The Spring Into Learning and Growth

As we welcome the season of spring, we are reminded of the beauty of growth, renewal, and new beginnings. This time of year, brings fresh energy into our classrooms, where children continue to build skills, confidence, and curiosity through meaningful learning experiences each day.

At Head Start, spring is a wonderful opportunity to extend learning beyond the classroom. We encourage families to spend time outdoors, explore nature, and engage in simple conversations that support language and development—whether it’s talking about the weather, observing plants growing, or enjoying a walk together.

We are also excited to continue strengthening our connection with the communities we serve. Head Start thrives because of strong partnerships—with local schools, organizations, businesses, and community members who believe in supporting children and families. These partnerships help us expand opportunities, provide resources, and create meaningful experiences for our children.

If you or your organization are interested in partnering with us—through volunteering, sharing resources, hosting events, donations or supporting our programs—we would love to connect. Together, we can make an even greater impact for the children and families in our community.

Our team remains committed to providing safe, nurturing environments where children can thrive. We also look forward to upcoming family engagement opportunities and continuing to build strong relationships with each of you. Your involvement plays a vital role in your child’s success, and we appreciate all the ways you support their learning journey.

Thank you for being a valued part of our Head Start community. We are excited for all this season will bring!

The new RFP for Congregate Meals was turned in last Friday. I had several hands that helped get this together, thankful for the guidance. We will find out the results in a few months.

We served 2,814 meals in February. The weather and President’s Day lowered our numbers for the month.

Senior Celebration is coming up May 21st. The centers are getting the seniors that plan to ride with CATS signed up with the proper paperwork. The seniors truly enjoy this special day just for them. If you know of any seniors that are independent, drive themselves, tell them about it, they will really enjoy this day.

I will be visiting the senior centers to speak with them to understand their needs, and see what can be done to help.

If you are 60 years of age or older you may sign up for the senior meals. It’s not just a meal, it’s a chance to meet new friends, find things you have in common, play cards, and have great conversations with people that become family.

Child Care Nutrition Program – Kathy L. Hagan, Program Director (Formerly known as Family Child Care Homes and Unaffiliated Centers Program)

Central Kentucky Community Action Council (CKCAC) is proud to announce the renaming of one of its programs. Once called the Family Child Care Homes and Unaffiliated Centers Program, or simply the ‘Food Program’ by some, this important nutrition program is now called the Child Care Nutrition Program. Why the change? Because let’s face it, most people didn’t really understand what the technical title meant and the simpler version of the ‘Food Program’ doesn’t really put the emphasis on child nutrition, which is the program’s primary focus.

What else has changed with the Program? CKCAC is expanding the Child Care Nutrition Program’s sponsorship reach beyond the counties we currently serve to include eligible Child Care Homes or Centers in any Kentucky county. We are excited and ready to expand our outreach for this important cause.

The program has a logo now as well. What does this mean for the program? It means better recognition and understanding of CKCAC’s commitment to helping children receive nutritious meals at child care services throughout Kentucky.

What is the Child Care Nutrition Program? For those of you who are not familiar with this program (no matter what it’s called), the Child Care Nutrition Program is responsible for CKCAC’s sponsorship of the USDA’s Child and Adult Care Food Program (CACFP). The CACFP benefits the children with healthier meals; the Family/Center Child Care with monthly reimbursements to help cover food costs; and the parents/guardians with well-nourished children and lower child care costs.

The Child Care Nutrition Program is Looking for Child Care Homes & Centers to Sponsor in the Child and Adult Care Food Program! Do you know of a Kentucky Child Care Home or Center that recently opened or that has been in business for a while and is not currently taking advantage of the Child and Adult Care Food Program (CACFP)? If so, please have them contact CKCAC’s Child Care Nutrition Program Director Kathy Hagan at kathy.hagan@ckcac.org or by calling 270-402-1977 for more information.

With rising food costs, now’s the time for all eligible Kentucky Child Care Homes and Centers to participate in the CACFP. Let Central Kentucky Community Action Council help you apply for the CACFP as your sponsor today!

