The document provides a strategic plan for Child Development Services (CDS) for 2012-2016. CDS began in 2001 providing daycare and afterschool programs for low-income families. The plan aims to address 6 strategic issues: acquiring additional funding, increasing accessibility of services, developing a culturally responsive curriculum, securing consistent volunteers, overcoming negative neighborhood influences, and empowering parental involvement. The plan outlines 2 goals: 1) Increasing funding through individual donors, volunteers, and grants and 2) Increasing accessibility of afterschool programs through new community partnerships, marketing, and establishing programs in schools and housing communities. Key actions include developing a donor database, applying for grants, attending community meetings, and establishing referral systems with local organizations.

1. CHILD
DEVELOPMENT
SERVICES
CDS STRATEGIC PLAN 2012-2016
…the next phase in educational development

2. HISTORY & BACKGROUND
Child Development Services (CDS) began in 2001 as a daycare facility for low-income families to
combat the issues and challenges facing children and youth located in the eastern district of Greensboro, NC.
With the obtainment of a local foundation grant, CDS was able to decrease the number of single parents
receiving public assistance by providing the children quality daycare services at minimal fee while parents were
able to return to the workforce. Over the years, CDS has earned a positive reputation in the community. The
initial positive outcomes allowed CDS to be eligible for further grant funding. Over the past ten years, CDS has
been successful in securing additional grant funding as well as continued support from the local foundation.
Current funding is from the Community Foundation of Greater Greensboro, The United Way of Greensboro and
most recently from 21st Century Community Learning Centers. By securing additional funding, Child
Development Services has increased the number of children and youth served and has added new programs to
the organization. In addition to extending the hours of the daycare, CDS has established and afterschool
program for at risk youth from low-income households.
Currently, all services are rendered on site at 555 East Market Street. Over the next five years, Child
Development Services aspires to expand the afterschool program and curriculum to designated sites located in
the eastern district of Greensboro. Through CDS afterschool expansion efforts, additional at-risk students will
be served. The five-year strategic plan (2012-2016) will involve and influence the following groups in moving
forward.
Key Stakeholders Board of Directors
Local Government Local Middle School Principal
Guilford County Schools Accountant
Financial Donors Family Law Attorney
CDS Employees Marketing Manager WFMY Channel 2
CDS Volunteers ED Volunteer Center of Greensboro
Youth and Families of Greensboro CFO Guilford Co. Partnership for Children
Caseworker from Guilford Co. Dept. of Social Services
Representative from Faith-Based Organization
Parent of Former Client
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3. SITUATIONAL ANALYSIS
Education and Poverty Data:
Greensboro, NC is the third largest city in North Carolina reporting 269,666 citizens according to the
2010 census. Poverty statistics reveal that 18.4, 20.6 and 18.4% of African Americans, Hispanics and other
minorities respectively live in poverty. 20.6% of children between the ages of 5-17 years old are living in
poverty. Greensboro is home to the third largest school district in North Carolina and among the 50 largest
districts in the country. At present the district services approximately 72,000 students in which over half,
62.1%, are non-white students. In addition, 53.59% of the students receive free or reduced lunch. Most of the
dropouts in Guilford County are disproportionately among African American students. During the 2008-2009
school year, African American students represented 58% of the dropout rate but only represented 41% of the
total student population. When the number of short-term and long-term suspension data is analyzed for the
2009-2010 school year, there were 10,885 short-term suspensions and 88 long-term suspensions. African
American students represented 70% of short-term suspensions compared to their Caucasian and Hispanic
counterparts at 17 and 5% respectively. African American students represented 61% of the long-term
suspensions compared to a distant following of Caucasian students at 22%. Recognizing the growing needs of
its students, Guilford county school is committed to developing community partnerships that will assist in the
educational welfare of all students.
Economic and Crime Information:
Majority of the unemployed and 75% of the minority population live in the eastern district of
Greensboro. Lee Street North to West Cone Boulevard and east of Huffine Mill Road contains the city’s
toughest and most densely populated neighborhoods. Over the past 18 months, residents in the eastern district
of Greensboro have seen an increase in criminal activity. East Greensboro remains number one in the number
of burglaries in the city. East Market Street Development is a nonprofit organization that offers comprehensive
community revitalization services to build and restore pride in the eastern district of Greensboro.
