CENTRAL FLORIDA COMMUNITY
ACTION AGENCY (CFCAA), INC.
Strategic Plan for the Period 2008 - 2013
(October 1, 2008 - September 30, 2013)
Adopted
CFCAA Meeting of the Board of Directors
December 16, 2008
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CENTRAL FLORIDA COMMUNITY
ACTION AGENCY (CFCAA), INC.
Strategic Plan for the Period 2008 - 2013
(October 1, 2008 - September 30, 2013)
Table of Contents
Page Item
i Strategic Plan for the Period 2008 - 2013 - Cover Page
ii Table of Contents
iii-xvii Executive Summary
iii-iv Discussion and Background
iv-xv Process and Methodology
xvi 2008 Strategic Plan Successes
xvi-xvii Conclusions
1-10 Strategic Plan Issues
1 Perpetual Plan Procedures and Reporting Accountability
1-2 Capital Improvements
2-3 Funding Enhancements
3-6 Program Enhancements
6-7 Community Partnerships
7-8 Volunteerism
8-9 Marketing
9-10 Human Resource Management and Staff Development
10 Technological Enhancements
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CENTRAL FLORIDA COMMUNITY
ACTION AGENCY (CFCAA), INC.
Strategic Plan for the Period 2008 - 2013
(October 1, 2008 - September 30, 2013)
Executive Summary
1. Discussion and Background. This written plan is the second edition of the perpetual five-year strategic planning cycle which is mandated in the agency’s bylaws and in the strategic plan itself. In order to track success and provide a “blueprint” for the board of directors and staff of the agency in meeting plan goals and objectives during a twelve month period, the initial CFCAA strategic plan covered the period October 1, 2007, through September 30, 2008. “Helping people, changing lives” remains the focus of this community action agency in conducting its noble mission in the development of self-sufficiency and anti-poverty programs in Alachua, Levy, and Marion Counties.
The specific events that occurred in 2008 in completing this written plan were:
Event Participants Date(s)
Community Assessment Residents in Alachua, Levy, July 1 - August 31
(1,200 Surveys Were and Marion Counties
Distributed with 635
Completed Surveys
Being Returned)
Workshop Non-Management CFCAA Staff September 4
Workshop Board of Directors/CFCAA September 23
Management Team
Community Assessment Chief Executive Officer November 23
Data Finalized
Draft Plan Completed Chief Executive Officer November 30
Draft Plan Reviewed CFCAA Staff December 1 - 4
Draft Plan Reviewed Board of Directors December 8 - 14
Plan Ratified Board of Directors December 16
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Once again, “transparency” and plan “ownership” remain priorities in the development of the agency’s strategic plan for this year. Stakeholder transparency continues to encompass both internal and external customers of CFCAA while accepting ownership of the plan by both the board of directors and staff is tantamount to success.
2. Process and Methodology. A community assessment was conducted in Alachua, Levy, and Marion Counties between July 1 and August 31 (2008) to garner input in preparing the agency’s strategic plan for 2008 - 2013. Approximately twelve hundred (1,200) survey forms were distributed throughout the CFCAA service area at city and county public offices, nonprofit agencies, businesses, libraries, childcare sites including Head Start, and other random locations. It is noteworthy that six hundred and thirty-five (635) surveys were returned which is a tremendous return on investment for this effort.
Admittedly, this survey does not meet the standard of statistical reliability and validity as it was commissioned simply as one “opinion” tool in developing the agency’s strategic plan. The results of the community assessment were intended to assist in the evaluation made by the board of directors and agency staff of the empirical data regarding the current services and opportunities that are provided in Alachua, Levy, and Marion Counties for its citizens by CFCAA and other various groups and organizations.
Demographic data obtained from respondents included: county of residence, race and ethnic background, employment status (fulltime, part-time, unemployed, retired, disabled/unable to work, or student), type of employment (government service, for-profit organization, private nonprofit agency, educational institution, health care/medical group, and an “other” category), highest level of education achieved, household information including yearly income, number of people, children, disabled persons, and persons over sixty years of age. Respondents were requested to identify three (3) areas from a list that they believed needed the most attention in their community. The list of areas for consideration included: employment, housing, childcare or after school programs, income management, transportation, education, crime prevention, emergency assistance, food and nutrition, healthcare, drug and alcohol abuse, and an “other” category. In addition respondents were provided an opportunity to submit additional comments to voice their opinions on any matters they deemed relevant to completing the survey.