Spring is here and the Community Collaboration for Children is busy planning April Child Abuse Awareness Month. April 2^nd we will be planting pinwheels in Washington County at 10am and Marion County at 3pm. Trail of Hope Regional Network will be hosting Lunch and Learns in Washington, Nelson, Hardin, Meade and LaRue counties. For more information, please reach out to Ronda Bertrand at ronda.bertrand@ckcac.org. Community Baby showers: Marion County, April 15^th 4:30-6:30pm; Breckinridge County, April 23^rd 3:30- 5:30pm (central time); Nelson County, May 5^th 4:30-6:30pm; Meade, May 9^th 9-12pm; Hardin County, May 20^th 4-6:30pm and Washington County will be in June.

Parent Engagement Meeting Program helping to prevent truancy in Elizabethtown City, Hardin County Elementary and Bardstown City schools. We have served 163 families since the end of February.

Trail of Hope Regional Networks Build A Bed program has been extremely busy already making sure 127 children have a bed. We are working on sponsorships to purchase bed frames, mattresses, bedding, and pillows. Trail of Hope Regional Network will meet in person at 708 Westport Road at the CKCAC building. Our last meeting will be May 19^th at 10am. If you are interested in being a network member please reach out to Ronda Bertrand, CCC Network Coordinator at 270-692-7553.

March is an important month for CKCAC. Spring brings new opportunities for growth as the flowers and trees begin their growth. 2026 is already off to a busy start, but we are excited for what the year will bring.

We are welcoming two new low-income members and one Emeritus member with Finance expertise to CKCAC’s Board of Directors. Ms. Lorrie McGonigle (LaRue), Ms. Tara Durbin (Washington), and Ms. Allyson Trailor (Finance) were all approved at March’s Board of Directors’ Meeting. Welcome to these committed individuals and thank you for offering to bring your time and talents to help Central Kentucky.

CKCAC’s Board of Directors also approved our three-year strategic plan for 2026 to 2028. This strategic plan has been in the works for many months and is a collaborative effort between leadership, staff, and our Board. If you would like to learn more, please visit https://ckcac.org/newsletter/ckcacs-strategic-plan-2026-2028/

Finally, CKCAC is proud to announce that we have been awarded contracts through Lincoln Trail Area Development District (LTADD) to continue offering Senior Center meals and programming in all eight of our counties. CKCAC was also awarded the contract to continue providing Senior Transportation through CKCATS. We are proud to continue our amazing partnership with LTADD to bring these essential services to Seniors in our area. Please contact your local Senior Center or CKCATS if you have any questions.

Thank you for all you do.

Introduction

In this Strategic Plan, Central Kentucky Community Action Council, Inc. (CKCAC) outlines the critical community characteristics and needs which will guide development and innovation of the agency’s anti-poverty programming over the next three years. The goals focus on improving the agency’s overall operations as well as program-specific operations, including the types of services provided.

This plan was developed through a collaborative process involving key CKCAC and community stakeholders, the Board of Directors, staff, and clients. Community Needs Assessment surveys and Agency Client satisfaction surveys were used to focus the plan on client needs.

CKCAC was established in 1966 and primarily serves Breckinridge, Grayson, Hardin, LaRue, Marion, Meade, Nelson and Washington counties, with a presence in 27 Kentucky counties. The agency employs approximately 260 staff and administers twelve programs under the leadership of Executive Director Bryan Conover, guided by a volunteer tripartite Board of Directors.

This Strategic Plan is a living document, adaptable to the changing economic, political, and cultural climate, and will be reviewed on an annual basis.

 

Research Methods

With Customers in mind, this Strategic Plan was developed by incorporating Customer Satisfaction data and customer input that was collected through the Community Needs Assessment and customer satisfaction surveys from programs operated through CKCAC. CKCAC engaged I thoughtful assessment of needs, planning to meet those needs, implementation of programs and services designed to meet the needs, collection of data, and the analysis of this data by continuous use of the full ROMA Cycle. The agency’s Nationally Certified ROMA Implementer was influential in the development of the Strategic Plan.

The Community Needs Assessment is administered in the summer, fall and winter and completed in the spring. This report consisted of surveying CKCAC clients, community organizations. Faith based, private sector, public sector and educational institutions in CKCAC’s primary service region regarding their perceptions of what services/programs are needed and the major causes of poverty in their community. This report examined a wide range of variables in the service region such as poverty, health care, education, transportation, and employment.