Nonprofit Sector and Government Information:
Greensboro is a city that understands the importance of the nonprofit sector. The city is home to
organizations such as the Guilford Educational Alliance, Volunteer Center of Greensboro, Guilford Nonprofit
Consortium and the Community Foundation of Greensboro. The cited organizations are leaders in the nonprofit
sector that encourage collaboration among nonprofits in the Greensboro area. Because nonprofit organizations
are a growing sector of Greensboro’s economy, tremendous effort is made in connecting nonprofits to funding
opportunities at the local, state and federal level. However, with the 411 nonprofits located in Guilford County,
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4. there is increased competition for funds. In addition, the City of Greensboro understands the importance of
creating an environment that promotes economic development and job creation opportunities. The city offers
services that will assist businesses and agencies in navigating through legal procedures and other applicable
procedures when establishing a business or organization in the city. Finally, the state of North Carolina through
the Governor’s office understands the important role before and afterschool programs play in the lives of
children and families. The state has established the NC Center for Afterschool Program that is committed in
helping programs succeed. Technical assistance alongside other services is offered to encourage advocacy,
professional development and quality improvement in before and afterschool programs.
Higher Education and Industry Information:
Guilford County is home to seven colleges and universities. In addition, Greensboro is home to a
plethora of major corporations. Greensboro was ranked #90 in Forbes Magazine’s April 2010 issues as one of
the best places in America for business and careers.
Licensing and Other Requirements:
Depending on the structure of the program, the state of North Carolina may require a license to operate
an afterschool program. In addition, the organization would have to abide by regulations inclusive of but not
limited to fire, health and safety codes if new locations are secured in target areas.
Service Area and Competitors:
There are other programs in the Greensboro area that currently serve the same target population as Child
Development Services. The Black Child Institute, Youth First and Jr. Achievement offer free services to
students inclusive of but not limited to tutoring, mentoring and character development. Because the nonprofit
sector in the city encourages collaboration, there are potential opportunities in which working partnerships
could be developed in moving forward. There are a number of other agencies that offer afterschool services at
a fee. The YMCA, Greensboro Parks and Recreation, Salvation Army’s Boys & Girls Club and private
childcare establishments are key competitors in the afterschool market. There are 54 school age sponsored
programs and 418 licensed center and family childcare establishments in Greensboro. Because there is a charge
for all services, Child Development Services has a competitive edge by offering all services free. It should be
mentioned that there are various museums and activities such as karate and gymnastics that offer programs after
school hours. Although not a major threat to Child Development Services, some of the stated organizations
offer scholarships to parents who cannot afford the total cost of the program.
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5. Accessibility of Services:
There are various avenues in Greensboro to market afterschool programs to the identified target market.
Guilford County Schools, Department of Social Services and Regional Childcare Resources and Referral are
key organizations in which low-income families could be connected to Child Development Services. In
addition, participation in the nonprofit consortium and other nonprofit activities will expose the organization’s
services to key stakeholders in the community. Finally, the Greensboro Housing Authority could be a potential
resource in which programs and services could be marketed. Although public transportation is available in
Greensboro, parents may still find it difficult to transport their children.
SWOT ANALYSIS
Opportunities Threats
 Vast funding opportunities  Established organizations in area offering
 Pool of potential partners similar services for free or at a reduced rate
 Revitalization projects for East Greensboro  Competition for funding
 Market for low income children and families  Licensing requirements
concentrated in East Greensboro  Competition for tutors and other skilled
 Technical support in opening after-school professionals
program  Lack of transportation
 Training opportunities for new nonprofits  Increased crime in target areas
 Resources to obtain volunteers  Lack of parent participation
 Collaboration among nonprofits  High unemployment and crime rate in target
 Skilled professionals and concerned citizens areas
for Board for Directors
Strengths Weaknesses
 Well-educated and experienced staff certified  High turnover rate
(teachers, licensed counselor, etc.)  Noncompetitive salaries
 Established agency with long-term history as  Location – some distance from client with
well as positive community reputation greatest need
 Original provider stated services in community  Limited funding
 Multi-component program  Minor staff burnout, low morale
(academic, recreation and therapeutic)  Cost of required trainings needing regular
 Cohesiveness between components recertification (i.e. first aid, CPR, Medication
 On target or exceeding current grant outcomes Administration, NCI)
 Committed and dedicated board of directors  Small facility
and management  High workload
 Up-to-date technological resources
(computers, programs, etc…)
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6. STRATEGIC ISSUES
Child Development Services has a tremendous opportunity to offer afterschool services to low-income
children and youth in Greensboro, NC. However, several strategic issues face the organization. Below outlines
the issues, ranked in priority, which must be overcome before implementation of services can begin.
