Human Services

New River Community Action, Inc.

NRCA offers hope and help through services that meet basic needs, strengthen families, and promote economic stability.

aka NRCA

Radford, VA

Mission

New River Community Action is a non-profit agency working with community groups in the New River Valley to address local conditions of poverty. We assist low-income individuals during financial crises with food and shelter, help ex-offenders transition successfully back into society, and provide counseling to improve financial literacy. We also support low-income families with young children through Head Start, parent education, and home visiting services that improve family health and self-sufficiency. NRCA serves over 12,000 New River Valley, Virginia residents each year.

Ruling Year

1966

Chief Executive Officer

Ms. Terry Smusz

Main Address

1093 East Main St

Radford, VA 24141 USA

Keywords

Head Start, homeless, children, family, emergency, hunger, food, volunteer

EIN

54-0793072

 Number

4118676557

Cause Area (NTEE Code)

Human Service Organizations (P20)

Emergency Assistance (Food, Clothing, Cash) (P60)

Children's and Youth Services (P30)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve New!

Alleviating Hunger and Financial Crises: Emergency food/Food Pantries and Emergency Assistance addressing basic needs.
Housing Access: Homeless and Housing, Housing Counseling, To Our House men's winter shelter
Early Childhood Education and Family Services: Head Start and Children's Health Improvement Partnership
Support Services: Free income tax preparation
Ex-Offender Services: Virginia CARES pre-releases and newly released ex-offenders, including support groups, employment services, etc.
Two-Generation Career and Child Development: Skill development and access to child care.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Head Start

Emergency Services Program

Homeless and Housing Programs

Virginia Community Re-Entry System (VA CARES)

Children's Health Improvement Partnership (CHIP)

Where we workNew!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

NATIONAL COMMUNITY ACTION GOALS

GOAL 1: HELP LOW-INCOME PEOPLE BECOME MORE SELF-SUFFICIENT
Employment and Education are the two most important factors leading to self-sufficiency.
Program staff works with customers to find permanent employment, healthcare, transportation, and childcare.

GOAL 2: IMPROVE CONDITIONS IN WHICH LOW-INCOME PEOPLE LIVE
NRCA helps low-income families and individuals to obtain or remain in safe and affordable housing.

GOAL 3: ENCOURAGE LOW-INCOME PEOPLE TO OWN A STAKE IN THEIR COMMUNITY
Staff and customers are invited to take part in volunteer activities, councils, and committees that have positive impact on the community. Participation in program advisory councils and committees give our customers a chance to contribute their ideas.

GOAL 4: CREATE PARTNERSHIPS AMONG SERVICE PROVIDERS AND LOW-INCOME FAMILIES
NRCA builds committed partnerships and agreements with organizations, area services, and community supporters to ensure our customers' success. These partnerships are essential for comprehensive customer care.

GOAL 5: INCREASE AGENCY CAPACITY TO HELP MORE LOW-INCOME FAMILIES
As the pressure for limited resources increases, NRCA must successfully manage its finances and raise additional funds to continue providing essential services. These realities call for NRCA to bring forth its collective experience and expertise to meet new demands through innovative, pro-active cost containment, financial management, and fund development strategies.

GOAL 6: STRENGTHEN LOW-INCOME FAMILY SUPPORT SYSTEM
NRCA builds strong families by providing supportive services that give families the tools and resources to succeed and achieve financial independence, while embracing core family values. NRCA believes in building strong families to build strong communities.

Goal 1: Develop/expand relationships with faith-based organizations, human services and colleges and universities in their communities to address areas of need.
Goal 2: Explore income producing opportunities such as special events and for-profit ventures.
Goal 3: Tell our poverty story better (causes, cycle, etc.) “No Stories Without Data, No Data Without Stories"
Goal 4: Utilize latest technological resources for internal and external business (i.e. social media)
Goal 5: Increase utilization of Board resources (i.e. Board skills assessment)
Goal 6: Develop additional ways to reward staff (non-monetary) including professional growth opportunities.
Goal 7: Identify one improvement for each program that would reduce stress (increase efficiency) in that program.
Goal 8: Improve staff salaries and fringes.

