Over the last two decades, the dramatic shifts in the demographics of Costa Mesa have generated challenging social issues which need to be addressed by effective participation from all sectors.  From 1980 to 2000 the population of Costa Mesa’s Westside increased by 120 percent from 16,711 to 36, 953.  In 2000, 56 percent of households of the Westside spoke a language other than English and 37 percent of adults over 25 years of age did not have a high school diploma (Community Outreach Partnership Center, 2005).  The rapid demographic changes have generated challenging social issues such as unemployment, lack of adequate housing, pressure on the education system, and other social concerns.

Since its inception in 2003, Mika Community Development Corporation has been working with both youth and adults to address issues of employment, lack of role models, drugs, and community cohesion.  What we have learned, and is confirmed by other community development corporations’ experiences (see for example www.nhi.org), is that healthy communities are built and sustained through systems that invite and welcome neighbors’ participation.  In order to create sustainable solutions to the challenges facing Costa Mesa, community development corporations have to focus on building the capacity of neighborhood leaders to identify, design, and manage initiatives and projects that positively impact their neighborhoods. 

Mika CDC currently works in three neighborhoods in Westside Costa Mesa.  With the help of the Costa Mesa Police Department and the Newport Mesa Unified School District, the Mika Community Development Corporation has identified six target neighborhoods characterized by gangs, crowded housing, and low income families.  It is our vision to enable the leaders of these six neighbors of Costa Mesa to transform their communities through community building, youth programs and other community driven initiatives such as the Center for Resources and Employment Opportunities (CREO).

The strategic plan addresses the mission, vision, strategic goals and objectives, program plans and financial plan for the next three years.  The plan was developed by the Strategic Planning Committee with input from the staff and partners.  The plan was approved by the Board of Directors.