REPORT TO
Download
1 / 87

REPORT TO WESTERN MAINE COMMUNITY ACTION - PowerPoint PPT Presentation


  • 118 Views
  • Uploaded on

REPORT TO WESTERN MAINE COMMUNITY ACTION. EVALUATION OF WESTERN MAINE COMMUNITY ACTION PROGRAMS November 2007 PREPARED BY. Background and Objectives. WMCA’s stated objectives in conducting this research are to:

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' REPORT TO WESTERN MAINE COMMUNITY ACTION' - cynara


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

REPORT TO

WESTERN MAINE COMMUNITY ACTION

EVALUATION OF WESTERN MAINE

COMMUNITY ACTION PROGRAMS

November 2007

PREPARED BY


Background and objectives
Background and Objectives

WMCA’s stated objectives in conducting this

research are to:

1. Execute a comprehensive survey / review of the quality, accessibility, and need for the services provided to current service recipients in the tri-county area. This review should include inquiries, as well, as to the services not provided but needed by agency clients.


Background and objectives1
Background and Objectives

  • Develop recommendations arising from the review that will assist the agency in improved implementation and delivery of services and ways by which communications between the agency and its client can be improved.

    3. Establish a baseline of statistical information on the organization, its services, program accessibility, community needs, trends, etc.


Methodology
Methodology

  • Pan Atlantic SMS Group used a three-tiered approach to achieving the project objectives outlined earlier (see chart below):

    • Initial strategic planning and project definition with WMCA

    • Market research – three phases

    • Strategic planning at the conclusion of research


Methodology1

Initial Project Planning with WMCA

Client Focus Groups

Quantitative Telephone Research

Expert Strategic Interviews

Final Strategic Planning with WMCA

Strategy / Implementation

Recommendations Development

Methodology

PROJECT FLOWCHART


Methodology2
Methodology

Quantitative Telephone Research

Sampling:

  • The core reporting contained in this report is on the base sample of n = 600 clients. Data is also provided (see cross tabulations, bound separately) on the results obtained for the larger samples in each county, for comparative purposes.


Methodology3
Methodology

  • The total results of this study command statistical validity to the 95 percent confidence interval level with a margin of error of plus or minus 3.9 percent. In other words, if the study were to be replicated, 95 times out of 100 the results would be within 3.9 percentage points of the results achieved for the current survey.

  • Because respondents were asked only to answer questions about programs in which they participate or have participated, the sample sizes pertaining to each individual program are smaller than those for the full sample. The margins of error for specific sub-samples are significantly higher.


Quantitative telephone research
Quantitative Telephone Research

Awareness of and Participation in Select WMCA Programs

Have you participated in or used _____ over the

past five years? Are you aware of ____?

  • As displayed in the chart on the following slide, the majority of respondents are aware of the CareerCenter (86.2%), Tri-County Health Services (72.2%), the WIC program (79.8%), and the LIHEAP program (72.2%). However, only 22.0% of respondents are aware of the Volunteerism program.


Quantitative telephone research1
Quantitative Telephone Research

Awareness of and Participation in Select WMCA Programs

* Note: This question was asked only of respondents living in Franklin County (N=57).


Quantitative telephone research2
Quantitative Telephone Research

Awareness of and Participation in Select WMCA Programs


Quantitative telephone research3
Quantitative Telephone Research

Source of Awareness of the CareerCenter

How did you find out about the CareerCenter?


Quantitative telephone research4
Quantitative Telephone Research

Source of Awareness of the CareerCenter

  • Of the 305 respondents who use or have used the CareerCenter’s services, approximately one third (31.5%) found out about the CareerCenter by “word-of-mouth (family, friends).” Other top answers provided by respondents include: “referral from another agency” (23.6%) and “life circumstances” (11.5%).


Quantitative telephone research5
Quantitative Telephone Research

Awareness of the Sponsoring Organization

of the CareerCenter Programs

Do you know what organization or organizations

sponsor the CareerCenter?


