2013-2016
Alameda County
Community Asset Network (AC CAN)
Strategic Plan 2013-2016
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Contents
Planning Background .................................................................................................................................... 3
Purpose ..................................................................................................................................................... 3
Process ...................................................................................................................................................... 3
Plan-At-A-Glance ........................................................................................................................................... 4
Organization and Members .......................................................................................................................... 5
Who We Are .......................................................................................................................................... 5
Our Members and Partners .................................................................................................................. 5
Host Agency .......................................................................................................................................... 5
Mission, Vision and Philosophy .................................................................................................................... 6
Status Assessment/SWOT analysis ............................................................................................................... 7
Current Strengths and Opportunities ................................................................................................... 7
Current Challenges and Threats............................................................................................................ 7
Priority Outcomes for 2016 .......................................................................................................................... 8
Strategies ...................................................................................................................................................... 9
Work Plans for First Tiered Priorities .......................................................................................................... 10
Note: The image on the cover includes the words that AC CAN members and partners used to describe
AC CAN at the January 2013 AC CAN Stakeholder event.
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Planning Background
Purpose
This three-year strategic plan (2013-2016) is intended to serve as the principal guide for the Alameda
County Community Asset Network (AC CAN) through the 2016 calendar year. It is intended to be a
dynamic document that will continue to evolve as necessary to ensure that AC CAN is effective and able
to sustain its efforts.
Process
The strategic planning process was led by the AC CAN Steering Committee and involved our members,
partners, and funders. Carla Dartis, Chief Operating Officer at Urban Strategies Council, acted as a
facilitator for the process, provided guidance to AC CAN staff and led the sessions with the Steering
Committee. Carla is trained in Results-Based Accountability (RBA)1 strategic planning and, thus, guided
the group using this framework. RBA starts with establishing a clear vision of the conditions one seeks
to address and, then, works backwards, step-by-step, to determine who and what is needed to manifest
the vision. The strategic planning process included the following steps and participants:
Stakeholder Input:
AC CAN staff gathered present and past input from members, partners, and funders on status and
direction through multiple means including:
 Review of the last three years of member survey results
 Previous strategic planning documents from AC CAN
 Key funder phone interviews completed January-March 2013
 AC CAN Stakeholder meeting that focused on strategies and activities for AC CAN
Planning Sessions:
AC CAN Steering Committee and staff gathered for four meetings in Dec 2012 and early 2013 to develop
draft strategic directions for the Network based on input from members, stakeholders, and funders.
Specific meeting objectives included:
 Make transparent the underlying assumptions held regarding ACCAN’s organizational structure
and membership focus
 Create agreed upon Mission, Vision, Philosophy that guide the Network and planning process
 Create strategic priorities to anchor the 3-year strategic plan
Member/Partner Review and Input:
AC CAN Steering Committee and staff presented strategic plan directions to members and partners at
April 2013 Stakeholder Convening. Participants provided feedback on Mission, Vision, Philosophy, and
Priority Outcomes and brainstormed strategies and activities for the 3-year plan.
Plan Drafting and Review:
Based on input gathered throughout the process, staff drafted a strategic planning document. The
Steering Committee reviewed the plan and implementation will begin in May 2013. We designed this as
a “living document” and plan to use it at Steering Committee meetings to guide our work in the coming
years.
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Results Based Accountability: http://www.raguide.org
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Plan-At-A-Glance
Mission: AC CAN’s mission is to build local capacity to create economic equity in Alameda County by working collectively with our members to develop
innovative income and asset-building strategies, services, and policies.
Philosophy: The following statements guide the work of AC CAN:
i. We believe people should be met where they are in their income and asset development efforts and that services and products should be
Who
appropriate to client’s needs;
ii. We believe that poverty is a structural issue that has to be addressed at the policy and systems level as a complement to individual client service
provision; and
iii. We believe that together, working in partnership, we will have a larger impact.
Vision: AC CAN members are activated, inspired, forward-thinking, and informed leaders who work together to address the root causes of poverty and
partner with low-to-moderate income people to build income and assets. The result is that our members and Alameda County residents recognize their
capacity and power to create healthy, vibrant, and economically just communities.