 

Significant Community Needs Overview (2022–2025)

The following data from CKCAC’s Community Needs Assessment identifies the top community needs guiding this plan:

 

Year	Housing (%)	Employment (%)	Education (%)	Key Themes
2022–23	64.1%	64.0%	48.5%	Rising rent, low wages, limited ECE
2023–24	52.9%	73.2%	58.5%	Transportation barriers, childcare gaps
2024–25	83.7%	59.8%	65.6%	Affordable housing crisis, post-secondary access

 

Methodology and Acknowledgements

Utilizing Community Needs Assessment data, agency-specific needs, and program-specific needs, Central Kentucky Community Action Council implemented a team approach to our strategic planning process. Members of the strategic planning team included the Executive Director, Program Directors, and Finance staff.  The Board of Directors also designated a member to help facilitate the conversations. CKCAC also contracted with a ROMA-certified professional for creation and review of the strategic plan for quality control and CSBG organizational standards compliance purposes.

The strategic plan is approved by the agency Board of Directors and progress towards goals is reviewed and approved by the Board of Directors on an annual basis in compliance with Organizational Standard 6.5.

Throughout this Strategic Plan, goals are tied to the three national ROMA Goals. ROMA stands for Results-Oriented management and Accountability. The design tool was created in 1994 by an ongoing task force of federal, state, and local community action officials-the Monitoring and Assessment Task Force. Based upon principles contained in the Government Performance and Results Act of 1993, ROMA provides a framework focuses on a model of continuous improvement. Implementing a comprehensive CSBG Performance Management Framework not only strengthens CKCAC to meet today’s challenges; but positions the agency for future growth and increased capabilities to achieve outcomes. Throughout the strategic plan, strategies, goals and objectives will be directly linked to one of the three ROMA goals.

ROMA Framework

All goals in this Strategic Plan are tied to one or more of the three national ROMA (Results-Oriented Management and Accountability) Goals:

 

1. Self-Sufficiency (Family): Low-income individuals and families achieve economic security, stability, and independence.
2. Community Revitalization (Community):Communities where low-income people live are improved, offering better opportunities and increased safety.
3. Community Capacity Building (Agency):Partnerships are created and community, public, and private sector capacities are strengthened to support low-income people.

 

Strategic Plan Accountability

 

Executive Oversight	Executive Director and Leadership Team are responsible for implementing strategic initiatives.
Board Review	Annual progress updates presented to the Board of Directors for review and approval.
ROMA Compliance	All objectives linked to ROMA goals and reviewed through the full ROMA Cycle.
Plan Revision	Annual review and re-evaluation to respond to economic, political, and cultural shifts.

 

PART I: AGENCY-WIDE STRATEGIC GOALS

 

GOAL 1:  Strengthen CKCAC Workforce and Improve Service Delivery

 

ROMA Alignment: ROMA Goals 1 & 2

 

Strategic Objectives

 

• Enhance staff recruitment, retention, and professional development.
• Standardize agency-wide policies and procedures for personnel, finance, and travel.
• Foster a culture of accountability and continuous improvement.
• Reduce silos between programs to improve whole-family/household support for clients.
• Improve utilization of technology to create efficiencies and reduce financial strain.

 

Key Initiatives

• Achieve at least 3 Certified Community Action Professional (CCAP) graduates within the three-year plan period.
• Ensure at least one SHRM-certified (or equivalent) staff member is employed agency-wide.
• Maintain at least one ROMA Certified Professional on staff to support CSBG and strategic planning.
• Complete full review and editing of all CKCAC policies and procedures; develop agency-wide policy manual with program-specific sections.
• Strengthen performance appraisal processes for transparent accountability across CKCAC.
• Establish leadership team committees to lead cross-program collaboration and agency-wide initiatives.
• Partner with RFX Technologies to explore AI and technology solutions to improve CKCAC business practices.

 

Success Metrics

Success Metric	Target	Timeline	Owner
CCAP certifications earned	3 graduates	By Dec 2028	Executive Director
SHRM-certified staff on payroll	1 staff member	By Dec 2026	HR / Leadership
ROMA-certified professional on staff	1 certified staff	Maintained throughout	Executive Director
Policy manual sections completed	100% programs covered	By June 2027	Program Directors
Staff completing annual performance appraisal	≥95% completion rate	Annually	HR / Supervisors
Leadership committee meetings held	Quarterly minimum	Ongoing	Leadership Team
Technology improvement initiatives launched	≥2 AI/tech initiatives	By Dec 2027	RFX / Admin

 

GOAL 2:  Enhance Communication to Improve Agency Cohesion and Advocacy

ROMA Alignment: ROMA Goals 2 & 3

 

Strategic Objectives

• Improve internal communication channels and transparency.
• Strengthen community engagement and stakeholder relationships.
• Increase advocacy efforts for local, statewide, and federal policy decisions supporting CKCAC’s mission.

