I. BACKGROUND
During the past few years, Anacostia Community Outreach Center (ACOC) has undergone significant change, including but not limited to staff and board leadership, organizational management, services and programming, resources (financial and other) client populations and geographic locale. In particular, during 2009, ACOC began to operate under new leadership and management with the hiring of a Executive Director (December 2008), successfully managed the transition of a long standing program and staff to a separate, independent entity, replaced and added four new Board members and relocated its offices to a new Washington DC community. As a direct result of these changes, ACOC is poised to embark on a new strategic direction as it considers and plans for the organization’s future direction, including the near- and long-term impact it seeks to have within the nonprofit sector, Washington, DC community and society at large.
The strategic planning process was designed to enable ACOC to determine how it can achieve this impact most effectively over an established timeframe (recommended to be 3 years) taking into account the following important elements:
 Provision of services, programs, resources and leadership
 Involvement of key stakeholders in the planning process
 Defined target populations, communities and service requirements/priorities
 Obtainment of sufficient financial and other required resources
 Development of these resources to maximize affect on achievement of vision and mission
II. THE ENVIRONMENTAL SCAN
A.
Organizational History
The Anacostia Community Outreach Center (ACOC) was founded in 1981 as an interfaith collaboration between Chevy Chase Presbyterian Church, Allen Chapel AME Baptist
Church, and Hunter Memorial Baptist Church. These three churches, of different denominations, grew concerned over the extreme conditions of poverty that had befallen Anacostia neighborhoods. Out of this church collaboration grew the Allen
Chapel Outreach Center to offer food, clothing, employment counseling, tutoring and other services to residents of the community. In 1991, the Center was incorporated as a separate non-profit and renamed the Anacostia Community Outreach Center. The
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mission of the organization was “to provide assistance to poverty-stricken residents of the Anacostia Community in Southeast Washington DC by meeting their immediate needs of food, clothing, education and employment, in order to ultimately empower people to overcome poverty and become self-sufficient and productive members of the
community.”
B.
The External Environment
D EFINITION OF O UR I MMEDIATE S ERVICE A REA ( S ) 1
Neighborhood Clusters:
Ward 5: Langston Dwelling and Carver Terrace Public Housing, Ivy City, Trinidad, and Arboretum (Cluster 23)
Ward 8: Woodland Terrace/Ft. Stanton, Garfield Heights, Knox Hill (Cluster 36)
Definition of Broader Service Area:
Neighborhood Clusters:
Ward 5:
1. All of Ward 5
2. Adjacent Ward 7 area(s) on East side of Anacostia River- Capitol View,
Marshall Heights, and Benning Heights (Cluster 33)
3. Adjacent Ward 6 area(s) on Southern side of Benning Road and along the commercial H Street Corridor (Cluster 26)
Ward 8:
1. All of Ward 8
Population:
EVERYTHING WARD 5
71, 507 (2000 Avg.) 2
Population by Race/Ethnicity:

88%-Black non-Hispanic

7.4%-White non-Hispanic


3% Hispanic
08% Asian
Family Risk Factors:

Poverty Rate: 20%

Unemployment Rate: 20% o 15% Pop 16+ o 28% Persons w/o HS diploma o 58% Female-headed families with

Children
Isolation Indicators: o 97% Households with a phone o 66% Households with a car
EVERYTHING WARD 8
Population: 70,915 (2000 Avg.) 3
Population by Race/Ethnicity:

93%-Black non-Hispanic

5.1%-White non-Hispanic


1.3% Hispanic
0.7% Asian
Family Risk Factors:

Poverty Rate: 36%

Unemployment Rate: 22% o 45% Pop 16+ o 34% Persons w/o HS diploma o 68% Female-headed families with Children

Isolation Indicators: o 95% Households with a phone o 53% Households with a car

Child Well-Being Indicators:
1 State of Washington, DC’s Neighborhoods
2 Neighborhood Info of DC, A project of The Urban Institute and Washington DC LISC
3 Neighborhood Info of DC, A project of The Urban Institute and Washington DC LISC
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
Child Well-Being Indicators: o 28% Children in poverty o 13% Low weight births (2007 figures) o 4% Births to teen mothers (2007 figures)

Income Conditions: o $54,479 Avg. Family Income o -1.9% Percentage of changes in family income