Quantitative telephone research6
Quantitative Telephone Research

Awareness of the Sponsoring Organization

of the CareerCenter Programs

  • The majority (84.9%) of the 305 respondents who use or have used the CareerCenter reported that they do not know who sponsors the program. Other top answers include: “state government” (3.9%), “Maine Department of Labor” (2.6%), and “unemployment” (2.3%). Only 1.6% of respondents are aware that WMCA sponsors the CareerCenter.


Quantitative telephone research7
Quantitative Telephone Research

Ratings of the CareerCenter Experience

The next few questions will ask about your

experience at the CareerCenter. We will use a

scale from 1 to 5, where 1 is “very poor”, 2 is

“poor”, 3 is “average”, 4 is “good’, and 5 is

“excellent”. How would you rate ____________?

  • The CareerCenter was rated very favorably on each attribute, with the majority of respondents rating the program as either a “4” or a “5.”


Quantitative telephone research8
Quantitative Telephone Research

Ratings of the CareerCenter Experience


Quantitative telephone research9
Quantitative Telephone Research

Suggestions for Improving the CareerCenter

Do you have any suggestions for how the

CareerCenter and its programs and services could

be made better for you and/or your family?

  • As displayed in the chart on the following slide, of the 305 respondents who use or have used the CareerCenter, 38.4% indicated that they do not know how the CareerCenter could be improved, and 24.6% of respondents had no suggestions to make on improvements (total 63.0%). Ten percent (10.2%) of respondents made positive remarks about the CareerCenter.


Quantitative telephone research10
Quantitative Telephone Research

Suggestions for Improving the CareerCenter

  • Of the suggestions

    that were offered, 5.9% of respondents called for “better personal service / communications,”

    while others (5.6%) suggested a “wider selection of jobs / more [information] about jobs.”


Quantitative telephone research11
Quantitative Telephone Research

Source of Awareness of Tri-County Health Services

How did you find out about Tri-County Health Services?


Quantitative telephone research12
Quantitative Telephone Research

Source of Awareness of Tri-County Health Services

  • Approximately four in ten (42.2%) of the 187 respondents who use or have used Tri-County Health Services indicated that they found out about Tri-County Health Services by “word-of-mouth (family, friends).” Other key ways respondents found out about Tri-County Health Services include: “medical personnel / institution” (17.1%), “advertisement in phonebook” (7.0%), “educational setting” (6.4%), and “common knowledge” (5.3%).


Quantitative telephone research13
Quantitative Telephone Research

Awareness of the Sponsoring Organization of Tri-County Health Services

Do you know what organization or organizations

sponsor Tri-County Health Services?


Quantitative telephone research14
Quantitative Telephone Research

Awareness of the Sponsoring Organization of Tri-County Health Services

  • The majority (85.6%) of the 187 respondents who use or have used Tri-County Health Services indicated that they do not know who sponsors the program. Other top answer include: “Western Maine Community Action” (4.3%), “state government” (3.2%), the “United Way” (2.7%), and a “miscellaneous agency” (2.1%).


Quantitative telephone research15
Quantitative Telephone Research

Ratings of the Tri-County Health Services Experience

The next few questions will ask about your

experience at Tri-County Health Services. We will

use a scale from 1 to 5, where 1 is “very poor”, 2 is

“poor”, 3 is “average”, 4 is “good’, and 5 is “excellent”.

  • The ratings of Tri-County Health Services are highly positive, with more than half of the 187 respondents rating each attribute as a “5.”


Quantitative telephone research16
Quantitative Telephone Research

Ratings of the Tri-County Health Services Experience


Quantitative telephone research17
Quantitative Telephone Research

Suggestions for Improving Tri-County Health Services

Do you have any suggestions for how Tri-

County Health Services and its programs could

be made better for you and/or your family?

  • As indicated in the chart on the following slide, of the 187 respondents who use or have used Tri-County Health Services, 43.3% indicated that they are unsure as to how the program could be improved, and 20.9% have no suggestions for improvements (total of 64.2%). Approximately eight percent (7.5%) of respondents made positive remarks about Tri-County.