Respondents were requested to rate forty-five (45) areas in their community as being: no problem, minor problem, moderate problem, major problem, or a “no opinion” response. The areas that were rated by respondents included: affordable housing (rental), affordable housing (home ownership), home ownership education/counseling, energy conservation help, parks or playground areas, youth recreational programs, affordable childcare (daytime), affordable childcare (6:00 p.m. to 6:00 a.m.), before and after school care, tutoring for school, youth crime prevention programs, youth drug/alcohol prevention, police and law enforcement, safe neighborhoods, affordable legal services, available jobs (of any kind), available living wage jobs, available skilled jobs, job placement resources, career advancement opportunities, G.E.D. programs, job or
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vocational training, adult education opportunities, college level education opportunities, financial or tuition aid, access to affordable food, access to affordable clothing, public
transportation, affordable private transportation, assistance with utility payments, assistance with rent or mortgage payments, assistance with financial emergencies, food pantries, programs for the elderly, nursing homes, assisted living facilities, meal programs for the elderly or disabled, affordable medical services, prenatal/family
planning services, affordable health services, substance abuse programs, mental health
programs, teen pregnancy programs, domestic violence programs, and homeless shelters.
Because the information received was so voluminous, a seven percent (7%) random sample was used for each county--Alachua, Levy, and Marion--to record and evaluate data received from respondents. A summary of the random sample garnered from respondents for each of the three counties is provided in the following sections:
ALACHUA COUNTY
Number of Respondents: 255 Sample: 17
Race/Ethnic Background:
Hispanic:
Yearly Household Income:
Employment:
v
Education:
Areas Needing Most Attention:
Major Problem Areas:
No Problem Areas:
Selected Comments (From All Respondents):
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LEVY COUNTY
Number of Respondents: 193 Sample: 13
Race/Ethnic Background:
Hispanic:
Yearly Household Income:
Employment:
Education:
Areas Needing Most Attention:
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Major Problem Areas:
No Problem Areas:
Selected Comments (From All Respondents):
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MARION COUNTY
Number of Respondents: 187 Sample: 13
Race/Ethnic Background:
x
Hispanic:
Yearly Household Income:
Employment:
Education:
Areas Needing Most Attention:
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Major Problem Areas:
No Problem Areas:
Selected Comments (From All Respondents):
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ALACHUA, LEVY, AND MARION COUNTIES
(CUMULATIVE DATA)
The following statistical data was evaluated to assist in writing the strategic plan:
Number of Respondents: 635 Sample: 43
Race/Ethnic Background:
Hispanic:
Yearly Household Income:
Employment:
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Education:
Areas Needing Most Attention:
It is significant to note that “employment” was identified as the area needing most attention in all three counties and “employment” and “housing” were identified in the top three areas needing most attention in all three counties. After employment and housing, childcare or after school programs, crime prevention, and healthcare were identified as areas needing the most attention in Alachua County. In Levy County, after employment, healthcare, and housing, crime prevention and emergency assistance were identified as areas needing the most attention. After employment, housing, and transportation, healthcare and food and nutrition were identified as areas needing the most attention in Marion County.
Robert W. Wilford, Chief Executive Officer, facilitated the two workshops that were conducted for non-management staff as well as the joint board of directors and management team session to obtain information from these organizationally distinct groups in order to construct the strategic plan for 2008 using the chain of command as the guiding principle in this construction. It is the firm belief of the CFCAA board of
directors and the management team that getting the viewpoint of its frontline staff first in
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the strategic planning process provides a sound basis in identifying issues needing to be planned strategically since this dedicated group of professionals most often “does see the forest for the trees” as they reach out to people in need. The Results-Oriented Management and Accountability (ROMA) goals and corresponding National Performance Indicators (NPI’s) were once again utilized as the basis in constructing this year’s strategic plan. These six ROMA goals are:
Goal 1: Low-income people become more self-sufficient.
Goal 2: The conditions in which low-income people live are improved.
Goal 3: Low-income people own a stake in their community.
Goal 4: Partnerships among supporters and providers of services to low-
income people are achieved.
Goal 5: Agencies increase their capacity to achieve results.
Goal 6: Low-income people, especially vulnerable populations, achieve their
potential by strengthening family and other supportive systems.
Agency goals in the strategic plan are stated in general terms and contain a “general” vision for the future while objectives for each goal are stated in specific terms with specified completion timelines. Accountability for accomplishing each objective is assigned to one or more individuals or group(s). In addition objectives are identified as either short-term or long-term or a combination of both. A short-term objective is expected to be achieved in twelve months or less while a long-term objective is expected to take longer than twelve months. A ROMA goal or goals is/are listed after each objective to tie each objective to the guiding principle of this management philosophy.
