Partner Strategies
The list below represents specific strategies of action plans. These strategies are being implemented by organizations, agencies, and groups in the Jackson County community to root out barriers that are holding inequitable outcomes in place.
Ready to view other action plans and strategies from Network Partners? Check out the Collective Action Plan to explore more!
ACTION PLAN
Strengthening Nonprofits, Communities, and Organizational Resilience
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
Under-resourced nonprofits often face barriers to accessing training, technical assistance, funding opportunities, and professional networks
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
STRATEGY
We will develop a diverse team skilled and committed to building organizational capacity and transforming communities. We will build our organization so employees can be their best selves at work.
ISSUE / NEED
Creating an environment where employees feel supported, valued and able to bring their authentic selves to work is essential for employee engagement, innovation, and organizational effectiveness.
MEASUREMENTS
Employee retention and satisfaction survey scores
KEY ACTIVITIES
TIMELINE
Review job descriptions, compensation, and hiring processes for barriers to access.
January 2026 - 2027
Ongoing investment in Employee Learning and Professional Development.
2026 - 2029
Create and support career growth and advancement pathways.
January 2026 - Ongoing
Implement strategies that support employee wellness and long-term success.
January 2026 - 2029
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Increase percentage of adults with valuable credential
LEADING
INDICATOR
Educational Attainment
ROOT
CAUSE
Priorities of upper/middle-class policy makers and service providers do not reflect understanding of community members' immediate needs and barriers
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 organizations must maintain strong financial health to achieve their mission, respond to emerging community needs, and remain resilient during economic uncertainty. Reliance on a limited number of funding sources can create financial vulnerability and restrict an organization's ability to invest in staff, technology, infrastructure, and program growth.
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
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
Many nonprofits, particularly smaller and community-based organizations, face systemic barriers that limit their ability to build strong governance structures. These barriers often disproportionately affect organizations serving historically underserved 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
Partner Wins & Accomplishments
Celebrate meaningful progress made by Network Partners to address community needs, remove barriers, and advance equitable outcomes across Jackson County. Whether connected to the Collective Action Plan or shared independently, each accomplishment demonstrates how collaborative action is creating lasting change within Jackson County.
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Don't see any wins here yet? Explore wins and accomplishments from other action plans and Network Partners here or share a win of your own to be featured.
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