Quantitative telephone research18
Quantitative Telephone Research

Suggestions for Improving Tri-County Health Services

  • Of the suggestions

    that were offered, 6.4% of respondents recommended Tri-County Health Services “expand hours of operation / appointments,” while others (4.8%) requested Tri-County “hire additional staff members.”


Quantitative telephone research19
Quantitative Telephone Research

Source of Awareness of the WIC Program

How did you find out about the WIC program?


Quantitative telephone research20
Quantitative Telephone Research

Source of Awareness of the WIC Program

  • Of the 237 respondents who participate or have participated in the WIC program, 43.0% learned of the program by “word-of-mouth (family, friends).” Other respondents found out about the program through “medical personnel / institution” (25.7%) and “referral from another agency” (11.4%).


Quantitative telephone research21
Quantitative Telephone Research

Awareness of the Sponsoring Organization of the WIC Program

Do you know what organization or organizations

sponsor the WIC program?


Quantitative telephone research22
Quantitative Telephone Research

Awareness of the Sponsoring Organization of the WIC Program

  • The majority (75.5%) of the 237 respondents who participate or have participated in the WIC program reported that they do not know who sponsors the WIC program. Other top answers include: “Western Maine Community Action” (5.1%), “DHHS” (4.2%), and “state government” (3.8%).


Quantitative telephone research23
Quantitative Telephone Research

Ratings of the WIC Program Experience

The next few questions will ask about your

experience with the WIC program. We will use a

scale from 1 to 5, where 1 is “very poor”, 2 is

“poor”, 3 is “average”, 4 is “good’, and 5 is

“excellent”. How would you rate ___________?

  • The WIC program was rated very favorably on each of the attributes listed above, with the majority of respondents rating it either a “4” or a “5.”


Quantitative telephone research24
Quantitative Telephone Research

Ratings of the WIC Program Experience


Quantitative telephone research25
Quantitative Telephone Research

Suggestions for Improving the WIC Program

Do you have any suggestions for how the WIC program

could be made better for you and/or your family?

  • Of the 237 respondents who participate or have participated in the WIC program, 39.7% do not know how the program could be improved, and 18.6% have no suggestions for improvements (58.3%). Seven percent (7.2%) have only positive remarks to make regarding the WIC program.

  • Of the suggestions offered, 5.1% of respondents recommended that the WIC program “expand food choices,” 3.8% have encountered “issues with grocery stores,” and 3.8% have had “issues with checks [and] suggested [a] card system” instead.


Quantitative telephone research26
Quantitative Telephone Research

Suggestions for Improving the WIC Program


Quantitative telephone research27
Quantitative Telephone Research

Source of Awareness of the Volunteerism Program

How did you find out about the Volunteerism program?


Quantitative telephone research28
Quantitative Telephone Research

Source of Awareness of the Volunteerism Program

  • Of the 16 respondents who participate or have participated in the Volunteerism program, three reported that they learned of the program through a “referral from another agency.” An additional three respondents reported that they found about the Volunteerism program “through volunteer work.”


Quantitative telephone research29
Quantitative Telephone Research

Awareness of the Sponsoring Organization of the Volunteerism Program

Do you know what organization or organizations

sponsor the Volunteerism program?

  • The majority of respondents (93.8%) who participate or have participated in the Volunteerism program are unaware of who sponsors the program. One respondent (6.3%) indicated awareness of the fact that WMCA sponsors the Volunteerism program.


Quantitative telephone research30
Quantitative Telephone Research

Ratings of the Volunteerism Program Experience

The next few questions will ask about your

experience with the Volunteerism program. We will

use a scale from 1 to 5, where 1 is “very poor”, 2 is

“poor”, 3 is “average”, 4 is “good’, and 5 is

“excellent”. How would you rate _____________?

  • The majority of the 16 respondents who participate or have participated in the Volunteerism program rated the program very well, as either a “4” or a “5.”


Quantitative telephone research31
Quantitative Telephone Research

Ratings of the Volunteerism Program Experience


Quantitative telephone research32
Quantitative Telephone Research

Suggestions for Improving the Volunteerism Program

Do you have any suggestions for how the Volunteerism

program could be made better for you and/or your family?