The agency’s mission statement was formulated as a result of the initial year’s strategic planning process. This mission statement remains one that focuses on three key factors: (1) ownership for plan success is accepted by both the board of directors and agency staff, (2) the agency is committed to assisting people in strengthening their lives, and (3) it is critical to engage community partners in achieving plan success. The CFCAA mission statement is:
Mission
Central Florida Community Action Agency is
committed to helping people strengthen their
lives through community partnerships.
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3. 2008 Strategic Plan Successes. “… what a year!” The strategic plan successes for CFCAA in 2008 were numerous. By following strategic plan goals and objectives, CFCAA was recognized by a number of groups for its outstanding performance this past year. Achieving this special recognition would not have been possible without a dedicated board of directors and staff being committed to strict adherence to the strategic plan. The agency received the following awards during 2008 in recognition of its self-sufficiency and anti-poverty efforts in Alachua, Levy, and Marion Counties:
4. Conclusions. Participants in the process once again embraced the concept that the strategic plan is a perpetual “working” document which guides agency operation on an ongoing basis. Therefore, accountability remains an integral piece of the plan with the board of directors being required to review and approve plan successes on a quarterly basis. In addition the plan will continue to be reviewed and revised on an annual basis which makes it a distinctly unique “perpetual” five-year plan with this rollover feature. The CFCAA strategic plan is truly a “working document” that will assist in making CFCAA the preeminent organization in the implementation and continuation of self-sufficiency and anti-poverty programs throughout Alachua, Levy, and Marion Counties.
Focusing on “return on investment principles, outcomes, and successes” guides the agency in its commitment to helping the fine folks who call Alachua, Levy, and Marion Counties home in achieving and maintaining self-sufficiency in their lives. “Helping people, changing lives” will steadfastly remain the focus of CFCAA.
The following visionaries, CFCAA members of the board of directors and staff, have the courage and selfless dedication to view the agency with a keen sense of resolve in making a difference in the lives of the citizens the agency serves in North Central Florida. This year’s version of the strategic plan was developed as a result of the tremendous
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efforts of the following individuals who steadfastly and unselfishly put others above self as a matter of purpose and routine:
Board Members County/Sector Represented
Charles J. Harris, Jr., Chair Alachua/Private
Brad Nimmo, Vice Chair Marion/Public
Lena R. Smith, Secretary Marion/Community (Low-Income)
Freddie Warmack, Treasurer Alachua/Public
Tina Albritton Marion/Private
Carl “Dick” Tummond Levy/Public
Mylonia Viaggio Levy/Private
Mary Lou Wilkerson Alachua/Community (Low-Income)
Staff Position
Robert W. Wilford Chief Executive Officer
Peggy Hunsucker Director of Business Operations
Steven Kruse Director of Finance and Personnel
Monique Harrison Director of Family Services
Mark Taylor Director of Weatherization Services
Brandy Leach Program Assistant
Jamie Carey Program Assistant
Leon Gele Weatherization Specialist
Casey Harstrom Program Liaison
Charles Hart Case Manager/Site Coordinator
Mari Houston Case Manager/Site Coordinator
Madeline McCloud Family Development Specialist
June Possee Case Manager
Gennifer Riles Case Manager
Sharon Thames Case Manager
All of the aforementioned visionaries remain in dedicated service with one another and its community partners in forever remembering that:
“Helping people help themselves is a common mission
worthy of pursuing every day of our lives!”
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STRATEGIC PLAN ISSUES
Perpetual Plan Procedures and Reporting Accountability
Goal: To continue methods and procedures whereby the five-year strategic plan is perpetual in nature with required reporting criteria delineated for accountability purposes.
Objective: By December 16, 2008, adopt language which specifies that the plan shall be perpetual with a review conducted in August 2009 by the board of directors, working with staff designated by the chief executive officer, to revise and update the plan for an additional five-year period which shall be approved at the annual meeting of the board of directors in October 2009.
Accountability: Board of Directors
Timeline: Short-term Objective
RESULTS-ORIENTED MANAGEMENT AND ACCOUNTABILITY (ROMA) GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By December 16, 2008, adopt language which specifies that the chief
executive officer shall be held accountable for reporting plan progress in a written report to the board of directors on an ongoing quarterly basis in 2009 in January, April, July, and October.
Accountability: Board of Directors
Timeline: Short-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Capital Improvements
Goal: To upgrade existing facilities through leasing arrangements and/or construction of economically feasible facilities which reflect a sense of “business pride” while maintaining an image of the frugal use of funds.