 

Key Initiatives

• Host quarterly agency-wide town halls (CKCAC Connections) to improve internal communication.
• Create and utilize annual employee climate surveys; strengthen exit interviews to inform retention strategies.
• Increase response rates for the annual Community Needs Assessment from clients, staff, and community members.
• Contract Lincoln Trail Communications (LINC) for multi-channel external communications including social media, press releases, and website improvements.
• Evaluate CKCAC Annual Impact Report creation and delivery methods to increase stakeholder engagement.
• Conduct annual visits to key elected officials and monthly digital advocacy communications; collaborate with NCAP, NCAF, CAK, NHSA, KHSA, and other professional organizations.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Agency-wide town halls (CKCAC Connections) held	4 per year minimum	Annually	Executive Director
Employee climate survey participation rate	≥75% response rate	Annually	HR Department
Community Needs Assessment response count	Year-over-year increase	Annually	Program Directors
LINC communications deliverables	Per contract milestones	Ongoing	LINC / Admin
Annual Impact Report engagement	Measurable distribution increase	Annually	Executive Director
Elected official visits/communications completed	Annual visits + 12 monthly digital	Annually	Executive Director

 

 GOAL 3:  Diversify Funding Mechanisms through Programmatic and Strategic Growth

ROMA Alignment: ROMA Goals 1 & 2

 

Strategic Objectives

• Develop CKCAC affordable housing program through Kentucky Housing Corporation and public-private partnerships.
• Explore expansion opportunities within existing CKCAC programs to increase services and funding.
• Expand grant writing and fundraising capacity to foster additional funding streams.
• Strengthen partnerships with private and philanthropic sectors, including United Ways and Central Kentucky Community Foundation.

 

Key Initiatives

• Apply for Affordable Housing Trust Fund (or equivalent Kentucky Housing Corporation funding) to launch CKCAC Housing Program.
• Create initiative with local municipalities and private partners for multi-dimensional housing developments.
• Pursue expansion opportunities within CCNP, CCC, Transportation, Head Start, and Early Head Start programs. Explore additional program development opportunities, including Emergency Management/Response and Workforce Development.
• Hire or contract a grant writer or fundraising professional to increase fundraising capacity.
• Develop an intentional relationship management plan with local philanthropic agencies; assign CKCAC staff/Board liaisons to each key entity.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Affordable Housing funding applications submitted	1+ applications	By Dec 2026	Executive Director
New housing units or partnerships established	≥1 partnership/development	By Dec 2028	Executive Director
Grant writer / fundraiser hired or contracted	1 resource on board	By Dec 2026	Executive Director
New funding streams secured	≥2 new revenue sources	By Dec 2028	Grant Resource / ED
Philanthropic liaisons assigned	100% of target entities	By June 2026	Leadership Team
Program expansion plans developed	Plan for ≥1 program	By Dec 2026	Program Directors

 

PART II: PROGRAM-SPECIFIC STRATEGIC GOALS

Community Services Block Grant (CSBG) and HEAP

 

ROMA Alignment: ROMA Goals 1, 2 & 3

 

Three-Year Goals

• Explore “whole-family approach” delivery feasibility for CKCAC programs, beginning with CSBG structure.
• Increase technological solutions to strengthen CSBG and HEAP service delivery.
• Develop and enhance community partnership relationships to increase volunteer and financial support for all CKCAC programs.
• Strengthen internal staffing structures through fiscally responsible positions and staff development.

