Swot Analysis
SWOT Analysis
Strategic Planning and Evaluation
April 10, 2013
I certify that I have read the assigned material on academic integrity and this paper is an original paper composed by me for this course. It has not been copied or closely paraphrased from any other source and has not been submitted as a whole, or in part, for credit in any other course at OU or any other educational institution. It has not been created or submitted for any other purpose such as a job assignment at my workplace or any other agency
Faces Family Justice Center of ADA County: SWOT Analysis
Introduction
The Faces Family Justice Center of Ada County (FFJCAC) opened in 2006 in Boise Idaho. The FFJCAC is a local independent entity that is part of a global …show more content…
movement designed to improve safety and provide more effective help for victims of child abuse (CB), sexual assault (SA) and domestic violence (DV). FFJCAC brings multiple services and organizations together in one location, these partners work together to help victims experience safety, healing and justice. The Vision of the FFJCAC is to be “recognized as a center of excellence where community partners integrate services for families victimized by CB, SA and DV.” At Faces no one is turned away due to the inability to pay for services. (FFJCAC, 2012).
Faces Family Justice Center (FFJC) was created to help victims of CB, SA and DV by providing a central location where all forms of assistance for the family and victims of these heinous crimes can be provided. At FACES they understand it can be very difficult to ask for help when a victim has experienced abuse or assault. The partners at the FFJCAC goal is to work together to help victims experience safety, healing and justice without judgment or question (FFJCAC, 2012).
The mission of the FFJC is a committed to the prevention of CB, SA and DV while providing victims access to services in a safe, private and supportive setting by forming a partnerships between law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates. At Faces they do business characterized by partnerships and collaboration. At the FFJC, There are two staff members to coordinating the efforts of as many as 40 professionals from a variety of organizations working at Faces (FFJC, 2012). Faces is designed to be safer and more supportive for victims, while creating a more effective justice system as well as provides 24/7 forensic medical services for sexual assault victims (FFJCAC, 2012).
Faces Family Justice Center is a non-profit 501(c)(3) organization provides both a location and a way of doing business characterized by partnerships and collaboration. FACES is a multi-agency service center that co-locates in one location the following agencies : St. Luke 's Children At Risk Evaluation Service (CARES), Saint Alphonsus Regional Medical Center 's Sexual Assault forensic Examiners Program (SAFE), Women 's and Children 's Alliance, Catholic Charities of Idaho, Idaho Legal Aid, Ada County Prosecuting Attorney 's Office, Boise City Attorney 's Office, Ada County Sheriff 's Office, Boise City Police, Meridian Police, Garden City Police, Ada County Victim-Witness Unit, Region IV Health and Welfare Children 's Protective Services, Boise City/Ada County Housing Authority, and the State of Idaho Crime Victims Compensation Program. Service include: child abuse evaluation; criminal justice advocacy; safe planning; sexual assault forensic evaluations; and civil legal assistance. Counseling services are not provided on-site (FACES, 2013).
The Community Sexual Assault Forensic Examiner Program (SAFE) coordinated from Faces is a partnership between Saint Alphonsus Health System and St. Luke’s Health System (FFJCR, 2012). The Sexual Assault Reform Act (SARA) became effective in February, 2001. The law requires the establishment of sexual assault forensic examiner (SAFE) programs in hospitals designated as 24-hour centers of excellence(Schultz, 2012). The SAFE team is comprised of specially certified nurses trained to conduct forensic exams. The SAFE nurses are also trained to conduct forensic assessments for victims of domestic violence.
The St. Luke’s Children’s Hospital Children at Risk Evaluation Services Clinic (CARES) is also housed at Faces. The CARES team provides forensic medical evaluations and interviews in cases of suspected child abuse. More than 1,000 children are evaluated for alleged abuse at CARES Children at Risk Evaluation Services every year, at our offices in Boise, Twin Falls, and Rupert, and at our Foster Care Clinic, where children coming into foster care receive a complete medical evaluation (CARES, 2013). Services can only be accessed through a referral by law enforcement or the Idaho Department of Health and Welfare. This self-contained outpatient clinic includes a medical director, nurse practitioners, and forensic social workers specially trained to provide physical exams and forensic interviews in cases of suspected child abuse (FFJCR, 2012).