Public Assistance: o 16,407 Persons receiving food stamps
(2009 figures) o 6,284 Persons receiving TANF

Reported Crimes (per 1,000 pop.) o 17 Violent crimes per 1,000 (2007) o 53 Property crimes per 1,000 (2007) o 47% Children in poverty o 14% Low weight births (2007 figures) o 20% Births to teen mothers (2007 figures)

Income Conditions: o $35,228 Avg. Family Income o -4.8% Percentage of changes in family income

Public Assistance: o 31,570 Persons receiving food stamps (2009 figures) o 16,053 Persons receiving TANF

Reported Crimes (per 1,000 pop.) o 22 Violent crimes per 1,000 (2007) o 43 Property crimes per 1,000 (2007)
W ARD 5 AND W ARD 8 C OMMUNITY S ERVICE P ROVIDERS : 4
Ward 8 Ward 5
Diaper Programs
Healthy Babies Projects Inc
Clothing Banks
House of Prayer for All People
Near Northeast Community Improvement Corp
St. Phillip’s Baptist Church
No Service Providers
Bread for the City-Clothing Room
Food Banks
Capitol City Food Bank
Capitol Area Food Bank
Capitol Charities-Emergency Svc
Plymouth Congregation United Church of Christ
Housing Financial Assistance
Catholic Charities- Living & Teen Mothers
DCG/DCHD- CB Services Program
Edgewood/Brookland FS Collaborative
Greater Washington Urban League-DC
HUD –DC Storefront
EAF
Employment-Youth
DCG/DOES-Youth Prog-Mayor’s Youth Program
DCG/DOES – Passport to Work Program
Sasha Bruce Youths Work-Youthbuild
US Dept of Labor-Job Corps
SOME Inc.
Allen Chapel AME, Inc
Catholic Charities – ERAP SE Family Center
East of the River FS Collaborative
Far Southeast FS Collaborative
Marshall Heights-Emergency Assistance
Salvation Army-EOR Initiative
UPO Anacostia Community Svc-DC
ARCH-Youthbuild Program
4 Answerpleasedc.dc.gov
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C. ACOC Strengths Weaknesses Opportunities, Threats (SWOT) Analysis Results
STRENGTHS
 History
 Longevity
 Integrity
 Unity of Purpose
 Good leadership/visionary (2)
 Good Reputation
 Loyal Staff
 Location (2)
 Committed Board (2)
 Long standing Board members
 Strong governance
 Partnership with Stanton Elementary (2)
 Well entrenched community
 Broad service areas
 Openness/transparency
 History
 Core Values
 Feeding Program (2)
OPPORTUNITIES
 Strategic partnership development
 Experience Corps (2)
 Enhanced program development
 APRA/Stimulus Money
 Renewed relationships with past funders
 Weak competition
 Opportunity to create revenue generating programming
 Increase service needs
 Poor public school system
WEAKNESSES
 Current funding mix
 Financial status (2)
 Funding cuts
 Limited funding
 Lack of cash reserves (2)
 Long range planning
 Visibility; ability to get name out
 Limited capacity/staffing (2)
 Lack of highly skilled staff
 Inability to attract highly motivated people to service on the board and staff
 Lack of implementation of ideals in an effective manner
 Board diversity (2)
 Lack of written/documented organizational history
 Range of programs offered
 Long range funding strategy
 Organizational focus
 Community division
 Level of client participation
 Dependency on grant financial resources
 Clothing bank launch
 Board Development/Governance/Board
Relations/Clarity in Board/Staff Roles
THREATS
 Recession (2)
 Economy (3)
 DC Budget
 Change in funding opportunities(i.e., refocus of government funding)
 Changing local politics
 Migration of the poor
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III. VISION, MISSION and CORE VALUES
VISION
ACOC is a leading provider of social, education and employment support services in the communities it serves.
MISSION
To provide a comprehensive array of individual, family and community engagement services which create a network of core supports to reduce poverty, strengthen families, improve communities and increase the number of realistic options for individuals to succeed in life.
CORE VALUES
Our Core Values and Guiding Principles are:
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Teamwork. We promote and support a diverse, yet unified, team. We work together to meet our common goals.
Mutual Respect. We honor the rights and beliefs of our staff, consumers, donors, funders, partners and others in our community. We treat others with the highest degree of dignity, equality and trust.
Accountability. We are accountable to our consumers, donors, funders, partners, and to one another by being responsive and mission-focused, producing measurable outcomes, operating on the basis of continuous improvement and demonstrating sound fiscal management. We hold ourselves accountable for effecting positive change for the better as a result of our work.
Servant Leadership. As staff, Board members and volunteers, we lead, serve and are committed to operating with a faith-based conscience in which spirituality remains a long standing value that is both respected and celebrated.
Integrity We value and uphold the highest ethical and professional standards in all our working relationships, demonstrating honesty and fairness in every action that we take.
Innovation. We are creative and innovative in everything we do, from program development and service delivery, to our approach to carrying out our vision, mission and goals. We anticipate change and capitalize on the many opportunities that arise.
Service Excellence and Quality. We support and encourage visionary leadership, exemplary management, excellent service and program delivery, and exceptional and competent staff.
IV. GOALS AND STRATEGIES
A. ORGANIZATIONAL VISION AND PLANNED ACCOMPLISHMENTS
ACOC’s vision is to provide a comprehensive array of family strengthening programs and services that creates a network of core supports for families and individuals that move
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them out of poverty and expands the number of realistic options for improving their chances of succeeding in life and giving back to their community. Our highly skilled and committed board and staff will work to implement methodologies and strategies that make ACOC one of the leading providers of social, education and employment support services in the communities it serves. We will do this by creating a highly visible and stellar community based nonprofit organization with the capacity to serve any District resident in need, operates with a clear set of core values and ethics; maintains sound organizational stewardship and governance; and mechanisms are in place for continuous improvements and lasting sustainability.
B. GOALS AND STRATEGIES
GOAL 1: INDIVIDUAL AND FAMILY STRENGTHENING
STRATEGIES:
1.1 Augment services in support of basic and crisis intervention needs/services to address the immediate needs of individuals and families.
1.2 Replicate and expand the public housing service delivery model.
1.3 Provide advocacy for and linkages to required services/supports not provided by
ACOC.
GOAL 2: ENHANCED EMPLOYABILITY
STRATEGIES
2.1 Develop and provide community-based Job readiness training programs/services.
2.2 Develop and provide employment skills development and training year-round.
2.3 Design and institute community-based job retention supports and services.
GOAL 3: EDUCATION ENHANCEMENT
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STRATEGIES
3.1 Develop and implement creative partnerships with schools, educational agencies, and leaders in education at the national and local levels.
3.2 Improve academic achievement for school age children and youth through the provision of school and community based programming.
3.3 Develop, implement and evaluate community based education services and skill development programs, including adult basic education, GED preparation, computer training, and post secondary education in order to assist adults in achieving their individual educational goals.
3.4 Establish a formal partnership with Experience Corps by serving as a learning lab for standardized programs and services.
GOAL 4: ORGANIZATIONAL STEWARDSHIP
STRATEGIES
4.1 Develop and implement a Board Development Plan that clearly articulates the Board’s role and its responsibilities to the organization both collectively and individually. In addition, the plan will define clear performance metrics, board structure, board recruitment process, and will establish a proactive “checks and balances” relationship with the Executive Director. Annually assess and monitor the Board’s performance.
4.2 Develop and implement an annual fund raising plan that results in the realization of a more diverse and sustainable revenue/funding stream in order to support and fulfill
ACOC’s current and future financial, operational and programmatic needs and requirements.
4.3 Enhance ACOC’s financial decision-making and management by developing annual financial goals and benchmarks which drive the budget and effectively monitor organizational performance.
4.4 Reposition the organization by developing and implementing a coordinated strategy that incorporates public relations, marketing, communications, and networking. The end
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result will be to enhance the organization’s capacity to gain access, garner support, develop program/organizational advocates, and enhance resources.
4.5 Develop and implement strategic and effective partnerships with select stakeholders to advance and support ACOC’s strategic direction, vision, mission, goals, priorities and programming.
4.6 Continue to build the organization’s capacity through organizational, staffing, infrastructure and program development.
V. IMPLEMENTATION
Implementation plan to be developed by ACOC Strategic Planning Committee, following presentation and adoption of revised Strategic Plan [Draft 2].
VI.
MONITORING AND REVIEW (Ongoing)
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