 

Initiatives

 

• Conduct site visits and research on whole-family service delivery models used by peer community action agencies.
• Create and lead a multi-program committee to develop whole-family delivery recommendations for Executive Director and Board.
• Leverage EmpowOR, Microsoft Suite, AI, and other technologies to enhance CSBG service delivery — including virtual intake, Teams communication, and client engagement tools.
• Devote staff time to strengthening community partnerships (Fiscal Courts, Chambers of Commerce, United Ways, CKCF, and others) to build sustainable fiscal and volunteer pipelines.
• Review current staffing structure and align recommendations with technology improvements and whole-family service delivery.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Site visits / peer agency research completed	≥3 site visits or reports	By June 2027	CSBG Director
Whole-family committee recommendations delivered	1 formal recommendation	By Dec 2027	Committee Lead
Technology tools integrated into CSBG workflow	≥2 tools (e.g., EmpowOR, AI)	By Dec 2027	CSBG/Tech Lead
Community partnership meetings held per year	≥4 per county annually	Annually	CSBG Director
Staffing structure review completed	1 formal review	By Dec 2026	CSBG Director/ED

Head Start and Early Head Start

ROMA Alignment: ROMA Goal 1

Three-Year Goals

• Strengthen and sustain a high-quality, stable workforce.
• Enhance educational quality and classroom support.
• Deepen family and community engagement for holistic support.

 

Initiatives

• Implement targeted recruitment strategies and competitive compensation structures to attract qualified applicants.
• Expand professional development through ProSolutions, on-site coaching, conferences, and peer mentoring.
• Improve program-wide communication through direct report meetings, weekly email updates, suggestion boxes, and staff surveys.
• Strengthen curriculum fidelity across all centers using Frog Street Press and supplemental tools.
• Implement the Pyramid Model and Conscious Discipline for social-emotional development and challenging behaviors.
• Utilize ChildPlus and DRDP data systems to track progress and drive instruction.
• Redefine coaching roles to support classrooms and reduce staff burnout.
• Strengthen family partnerships through parent engagement activities, Brightwheel, Learning Genie, and personalized goal setting.
• Expand community agency collaboration to address health, housing, and employment needs.
• Enhance in-kind and non-federal share generation through increased parent and community engagement.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Staff turnover rate	<35% annually	Annually	HS Director
Professional development hours per staff	≥40 hrs/year	Annually	HS Director
Curriculum fidelity assessment score	Meet/exceed program standards	Semi-annually	Curriculum Coach
Child developmental milestone attainment (DRDP)	≥80% on track	Semi-annually	Classroom Staff
Parent engagement activities per year	≥4 events per center	Annually	Family Engagement
In-kind / non-federal share generated	Meet NFS match required or approved OHS waiver	Annually	HS Director
Community agency partnerships active	≥5 active MOUs	Annually	HS Director

CKCATS Transportation Program

ROMA Alignment: ROMA Goals 1 & 2

 

Three-Year Goals

• Improve the general public’s knowledge of CKCATS transportation services, including Senior, Medicaid, Medicare, and Intercity transportation.
• Enhance safety techniques for drivers to reduce incidents and accidents.
• Increase the number of drivers on staff and improve driver retention for consistent, high-quality services.
• Explore expansion opportunities for new revenue streams and additional physical locations.

 

Initiatives

• Increase engagement in community events through CKCATS staff presentations and flyer distribution.
• Expand marketing efforts via print, digital, billboard, vehicle wrapping, and social media to raise awareness and recruit drivers.
• Track client transportation needs through surveys and transportation software to improve service delivery.
• Strengthen driver training with a focus on client engagement and safety for both new and experienced drivers.
• Review statewide and local expansion opportunities; leverage Bardstown, Elizabethtown, and Hodgenville footprints; explore CKCATS office purchase/construction in Grayson County.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Unduplicated clients served per year	Year-over-year increase	Annually	CKCATS Director
Safety incidents / accidents per 10,000 miles	Year-over-year reduction	Annually	CKCATS Director
Driver retention rate	≥60% annually	Annually	CKCATS Director
Driver openings filled within 60 days	≥80% of openings	Ongoing	HR / CKCATS
Community outreach events attended	≥12 per year	Annually	CKCATS Staff
CKCATS Operation Site Expansion reviewed / funding applied	1 new site evaluated	By Dec 2027	CKCATS Director

Kentucky Works Program

ROMA Alignment: ROMA Goal 1

 

Three-Year Goals

• Expand Kentucky Works staffing, services, and worksites to meet increased SNAP, KTAP, and other referrals under enhanced work requirements.
• Position Kentucky Works as a potential work-requirement administrator for Medicaid recipients under new legislation.
• Increase marketplace awareness and utilization of wage subsidy programs to expand employment options for clients.

