The product of extensive internal review, this presentation outlines findings and recommendations from our long range planning committee to guide the Support Center for Child Advocates from 2008 through 2012.
the process The January 12, 2008 Board retreat was the culmination of a year-long process of self-examination by the Board and staff. The long-range planning committee led the effort to prepare a strategic plan to guide the Support Center for Child Advocates from 2008 through 2012. The committee’s charge was to present the Board with a plan that was both realistic and operational. In order to accomplish that goal, we looked at the current state of Child Advocates with a focus on caseload, staffing, facilities and funding. The Committee also looked at the external forces that would come into play and affect Child Advocates' ability to carry out its objectives in the future. The Board, after hearing the committee’s findings and recommendations, approved the plan and began to develop a plan of implementation.
the plan Child Advocates must continue its unique role in the Philadelphia legal system, changing the story of child victims of abuse and neglect with legal and social work services from volunteer attorneys and experienced child advocate social workers. Recognizing that the environment in which Child Advocates provides these services has changed, and will continue to change over the next five years, we must take steps to ensure that it continues to provide these services in a way that maintains Child Advocates’ reputation as the premier agency of its kind in the Philadelphia region.
Among the steps that must be taken in the near term are reducing the social worker case load; reducing the staff attorney caseload; hiring additional social workers to meet the changing demographics of the Philadelphia Community; and continuing to attract and train volunteer attorneys. In general, Child Advocates must continue to use scarce resources to serve an almost unlimited need.
Child Advocates will serve the “whole child”, addressing all of the needs of its clients to maximize the possibility of a satisfactory exit from the judicial and social service system. This approach will result in a longer-term relationship with many children and necessitate a greater need for cooperation with other agencies that serve at-risk youth.
The services provided by Child Advocates, including services aimed at the whole child, require substantial financial resources. The provision of the services for which Child Advocates is now widely recognized requires a minimum of $1.8 million per year. On top of that, in order to make the additions and improvements to its services that are required to meet the changing environment, Child Advocates must secure an additional $1.2 million.
Although Child Advocates has a committed group of donors, it must increase community awareness through a variety of special events and communications about its mission. Child Advocates will utilize a high quality branding company to raise its profile.
Finally, although Child Advocates’ core mission is the provision of direct services to children at risk, We recognize that laws and public policies often have a direct impact on how those services are provided, the ability of Child Advocates to provide those services, and the public’s awareness of the need for those services. Accordingly, Child Advocates will work cooperatively with governmental bodies to foster improvements in the child welfare system that will lead to positive results for the youth it serves.
the path forward The long range plan adopted by the Board met its goal of being realistic and operational. It is not, however static and will be reviewed each year at the annual Board retreat. With respect to the next two to three years, at least through 2010, the Board concluded that the primary focus must be to buttress Child Advocates’ existing infrastructure and staff to ensure our continued ability to serve children. Additionally, Child Advocates will increase its efforts to secure the funding necessary for the ongoing work of the office as well as the creation of an endowment to sustain the operations over time.