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Host organization staff
turn-over
Host organization
funding and program
changes
Declined appetite for
IAD funding
Gap in communications
and marketing
Financial sustainability
Complex membership
fee system, few paid
Outcomes for 2016
Strong leadership and
engagement from members
Highly skilled and experienced
members
Former staff members stay
engaged
Reputation of being
collaborative, respected and
needed
Clearer direction through
strategic plan
Match new staff with strategic
planning priority outcomes
Strong relationships with
existing funders
Untapped support from financial
institutions
Untapped partners outside of
traditional asset building
see details page: 7
Threaths & Challenges
Piloting Innovation:
Define who & what we are good at
Create opportunities for networking &
exchange of ideas
Identify and test innovative asset
building strategies
Leadership Development:
Create a common framework &
language
Create opportunities for shared learning
Financial Sustainability:
Set three-year budget
Diversify revenue sources
Increase unrestricted operating funding
Visibility:
Update & expand communication tools
Position AC CAN at tables of influence
Advancing the field:
Create innovative partnerships
Create a dialogue with funders
Influence the narrative
Strengths & Opportunties
Strategies
Core Services: We provide the following core services to our members and partners:
i. Facilitate and sponsor peer–to-peer learning opportunities and partnerships
ii. Create and connect members and clients to tools and resources in the field
iii. Provide best practice research to inform policy and practice
Piloting Innovation
Leadership
Development
Financial Sustainability
Visibility
Advancing the Field
Existing AC CAN tools
are underutilized
see details page: 7
see details page 8
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Organization and Members
Who We Are
Founded in 2007 by Urban Strategies Council, Alameda County Community Asset Network (AC CAN) is a
working group of service providers, credit unions and banks, community based organizations, public
agencies, and base-building organizations that work in partnership to increase the income and assets of
Alameda County residents. Members provide their clients a variety of wrap-around services including
financial coaching and counseling, credit repair and building services, free tax preparation, public
benefits enrollment, workforce training and placement, access to banking services, affordable housing,
and health and nutrition support.
Our Members and Partners
Alameda County Community Food Bank
Alameda County Public Health Department*
Alameda County Social Services*
Alliance of Californians for Community
Empowerment (ACCE)
AnewAmerica Community Corporation
Brighter Beginnings
California Reinvestment Coalition
Catholic Charities of the East Bay*
Centro Legal de la Raza
Community Check Cashing, a non-profit check
casher
Community Financial Resources*
Community Trust, a division of Self-Help Federal
Credit Union
Cooperative Center Federal Credit Union*
Davis Street Family Resource Center
EARN
East Bay Asian Local Development Corporation
(EBALDC)
Federal Deposit Insurance Corporation (FDIC)
Federal Reserve Bank of San Francisco*
Fremont Family Resource Center
Game Theory Academy
Housing Rights, Inc
Lao Family Community Development
Mission Asset Fund
Alameda County-Oakland Community Action
Partnership (AC-OCAP)
One PacificCoast Foundation
Operation Hope
Opportunity Fund
San Antonio CDC
Self-Help
Tri-Valley Housing Opportunity Center
United Way of the Bay Area’s Earn It! Keep It!
Save It! Campaign
Urban Strategies Council
The Workforce Collaborative
*Steering Committee members
Host Agency
AC CAN is founded and staffed by Urban Strategies Council (the Council) since 2007. The Council is a
social impact organization that uses tools of research, policy, collaboration, innovation and advocacy to
achieve equity and social justice. Its mission is to eliminate persistent poverty by working with partners
to transform low-income neighborhoods into vibrant, healthy communities. AC CAN fits within the
larger work of the Council’s Economic Opportunity Program, and specifically the income and asset
development work.
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Mission, Vision and Philosophy
As part of the planning process, AC CAN revisited its existing mission and philosophy that had been in
place since 2007. Throughout this process, the AC CAN Steering Committee focused on better clarifying
the role of AC CAN and the relationship with our members. We also articulated a vision for the first time
in AC CAN history to help direct where we want to go and how we will get there. The new mission,
vision, and philosophy focus on the broader goal of creating economic equity by working collectively
with our members.
