2007 Planning and Program Development Teams

West CAP will collaborate in the Self-Reliance Specialist partnership with UW-River Falls and the St. Croix Valley Community Foundation, as proposed to the Kellogg Foundation.

tbd Operations and Planning Teams

West CAP's management personnel will participate in associations and organizations that further anti-poverty, community/economic development and sustainability purposes. Ongoing

Operations and Program Development team members

West CAP will conduct regular public information activities, including press releases and newsletter publication, including an email newsletter.

January 2007 and ff.

Planning Team

Policy Development West CAP will actively work for the creation and promotion of sustainability initiatives in west central Wisconsin and beyond.

ongoing Executive Director and delegated persons.

Organizational Development All West CAP employees will receive training in the Mission and Strategic Plan March, 2007 Peter Kilde and Ops TeamA West CAP internal energy conservation plan will be developed as a means of enhancing organizational sustainability.

October, 2007 Operations Team

Initiate a fundraising program to develop a Long-Term Fund, through participation in the St. Croix Valley Community Foundation's match program.

January, 2007 Patrick Pesek-Herriges, Senior Planner and Operations Team

Implement the Resource Development Plan for FY2007, and prepare similar plans for subsequent years.

ongoing Planning Team

Evaluation Provide accountability through continued monthly ROMA Program Reports to the board of directors, including Strategic Plan updates. ongoing

Robyn Thibado, Social Assests Director, and Program Development Team

The Strategic Plan will be included in every Program Development Team and Operations Team agendaJan. 2007

Peter Kilde, Executive Director

Develop Sustainability Measurement Tools applicable to this plan, including achievement milestonesJan. 2007

Planning and Operations Teams

FY2007 West CAP Funding Plan (7/1/06 - 6/30/07)… …and 3-year Endowment Development Plan (11/1/06 - 10/31/09)

FUNDING CATEGORIES AMOUNTS GOALS DEVELOPMENT and PROGRAM STRATEGIES

AGENCY OPERATIONS (CENTRAL ADMINISTRATION)

Continuation Strategies

11/1/2006 Community Services Block Grant, Annual Allocation 344,305$ Support for National Community Action Foundation advocacy program. Timely, comprehensive reporting. Annual renewal application.

6/15/2006 Hugh J. Andersen Foundation, Annual Operations Grant 47,000$ Annual and Interim Reports. Regular communication with HJA staff and board. Annual renewal application.

ongoing Shared Cost Allocations from Program Grants/Contracts: 408,896$ Annual review of cost allocation plan by consulting auditors. Monthly application of cost-sharing formula.

6.0% Note: Shared Costs are part of grants/contracts; they are subtracted from grant andNew Resources Enterprise totals to eliminate double-counting of revenues.

ongoing Shared Cost Allocations from Sustainability Initiatives 39,000$ Estimate based on cost allocation system

10/15/2006 Triennial Survey of Low-Income Households 20,000$ Cost estimate documents of UW-RF Survey Research Center. Applications to regional foundations (Bremer, et al)

Subtotal: Agency Operations 859,201$

PROGRAM OPERATIONS

Renewal Applications for Continuing ProgramsSocial Assets Programs

7/1/2006 WHEDA Section 8 Contract, Pierce & St. Croix 600,000$ Section 8 Housing Certificate program7/1/2006 Dunn County Housing Authority Management Contract 85,000$ Continued management of DCHA Section 8 and CDBG Programs

10/15/2006 Bayport Foundation 15,000$ Fourth year of support for FIT Case Management for homeless10/15/2006 Skills Enhancement Program 58,500$ Application to WISCAP for continuation of DWD-funded initiative11/15/2006 Hugh J. Andersen Food Pantry Funding 2,500$ Support for the Glenwood City pantry1/15/2007 United Way of St. Croix County 25,000$ Rent assistance and case management1/20/2007 United Way of Dunn County 10,000$ Rent assistance and case management3/1/2007 HUD ESG, THP, and HPP 113,500$ Case Management and Transitional Housing

3/10/2007 Rice Lake United Way 5,000$ Rent assistance and case management3/15/2007 Emergency Food and Shelter Grants (5 counties) 14,500$ Rent and utility assistance funds5/15/2007 HUD Family Self-Sufficiency 36,000$ Case Management and Transitional Housing6/1/2007 HUD Supportive Housing 427,000$ Transitional Housing & Case Management for homeless families

Subtotal: Social Assets Renewals/continuations 1,392,000$ Transfer to Shared Costs 83,520$ Reduction after Shared Costs 1,308,480$

West CAP Funding and Development Plan, Page 2

Renewal Applications for Continuing ProgramsEconomic Assets Programs

6/1/2006 HUD Housing Counseling 41,000$ Pre- and post-purchase counseling; Home Buyer staffing6/1/2006 Bureau of Energy, WI Dept. of Commerce: Weatherization 3,300,000$ Annual contract "bid" (allocation by cost of measures & unit #s)

