Accountability

We believe is setting ambitious goals and evaluating our achievements

HRDC employs over one hundred people and has an annual operating budget of around $12 million. Funding comes from a variety of grants, contracts, and other income sources including private contributions.

2015 Annual Report in progress

2014 Annual Report

2013 Annual Report

2012 Annual Report

Audited Financial Statements

We are required keep detailed records of our finances and report on them annually.

Audited Financial Statement for Fiscal Year Ended June 30, 2016

Audited Financial Statements for Fiscal Year Ended June 30, 2015

Audited Financial Statements for Fiscal Year Ended June 30, 2014

Audited Financial Statements for Fiscal Year Ended June 30, 2013

Audited Financial Statements for Fiscal Year Ended June 30, 2012

Audited Financial Statements for Fiscal Year Ended June 30, 2011

IRS 990 Report

This informational tax form is required to be filed by non-profits and an overview of the organization’s activites, governance, and detailed financial information.

IRS 990 Fiscal Year Ended June 30, 2015

IRS 990 Fiscal Year Ended June 30, 2014

IRS 990 Fiscal Year Ended June 30, 2013

IRS 990 Fiscal Year Ended June 30, 2012

IRS 990 Fiscal Year Ended June 30, 2011

Community Needs Assessment

HRDC receives a Community Services Block Grant (CSBG) from the federal government to support a wide range of need-driven programs of which a small portion supports agency operations. A requirement of CSBG is to engage community discussion on issues facing limited income, disabled, and elderly residents of our community. In order to best identify current issues facing limited income households, a Community Needs Assessment is conducted every five years. That assessment helps the agency determine how to best utilize CSBG dollars to combat the effects of poverty and fulfill our mission.

2012 Community Needs Assessment

2007 Community Needs Assessment

Strategic Plan

The strategic plan summarizes what needs HRDC feels it can effectively address and identifies areas where forming partnerships and collaborations would better serve the target population. HRDC determines the budget for each set of strategies as funding is made available for specific projects. The highest priority needs will recieve initial funding and attention. All proposed strategies are subject to funding. If funding is lacking, specific strategies may be cut or altered to allow higher priority strategies to be implemented.

2013 Five Year Strategic Plan

2008 Five Year Strategic Plan

Project Evaluation

HRDC is strictly bound by two forms of project evaluation: internal and external.

Annual internal program evaluations allow HRDC to determine if a program is achieving its predetermined goals, operating efficiently, and meeting customer needs.

The Community Services Block Grant (CSBG) requires each community action agency to report annually on their efforts to combat the effects of poverty within their community. Federally designed performance indicators, or Results Oriented Management and Accountability (ROMA), ensure that individual programs meet or exceed expected outcomes.

This data is collected and submitted via the CSBG Information System Survey (IS Survey). The results of HRDC’s efforts are ultimately combined with all states to present a more uniform and coherent national picture of our work and accomplishments.

2014 IS Report

2013 IS Report

Our strategic plan and individual program performance plans demonstrate our accountability to the community in investing CSBG dollars and other funding sources into our programs and services.

2015/2016 Workplan

2013/2014 Workplan

2012/2013 Workplan