CMCA Mission

To empower individuals and families to achieve self-reliance.

CMCA Values

• Leadership
• Learning Environment
• Empowerment
• Communication
• Professionalism
• Staff well-being

CMCA Definition of Poverty

Poverty is a barrier to food, education, housing, transportation, healthcare and employment; it makes the costs, quality and availability of these basic needs unattainable.

CMCA Vision

The three aspects of the CMCA Vision are each important enough to stand alone but none can be lost if we are to achieve our Mission.  Our Vision focuses on the people we serve, the communities in which we live, and our organization’s capacity to be an agent of change.  Each of these is integral to the other as we set our sights on our Mission and Strategic Commitments.

• Individuals and families live extraordinary lives in decency and dignity
• Communities are thriving, vibrant, safe places to live embracing all individuals and providing opportunities for growth.
• Central Missouri Community Action is the recognized leader in ending poverty and building strong communities.

Strategic Commitments
10 year outcomes, 3 year outcomes

Engage the community to assure that all people have their basic needs met.

• Individuals have access to affordable quality healthcare and nutrition.
  • At least one partnership with healthcare providers and nutrition resources in each CMCA county is developed or enhanced.
  • An action plan to address gaps in health and nutrition services is developed in each county.
• Quality, affordable housing is made available for families.
  • Expand access to quality income-based housing
  • Expand partnerships with housing and energy resources in three counties having the highest need.
• Safe, affordable, and convenient transportation is readily available.
  • A community based plan is in place to meet transportation needs and resources in each CMCA county.

Enhance community capacity to ensure all individuals have lifelong learning opportunities.

• Comprehensive accessible education ensures that all students achieve success.
  • Early childhood education opportunities are expanded in the three counties with the highest need.
  • A plan is in place in three communities to increase graduation rates and prepare students for post-secondary training.
  • A plan is in place to educate families on the financial resources and options for post-secondary.
• Individuals have the skills and knowledge to thrive within current socio-economic realities.
  • 3,250 people participate in professional development opportunities provided by or in partnership with CMCA.
  • 8,000 people have received financial literacy training.
• Accessible enrichment opportunities are available to all people.
  • Educational opportunities for developing leaders are expanded in two counties.
  • Training opportunities prepare volunteers for meaningful community service and/or employment.
  • 1500 CMCA clients participate in affordable/quality Family Development activities.

Build community capacity to enhance economic and community assets.

• Living wage jobs are increased.
  • A community education plan about the need for living wage jobs is developed and implemented in each county.
  • Three partnerships are developed with business owners and local industries in three counties.
  • The agency has one for-profit subsidiary paying living wage jobs.
• Sufficient, affordable, safe housing is developed.
  • Partnerships with developers are expanded by 1 in each of the three counties having the highest housing needs.
  • The agency expands housing by rehabbing existing housing stock.
  • Quality income-based housing is developed in one county having the highest housing need.
• Individuals will increase their personal assets.
  • Expand MBA program to two additional counties.
  • 15 low income families become homeowners in CMCA’s service area.
  • One financially responsible lending program for short term loans is accessible to each CMCA county.
  • Three new micro businesses are established.
  • 1,500 families have become self-sufficient using living wage calculator.
• Families have access to affordable, quality childhood programming, eldercare, and special needs services.
  • Quality/affordable pre-K services are expanded in two counties.
  • One new partnership is developed to expand quality/affordable before/after school care services.
  • One new partnership is developed to expand quality/affordable eldercare services.

Build relationships across class and race lines.

• Policy making entities are representative of the community demographic in which they serve.
  • CMCA has governance representation equal to the demographic diversity of the service region.
  • 30% of community organizations have leadership representation equal to the level of poverty in their service area.
• Intentional and positive relationships exist across class and race lines.
  • 150 networking opportunities have been created to expand individuals’ exposure to other classes and races.
  • CMCA has presented 150 educational opportunities regarding class, race and the realities of poverty.
• Community members are committed to ending poverty
  • Community education plan is developed and implemented.
  • ­­­­­­CMCA has presented 150 educational opportunities regarding class, race and the realities of poverty.
  • Community awareness about the impact of poverty is increased by 25%.

Develop an innovative, caring agency dedicated to being an influential leader in our communities.

• Board members are knowledgeable about and committed to ending poverty.
  • Comprehensive training is designed and implemented annually for CMCA governance groups.
  • Board members act as spokespersons and advocate for transformational community change to end poverty.
• Staff members and volunteers are recognized as the Agency’s most valuable resource. 
  • Staff pay scale and benefits are evaluated and a transition plan is in place to achieve a competitive wage scale by 2012.
  • The Agency work environment reflects the values of CMCA and the needs of individual staff members.
  • Staff and volunteer talents & skills are recognized and used.
  • CMCA employment retention rate is 80%
  • Personnel policies, procedures and job descriptions reflect best practices and the CMCA plan.
• The Agency has resources to support its Plan.**
  • Unrestricted funds are increased by 20% to support the plan.
  • Facilities adequately support the agency plan.
  • The technical infrastructure proactively supports the agency plan.
  • A strategic communication plan is in place.
• CMCA’s structures and systems are aligned with the Agency’s Plan.**
  • A unified data structure or warehouse to support client programs, staff and reporting is in place.
  • Policy, procedure and practices are reviewed and revised to align with the plan.
  • Agency organizational and leadership structure and expectations are aligned with the plan
• Agency culture is aligned with the agency’s mission, vision and values.
  • 75% of employees initiate leadership opportunities, promote new ideas and become involved in personal growth opportunities.
  • All employees adhere to CMCA’s professional code of conduct aligned with the Agency’s mission, vision and values.

**Definition of “Plan” is the Agency’s mission, vision, values & Strategic Commitments.