1. Acquisition of additional funding and the development of key community partnerships to achieve
sustainability of the organization.
2. Developed measures that will assist parents in accessing the services of the organization.
3. Development and adoption of a curriculum that is responsive to the cultural differences and learning
styles of all students.
4. Consistent volunteers who will become role models to children and youth who may have
issues/challenges with behavior management.
5. Overcoming the influences that negatively impact the children and youth in targeted neighborhoods and
communities
6. Empowering parents to engage in the educational welfare of their child and to value the importance of a
quality education.
If Child Development Services is not able to overcome the identified issues and secure an additional
$125,000 in funding, the organization will not be able to serve the targeted 200 children in the eastern district of
Greensboro. This will result in CDS not achieving its benchmarks of reducing the high school dropout rate,
decreasing the incidence of short and long-term suspensions, increasing passing rate on state required tests and
increasing the number of PSAT/SAT test taken by students residing in the eastern district of Greensboro. It is
from the six identified strategic issues that Child Development Services will adopt and implement the following
strategic objectives and goals over the next five years.
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7. STRATEGIC PLAN
Vision: Youth shall be able to achieve high academic success allowing Guilford County to become an
educational leader and model for the state of NC.
Mission: Child Care Development Services' mission is responsible for promoting the academic achievement
and development of those with limited access to resources by providing an afterschool program targeting
multiple learning areas through a caring and nurturing environment.
Values: We will provide a program of integrity beneficial to all by creating unique opportunities that will
promote individualism and self-esteem by respecting diversity and nurturing different learning styles. We are
committed to youth and their families by continually seeking opportunities to provide quality services through
community partnerships.
Goal #1
To increasing funding and donations for program sustainability
Justification: Strategic Issue #1
Resources:
 The United Way of Greensboro
 The Community Foundation of Greater Greensboro
 21st Century Community Learning Centers
 Individual Donors
Outcomes:
 Increased individual donor giving
 Improved use of volunteers to leverage donors and decrease expenditures
 Increased financial security through grant awards (governmental, community, foundations)
Objectives:
 To increase the current number of individual donors by at least 50% by end of year 2 and again by end
of year 4
 To increase number of volunteers by 25% annually
 To successfully obtain one new grant award by end of years 1, 3 and 5
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8. Strategies:
Time Frame Actions
Completed by December 2012 Purchase software to develop donor database
January - December of each year Research additional funding opportunities
January - December of each year Attend volunteer recruitment events in community
School Years 2012, 2014 and 2016 Apply for appropriate grant opportunities
Organizational Monitoring:
 Process Measure
 Number of individual donors annually
 Number of volunteers supporting agency annually
 Number of new funding sources obtained
 Number of youth served
 Performance Measure
 Number of achievement test passed
 Number of youth passing grade level
 Outcome Measure
 Increased moneys received from individual donors
 Increased moneys, resources and donations from volunteers
 Increased moneys received from grants
Goal #2
To increase accessibility of afterschool services to low-income children
Justification: Strategic Issues #1, #2 and #4
Resources:
 Guilford Educational Alliance
 Volunteer Center of Greensboro
 Guilford Nonprofit Consortium
 Guilford County Schools
 Business Sector of Greensboro
 Guilford County Department of Social Services
 Greensboro Housing Authority
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9.  NC Center for Afterschool Programs
 Regional Childcare Resources and Referral
Outcomes:
 Increased number of business and agencies that are not aware of CDS and its services
 Increased number of community partnerships to establish the afterschool program
 Increased number of applications for the afterschool program
 Developed waiting list for the afterschool program
Objectives:
 To increase the number of afterschool programs in the eastern district by one program each school year.