Mission
AC CAN’s mission is to build local capacity to create economic equity in Alameda County by working
collectively with our members to develop innovative income and asset-building strategies, services, and
policies.
Philosophy
The following statements guide the work of AC CAN:
i. We believe people should be met where they are in their income and asset development
efforts and that services and products should be appropriate to client’s needs;
ii. We believe that poverty is a structural issue that has to be addressed at the policy and
systems level as a complement to individual client service provision; and
iii. We believe that together, working in partnership, we will have a larger impact.
Vision
AC CAN members are activated, inspired, forward-thinking, and informed leaders who work together to
address the root causes of poverty and partner with low-to-moderate income people to build income
and assets. The result is that our members and Alameda County residents recognize their capacity and
power to create healthy, vibrant, and economically just communities.
Core services
We provide the following core services to our members and partners:
i. Facilitate and sponsor peer-to-peer learning and partnerships
ii. Create and connect to tools and resources in the field
iii. Provide best practice research to inform policy and practice
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Status Assessment/SWOT analysis
What are key messages from partners and stakeholders? What is the state of AC CAN?
Current Strengths and Opportunities
1. Strong leadership and engagement over many years from member organizations
2. Highly skilled and experienced member and partner organizations. Considered thought-leaders
and experts in the field as evidenced by CFED’s selection of AC CAN as Local Lead Organization
for its national Assets and Opportunity Network
3. Former staff members stay engaged in AC CAN in leadership and program roles
4. Reputation of being collaborative, respected, and needed by members, funders, and others in
income and asset building field
5. Updated strategic planning process will provide clearer expectations and direction for the
Network
6. Timing of updated strategic plan and new staff hiring creates opportunity to match staff skills
with strategic planning priority outcomes
7. Strong relationships with existing AC CAN funders
8. Untapped opportunity for small local and regional financial institutions to support AC CAN’s
work
9. Large group of untouched local and cross-field partners outside of traditional asset building,
including: business, faith-based, financial institutions, education, health, government officials,
etc.
Current Challenges and Threats
1. Current host organization staff turn-over, including of AC CAN staffers
2. Host organization is in midst of funding and programmatic changes
3. Regional and national funders’ appetite and diversity for income and asset development
initiatives has declined
4. Communication and self-marketing are weaknesses. The Network does not fully take advantage
of the current social media and communication tools available
5. Membership fee system in place; however, too complex and few members have paid
6. Existing AC CAN tools are underutilized
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Priority Outcomes for 2016
AC CAN identified five priority outcomes that the Network will focus on over the next three years. The outcomes are tiered based on staff
capacity and Network readiness. In the first 18 months the Network will focus primarily on the following three priorities: Piloting Innovation,
Leadership Development and Financial Sustainability. AC CAN plans to build off of our success in first 18 months to develop more specific
strategies, activities and work plans for the remaining two outcomes: Visibility and Advancing the Field.
1. Piloting Innovation: By 2016, AC CAN members have access to the best research-based, fresh, effective, and cutting-edge ideas, tools,
and resources to practice their work, engage communities and collaboratively inform local, regional, and national policies.
2. Leadership Development: By 2016, AC CAN members have a common framework and shared language about income and asset
development that is reflected in the work of their organizations and addresses the structural issues of poverty and economic equity. AC
CAN members act on and represent this shared framework in their daily work, practices with the community, and in the public space.
3. Financial Sustainability: By 2016, a financially sustainable AC CAN in which all expenses are covered within revenues raised and a 90-day
operating reserve is maintained that then enables AC CAN to respond to new and emerging opportunities and maintain core staffing and
convening support.
4. Visibility: By 2016, our strong reputation and track record makes AC CAN the go to organization for media, stakeholders, policy makers
and organizations seeking input and feedback on income and asset development services, products, and policies in the region.
5. Advancing the Field: By 2016, AC CAN members are agents of change that influence the local, regional, and national narrative on what
works, shape funder’s priorities, and inform policy change.
