Family Counseling Center of Central Georgia, Inc.

Five Focus Areas have been identified. The road map for the next 24-36 months will focus on these areas. It is vital to understand that it will take a minimum of three years (2020-2023) to gain control of the agency and five years (2020 -2025) to see the agency thrive.

A SWOT analysis was conducted and reviewed by the staff. The areas of weakness and opportunities provided direction for this Roadmap for the future of FCC. In addition, there was an establishment and review of our core values as an organization. These core values and our mission have a direct impact on our ability to achieve our growth-oriented, sustainable, and capacity-building efforts to become a thriving agency.

The areas of focus are as follows, each containing the key performance indicators and issues involved in achieving the goals.

Financial
• Design and manage a balanced operational budget that is sustainable but growth focused.
• By 2023, have a two month revenue reserve of expenses. By 2025, have a six month revenue reserve of expenses.
• Move toward agency stability by growing/developing a diversified funding model each year to create more balance and less reliance on three current major sources of income.
Programs
• Create a continuous process for program and service evaluation and assessment.
• Develop relationships with agencies in our service area with clients who can be served by FCC.
• Develop workshops and support groups to meet the needs of the community and clients.
Fundraising
• Build a donor base.
• Develop a base of grant funding – individuals and foundations.
• Implement fundraising events and an annual fund.

Financial
• Design and manage a balanced operational budget that is sustainable but growth focused.
• By 2023, have a two month revenue reserve of expenses. By 2025, have a six month revenue reserve of expenses.
• Move toward agency stability by growing/developing a diversified funding model each year to create more balance and less reliance on three current major sources of income.
Programs
• Create a continuous process for program and service evaluation and assessment.
• Develop relationships with agencies in our service area with clients who can be served by FCC.
• Develop workshops and support groups to meet the needs of the community and clients.
Fundraising
• Build a donor base.
• Develop a base of grant funding – individuals and foundations.
• Implement fundraising events and an annual fund.

We have clearly defined goals and objectives to achieve our plan. In addition, this strategic plan was inclusive of all members of the staff and the Board of Director's, therefore the capacity and commitment is strong. We have the appropriate number of staff to meet our stated goals. We will continue to evaluation the goals and objectives and make changes as needed to continue to thrive as an organization.

Financial
- Monthly review of revenue and expenses – quarterly analysis of expenses and revenue.
Review of 1st quarter (March 2021) completed and provided to the Board at the April meeting. Total assets are up 398% compared with 2019. Expenses are down 2% compared to 2020, and income is down 60% - however, 2020 included the DA funds, if removed our revenue would be down 15.6% over 2020. For the 2nd quarter, April – June 2021, the target is to be even with 2020 or better.
- Appropriate reduction in expenses – as needed to balance the budget.
1st quarter (2021) we utilized 24% of the approved budget.
For 2nd quarter (2021) the target is 50% or less.
- Submit yearly budget with detail of expenses and comparison with past years. Submitted in December 2020, revised and approved in February 2021 Target is to remain within the limits of the budget while increasing revenue.
- Two-month reserve = $100,000 – to cover salaries and basic expenses.
1st quarter of 2021 we had $119,623 in total assets, with $109,317 in savings For 2021 the target is to remain at $50,000 in savings.
- Eliminate the cash-flow problem of delayed payment on reimbursement grants.
In 2020 and YTD 2021 we have been able to maintain cash flow to cover expenses for delayed reimbursements Maintain funds in savings to cover any delays in reimbursements.

Programs
- Design an on-line evaluation for all clients with quarterly distribution beginning in 2021.
Survey was designed and sent to clients during the 1st quarter. Results of the client survey (2021) where shared with the Board at the April 2021 meeting. 2nd round of surveys will be sent in May 2021.
- Continue newly developed relationships with Boys and Girls Club of Baldwin/Jones, Macon Volunteer Clinic, Houston Volunteer Medical Clinic, Bibb County Head Start, Middle Georgia Food Bank, Navicent Health – Healthy Communities, Volunteers of America, etc. Presented to the Boys and Girls Club of Jones and Baldwin County – De-escalation. Serving as Chair of the Mental Health Committee for Head Start. Have an MOU with Big Brother, Big Sisters, CASA, Rainbow House. Follow up with Boys and Girls Club and present to parents. Update MOUs as needed.
- Identify organizations needing services who can pay for their clients to participate in services; example: Rescue Mission of Middle Georgia.
Rescue Mission seems interested in having us provide service. Have a draft proposal submitted for project AWARE – Bibb County Received one referral from Project AWARE. Will continue to reach out to the Rescue Mission.
- Develop appropriate MOUs for agreement and referral processes.
Big Brother, Big Sisters, CASA, Rainbow House, Aunt Bertha with Atrium. Continue to seek partner opportunities.

Marketing
-Implement new logo into marketing materials – 2021.
Utilizing the logo on materials. Continue to update all forms and update the sign outside the WR Office.