 To increase the number of businesses or organizations aware of CDS by 10% each year
 To increase the current community partnerships of 10 to at least 20 by the end of 2016
 To increase the number of completed applications for the program by 15% each school year.
Strategies:
Time Frame Actions
October 2011- December 2011 Develop a marketing budget and propose it to the governing
board for approval.
January - December of each year Attend all meetings of Guilford Nonprofit Consortium.
January 2012 - December 2016 Market CDS and its services to one new business or agency
a month
January - December of each year Develop two new community partnerships each year.
January 2012 - December 2016 Advertise CDS and its services in Public Service
Announcements in all radio stations in Greensboro
January 2012 - December 2016 Secure free advertising in print ads in Greensboro
September and January of each year Present or display information at all PTA and PTSO
meetings in schools located in the eastern district of
Greensboro.
January 2012 - March 2012 Develop a referral system between CDS and Guilford
County Depart of Social Services, Guilford County Schools
and Greensboro Housing Authority
January 2012 - July 2012 Develop afterschool programs in 2 elementary and middle
schools and 1 high school
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10. January to December each year Recruit and train at least 50 volunteer tutors for the
afterschool programs.
May 2012 Open first afterschool program in highest risk elementary
and middle school in the eastern district.
May 2012, 2014 and 2016 Develop afterschool programs in 1 additional elementary
and middle school in the eastern district.
May 2014 and 2016 Develop afterschool programs in 2 public housing
communities in the eastern district of Greensboro
Organizational Monitoring:
 Process Measures
 Number of business/agencies aware of organization’s services.
 Number of applications completed each month
 Performance Measures
 Number of trained volunteers tutors each month
 Number of establish community partnerships each year
 Outcome Measures
 Number of high school dropouts, suspended students and number of PSAT /SAT tests taken each
school year
Goal #3
To increase education and learning preparedness to help children excel in school
Justification: Strategic Issues #3, #4, #5 and #6
Resources:
 Guilford Educational Alliance
 Guilford County Schools
 NC Center for Afterschool Programs
 Educational Leadership Beyond Excellence
 Youth Learn
Outcomes:
 Increased aptitude levels of children
 Increased overall grades
 Increased self-confidence and belief in ability
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11. Objectives:
 To increase test scores by 20-30% in math, science and reading/grammar over a three year academic
period
 To increase student grades by 10% each academic year
 To elevate positive thinking and self-worth of students
Strategies:
Time Frame Actions
January 2012 August 2012 Create and implement 3 tiered level math learning program
covering fundamentals to algebra.
(Group size 4-6 individuals – two 30 minute sessions
weekly)
January 2012 August 2012 Create and implement a 2 tiered level science learning
program that covers areas of basic, physical, and biology.
(Group size 4-6 individuals – two 30 minute sessions
weekly)
January 2012 August 2012 Create and implement 3 tiered level reading and writing
program. Focusing in vocabulary, writing/grammar
fundamentals, and reading.
(Group size 4-6 individuals – two 30 minute sessions
weekly)
October 2012 Invest and implement Computer literacy and learning
program. Basic skills and typing. (30 minutes once a week)
January 2012 – August 2012 Implement 1-on-1 tutoring program covering existing areas
of education currently being offered through a CDS
learning program.
May 2013, 2014, 2015, 2016 Each year add a new program or develop a new level for
existing programs (i.e. foreign language program addition,
new level of chemistry for science). Yearly evaluate each
program.
January to December of each year Create an environment of success/positive self-image
January to December of each year Staff and volunteers will help the students discover
their potential by having a positive attitude and
reinforcing positive behavior of students.
January to December of each year Physical spaces of each classroom will be decorated
with bright colors to decrease negative spaces in the
environment in an effort to create an atmosphere of
positivity.
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12. Organizational Monitoring:
 Process Measures
 Number classrooms/sites inspected for welcoming/inviting atmosphere
 Number of teachers and volunteers trained on new curriculum
 Number of parent workshops conducted on new curriculum for parents
 Performance Measures
 Number of teachers and volunteers implementing new curriculum
 Number of parents implementing parent engagement piece in home
 Outcome Measures
 Number of high school staying in school
 Number of suspended students
 Number of PSAT /SAT tests taken each year
 Number of standardized test passed each year
 Number of students in college, military and other career development programs
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