Looking to the Future
While EOF has many establish programs at work and working well in Wyandotte, that doesn't mean we don't have new ideas for new opportunities. Currently, our leadership is considering how the following projects and collaborations may fit within the structure of our overarching goals.
Increase visibility throughout Wyandotte County
Canvassing potential new employers and building/strengthening
relations with existing employers
Board Members to be more visible representing EOF
Explore Opportunities for small business incubators
Equipping inmates/offenders with financial literacy
Fiscal and Information Technology Interns
Form a "Friends of EOF" volunteer group
Form a "Young Friends of EOF" volunteer group
What are our overarching goals? We're so glad you asked! First, let's start with ROMA.
ROMA is 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. ROMA was created in 1994 by an ongoing task force of Federal, State and Local Community Action Officials to provide a framework for continuous growth and improvement. There are general National CSBG ROMA Goals that guide the Community Services Network:
Low-income people become more self-sufficient
The conditions in which low-income people live are improved
Low-income people own a stake in their community
Partnerships among supporters and providers of service to low-income people are achieved
Agencies increase their capacity to achieve results
Low-income people, especially vulnerable populations achieve their potential by strengthening family and other supportive systems.
Using both ROMA goals and our ongoing community assessments, EOF has the following goals set as our program priorities with corresponding strategies. These are also part of our Community Action Plan that we must submit in order to receive CSBG funding under the State of Kansas
EOF GOAL: To improve the employment prospects of low-income residents by providing a mix of services and interventions that will link skill development with employment supports. Our strategy is to offer case management (self-sufficiency counseling) that includes Job Readiness, Job Search and Job Retention Skills.
EOF GOAL: To eliminate or minimize barriers to gainful employment and the employability of low-income residents. Our strategy is to offer eligible participants enrolled in the employment services program employment support such as transportation, safety equipment, work clothing, uniforms, boot, assistance securing driver's license and ID's as warranted.
EOF GOAL: To expand the job opportunities of low-income participants. Out strategy is to canvas for potential new employers, build and strengthen relationships with existing employers.
EOF GOAL: Increase the availability of safe affordable housing for low-income families and individuals. Our strategy is to advocate on behalf of the low-income by engaging stakeholders and other concerned parties to increase safety measures.
EOF GOAL: Minimize the incidents of homelessness and reduce the overall risk of homelessness for Wyandotte Co. families. Our strategy is to strengthen our housing services.
COMMUNITY ENGAGMENT ISSUES
EOF GOAL: Increase volunteer and customer participation in Agency programs and soliciting their input in the decision making about agency programs, thereby giving more individuals a stake in their community. Our strategies include devising a volunteer recruitment plan for the agency utilizing input from the EOF Board of Trustees.
AGENCY OPERATIONS ISSUES
EOF GOAL: Assure that all programs operate efficiently and effectively, achieve program goals, and meet intended outcomes; evaluate and assess the impact of Agency services and programs within the community being served on an ongoing basis. Our strategies include reviewing and analyzing agency finances, fiscal procedures, personnel policies, and staffing to assure Agency resources are being used in the most effective and efficient manner and making adjustments as warranted. Continue to provide training for enrichment and skill enhancement to both staff, board members, and volunteers.