Quantitative telephone research33
Quantitative Telephone Research

Suggestions for Improving the Volunteerism Program

  • When asked how the Volunteerism program could be improved, few respondents had any specific suggestions (75.0%). Approximately thirty-eight percent (37.5%) of respondents are unaware as to how the Volunteerism program could be improved; another 37.5% have no suggested improvements.

  • Of the suggestions that were offered, 12.5% of respondents recommended WMCA “improve marketing of services.”


Quantitative telephone research34
Quantitative Telephone Research

Source of Awareness of the LIHEAP Program

(Franklin County Only)

How did you find out about the LIHEAP and/or

energy conservation programs?

*Reflects the total number of program participants in Franklin County, not just

those included in the representative sample of 600 respondents.


Quantitative telephone research35
Quantitative Telephone Research

Source of Awareness of the LIHEAP Program

(Franklin County Only)

  • Of the 57 respondents who participate or have participated in the LIHEAP and/or energy conservation programs (Franklin County), 31.6% learned of the program(s) by “word-of-mouth (family, friends).” Other top answers include: “referral from another agency” (24.6%) and “advertisement in newspaper” (10.5%). About nine percent (8.8%) of respondents indicated that they do not know how they found out about the program.


Quantitative telephone research36
Quantitative Telephone Research

Awareness of the Sponsoring Organization of the LIHEAP Program

Do you know what organization or organizations

sponsor the LIHEAPand/or energy conservation

programs?


Quantitative telephone research37
Quantitative Telephone Research

Awareness of the Sponsoring Organization of the LIHEAP Program

  • The majority (56.1%) of respondents who participate or have participated in the LIHEAP and/or energy conservation programs in Franklin County reported that they are unsure of who sponsors the program(s). Other top answers provided include: “Western Maine Community Action” (22.8%), “state government” (10.5%), and “Community Concepts” (5.3%).


Quantitative telephone research38
Quantitative Telephone Research

Ratings of the LIHEAP Program Experience

The next few questions will ask about your

experience with the LIHEAP program. We will

use a scale from 1 to 5, where 1 is “very poor”, 2 is

“poor”, 3 is “average”, 4 is “good’, and 5 is

“excellent”. How would you rate _____________?

  • In Franklin County, the LIHEAP program was rated very favorably on each of the attributes listed in the table on the previous page, with the majority of respondents rating it either a “4” or a “5.”


Quantitative telephone research39
Quantitative Telephone Research

Ratings of the LIHEAP Program Experience


Quantitative telephone research40
Quantitative Telephone Research

Suggestions for Improving the LIHEAP Program

Do you have any suggestions for how the LIHEAP

and/or energy conservation programs could be

made better for you and/or your family?


Quantitative telephone research41
Quantitative Telephone Research

Suggestions for Improving the LIHEAP Program

  • Of the 57 respondents who participate or have participated in the LIHEAP and/or energy conservation programs in Franklin County, 42.1% said that they are unsure as to how the program(s) could be improved and 19.3% had no suggested improvements (61.4% total).

  • Other top answers provided include: “generally positive comments” (8.8%), “increase aid / aid needs to last entire season” (7.0%), and “better phone service” (5.3%).


Quantitative telephone research42
Quantitative Telephone Research

Unaided Awareness of WMCA as the

Sponsoring Organization of Each Program

The following summary chart displays the percentages

of program participants from each WMCA program who

are aware that WMCA is the sponsoring organization.


Quantitative telephone research43
Quantitative Telephone Research

Aided Awareness of Western Maine Community Action

Have you ever heard of Western Maine Community

Action? [Asked of all survey participants.]

  • Of the 600 WMCA program participants surveyed, 57.3% reported that they are

    unaware of Western Maine Community Action. Awareness is highest in Franklin County (59.0%).


Quantitative telephone research44
Quantitative Telephone Research

Aided Awareness of Western Maine Community Action


Quantitative telephone research45
Quantitative Telephone Research

Source of Awareness of Western Maine Community Action

How did you find out

about Western Maine

Community Action?

  • Of the 256 respondents who are aware of WMCA, 27.0% learned about the organization by “word-of-mouth (family, friends).”


Quantitative telephone research46
Quantitative Telephone Research

Unaided Awareness of Western Maine Community Action’s Services

What services are you aware of that Western

Maine Community Action provides?

  • As portrayed in the chart on the following slide, of the 256 respondents who are aware of Western Maine Community Action, nearly half of them (48.4%) are unsure as to which specific services WMCA provides.

  • Thus only 22% of the total sample is aware of the specific services WMCA provides.

  • Specific top answers given include: “the LIHEAP / ‘HEAP’ and/or energy conservation programs” (18.8%), “the WIC program” (13.7%), “transportation” (10.9%), the CareerCenter (10.2%), “housing programs / resources” (9.0%), and “Tri-County Health Services” (6.3%).


Quantitative telephone research47
Quantitative Telephone Research

Unaided Awareness of Western Maine Community Action’s Services


Quantitative telephone research48
Quantitative Telephone Research

Suggested Improvements to Western Maine Community Action’s Services

Q. Western Maine Community Action is involved with various programs in Androscoggin, Franklin, and Oxford Counties including, but not limited to: the CareerCenter, food pantries, gardening programs, housing programs and resources, the LIHEAP and energy conservation programs, Tri-County Health Services, the Volunteerism Program, and the WIC Program. Do you have any suggestions for improvements to Western Maine Community Action’s current programs and/or services?


Quantitative telephone research49
Quantitative Telephone Research

Suggested Improvements to Western Maine Community Action’s Services

  • Of the 600 WMCA program participants surveyed, only a small percentage of respondents (13.5%) had any specific suggestions to make on how WMCA’s programs could be improved. Forty-four percent of respondents (44.0%) reported that they are unsure as to how WMCA’s programs could be improved, while 38.3% indicated that they have no suggested improvements (total of 82.3%). The most common suggestion made (6.0%) was to “increase or improve communications about services.”


Quantitative telephone research50
Quantitative Telephone Research

Ratings of Western Maine Community Action’s Communications

How would you rate Western Maine Community Action’s

communications with potential users of their services?

Please use a scale from 1 to 5, where 1 is “very poor,” 2 is

“poor,” 3 is “average,” 4 is “good,” and 5 is “excellent.”

  • Of the 600 WMCA program participants surveyed, 35.3% rated Western Maine Community Action’s communications very well, as either “good” (24.8%) or “excellent” (10.5%). While 23.8% of the respondents were unsure as to how well WMCA communicates with potential users, 22.8% rated the organization’s communications as “average.”


Quantitative telephone research51
Quantitative Telephone Research

Ratings of Western Maine Community Action’s Communications


Quantitative telephone research52
Quantitative Telephone Research

Suggested Improvements to Western Maine Community Action’s Communications

How can Western Maine Community Action’s communications be

improved?

  • As depicted in the chart on the following slide, of the 108 respondents who rated Western Maine Community Action’s communications as a “1” or a “2” (lower ratings), nearly one in three (28.7%) indicated that they are unsure as to how WMCA can improve its communications.

  • The most common suggestion made was “advertising in general” (24.1%). Other top answers cited include: “post fliers / brochures” (12.0%), “post information in community centers (stores, banks, etc.)” (10.2%), “advertising on television” (9.3%), “mail fliers” (8.3%), and “community outreach” (5.6%).


Quantitative telephone research53
Quantitative Telephone Research

Suggested Improvements to Western Maine Community Action’s Communications


Quantitative telephone research54
Quantitative Telephone Research

Suggestions for Additional Programs

Do you have any suggestions for new programs or

services that you think Western Maine Community

Action should provide?

  • As shown in the chart on the following slide, of the 600 WMCA program participants surveyed, 36.3% had no suggestions concerning additional programs or services WMCA should offer. An additional 32.8% reported that they are unsure as to what types of additional programs should be offered (total of 69.1%).