6/15/2006 Bureau of Housing/Commerce HOME & HCRI 325,000$ Homebuyer Assistance and Housing Rehabilitation fundingSummer Menomonie/Boyceville Farmers Market 1,500$ Vendors' Fees10/31/2006 WISCAP: Jobs and Business Development 31,500$ Wisconsin GPR for micro-business development1/15/2007 OCS TANF JumpStart Replication Funding 500,000$ Federal Earmark for JumpStart Replication in 3rd CD1/15/2007 USDA Rural Business Enterprise Grant 50,000$ Support for Social Enterprise activities

Subtotal: Economic Assets Renewals/continuations 4,249,000$ Transfer to Shared Costs 254,940$ Reduction after Shared Costs 3,994,060$

New Affordable Housing ProjectsExpansion and/or Innovation Projects

5/31/2006 Xcel Energy Foundation 1,500$ Funding for FIT Skills Enhancement and Supportive Services6/15/2006 Corp. for Enterprise Development (cfed) "I'm Home" 150,000$ Cooperative Mobile Home Park development projects7/5/2006 ATT Foundation Excelerator Program 25,000$ Computer Technology to support Social Enterprise

11/15/2006 Public Spaces 15,000$ Improvements/Expansion for Menomonie Farmers Market3/1/2007 WHEDA Foundation Housing Rehabilitation 30,000$ Cooperative Mobile Home Project

3/15/2007 Federal Home Loan Bank - Chicago, AHP 160,000$ funding for development of next multi-family project3/15/2007 WI DATCP Agricultural Diversification Grant Program 10,000$ Support for local Food Product Business

Subtotal: New Funding Proposals 391,500$ Transfer to Shared Costs 23,490$ Reduction after Shared Costs 368,010$

SOCIAL ENTERPRISE6/30/2006 Federal Home Loan Bank - Chicago, MPF Endowment 50,000$ "0" interest loan, 5 yr. repayment, for Sustainable Builders7/31/2007 Year One Sustainable Builders Earnings (gross) 185,000$ Pro-forma based on contracted projects7/31/2007 Ideal Auto 894,000$ Gross Revenues

FY07 Barron Sunrise Meadows II 270,000$ Developer feesFY07 Hammond Housing Project 215,863$ Developer fees

Subtotal: Social Enterprise 1,614,863$ Transfer to Shared Costs 46,946$ Reduction after Shared Costs 1,567,917$

SUSTAINABILITY STRATEGIES10/1/2006 Kellogg and/or other foundations to be identified 200,000$ Joint Planning Grant application with UWRF, SCVCF, et al12/1/2006 Sources to be identified 250,000$ Weatherization "core home" heating envelope, demonstration1/1/2007 Sources to be identified 200,000$ Self-Reliance Took Kit and Self-Reliance Training Institute

Subtotal: Sustainability Strategies 650,000$ Transfer to Shared Costs 39,000$ Reduction after Shared Costs 611,000$

West CAP Funding and Development Plan, Page 3

OTHER RESOURCESProgram Income 86,000$ Client co-paymentsCounty Funding Allocations 18,000$ Annual contributions of county governmentsIndividual Program Contributions 4,000$ Donations to food pantries and emergency servicesRental Income 370,000$ Crossroads, Menomonie site office, etc.Subtotal: Other 478,000$

TOTAL OPERATIONS, PROGRAM AND ENTERPRISE 9,186,668$ Individual contributions goal, year one 6,900$ See Endowment Development, belowTOTAL FUNDING PLAN 9,193,568$

ENDOWMENT DEVELOPMENT (3-year time frame)7/31/2006 SCVCF Partnership for the Future Initiative 50,000$ challenge match to develop long-term agency fund

Donor Development program: Annual goals are 30%, 45%, and 25% of totalBoard of Directors 2,000$ Goal of 100% participation by board members

Employees 3,000$ Goal of 100% participation by employeesWeb Site Donations 3,000$ Campaign to direct attention to web site

Other private Solicitations 12,000$ Traditional donor solicitation, including businesses/corporationsFormer Board and Staff 3,000$ Mail Campaign to former board and staff members

Allocations from Social Enterprise Revenues 27,000$ SE profits invested in long-term fundSubtotal: Endowment Development 100,000$

Categories of sources (audit categories) Percent per SourceFoundations 874,460$ 9.51%Government Grants and Contracts 5,779,385$ 62.86%Social Enterprise 1,567,917$ 17.05%United Way 37,600$ 0.41%Fees 1,410$ 0.02%Individual (endowment goal, year one) 6,900$ 0.08%Individual (program) 4,000$ 0.04%Other: Shared Costs 447,896$ 4.87%Other: rent, etc. 474,000$ 5.16%

TOTAL FUNDING PLAN 9,193,568$

strong, secure families – sustainable communities

Documents