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Strategies
AC CAN identified the following strategies to help move the Network towards our desired direction. Strategies in this plan are intentionally
general and will be further specified in implementation. Initial work plans for the identified first tier results/outcomes have been drafted and are
included in the last pages of this plan.
Priority Outcomes
Proposed Strategies
Piloting Innovation: By 2016, AC CAN members have access to the
best research-based, fresh, effective, and cutting-edge ideas, tools,
and resources to practice their work, engage communities and
collaboratively inform local, regional, and national policies and.
*Work plan for first 18 months is detailed on page 11
1. Define and share who we are and what we are good at
2. Create opportunities for networking and exchange of ideas
3. Identify and test innovative income and asset building strategies
Leadership Development: By 2016, AC CAN members act on and
present a common framework and shared language about income
and asset development that is reflected in their daily work and
addresses the structural issues of poverty and economic equity.
*Work plan for first 18 months is detailed on page 12
1. Create a common framework and shared language
2. Create opportunities for shared training and learning
Financial Sustainability: By 2016, a financially sustainable ACCAN in 1. Diversify revenue sources to include a wider range of supporters
which all expenses are covered within revenues raised and a 90-day 2. Increase unrestricted operating funding through membership dues
operating reserve is maintained that enables ACCAN to respond to
and dedicated foundation funding
emerging opportunities and maintain staffing and convening
support. *Work plan for first 18 months is detailed on page 13
Visibility: By 2016, our strong reputation and track record makes AC 1. Update and expand communication tools, including website, to
CAN the go to organization for media, stakeholders, policy makers
reflect our work and effective communication strategies
and organizations seeking input and feedback on income and asset
2. Position members and staff at tables of influence to embed Network
development services, products, and policies in the region.
principles throughout Alameda County
Advancing the field: By 2016, AC CAN members are agents of change 1. Create innovative partnerships with groups that have not been as
that influence the local, regional and national narrative on what
involved with AC CAN – base-building, faith-based, etc.
works, shape funder’s priorities and inform policy change.
2. Create a dialogue with funders about income and asset development
and strategies to increase partnerships with local organizations
3. Influence the narrative about income and asset development
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Work Plans for First Tiered Priorities
(2013-2014)
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Work Plan for Piloting Innovation
Priority Outcome: By 2016, AC CAN members have access to the best research-based, fresh, effective, and cutting-edge ideas, tools, and resources to
practice their work and collaboratively inform local, regional, and national policies and engage communities.
Strategy: What are the strategies needed to reach this priority outcome?
In order to provide the best research-based, fresh, effective and cutting edge ideas, tools and resources, AC CAN must:
1. Define and share who we are and what we are good at
2. Create opportunities for networking and exchange of ideas within and outside of income and asset building field
3. Identify and test innovative income and asset building strategies
Results: What do we want to achieve or produce?
Short term (6 – 18 months): Members have access to the best research-based, fresh, effective, and cutting-edge ideas, tools, and resources to
practice their work
Long term (19 – 36 months): AC CAN develops skills to inform local, regional and national policy
Strategy Components and Activities
1. Define and share who we are and what we are good at
a. Complete a mapping/inventory of member work, skills, assets and needs that
serves as a base for partnerships and member–to-member tool
Indicators
2. Create opportunities for networking and exchange of ideas
a. Dedicate time in AC CAN committee and stakeholder meeting for networking
b. Schedule trainings and learning sessions on a range of topics
c. Create a member listserv and/or blog to facilitate exchange of ideas
d. Broaden partnerships of AC CAN to include other sectors (ie. academics,
business community, financial sector, think tanks, other government agencies)
3. Identify and test innovative income and asset building strategies
a. Stay abreast and share out latest research, tools, and resources in the income
and asset building field
b. Encourage members to test and utilize income and asset building tools and
resources, including existing AC CAN tools such as Savvy Consumer Toolkit,
Banking Menu, Resource Directory, IAD continuum, etc.
c. Continue regular maintenance and updates of existing tools and resources
Sustained participation in monthly
committee meetings
New and increased diversity in
stakeholder convenings
Staff
Members
Partners
Use of existing AC CAN tools and
resources
Member organizations connected
to funding, training or partnership
opportunities
Staff
Members
Partners
# of members
Partnerships created
Who
Staff
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Work Plan for Leadership Development
Priority Outcome: By 2016, AC CAN members act on and present a common framework and shared language about income and asset development
that is reflected in their daily work and addresses the structural issues of poverty and economic equity.
Strategy: What are the strategies needed to reach this priority outcome?
1. Create a common framework and shared language about income and asset development for members and partners to use
2. Create opportunities for shared training and learning within and outside of income and asset building field
Results: What do we want to achieve or produce?
Short term (6 – 18 months): All members use common language, terminology, and understanding of structural issues of poverty and economic
inequity. Members and partners are using shared language in their daily work
Long term (19 – 36 months): Members actively engage with teaching others through various mediums and venues
Strategy Components and Activities
1. Create a common framework and shared language
a. Create a shared language and framework that includes key concepts and definitions, using
existing tools including Savvy Consumer Toolkit and the IAD Development Framework
b. Decide on distribution strategies for members and partners
2. Create opportunities for shared training and learning
a. Offer Savvy Consumer Toolkit training to all members and partners
b. Create opportunities to discuss key issues and concepts through book clubs, movie screening,
brown bags, etc.
c. Create a speakers bureau and incorporate with social media and new technology
d. Identify a core series of workshops for members on issues of income and asset development,
i.e. wealth inequity, self-sufficiency standard, Earn It! Keep It! Save It! data, CFED Asset &
Opportunity Scorecard, as well as larger structure issues of poverty and economic equity, i.e.
Health-Wealth, race, power dialog, social determinants of health
e. Partner with others (i.e. Building Blocks Collaborative, Family Economic Security Partnership)
to hold and sponsor dialogues or shared training opportunities
Indicators
Members feel
confident explaining AC
CAN and income and
asset development,
structural issues of
poverty and economic
equity
Number of trainings
and opportunities for
shared learning
Who
Staff
Members
Staff
Members
Partners
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Work Plan for Financial Sustainability
Priority Outcome: By 2016, a financially sustainable ACCAN in which all expenses are covered within revenues raised and a 90-day operating reserve
is maintained that then enables ACCAN to respond to new and emerging opportunities and maintain core staffing and convening support.
Strategy: What are the strategies needed to reach this priority outcome?
1. Diversify revenue sources to include a wider range of supporters, including foundations, financial institutions, public agencies, and businesses.
2. Increase unrestricted operating funding through membership dues and dedicated foundation funding
Results: What do we want to achieve or produce?
Short term (6 – 18 months): By fiscal year-end 2012-13 ensure that year ends in balanced position and that 1st quarter revenues for 2013-14 are
secured.
Long term (19 – 36 months): By fiscal year-end 2013-14 ensure balanced budget that includes a funded 30-day operating reserve, and 1st quarter
revenues for 2014-15 are secured; and by fiscal year year-end 2014-15 ensure balanced budget that includes a funded 90-day operating reserve and
1st quarter revenues for 2015-16 are secured.
Strategy Components and Activities
1. Set a three-year budget for AC CAN
2. Diversify revenue sources to include a wider range of supporters
a. Dedicated staff and active members who seek funds, write proposals and secure contracts
and grants on behalf of AC CAN
b. Track reports - including budgets, financial accounting reports - regularly prepared by staff
and reviewed by Steering Committee
c. Assure clear and adhered to process and guidelines for raising funds for AC CAN and
transmittal of funds to the Council for AC CAN expenses.
3. Increase unrestricted operating funding through membership dues and dedicated foundation funding
d. Assess and update collection process for dues
e. Outline clear membership benefits (tangible/intangible)
Indicators
Outline 3-year
budget
Number of
funders
Who
Staff
Steering Committee
Staff
Steering Committee
Amount of
funding
% of unrestricted
funding
Amount of
funding
Staff
Steering Committee
% of unrestricted
funding
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