 

Initiatives

• Increase the number of Kentucky Works-approved volunteer sites by 25% by April 2026.
• Increase unsubsidized placements in SNAP incrementally each year: up to 33 in 2026, 50 in 2027, and 75 in 2028.
• Advocate at the state level for Medicaid work requirement processing in partnership with Kynect, leveraging current proof-of-concept and overlap with existing Kentucky Works clients.
• Spend $50,000 in wage subsidy by June 30, 2026, through targeted employer partnerships.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Approved volunteer sites	+25% (vs. 2025 baseline) by Apr 2026	Apr 2026	KY Works Director
Unsubsidized SNAP placements	33 (2026), 50 (2027), 75 (2028)	Annual milestones	KY Works Director
Wage subsidy dollars spent	$50,000 by June 30, 2027	June 2027	KY Works Director
Medicaid work requirement advocacy actions	≥2 formal submissions/meetings	By Dec 2026	Exec Director
Clients placed in unsubsidized employment	Year-over-year increase	Annually	KY Works Staff

Child Care Nutrition Program (CCNP)

ROMA Alignment: ROMA Goal 1

 

Three-Year Goals

• Increase branding and marketing efforts for CCNP.
• Expand the number of childcare homes and centers that CKCAC sponsors for CACFP.
• Utilize technology resources to streamline administrative processes and improve communication.

 

Initiatives

• Rebrand from “Unaffiliated Child Care Homes and Centers” to Child Care Nutrition Program, including new logo, collateral, and updated digital presence.
• Create market differentiation from other CACFP sponsors and expand marketing beyond the current service area.
• Develop a phased expansion plan to increase the number of Family Day Care Homes and Centers with reasonable timelines.
• Create a new staffing structure to support expansion and improve monitoring.
• Partner with ChildCare Aware for outreach at conferences and workshops across Kentucky.
• Partner with RFX Consulting to evaluate Microsoft technology resources and explore additional investments as needed.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Rebranding materials launched	Logo + collateral complete	By June 2026	CCNP Director
Family Day Care Homes sponsored	Year-over-year increase per plan	Annually	CCNP Director
CACFP-sponsored centers	Year-over-year increase per plan	Annually	CCNP Director
Conference/community outreach presentations	≥2 per year	Annually	CCNP Staff
Technology assessment completed	1 formal report (RFX)	By Dec 2026	CCNP/RFX
Marketing reach beyond service area	≥1 new county or region reached	By Dec 2027	CCNP/LINC

Community Collaboration for Children (CCC)

ROMA Alignment: ROMA Goals 1 & 3

 

Three-Year Goals

• Continue providing In-Home Services through the CCC program to strengthen and preserve families.
• Through the Trail of Hope Regional Network, foster community partner relationships and attract new members.
• Continue serving current school district caseloads with the PEM program and expand to two additional districts in the Lincoln Trail region.

 

Initiatives

• Meet contract requirements by serving 30 families per contract year; continue monitoring for state expansion opportunities.
• Trail of Hope will continue to plan family events, conferences, and trainings focused on child abuse prevention, maintaining CKCAC leadership roles.
• Trail of Hope will collaborate with Regional Prevention Collaboratives to assume the regional action plan, including required trainings.
• Provide high-quality PEM services to reduce truancy and position CKCAC as a strong PEM contract provider for new district interest.
• Adjust staffing structure as PEM expansion occurs to improve caseload management.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Families served through CCC per year	24 per contract year	Annually	CCC Director
Trail of Hope family events/trainings held	≥2 per year	Annually	Trail of Hope Lead
Regional Prevention Collaborative meetings attended	All required meetings	Ongoing	CCC Director
New school districts added to PEM program	+2 districts	By Dec 2028	CCC Director
PEM truancy cases resolved / improved	Year-over-year improvement	Annually	PEM Staff

Senior Congregate Meal Program

ROMA Alignment: ROMA Goals 1 & 2

 

Three-Year Goals

• Improve Senior Center programming to increase participation in Congregate Meals.
• Streamline operations to control Congregate Meal expenses.
• Strengthen collaboration with CKCATS and the Senior Companion Program to ensure the highest-quality aging services.

