These organizations compete with CAPI for client services, too, specifically in the areas of cultural programs, services to children, adolescents, and women, and long term health care for the elderly. In this competitive environment, CAPI has maintained its credibility and visibility and increased its market share by employing a variety of strategies. They range from serving as a culturally competent subcontractor for mainstream agencies and aggressively seeking collaborations to going outside of its base of Southeast Asian clients and serving refugees in general. CAPI has positioned itself as the organization that delivers nonpolitical and culturally competent refugee services. These strategies have been effective, but CAPI is unable to sustain the same rate of growth for the future.
Clients are significantly different than in prior years.
Mental health, aging, domestic violence, and sexual identity problems are pronounced in the maturing Southeast Asian community. Current public health systems are unable to serve these needs and cultural barriers prevent Southeast Asians from accepting such services. Reimbursement mechanisms requiring credentialed staff exclude MAAs from providing the needed services. Public policy makers have grown impatient with the slow assimilation progress of some Southeast Asian groups and are shifting focus and support to new refugees such as Africans and East Europeans. Critical issues facing CAPI surfaced in the internal stakeholder analysis.