Quantitative telephone research55
Quantitative Telephone Research

Suggestions for Additional Programs


Executive summary and strategic recommendations
Executive Summary and Strategic Recommendations

Program Awareness

  • The majority of clients are aware of the principal programs which WMCA offers, though they do not necessarily associate them with WMCA – the CareerCenter (86.2%), Tri-County Health Services (72.2%), the WIC program (79.8%), and the LIHEAP program (72.2%). However, only 22.0% respondents are aware of the Volunteerism program.

  • There is little demographic variation among respondents who are aware or unaware of WMCA programs. Of the few notable differences, a greater percentage of male respondents reported awareness of the CareerCenter, while a greater percentage of female respondents reported awareness of Tri-County Health Services.


Executive summary and strategic recommendations1
Executive Summary and Strategic Recommendations

Program Awareness

  • The majority of community leaders interviewed in each county are aware of the CareerCenter, Tri-County Health Services, and the WIC program. In addition, every Franklin County community leader interviewed is familiar with LIHEAP. However, only eight of the twenty-seven community leaders interviewed are familiar with the Volunteerism program.

  • However, there is very low awareness among clients that WMCA is the sponsoring organization for each of the various programs. Awareness levels of individual programs and the fact that WMCA is the sponsor of these programs are typically in the 2 – 6% range (with the exception of LIHEAP in Franklin County). This is a very low level of program / organizational branding.

  • Not only does this finding relate to WMCA clients, but it also applies to some of the community leaders interviewed, who are unaware of some or all of the specific programs which WMCA offers.


Executive summary and strategic recommendations2
Executive Summary and Strategic Recommendations

Awareness of WMCA in General

  • Even when prompted, less than half of program participants overall are familiar with Western Maine Community Action, despite the fact that they (clients) have used one or more WMCA programs. Awareness is greatest among female respondents, respondents from single parent households, and those from Franklin County.

  • Awareness is lowest in Androscoggin County (66.9%) and Oxford County (58.2%). Even in Franklin County, 41% of clients are not aware of WMCA.


Executive summary and strategic recommendations3
Executive Summary and Strategic Recommendations

  • With the exception of the Volunteerism program, word-of-mouth transmission of information was the most common source of WMCA program awareness cited by clients. Referrals from other social service agencies and referrals from medical personnel and institutions were also high.

Source of Program Awareness


Executive summary and strategic recommendations4
Executive Summary and Strategic Recommendations

Ratings of WMCA Programs / Satisfaction Levels

  • Client and community leader satisfaction level ratings of WMCA programs are very high across the board, both on an overall level and for a range of specific attributes. Overall mean ratings for each program are: (Scale of 1 = low and 5 = high):

    • CareerCenter 4.08

    • Tri-County Health Services 4.49

    • Women, Infants and Children Program 4.52

    • Volunteerism Program 4.38

    • LIHEAP Program 4.52


Executive summary and strategic recommendations5
Executive Summary and Strategic Recommendations

CareerCenter

  • Overall, the CareerCenter programs are very highly regarded by program participants. The majority of respondents rated each attribute of CareerCenter programs as “good” or “excellent.” Respondents are particularly pleased with the courtesy of the CareerCenter staff, as well as the ease with which users are able to sign up for a program at the CareerCenter.

  • Few respondents offered any suggestions as to how the CareerCenter could be improved, either because they were unsure (38.4%) or had no suggestions to make (24.6%) – total of 63.0%.


Executive summary and strategic recommendations6
Executive Summary and Strategic Recommendations

Tri-County Health Services

  • Ratings provided for Tri-County Health Services are extremely high, with the majority of respondents rating each attribute as “excellent.” Program participants are very pleased with the value of the services provided by Tri-County, the courtesy of the program’s staff members, as well as the overall quality of the services offered.


Executive summary and strategic recommendations7
Executive Summary and Strategic Recommendations

The WIC Program

  • The WIC program was rated very favorably, with the majority of respondents describing each of the attributes of the program as either “good” or “excellent.” In fact, less than 3.0% of the respondents rated the WIC program poorly.


Executive summary and strategic recommendations8
Executive Summary and Strategic Recommendations

The Volunteerism Program

  • Of the 600 program participants surveyed, only 16 were enrolled in the Volunteerism program. However, the majority of the 16 respondents rated the program very well, as either “good” or “excellent.”

  • While few respondents had suggestions to make as to how the Volunteerism program could be improved, a suggestion as offered by two respondents was to improve marketing and communications of the program.


Executive summary and strategic recommendations9
Executive Summary and Strategic Recommendations

The LIHEAP Program

  • Overall, the LIHEAP program received very high ratings from participants. The only suggested improvements to the program concerned improving the application process, as well as expanding the amount of aid provided to participants.

  • Overall, Western Maine Community Action is very highly regarded by the community leaders surveyed in the tri-county area. They rated WMCA very well on a variety of attributes, including the quality of the programs offered, the value of the services provided, overall program organization, as well as the knowledge and professionalism of the staff.


Executive summary and strategic recommendations10
Executive Summary and Strategic Recommendations

WMCA Communications

  • More than one third of respondents (35.3%) rated Western Maine Community Action’s communications as “good” or “excellent,” while approximately one in five respondents (22.8%) rated the organization’s communications as “average,” and 23.8% “do not know.”

  • Of the respondents who rated WMCA’s communications poorly, nearly one in four suggested that WMCA should improve general promotion of its services. Twelve percent (12.0%) of these respondents suggested WMCA post more fliers about its services, and another 10.2% suggested that information be posted in community centers, such as stores, banks, libraries, and post offices.

  • While several community leaders interviewed made positive comments regarding WMCA’s communications with potential users, almost all of them also noted that there was room for improvement.


Executive summary and strategic recommendations11
Executive Summary and Strategic Recommendations

  • Clients interviewed had few suggestions to make regarding future programs. Close to 70% had no suggestions to offer. Of the suggestions made, small numbers suggested:

    • Expanding CareerCenter Programs

    • Providing additional Children’s / Teenager Programs

    • Offering transportation services, especially in more rural areas

Future Needs / Programs


Executive summary and strategic recommendations12
Executive Summary and Strategic Recommendations

Future Needs / Programs

  • Community leaders in the tri-county area had few suggestions to make on additional programs they would like Western Maine Community Action offer. However, one of the few suggestions made concerned the addition of a transportation program as a means to improve users’ and potential users’ access to services. Another suggestion made was the establishment of mobile units and satellite sites in the more remote areas of Androscoggin, Franklin, and Oxford counties.


Executive summary and strategic recommendations13
Executive Summary and Strategic Recommendations

  • Several community leaders suggested that Western Maine Community Action increase its level of collaboration with other social service agencies. Interviewees stressed the importance of WMCA forming partnerships with other community entities in order to better and more efficiently serve its target population.

Overall Improvements


Executive summary and strategic recommendations14
Executive Summary and Strategic Recommendations

Key Strengths of WMCA

  • WMCA’s delivery of programs is rated very well on all key attributes by both clients and community leaders.

  • Community leaders interviewed hold WMCA in high regard. They believe that WMCA provides badly needed services to low-income populations in the tri-county area, in an effective manner.

  • There are really no major differences in program ratings across the three counties serviced.

  • Awareness of specific programs, with the exception of the Volunteerism Program, is high.

  • There is a strong sense that WMCA is providing the services which the client population needs.


Executive summary and strategic recommendations15
Executive Summary and Strategic Recommendations

Weaknesses of WMCA

  • While there is a high level of awareness of specific programs, there is some room for improvement in terms of educating people about all of the WMCA programs which are available and, in particular, the Volunteerism Program.

  • There is very low awareness that WMCA is the sponsoring agency for these programs – thus, there is little brand identification of WMCA.

  • Overall awareness of WMCA as an organization is much lower (less than half) of what it should be.

  • There is room for improvement in terms of WMCA’s communications with the public and, to some extent, also with community leaders.

  • In particular, target populations in Androscoggin and Oxford Counties need better communications


Executive summary and strategic recommendations16
Executive Summary and Strategic Recommendations

Recommendations: Branding

  • WMCA needs to highlight its sponsorship of the various programs provided. A strong branding campaign should be instituted to ensure that all programs are branded with the WMCA name. Thus, all signage, letterhead, materials, field offices, etc., should clearly brand the WMCA’s role in delivering each program.

  • The branding campaign should also be extended to all key community and social services leaders or organizations and medical/healthcare offices in the tri-county area.

  • A strong branding campaign will serve to significantly improve overall awareness of who / what WMCA is, and the fact that it is the provider of these various programs, which are so well rated by clients.


Executive summary and strategic recommendations17
Executive Summary and Strategic Recommendations

Recommendations: Branding Tools

  • Introduce co-branding campaign in which the link between Western Maine Community Action and each of its programs is clearly identified.

  • Suggested outlets for this campaign include: weekly newspapers (pro bono articles or profiles of the organization); free papers; local radio; fliers and posters in churches, supermarkets, banks, social service agencies, healthcare facilities (hospitals/clinics/doctors’ offices), and municipal offices; as well as direct mailings to clientele (word of mouth, family and friends).


Executive Summary and Strategic Recommendations

Recommendations: Branding Tools

  • In an effort to re-launch a co-branding campaign, hold regional workshops in each county with local community leaders (municipal officials, healthcare workers, church leaders, social service agents, etc.) to reintroduce WMCA as an organization and specifically outline each of the programs it administers.

  • Host and/or sponsor community-wide events in each county (for users and non-users alike), in which the link between WMCA and each of its programs is made clear.


Executive summary and strategic recommendations18
Executive Summary and Strategic Recommendations

Recommendations: Programs

  • While program ratings are very strong overall, those for the CareerCenter Program are somewhat lower than those for the others. In particular, WMCA should look at and seek to improve ratings for attributes of the CareerCenter which rated somewhat lower than others. These are:

    “How well the program/s are organized”

    “Quality of the program/s”

    “Ease of getting information on the CareerCenter Program/services”

  • The CareerCenter Program was rated somewhat lower in Oxford County on the issues of:

    “Knowledge level of staff” and

    “Value of CareerCenter services”

    This issue should be looked at closer.

  • The Volunteerism Program needs to be promoted better as WMCA clients have a low awareness level of its existence.


Executive summary and strategic recommendations19
Executive Summary and Strategic Recommendations

Recommendations: Communications

  • Allied to the key issue of branding WMCA and its programs better, WMCA needs to improve communications and outreach overall, both with its target population segments and to community and social services leaders and healthcare providers in general.

    These leaders can also be a very effective medium for communicating information on WMCA programs to potential clients.

  • Western Maine Community Action should also consider compiling a concise list that offers clients and potential clients guidance in terms of which offices to sign up for which services, as well as additional types of services for which clients may qualify.


Executive summary and strategic recommendations20
Executive Summary and Strategic Recommendations

Recommendations: Communications

  • Generate a descriptive list of WMCA’s programs and services, to be distributed as posters throughout the community as well as to individual users of the services, in the form of a printed card or refrigerator magnet. This program directory should be divided by county, list and describe each of WMCA’s programs, as well as provide the location of the program, the name of a contact person at the program, and a phone number where that person can be reached.


Executive summary and strategic recommendations21
Executive Summary and Strategic Recommendations

Recommendations: Future Needs

  • While very few suggestions were offered on other needs or programs, the issue of making WMCA programs more accessible by organizing transportation for clients, especially those in more rural areas, should be looked at closer.

  • WMCA should study in more detail the needs of the immigrant population in Androscoggin County. In particular, WMCA should evaluate: 1) how to ensure that the immigrant population is accessing WMCA services, and 2) the need for a program to address issues of cultural sensitivity in the Lewiston / Auburn area.


Executive summary and strategic recommendations22
Executive Summary and Strategic Recommendations

Recommendations: Collaboration

  • Another issue that should be looked at is that of improving levels of collaboration with other social services agency providers.

    Thus, Western Maine Community Action should continue to strengthen and improve ongoing relationships with other social service agencies and health organizations, in order to better serve the target population.


ad