Objective: By June 30, 2009, complete a feasibility study regarding the construction of facilities in Chiefland, Gainesville, and Ocala.
Accountability: Chief Executive Officer/Director of Business Operations/Director of Finance and Personnel
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Timeline: Short-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Funding Enhancements
Goal: To increase the financial health of the agency by conducting fundraising events, an/or seeking private donations, and/or through the acquisition of grants from public and foundation sources, and/or through support from city and county governments.
Objective: By December 31, 2008, continue an ongoing internal financial solicitation plan to receive donations from members of the board of directors and agency staff and provide a mechanism by which agency staff can payroll deduct donations.
Accountability: Board of Directors/Chief Executive Officer/Director of Business Operations/Director of Finance and Personnel
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By January 31, 2008, and for the next three years, develop a monthly research schedule of potential foundation funding opportunities using the software package purchased from FoundationSearch as the primary resource document.
Accountability: Chief Executive Officer
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By March 31, 2009, and annually thereafter, evaluate the feasibility of requesting financial assistance from local county and city governments.
Accountability: Board of Directors/Chief Executive Officer
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Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 4: Partnerships among supporters of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Program Enhancements
Goal: To implement and/or redesign program services to meet the needs of the individuals and families served by the agency in the most effective and efficient manner possible with the focus being on the achievement of self-sufficiency by participants in the agency’s Family Self-Sufficiency Program (FSSP) and/or Case Management Transition Program (CMTP) with CDS Family & Behavioral Health Services, Inc., and Peaceful Paths, Inc., which are located in Alachua County.
Objective: By October 1, 2008, expand the FSSP by ensuring case managers in Alachua, Levy, and Marion Counties are assigned and maintain individual caseloads.
Accountability: Director of Family Services
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 1: Low-income people become more self-sufficient.
ROMA GOAL NUMBER 2: The conditions in which low-income people live are improved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By Objective 1, 2008, continue CMTP partnership with CDS Family
& Behavioral Health Services, Inc., and Peaceful Paths, Inc., and expand services as necessary in order to serve these highly vulnerable substance abuse and domestic violence program participants.
Accountability: Director of Family Services/Family Development Specialist.
Timeline: Short- and Long-term Objective
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ROMA GOAL NUMBER 1: Low-income people become more self-sufficient.
ROMA GOAL NUMBER 2: The conditions in which low-income people live are improved.
ROMA GOAL NUMBER 3: Low-income people own a stake in their community.
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
ROMA GOAL NUMBER 6: Low-income people, especially vulnerable populations, achieve their potential by strengthening family and other supportive systems.
Objective: By January 31, 2008, design, implement, and maintain a health and/or nutrition education and development program in conjunction with the FSSP and/or CMTP.
Accountability: Director of Family Services/ Family Development Specialist/Case Managers
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 1: Low-income people become more self-sufficient.
ROMA GOAL NUMBER 2: The conditions in which low-income people live are improved.
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
Objective: By March 31, 2009, design and implement a summer youth employment program in Alachua, Levy, and Marion Counties in conjunction with community partners including Habitat for Humanity of Marion County.
Accountability: Chief Executive Officer/Director of Family Services
Timeline: Short-term Objective
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ROMA GOAL NUMBER 1: Low-income people become more self-sufficient.
ROMA GOAL NUMBER 2: The conditions in which low-income people live are improved.
ROMA GOAL NUMBER 3: Low-income people own a stake in their community.
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
ROMA GOAL NUMBER 6: Low-income people, especially vulnerable populations, achieve their potential by strengthening family and supportive systems.
Objective: By June 30, 2009, and annually thereafter, evaluate program services and identify changes needed, the need for additional programs, and/or dissolution of one or more programs.
Accountability: Board of Directors/Chief Executive Officer/Director of Business Operations/Director of Finance and Personnel/Director of Family Services/Director of Weatherization Services/Family Development Specialist/Agency Staff
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By April 30, 2010, and every two years thereafter, perform a community assessment including conducting research and evaluation of empirical data to determine unmet needs in the agency’s service area.
Accountability: Board of Directors/Chief Executive Officer/Director of Family Services/Family Development Specialist/Case Managers/Program Assistants
Timeline: Long-term Objective
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ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Community Partnerships
Goal: To strengthen and expand relationships within the community with other non-profit organizations, business and industry, colleges and universities, as well as, the public sector.
Objective: By October 1, 2008, and on an ongoing basis thereafter, continue utilizing University of Florida public relations interns, Florida State University social work interns, and/or other college and university interns as deemed necessary to support agency operations.