The Faces Family Justice Center Organizational Vision
Vision of the FFJC is to be “recognized as a center of excellence where community partners integrate services for families victimized by CB, SA and DV. At Faces they works in partnership with service providers and the families and victims, to facilitate recovery and reintegration through the provision of safe accessible, comprehensive and community-based agency. The vision embodied in Faces are to create a system that addresses the needs of the victims and their families through a based on the needs of the individual by delivering a range of services through a partnership with law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates working together to help victims of child abuse, sexual assault, and domestic violence regardless of ability to pay. Faces provide one location for victims to access services in a safe, private and supportive setting. They provide both a location and a way of doing business characterized by partnerships and collaboration. It is designed to be safer and more supportive for victims, while creating a more effective justice system (FFJCO, 2012).
The Faces Family Justice Center Strategic Goals
The goal of Faces Family Justice Center of Ada County as a non-profit 501(c)(3) organization, is to provide effective help for victims of child abuse, sexual assault and domestic violence, regardless of ability to pay. Faces compiles multiple services and organizations together in one location in a collaborative effort to help victims experience safety, healing and justice. The Vision of the Faces Family Justice Center is to be “recognized as a center of excellence where community partners integrate services for families and individuals, victimized by child abuse, sexual assault and domestic crimes” (FFJCAC, 2012; FFJCO, 2012).
The Faces Family Justice Center Mission Statement
Faces Family Justice Center is here to help victims of child abuse, sexual assault and domestic violence by bringing multiple services and organizations together in one location to assist and support families and victims of child abuse, sexual assault, and domestic violence. The partners at Faces work together to help victims experience safety, healing and justice. At Faces no one is turned away due to the inability to pay for services. Faces Family Justice Center is committed to the prevention of child abuse, sexual assault and domestic violence. It is the goal of Faces provides victims access to services in a safe, private and supportive setting all under one roof by forming a partnerships between law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates. At Faces they do business characterized by partnerships and collaboration. Faces is designed to be safer and more supportive for victims, while creating a more effective justice system as well as provides 24/7 forensic medical services for sexual assault victims (FFJCAC, 2012).
The SWOT/C Assessment and Analysis of FACES Family Justices Center
In the SWOT/C assessment and analysis of FACES Family Justices Center of Ada County the strength, weakness, opportunity, and challenges/threat, that is presented in the SWOT/C matrix (see Appendix, A).
This analysis will explores the environment outside the organization in order to identify organizational forces and trends, key resource controller and the actual or potential collaborators that create opportunities and challenges/threats to the organization as Identified in Strategic Planning for Public and Nonprofit Organizations. The goal of the analysis is to provide helpful perspectives of the organizational development efforts to prepare for the foreseeable future while exploring the possibilities for new efforts and/or solutions to issues, and to provide a method in determining the best paths initiative. Finally, it will identify the opportunities for success in context of challenges and/or threats to success and can clarify directions and prospective by identify key and critical success factors (Bryson, 2011).
Opportunities:
The opportunities presented in appendix A, first the participating partners are allowed more creative and flexible options to provide the needed services to the victims of child abuse, sexual assault and domestic violence. As listed in the partnership description this flexibility allows the partners to budget their services into their general funds relieving the center from the allocation process. Also, the use of The US Department of Justice (DOJ): Office on Violence Against Women Grants to upgrade computer scheduling (DOJ/OVAW, 2013). By the use of the university in the development of advanced technologies to foster more effective scheduling, relieves Faces limited budget through technical support. This technology also free up the merger staff of Faces from basic scheduling processes, so that they can dedicate their time to other areas of the process (FFJCR, 2012; Sincere, 2010). The availability of information about best practices innovations provided by the DOJ and through their membership with the Family Justice Center Alliance keeps Faces up to date on all current issues and practices (DOJ/OVAW, 2013; FJCA, 2012).
Finally, the formation of the FACES Advocate Coalition in 2009, who are made up of local activists and former victims and their families (and this writer), who voluntarily act as the active fundraising entity for the FFJC (FFJCSP, 2009; McClean, 2010). The organization is responsible for providing the agency with over 25% of its annual budget through its fundraising effort since 2009 (McClean, 2010).
Threats/Challenges:
The Threats/Challenges presented in appendix A, are full-time employees (FTE) and budget constraints imposed by fiscal cliff pose an ongoing challenge to the FFJC. The budge freeze the federal government and the operating DOJ without a budget. The DOJ: Office on Violence against Women provides with nearly half of the annual operating budget through victim compensation and grants, leaving the partner agencies and the fundraising to cover the agency short falls. The fiscal freeze has also affected other grant opportunities that the agency relies on for the operating budget. It was decided that the partner agencies mainly St Al’s and St Luke’s would cover the budget (These short falls were reported during the annual FFJC partner meeting on 03/03/2013, notes not yet published, [was in attendance]).