 

Initiatives

• Create listening sessions at each Senior Center across the eight counties to understand seniors’ needs; use data to improve program offerings.
• Utilize Community Needs Assessment data to identify areas for program growth.
• Create marketing efforts to increase awareness of each Senior Center and its opportunities.
• Create communication systems with Lincoln Trail Area Development District, Lincoln Trail Health Department, and CKCATS to improve service delivery.
• Submit a successful RFP to LTADD for a new three-year contract for Senior Congregate Meal and Senior Center operations.
• Set consistent communication schedules with the CKCATS Director and Senior Companion Program Director.
• Create a budget management plan with the CKCAC Finance Department to better track program expenses.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Senior Center listening sessions completed	1 per county (8 total)	By June 2026	Senior Meal Director
Congregate meal participation / meals served	Year-over-year increase	Annually	Senior Meal Director
LTADD contract renewal secured	Successful RFP awarded	Per contract cycle	Exec Director
Program expense variance vs. budget	≤2% over budget	Quarterly	Finance / Director
Cross-program coordination meetings held	Quarterly minimum	Quarterly	Senior Meal Director

Senior Companion Program

ROMA Alignment: ROMA Goals 2 & 3

 

Three-Year Goals

• Increase the number of senior companion volunteers in the service area by 30% by July 1, 2027.
• Increase the average number of monthly service hours provided by 15% by July 1, 2027.

 

Initiatives

• Work with local media outlets to promote human interest stories to increase program awareness.
• Leverage CKCAC social media to promote the program and recruit volunteers.
• Implement breakout sessions by county at volunteer training meetings to better target needs.
• Create Volunteer Cards with photos, bios, and volunteer hour stats; connect with public and private partners for Companion “sponsorships” to increase non-federal share match.
• Collaborate with Senior Congregate Meal Director to leverage Senior Center programming as a value-add to Senior Companion Program development.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Number of active senior companion volunteers	+30% vs. 2025 baseline	By July 1, 2027	SCP Director
Average monthly service hours provided	+15% vs. 2025 baseline	By July 1, 2027	SCP Director
Media stories / features published	≥2 per year	Annually	SCP Director/LINC
Non-federal share generated through sponsorships	Year-over-year increase	Annually	SCP Director
County-specific volunteer training sessions	1 per county annually	Annually	SCP Director

Weatherization Program

ROMA Alignment: ROMA Goal 1

 

Three-Year Goals

• Develop long-term fiscal and operational sustainability of the Weatherization Program.
• Review the feasibility of returning to an in-house Weatherization crew to perform inspections, energy audits, and implement measures on potential Weatherization households.
• Implement more “Weatherization Readiness” grants to reduce deferrals.
• Leverage potential growth of the CKCAC Affordable Housing Program to strengthen Weatherization offerings.

 

Initiatives

• Evaluate Weatherization Program financial stability in light of state and federal administrative cost regulations; develop an appropriate staffing and fiscal structure.
• Assess feasibility of returning to an in-house crew — particularly if a CKCAC Affordable Housing Program is established, which could make an in-house crew viable for both programs.
• Expand access to Weatherization Readiness Funds (WRF) and state-level grants to repair structural barriers (e.g., roof leaks, mold) that cause deferrals.
• Blend and braid funding streams between Weatherization and Affordable Housing Programs for shared operational and fiscal stability.

 

Success Metrics

Success Metric	Target	Timeline	Owner
Households weatherized per year	Meet or exceed state contract targets	Annually	Weatherization Dir.
Deferral rate of applicant households	Year-over-year reduction	Annually	Weatherization Dir.
WRF / Weatherization Readiness grant funds secured	Year-over-year increase	Annually	Weatherization Dir.
Financial sustainability assessment completed	1 formal review/plan	By June 2026	Exec Director / Finance
In-house crew feasibility report delivered	1 report	By Dec 2026	Weatherization Dir.
Funding streams blended with Affordable Housing	≥1 blended initiative	By Dec 2028	Exec Director

 

 

 

 

 

The Senior Companion Program (SCP) is actively looking for volunteers and our numbers are growing!

Congregate Meals served 3,181 meals in January. There were a few snow days and we closed the last week of January which caused our numbers to drop.

Seniors are glad to be back at the centers. Dine-in only is going well. The centers are getting new clients.

If you are 60 years or older, would like a hot meal or to meet other seniors then call one of our 11 local senior centers. For more information, call 270-692-2136.