Accountability: Chief Executive Officer/Director of Family Services/ Director of Weatherization Services/Family Development Specialist
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By February 28, 2009, and on a continuing basis thereafter, formalize relationships with community partners by increasing the number of signed “Memoranda of Understanding (MOU’s)” among community partners.
Accountability: Chief Executive Officer/Director of Family Services/ Director of Weatherization Services/Family Development Specialist
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMER 5: Agencies increase their capacity to achieve results.
Objective: By March 31, 2008, expand the partnership referral network for the
unmet needs which were identified in the community assessment completed in September 2008 and incorporate these unmet needs into an amended work plan to the fiscal year 2008/2009 Community Services Block Grant (CSBG).
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Accountability: Chief Executive Officer/Director of Family Services
Timeline: Short-term Objective
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Volunteerism
Goal: To strengthen the agency volunteer program through continuing education of the board of directors and the recruitment of additional volunteers as deemed necessary.
Objective: By October 1, 2008, and on an ongoing basis thereafter, continue updating the board bylaws, Financial Policies and Procedures Manual (FPPM), Personnel Policies and Procedures Manual (PPPM), and Safety Policy and Procedures Manual (SPPM), in order to provide members of the board of directors with comprehensive guidelines regarding board responsibilities and agency operation.
Accountability: Board of Directors/Chief Executive Officer
Timeline: Short- and Long-term Objective
ROMA GOAL NUMER 5: Agencies increase their capacity to achieve results.
Objective: By December 31, 2008, develop a schedule of board training events,
including pertinent data related to ROMA managerial concepts and principles, that shall be conducted at selected 2009 regular board meetings.
Accountability: Chief Executive Officer
Timeline: Short-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By March 31, 2009, evaluate the feasibility of utilizing former FSSP and/or CMTP as volunteers.
Accountability: Chief Executive Officer/Director of Family Services/ Family Development Specialist
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Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 3: Low-income people own a stake in their community.
ROMA GOAL NUMBER 4: Partnerships among supporters and providers of services to low-income people are achieved.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Marketing
Goal: To enhance the image of the agency as the preeminent authority regarding the design, development, and delivery of self-sufficiency and anti-poverty programs in Alachua, Levy, and Marion Counties.
Objective: By October 1, 2008, continue requiring the wearing of agency identification badges by agency staff.
Accountability: Chief Executive Officer
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By October 1, 2008, continue regularly updating and posting the board bylaws and meeting minutes and agency strategic plan, strategy plan quarterly reports, and annual report on the website.
Accountability: Chief Executive Officer/Director of Family Services/ University of Florida Interns (When Applicable)
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By October 1, 2008, continue redesigning and updating agency brochures and other marketing materials on an ongoing basis for distribution throughout the agency’s service area to include printing in both English and Spanish.
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Accountability: Chief Executive Officer/Director of Family Services/Director of Weatherization Services/Family Development Specialist/University of Florida Interns (When Applicable)
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Human Resource Management and Staff Development
Goal: To enhance the capabilities of agency employees by providing comprehensive training opportunities and participation in professional credentialing endeavors.
Objective: By October 1, 2008, continue enrolling selected staff in the “Certified Community Action Manager (CCAM)” program under the auspices of the Southeastern Association of Community Action Agencies (SEACAA).
Accountability: Chief Executive Officer
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By January 31, 2009, establish a 2009 annual training calendar which shall be utilized to schedule members of the board of directors and agency staff to attend selected training conferences, workshops, and events.
Accountability: Chief Executive Officer/Director of Finance and Personnel
Timeline: Short-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Goal: To ensure staff are compensated on an ongoing basis as equitably as possible based on current economic conditions and the availability of financial resources.
Objective: By March 31, 2009, and every two years thereafter, perform a wage and salary assessment to determine if the agency’s salary schedule is comparable to similar community action and nonprofit agencies as well as with the prevailing wages paid in North Central Florida for like positions.
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Accountability: Chief Executive Officer/Director of Business Operations/Director of Finance and Personnel
Timeline: Short- and Long-term Objective.
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Technological Enhancements
Goal: To upgrade and maintain the technological capabilities of the agency.
Objective: By October 1, 2008, continue updating on an ongoing basis the Cougar Mountain financial software package to enhance reporting and evaluation capabilities.
Accountability: Director of Business Operations/Director of Finance and Personnel
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
Objective: By October 1, 2008, continue updating on an ongoing basis the “cmTools” program tracking software.
Accountability: Director of Family Services
Timeline: Short- and Long-term Objective
ROMA GOAL NUMBER 5: Agencies increase their capacity to achieve results.
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