Weaknesses:
The possible weaknesses presented in appendix A, and in the agency strategic plan is to be aware of, are first a failure to communicate formally and informally, both cross-functionally and between partners. Also, the key players should be aware and address it in future plans of no continual evaluation and updating of human resources practices and policies. The lack of accountability of management and partners to achieve clear and measurable performance levels should be part of the evolution and future value of the agency. And finally, the financial support that relies on government grants, individual donations, and client’s ability to pay needs to include a plan to cover presumptive short falls. If at all possible a financial buffer needs to be accumulated and projected in future budgets (Annual FFJC partner meeting on 03/03/2013, notes not yet published, [was in attendance](FFJCSP, 2009))..
Strengths:
As listed the strength are as follows. First, existence of previous strategic planning efforts offers several innovative solutions. These solution and strategies are; under the current plan the annual budget relies on a diverse and unstable system. Under the new plan the Mary Marther the city grant writer has teamed with Boise State University (BSU) to form a funding coalition to support FACES in a collaborative effort to relieve the agency’s financial burden (FFJCSP, 2009; Marther, 2012).
Also, written into the existing strategic plan and also addressing the facility management activities, is an active movement to automate and computerize the facility scheduling process. Originally the assistant director/coordinator was responsible not for coordinating services but also organizing up to 40 personal from multiple agencies. Under the new plan with the assistance of BSU computer science graduate program, a system program is being developed to automate the process (FFJCSP, 2009). The students have also donated their time to train all involved in the use of the new program (Sincere, 2010).
The agency partners are what make FFJC viable and possible. Faces Family Justice Center is a non-profit 501(c)(3) supported and staffed through a creative partnership. The physical facility is provided by and maintained by the Ada county special fund and the Idaho Industrial Commission’s, Crime Victims Compensation Program. All the special services provided to the victims is through this unique partnership, between six different law enforcement agencies, from two major medical centers, city and county prosecutors offices, as well as domestic violence and sexual assault service providers, legal services, and victim advocates (FFJCO, 2012). All of the need actors can now be simultaneously notified through the newly developed technology, eliminating time and expense (Sincere, 2010).
Conclusion
The Faces Family Justice Center Strategic SWOC/T analysis is developed by sorting the issues into the planning categories one can obtain a system which presents a practical way of assimilating the internal and external organizational strength, weakness, opportunity, and challenges/threats (Bryson, 2011).
By prioritizing short and long term goals allows building the FFJC objectives towards future growth (Timmreck, 2003). This process captured the collective agreement and commitment of the partners ultimately working to meet the objectives and define and develop, goal-directed actions underpinning the overall agreed objectives between the partners and the organization hierarchy has focused on four strategic goals for the following three years: 1) the FFJC would like to build and sustain the current level of services to the victims of child abuse, sexual assault and domestic violence, regardless of ability to pay; 2) they would like to provide an accessible facility for multiple services to collaborate in a safe environment to provide quality services to victims of child abuse, sexual assault and domestic violence; 3) Faces want to foster collaboration between the victims of child abuse, sexual assault, and domestic violence and law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates to implement innovative services; and 4) Faces Family Justice Center of ADA County provide one …show more content…
location for victims to access services in a safe, private and supportive setting characterized by partnerships and collaboration while creating a more effective justice system. In summary, the SWOC/T analytic process bring better understanding to the issues, prospects and opportunities of the FFJC.
References
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations : a guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco: Jossey-Bass.
CARES. (2013). The St. Luke’s Children’s Hospital Children At Risk Evaluation Services Clinic (CARES) Retrieved 01/22, 2013, from http://www.stlukesonline.org/childrens_hospital/specialties/support_services/cares.php
DOJ/OVAW. (2013). The United States Department of Justice: Office on Violence Against Women, from http://www.ovw.usdoj.gov/ovwgrantprograms.htm
FACES. (2013). Family Advocacy Center and Education Services 211, from http://resources.211.idaho.gov.bowmansystems.com/index.php/component/cpx/?task=resource&id=589733&tab=1
FFJCAC. (2012). Faces Family Justice Center of ADA County, from http://www.facesofadacounty.com/
FFJCO. (2012). Faces Family Justice Center Overview, from http://www.facesofadacounty.com/overview.html
FFJCR. (2012). Faces Family Justice Center Resources, from http://www.facesofadacounty.com/resources.html
FFJCSP. (2009). Faces Family Justice Center 2009 Strategic Plan from http://www.facesofadacounty.com/strategicplan2009.html
FJCA. (2012). National Family Justice Center Alliance, from http://www.familyjusticecenter.org/
Marther, M. (2012). FACES collaborative coalition from http://boisecity/grantwriting.org//FACES:collaborative\coalition_state/id.html
McClean, M. (2010). FACES fundraising from http://www.facesAdCo/fundraising.org
Schultz, M. C. (2012). Sexual Assault Forensic Examiner (SAFE) Program, from http://www.health.ny.gov/professionals/safe/
Sincere, M. (2010). College of Engineering Computer Science Graduate Support Program FACES Project, from http://coen.boisestate.edu/csgp/FACES
Timmreck, T. C. (2003). Planning, program development, and evaluation : a handbook for health promotion, aging, and health services (2nd ed.). Sudbury, Mass.: Jones and Bartlett.
Appendix A Faces Family Justice Center of ADA County: SWOT/C Analysis | Strengths | Weaknesses | Existence of previous strategic planning efforts offers several innovative solutions.Tools to improve facility management activities.Experienced partnership from multiple agencies dedicated to mission.
Partners are part of the team.Providing a valuable service to the community. | Failure to communicate formally and informally, both cross-functionally and between partners.No continual evaluation and updating of human resources practices and policies. Lack of accountability of management and partners to achieve clear and measurable performance levels. Financial support relies on government grants, individual donations, and client’s ability to pay.
| Opportunities | Threats/ Challenges | Partners are allowing for more creative and flexible options.Advanced technologies are available to foster more effective activities.Availability of information about best practices innovationsGrants to upgrade computer scheduling.Fundraisers | Full-time employees (FTE) and budget constraints imposed by fiscal cliff.Government operating without a budgetAgency operates through grants and donations |
Strategic Planning and Evaluation
April 10, 2013
I certify that I have read the assigned material on academic integrity and this paper is an original paper composed by me for this course. It has not been copied or closely paraphrased from any other source and has not been submitted as a whole, or in part, for credit in any other course at OU or any other educational institution. It has not been created or submitted for any other purpose such as a job assignment at my workplace or any other agency
Faces Family Justice Center of ADA County: SWOT Analysis
Introduction
The Faces Family Justice Center of Ada County (FFJCAC) opened in 2006 in Boise Idaho. The FFJCAC is a local independent entity that is part of a global …show more content…
movement designed to improve safety and provide more effective help for victims of child abuse (CB), sexual assault (SA) and domestic violence (DV). FFJCAC brings multiple services and organizations together in one location, these partners work together to help victims experience safety, healing and justice. The Vision of the FFJCAC is to be “recognized as a center of excellence where community partners integrate services for families victimized by CB, SA and DV.” At Faces no one is turned away due to the inability to pay for services. (FFJCAC, 2012).
Faces Family Justice Center (FFJC) was created to help victims of CB, SA and DV by providing a central location where all forms of assistance for the family and victims of these heinous crimes can be provided. At FACES they understand it can be very difficult to ask for help when a victim has experienced abuse or assault. The partners at the FFJCAC goal is to work together to help victims experience safety, healing and justice without judgment or question (FFJCAC, 2012).
The mission of the FFJC is a committed to the prevention of CB, SA and DV while providing victims access to services in a safe, private and supportive setting by forming a partnerships between law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates. At Faces they do business characterized by partnerships and collaboration. At the FFJC, There are two staff members to coordinating the efforts of as many as 40 professionals from a variety of organizations working at Faces (FFJC, 2012). Faces is designed to be safer and more supportive for victims, while creating a more effective justice system as well as provides 24/7 forensic medical services for sexual assault victims (FFJCAC, 2012).
Faces Family Justice Center is a non-profit 501(c)(3) organization provides both a location and a way of doing business characterized by partnerships and collaboration. FACES is a multi-agency service center that co-locates in one location the following agencies : St. Luke 's Children At Risk Evaluation Service (CARES), Saint Alphonsus Regional Medical Center 's Sexual Assault forensic Examiners Program (SAFE), Women 's and Children 's Alliance, Catholic Charities of Idaho, Idaho Legal Aid, Ada County Prosecuting Attorney 's Office, Boise City Attorney 's Office, Ada County Sheriff 's Office, Boise City Police, Meridian Police, Garden City Police, Ada County Victim-Witness Unit, Region IV Health and Welfare Children 's Protective Services, Boise City/Ada County Housing Authority, and the State of Idaho Crime Victims Compensation Program. Service include: child abuse evaluation; criminal justice advocacy; safe planning; sexual assault forensic evaluations; and civil legal assistance. Counseling services are not provided on-site (FACES, 2013).
The Community Sexual Assault Forensic Examiner Program (SAFE) coordinated from Faces is a partnership between Saint Alphonsus Health System and St. Luke’s Health System (FFJCR, 2012). The Sexual Assault Reform Act (SARA) became effective in February, 2001. The law requires the establishment of sexual assault forensic examiner (SAFE) programs in hospitals designated as 24-hour centers of excellence(Schultz, 2012). The SAFE team is comprised of specially certified nurses trained to conduct forensic exams. The SAFE nurses are also trained to conduct forensic assessments for victims of domestic violence.
The St. Luke’s Children’s Hospital Children at Risk Evaluation Services Clinic (CARES) is also housed at Faces. The CARES team provides forensic medical evaluations and interviews in cases of suspected child abuse. More than 1,000 children are evaluated for alleged abuse at CARES Children at Risk Evaluation Services every year, at our offices in Boise, Twin Falls, and Rupert, and at our Foster Care Clinic, where children coming into foster care receive a complete medical evaluation (CARES, 2013). Services can only be accessed through a referral by law enforcement or the Idaho Department of Health and Welfare. This self-contained outpatient clinic includes a medical director, nurse practitioners, and forensic social workers specially trained to provide physical exams and forensic interviews in cases of suspected child abuse (FFJCR, 2012).
The Faces Family Justice Center Organizational Vision
Vision of the FFJC is to be “recognized as a center of excellence where community partners integrate services for families victimized by CB, SA and DV. At Faces they works in partnership with service providers and the families and victims, to facilitate recovery and reintegration through the provision of safe accessible, comprehensive and community-based agency. The vision embodied in Faces are to create a system that addresses the needs of the victims and their families through a based on the needs of the individual by delivering a range of services through a partnership with law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates working together to help victims of child abuse, sexual assault, and domestic violence regardless of ability to pay. Faces provide one location for victims to access services in a safe, private and supportive setting. They provide both a location and a way of doing business characterized by partnerships and collaboration. It is designed to be safer and more supportive for victims, while creating a more effective justice system (FFJCO, 2012).
The Faces Family Justice Center Strategic Goals
The goal of Faces Family Justice Center of Ada County as a non-profit 501(c)(3) organization, is to provide effective help for victims of child abuse, sexual assault and domestic violence, regardless of ability to pay. Faces compiles multiple services and organizations together in one location in a collaborative effort to help victims experience safety, healing and justice. The Vision of the Faces Family Justice Center is to be “recognized as a center of excellence where community partners integrate services for families and individuals, victimized by child abuse, sexual assault and domestic crimes” (FFJCAC, 2012; FFJCO, 2012).
The Faces Family Justice Center Mission Statement
Faces Family Justice Center is here to help victims of child abuse, sexual assault and domestic violence by bringing multiple services and organizations together in one location to assist and support families and victims of child abuse, sexual assault, and domestic violence. The partners at Faces work together to help victims experience safety, healing and justice. At Faces no one is turned away due to the inability to pay for services. Faces Family Justice Center is committed to the prevention of child abuse, sexual assault and domestic violence. It is the goal of Faces provides victims access to services in a safe, private and supportive setting all under one roof by forming a partnerships between law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates. At Faces they do business characterized by partnerships and collaboration. Faces is designed to be safer and more supportive for victims, while creating a more effective justice system as well as provides 24/7 forensic medical services for sexual assault victims (FFJCAC, 2012).
The SWOT/C Assessment and Analysis of FACES Family Justices Center
In the SWOT/C assessment and analysis of FACES Family Justices Center of Ada County the strength, weakness, opportunity, and challenges/threat, that is presented in the SWOT/C matrix (see Appendix, A).
This analysis will explores the environment outside the organization in order to identify organizational forces and trends, key resource controller and the actual or potential collaborators that create opportunities and challenges/threats to the organization as Identified in Strategic Planning for Public and Nonprofit Organizations. The goal of the analysis is to provide helpful perspectives of the organizational development efforts to prepare for the foreseeable future while exploring the possibilities for new efforts and/or solutions to issues, and to provide a method in determining the best paths initiative. Finally, it will identify the opportunities for success in context of challenges and/or threats to success and can clarify directions and prospective by identify key and critical success factors (Bryson, 2011).
Opportunities:
The opportunities presented in appendix A, first the participating partners are allowed more creative and flexible options to provide the needed services to the victims of child abuse, sexual assault and domestic violence. As listed in the partnership description this flexibility allows the partners to budget their services into their general funds relieving the center from the allocation process. Also, the use of The US Department of Justice (DOJ): Office on Violence Against Women Grants to upgrade computer scheduling (DOJ/OVAW, 2013). By the use of the university in the development of advanced technologies to foster more effective scheduling, relieves Faces limited budget through technical support. This technology also free up the merger staff of Faces from basic scheduling processes, so that they can dedicate their time to other areas of the process (FFJCR, 2012; Sincere, 2010). The availability of information about best practices innovations provided by the DOJ and through their membership with the Family Justice Center Alliance keeps Faces up to date on all current issues and practices (DOJ/OVAW, 2013; FJCA, 2012).
Finally, the formation of the FACES Advocate Coalition in 2009, who are made up of local activists and former victims and their families (and this writer), who voluntarily act as the active fundraising entity for the FFJC (FFJCSP, 2009; McClean, 2010). The organization is responsible for providing the agency with over 25% of its annual budget through its fundraising effort since 2009 (McClean, 2010).
Threats/Challenges:
The Threats/Challenges presented in appendix A, are full-time employees (FTE) and budget constraints imposed by fiscal cliff pose an ongoing challenge to the FFJC. The budge freeze the federal government and the operating DOJ without a budget. The DOJ: Office on Violence against Women provides with nearly half of the annual operating budget through victim compensation and grants, leaving the partner agencies and the fundraising to cover the agency short falls. The fiscal freeze has also affected other grant opportunities that the agency relies on for the operating budget. It was decided that the partner agencies mainly St Al’s and St Luke’s would cover the budget (These short falls were reported during the annual FFJC partner meeting on 03/03/2013, notes not yet published, [was in attendance]).
Weaknesses:
The possible weaknesses presented in appendix A, and in the agency strategic plan is to be aware of, are first a failure to communicate formally and informally, both cross-functionally and between partners. Also, the key players should be aware and address it in future plans of no continual evaluation and updating of human resources practices and policies. The lack of accountability of management and partners to achieve clear and measurable performance levels should be part of the evolution and future value of the agency. And finally, the financial support that relies on government grants, individual donations, and client’s ability to pay needs to include a plan to cover presumptive short falls. If at all possible a financial buffer needs to be accumulated and projected in future budgets (Annual FFJC partner meeting on 03/03/2013, notes not yet published, [was in attendance](FFJCSP, 2009))..
Strengths:
As listed the strength are as follows. First, existence of previous strategic planning efforts offers several innovative solutions. These solution and strategies are; under the current plan the annual budget relies on a diverse and unstable system. Under the new plan the Mary Marther the city grant writer has teamed with Boise State University (BSU) to form a funding coalition to support FACES in a collaborative effort to relieve the agency’s financial burden (FFJCSP, 2009; Marther, 2012).
Also, written into the existing strategic plan and also addressing the facility management activities, is an active movement to automate and computerize the facility scheduling process. Originally the assistant director/coordinator was responsible not for coordinating services but also organizing up to 40 personal from multiple agencies. Under the new plan with the assistance of BSU computer science graduate program, a system program is being developed to automate the process (FFJCSP, 2009). The students have also donated their time to train all involved in the use of the new program (Sincere, 2010).
The agency partners are what make FFJC viable and possible. Faces Family Justice Center is a non-profit 501(c)(3) supported and staffed through a creative partnership. The physical facility is provided by and maintained by the Ada county special fund and the Idaho Industrial Commission’s, Crime Victims Compensation Program. All the special services provided to the victims is through this unique partnership, between six different law enforcement agencies, from two major medical centers, city and county prosecutors offices, as well as domestic violence and sexual assault service providers, legal services, and victim advocates (FFJCO, 2012). All of the need actors can now be simultaneously notified through the newly developed technology, eliminating time and expense (Sincere, 2010).
