Reduce Percentage of Families Living in Poverty
Equitable access to education, employment, and opportunity allows all people to grow, succeed, and thrive.
Strengthening Nonprofits, Communities, and Organizational Resilience
ACTION PLAN
Organization:
Nonprofit Network
Lead Contact:
Anne de Irala
STRATEGY
We will provide a diverse set of programs to meet the needs of organizations in any stage of their life cycle. We intentionally partner with under resourced nonprofits in our key geographic areas.
ISSUE/NEED
Nonprofit Network exists to strengthen organizations, develop leaders, and build resilient communities.
MEASUREMENTS
Increased participation in under-resourced nonprofits in key geographical areas by monitoring where registrations are originating.
KEY ACTIVITIES
TIMELINE
Increase opportunities to participate by offering flexible delivery options.
January 2026-2029
Coordinate resource access and referral pathways across sector paths.
January 2026-2029
Offer customized technical assistance and coaching at accessible, equitable rates.
January 2026-2029
Monitor and modify existing programs to address emerging trends and challenges nonprofits are facing.
January 2027-2029
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Services and policies are not equitable and do not benefit the most vulnerable populations
Strengthening Nonprofits, Communities, and Organizational Resilience
ACTION PLAN
Organization:
Nonprofit Network
Lead Contact:
Anne de Irala
STRATEGY
We will have adequate financial resources for long-term growth and unforeseen needs. We will utilize our assets to strategically invest in our programs, people and capacity.
ISSUE/NEED
Nonprofit Network exists to strengthen organizations, develop leaders, and build resilient communities.
MEASUREMENTS
Increasing reserve assets to remain sustainable for our community
KEY ACTIVITIES
TIMELINE
Diversify revenue streams to increase funding sources.
January 2027 - 2029
Monitor reserve levels through regular financial reporting.
January 2026 - 2029
Pursue new grant opportunities aligned with strategic priorities.
January 2026 - 2029
Pursue ongoing cost-saving opportunities and operational improvements to strengthen financial sustainability and increase resources available for strategic priorities.
January 2026 - Ongoing
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Community-based services are not sufficient to help residents meet their basic needs
Strengthening Nonprofits, Communities, and Organizational Resilience
ACTION PLAN
Organization:
Nonprofit Network
Lead Contact:
Anne de Irala
STRATEGY
Nonprofit Network will reduce systemic barriers that impact nonprofit governance and management in our organization and beyond. We will address root causes and contributing factors internally and externally in our core service communities.
ISSUE/NEED
Nonprofit Network exists to strengthen organizations, develop leaders, and build resilient communities.
MEASUREMENTS
Increase number of grassroots memberships by 5%
KEY ACTIVITIES
TIMELINE
Review participation in membership opportunities to increase access to underserved organizations.
January 2026 - 2029
Implement equitable outreach strategies to engage organizations that have been historically underserved.
January 2026 - 2029
Promote awareness of available membership financial assistance to Nonprofit Network opportunities.
January 2026 - 2029
Strengthen partnerships with funders to address systematic barriers.
January 2026 - 2029
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Service providers do not deliver evidence-based services
Workforce Development
ACTION PLAN
Organization:
Michigan Works! Southeast
Lead Contact:
Angela Watkins
STRATEGY
Resource Diversification/Board Development
Diversify, leverage, and align resources to meet regional talent needs and priorities as well as foster board development.
ISSUE/NEED
Employers struggle to find qualified talent, underserved populations face barriers to employment and training, and workforce systems require greater coordination, funding diversification, and partner collaboration to meet current and future workforce needs.
MEASUREMENTS
Decrease in percentage of total funding from the Workforce Innovation and Opportunity Act (WIOA)
Increase in co-funded initiatives with partners
KEY ACTIVITIES
TIMELINE
Research national best practice examples in workforce board funding diversification.
July 2026 - July 2027
Develop a position paper and funding action plan to align funding opportunities to board priorities.
July 2026 - July 2027
Actively seek and pursue alternate funding sources for workforce development activities in the region.
July 2026 - July 2027
Educate and position board members to be ambassadors of the system & create an effective and fully engaged board by restructuring meetings, agendas, and committees.
July 2026 - July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Community members are not adequately involved in design and administration of policies and services
Workforce Development
ACTION PLAN
Organization:
Michigan Works! Southeast
Lead Contact:
Angela Watkins
STRATEGY
Intentionally communicate services and value to our communities resulting in further engagement and employment of under-served and marginalized populations.
ISSUE/NEED
Employers struggle to find qualified talent, underserved populations face barriers to employment and training, and workforce systems require greater coordination, funding diversification, and partner collaboration to meet current and future workforce needs.
MEASUREMENTS
Increased participants from targeted populations
Increased Net Promoter Score (NPS)
Increased partnerships with organizations serving targeted populations
KEY ACTIVITIES
TIMELINE
Implement innovative initiatives to reach and serve under-served and marginalized populations.
July 2026-July 2027
Innovate service delivery through flexible and remote/virtual services.
July 2026-July 2027
Expand career exploration and planning resources, employment opportunities and work experiences available for youth.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Unemployment Rate
ROOT CAUSE
Community members and providers are not knowledgeable about service systems
Workforce Development
ACTION PLAN
Organization:
Michigan Works! Southeast
Lead Contact:
Angela Watkins
STRATEGY
Cultivate employer partnerships by proactive outreach and quality, data-driven services to ensure the workforce are fully competent and career ready.
ISSUE/NEED
Employers struggle to find qualified talent, underserved populations face barriers to employment and training, and workforce systems require greater coordination, funding diversification, and partner collaboration to meet current and future workforce needs.
MEASUREMENTS
Increased employment retention
Increased employer customers
Increased career exploration efforts with education partners
KEY ACTIVITIES
TIMELINE
Share and validate labor market information with employers to understand their current and future workforce needs.
July 2026-July 2027
Intentionally engage with employers to address emerging technology and sectors.
July 2026-July 2027
Coordinate activities with K-12 and post-secondary education and training partners to ensure jobseekers are prepared for available careers.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Unemployment Rate
ROOT CAUSE
Community members and providers are not knowledgeable about service systems
Workforce Development
ACTION PLAN
Organization:
Michigan Works! Southeast
Lead Contact:
Angela Watkins
STRATEGY
Align and effectively partner with economic development, education, labor, and community organizations to build and maintain a regional talent pool.
ISSUE/NEED
Employers struggle to find qualified talent, underserved populations face barriers to employment and training, and workforce systems require greater coordination, funding diversification, and partner collaboration to meet current and future workforce needs.
MEASUREMENTS
Increased participation in partner meetings
Increased referrals to and from partner organizations
Increased number of collaborative initiatives
Increased number of co-sponsored events
KEY ACTIVITIES
TIMELINE
Increase communication and collaboration among workforce partners.
July 2026-July 2027
Enhance relationships with organizations in each county to move from transactional relationships to strategic partnerships.
July 2026-July 2027
Improve the alignment and coordination across partner programs of the MWSE Service Centers.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Community-based services are not sufficient to help residents meet their basic needs