1A. The NRCA staff and Board will increase by 30% the number of faith-based organizations engaging with NRCA to support our mission.
1B. The NRCA staff will increase by 30% the number of human service agencies engaging with NRCA to support our mission.
1C. The NRCA staff will increase by 30% the number of agency activities with colleges and universities.
2A. Board of Directors will determine NRCA's suitability for adding one revenue-producing special event to support the NRCA General Fund.
2B. Board of Directors will determine NRCA's suitability for adding one revenue-producing for-profit venture to support the NRCA General Fund.
3A. The NRCA staff will track and report data for at least two outputs or outcomes per program utilizing national community action ROMA performance indicators.
3B. The NRCA staff will incorporate at least one web-based poverty education resource to agency website and Facebook pages.
3D. The NRCA staff will apply to at least three funding sources for resources to purchase digital story telling training and equipment.
3F. Public Relations and Resource Development Committee will develop the NRCA elevator speech for use by staff and leadership volunteers.
3G. Public Relations and Resource Development Committee will develop a NRCA and NRCA Head Start 50th Anniversary Celebration Committee that will be responsible for planning and carrying out anniversary activities during 2015.
4A. NRCA staff will centralize IT services as much as possible for NRCA's one-person department.


4B. The NRCA MIS Committee will develop an IT budget for FY 2015-16 and annually thereafter.
4C. The MIS Committee will implement an effective user- friendly collaborative communication tool for use by all NRCA staff.
4D. NRCA staff will increase by 30% number of social media tools utilized by NRCA.  
5A. Staff, working with Board, will compile a list of Board skills, including availability of time to share skills at NRCA.
5B. Staff will share agency volunteer needs with Board of Directors monthly.
6A. Senior Management will reward high performing line staff with conference opportunities.
6B. Staff Total Appreciation & Recognition Committee will develop and implement monthly employee recognition program.
6C. STAR Committee will develop annual employee yearbook.
6D. STAR Committee will research the possible return of the NRCA All Staff Recognition Day.
6E. Senior Management will oversee NRCA jurisdiction -wide staff gatherings for purposes of networking and information sharing.
8A. Staff and Board will review Affordable Care Act and other fringe benefit options, and review implications for staff and budgets.
8B. Staff will research salary determination tools, compare to NRCA's current tool and develop recommendation.
8C. Senior Management will review program and department restructuring with a goal of freeing up money to improve staff salaries.
8D. Senior Management will coordinate with outside volun

Outcomes and measurements are reviewed bi-annually by the Board of Directors oversight committee(s): Public Relations and Resource Development, Program Planning and Evaluation, Personnel and Finance.

The Public Relations/Resource Development and Finance Committees will coordinate with staff to develop a survey to assess the characteristics of successful revenue-producing special events. Completed May 2015 Survey instrument
Staff will conduct internet research on characteristics of successful revenue-producing special events. Completed May 2015 Summary document
Staff and Board members will brainstorm for-profit venture ideas that complement the NRCA mission and compile a list. Staff surveyed; discussion held with Board Nov. 2914 List of for-profit venture ideas
Finance Director will coordinate with the NRCA auditor and attorney to explore the legal issues and auditing laws related to operating a for-profit venture within a non-profit. Written findings will be shared with the full Board. Revision: If a proposed project is selected, seek attorney review at that time. Auditor recommends projects should align with NRCA mission; attorney will be contacted if NRCA pursues idea October 2014 Finance Committee minutes
Planning Director will train key program staff leaders on tracking and reporting program outputs and outcomes according to ROMA (Results Oriented Management and Accountability) performance indicators as required by federal and state community action funding agencies. Training completed fall 2014
Each key program staff leader will select at least two or more ROMA performance indicators for tracking and reporting. Indicators selected fall 2014 Indicators in CSBG work plan & reports
Staff and Board will recruit staff and Board volunteers to form the 50th Anniversary Committee. Completed summer 2014 List of members, Committee minutes
3G. Public Relations and Resource Development Committee will develop a NRCA and NRCA Head Start 50th Anniversary Celebration Committee that will be responsible for planning and carrying out anniversary activities during 2015. COMPLETE
4A. NRCA staff will centralize IT services as much as possible for NRCA's one-person department. COMPLETE
4C. The MIS Committee will implement an effective user- friendly collaborative communication tool for use by all NRCA staff. Revision: IT consultant will work with senior management to implement an effective user- friendly collaborative communication tool for use by all NRCA staff.
Revision objective target date: December 31, 2016
5A. Staff, working with Board, will compile a list of Board skills, including availability of time to share skills at NRCA. COMPLETE/UPDATE ANNUALLY
5B. Staff will share agency volunteer needs with Board of Directors monthly. COMPLETE/UPDATE MONTHLY
6A. Senior Management will reward high performing line staff with conference opportunities. COMPLETE
8A. Staff and Board will review Affordable Care Act (ACA) and other fringe benefit options, and review implications for NRCA staff and budgets. COMPLETE

External Reviews

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Financials

New River Community Action, Inc.

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Operations

The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information.

Disability

This organization reports that it does not collect this information.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity