The Community Action Partnership of Kern has developed a Framework for Economic Self-Sufficiency to support strategic planning by CAA’s with the primary purpose of cohesively fighting the causes of poverty.

The Connecticut Association for Community Action has developed a Data Bridge Project as a comprehensive, integrated system for collection and management of client data that will result in cost-effective and improved delivery of human services.  Note – This system will be available without license fees to the whole Community Action network and other social service providers.

Community Action, Inc. developed a Partnership Tracking Tool to document the types of relationships that are established by the agency with outside groups and organizations.

LKLP Community Action Council uses an On-Line Needs Assessment Survey as a method to gain information for use in developing priorities and strategies as part of the agency’s annual planning process.

The Massachusetts Association for Community Action has published a Resource Guide on Establishing Effective Workforce Development Programs to help Community Action Agencies and others in their efforts to assist individuals in moving toward self-sufficiency.

Springfield Partners for Community Action uses the Appreciative Inquiry Process for strategic planning that builds upon an organization’s underlying strengths and values to create a vision for the future building on what worked best in the past.

The Human Development Commission established Cass River Enterprises to generate revenue for the agency while addressing needs of the general public, as well as enhancing the local economy and improving the lives of area residents.

Community Action Duluth created the Duluth Blueprint to End Poverty Initiative as a Call to Action to generate community involvement and support to build economic prosperity and hope for every citizen of Duluth.

The North Dakota Community Action Partnership established a Statewide Needs Assessment study to help Community Action Agencies evaluate the needs of and services for low-income individuals and families.

The New York State Community Action Association (NYSCAA) has established a Best Practices Clearinghouse of actual documents and related resources used by Community Action Agencies for management and operational purposes.

The Fayette County Community Action Agency established a Quality Review Process as a mechanism to promote continuous improvement in all aspects of the agency.

The Annie E. Casey Foundation has established the Family Economic Success approach to help families increase their income, stabilize their financial lives, and acquire assets and build wealth.

The Annie E. Casey Foundation has developed Rural Family Economic Success to help rural families increase their income, stabilize their financial lives, and acquire assets and build wealth.

The Community Action Partnership (Partnership) sponsors the Pathways to Excellence initiative to build the capacity of Community Action Agencies through learning and continuous improvement.

The Community Action Partnership has issued the Rooting Out Poverty Report to serve as the bedrock of a national campaign with suggested strategies for local action to promote a more just, more economically stable, more future focused national policy that helps people and communities reach their full potential.

The National Association for State Community Services Programs maintains the ROMA Web Site that contains information concerning Results Oriented Management and Accountability (ROMA), a performance-based initiative designed to preserve the anti-poverty focus of community action and to promote greater effectiveness among state and local agencies receiving Community Services Block Grant (CSBG) funds.

The Administration for Children & Families provides access to a Benchmarking Tool that can be used to strengthen CAA’s and other faith- and community-based organizations.

The Office of Community Services has developed information about the roles and responsibilities of tripartite boards as required by statute, along with suggestions on how State CSBG authorities, State community action associations, and local agency officials can help assure that boards function effectively.

The Division of State Assistance within the Office of Community Services publishes regulations and notices related to the Community Services Block Grant Program through Information Memoranda that are distributed to CSBG program administrators.

Penn State University has developed a Living Wage Estimator that helps reflect poverty rates among the working poor for use with public policymaking and planning, as well as advocacy initiatives.

CAA Best Practice and Award Programs and CAA Success Stories help gain recognition of the positive results of Community Action, assist CAA’s in identifying initiatives that could be replicated, and serve as motivation for additional support and involvement with CAA efforts. 

State CAP Association Training and Capacity Building activities help strengthen and expand CAA governance, management, and program activities through (a) increased awareness of emerging trends and anti-poverty strategies, (b) skill building, (c) information exchange, and (d) access to materials and resources.

State CAP Association Newsletters broaden the understanding of Community Action, attract attention to poverty issues and solutions, and foster communication throughout the Community Action Network. 

Assessment of an agency’s strengths and areas for improvement is a key element of ROMA National Goal #5: Agencies Increase Their Capacity to Achieve Results.

Needs assessment studies are one component of the Results Oriented Management and Accountability cycle.  This process is a key feature of an agency’s planning and evaluation process that relates to ROMA National Goal #5: Agencies Increase Their Capacity to Achieve Results.

Needs assessment studies are one component of the Results Oriented Management and Accountability cycle.  This process is a key feature of an agency’s planning and evaluation process that relates to ROMA National Goal #5: Agencies Increase Their Capacity to Achieve Results.

Resources to support disaster planning are featured along with tools from the U.S. Department of Health and Human Services that can be used by Community Action Agencies and others to develop effective Emergency Preparedness and Disaster Relief plans.

Expansion of an agency's financial resources is a key element of ROMA National Goal #5: Agencies Increase Their Capacity to Achieve Results.

Strengthening an agency’s planning and evaluation capacities is a key element of ROMA National Goal #5: Agencies Increase Their Capacity to Achieve Results.

As stated by the SPIN Project, a strategic communications plan has the power to transform an organization: both in terms of your credibility and status in your community, and in terms of the way you work together as a team to achieve your mission and vision for your community.

Strengthening an agency’s strategic planning capacity is a key element of ROMA National Goal #5: Agencies Increase Their Capacity to Achieve Results.

Wider Opportunities for Women created the Family Economic Self-Sufficiency Project (FESS) to serve as a common framework—economic self-sufficiency—to design, implement, and advocate for programs and policies that move low-income families toward economic independence.