Conclusion
The Faces Family Justice Center Strategic SWOC/T analysis is developed by sorting the issues into the planning categories one can obtain a system which presents a practical way of assimilating the internal and external organizational strength, weakness, opportunity, and challenges/threats (Bryson, 2011).
By prioritizing short and long term goals allows building the FFJC objectives towards future growth (Timmreck, 2003). This process captured the collective agreement and commitment of the partners ultimately working to meet the objectives and define and develop, goal-directed actions underpinning the overall agreed objectives between the partners and the organization hierarchy has focused on four strategic goals for the following three years: 1) the FFJC would like to build and sustain the current level of services to the victims of child abuse, sexual assault and domestic violence, regardless of ability to pay; 2) they would like to provide an accessible facility for multiple services to collaborate in a safe environment to provide quality services to victims of child abuse, sexual assault and domestic violence; 3) Faces want to foster collaboration between the victims of child abuse, sexual assault, and domestic violence and law enforcement, medical providers, prosecuting attorneys, domestic violence and sexual assault service providers, legal services, and victim advocates to implement innovative services; and 4) Faces Family Justice Center of ADA County provide one …show more content…
location for victims to access services in a safe, private and supportive setting characterized by partnerships and collaboration while creating a more effective justice system. In summary, the SWOC/T analytic process bring better understanding to the issues, prospects and opportunities of the FFJC.
References
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations : a guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco: Jossey-Bass.
CARES. (2013). The St. Luke’s Children’s Hospital Children At Risk Evaluation Services Clinic (CARES) Retrieved 01/22, 2013, from http://www.stlukesonline.org/childrens_hospital/specialties/support_services/cares.php
DOJ/OVAW. (2013). The United States Department of Justice: Office on Violence Against Women, from http://www.ovw.usdoj.gov/ovwgrantprograms.htm
FACES. (2013). Family Advocacy Center and Education Services 211, from http://resources.211.idaho.gov.bowmansystems.com/index.php/component/cpx/?task=resource&id=589733&tab=1
FFJCAC. (2012). Faces Family Justice Center of ADA County, from http://www.facesofadacounty.com/
FFJCO. (2012). Faces Family Justice Center Overview, from http://www.facesofadacounty.com/overview.html
FFJCR. (2012). Faces Family Justice Center Resources, from http://www.facesofadacounty.com/resources.html
FFJCSP. (2009). Faces Family Justice Center 2009 Strategic Plan from http://www.facesofadacounty.com/strategicplan2009.html
FJCA. (2012). National Family Justice Center Alliance, from http://www.familyjusticecenter.org/
Marther, M. (2012). FACES collaborative coalition from http://boisecity/grantwriting.org//FACES:collaborative\coalition_state/id.html
McClean, M. (2010). FACES fundraising from http://www.facesAdCo/fundraising.org
Schultz, M. C. (2012). Sexual Assault Forensic Examiner (SAFE) Program, from http://www.health.ny.gov/professionals/safe/
Sincere, M. (2010). College of Engineering Computer Science Graduate Support Program FACES Project, from http://coen.boisestate.edu/csgp/FACES
Timmreck, T. C. (2003). Planning, program development, and evaluation : a handbook for health promotion, aging, and health services (2nd ed.). Sudbury, Mass.: Jones and Bartlett.
Appendix A Faces Family Justice Center of ADA County: SWOT/C Analysis | Strengths | Weaknesses | Existence of previous strategic planning efforts offers several innovative solutions.Tools to improve facility management activities.Experienced partnership from multiple agencies dedicated to mission.
Partners are part of the team.Providing a valuable service to the community. | Failure to communicate formally and informally, both cross-functionally and between partners.No continual evaluation and updating of human resources practices and policies. Lack of accountability of management and partners to achieve clear and measurable performance levels. Financial support relies on government grants, individual donations, and client’s ability to pay.
| Opportunities | Threats/ Challenges | Partners are allowing for more creative and flexible options.Advanced technologies are available to foster more effective activities.Availability of information about best practices innovationsGrants to upgrade computer scheduling.Fundraisers | Full-time employees (FTE) and budget constraints imposed by fiscal cliff.Government operating without a budgetAgency operates through grants and donations |