1. Maintain a board committee structure that is representative of the community and continues to follow best practices in Nonprofit and Board Governance. 2. Maintain foundation board activities to include connection with individuals who can increase donors for the organization. 3. Expand and enhance funding sources 4. Enhance public awareness to increase giving and support to the organization. 5. Improve organizational competence, structure, performance and increased accountability 6. Develop a legacy building vision for Families First services, consistent with the mission of the organization. Final recommendations to be reported to the ELT and Board of Directors.

Goal 1 Strategies: A. Recruit community members with specific expertise to participate in various committees such as Human Resources, Program, Audit, Technology and Development. Goal 2 Strategies: A. Increase Planned Giving Committee to a minimum of 15 members. B. Conduct two planned giving center of influence events. C. Quarterly attendance by foundation members and director of development at Planned Giving Council meetings Goal 3 Strategies: A. Increase corporate gifts for the annual luncheon by 3% each year and for the poker, South Cty Event and any other fundraising events each year by 5%. B. Expand funding partnerships with country clubs in gated communities to three presentations bi-annually for a total of six by end of strategic plan cycle. C. Increase income received from grants awarded by family foundations annually by 5% through research and connections. D. Based on direct mail campaign gifts and research, build a plan to connect to annual donors. Goal 4 Strategies: A. Annually increase the average donation and donor base that comes through the web site and increase utilization of social media by 5% each year. B. Expand social media utilization current trends and patterns in the communications’ field. C. Promote reputational areas of Families First such as COA accreditation and educate donors in order to increase their support of the organization. D. Position board and agency leadership expertise to be available to and sought as resources for newspapers and community papers to increase awareness of the agency. Goal 5 Strategies: A. Receive Nonprofits First Reaccreditation in Excellence. B. Submit the Self-Study to COA for Reaccreditation and achieve national reaccreditation in 2020. C. Review and update currently approved succession plan to address key personnel, i.e., CEO, Deputy Director, Director of Finance, Program Directors, and Director of Development. D. Conduct a feasibility study for the purchasing of a building for Families First. E. Replace computers for programs not funded by CSC at the five year old mark. F. Renew 3-year laptop tracking license subscription. G. Continue to clean up the network drives and map for agency’s maximum efficiency. H. Purchase and configure new on premises server to take the place of the one now in service. Goal 6 Strategies: A. Review and clarify the agency’s vision, mission and values. Evaluate program services currently offered to determine viability, appropriateness of population being served, and continued need. B. Conduct a strategic planning analysis focused on program enhancement, expansion, and innovation. C. Conduct a strategic planning analysis focused on organizational development and structural changes needed to support current and expansion services. D. Continue to seek credentialing in Medicaid and/or private insurance plans for behavioral health services. E. Define new diversified funding sources to support potential new legacy building vision and growth.

1. The agency has an involved and engaged Board of Directors for the operations of the organization and a Foundation Board with 16 members engaged in fundraising and investment opportunities. The agency has created an endowment for the organization. 2. The agency also has a talented Executive Leadership Team that continually works on program planning and future implementation of programs to meet gaps in services. Children's Behavioral Health Services began in October 2014, expanding to the Achievement Centers in 2015 and Communities in Schools in 2016, expanding again in 2018 adding two additional therapists. Child First was implemented in April 2015. 3. The Middle Management provides strong supervisory support to the staff to ensure quality programming. 4. As an accredited agency through the Council on Accreditation, Families First utilizes a performance quality improvement review of all operations and programs on a quarterly basis and makes changes as necessary to ensure the agency is maintaining its high performance. 5. The agency has strong leadership and maintains excellent fiscal oversight that has been documented in monitoring reports and accreditations.

1. The agency monitors its goals and strategies in the strategic plan on a quarterly basis and documents all activities as part of the Performance Quality Improvement Plan of the Agency. 2. The agency does a Performance Quality Improvement Plan every quarter and documents the outcomes of operations and programs. 3. The agency reviews all monitoring reports from funders that indicates progress. 4. The agency does a year-end report on the PQI documenting progress made which was presented to the Executive Leadership Team and Program Committee of the Board of Directors.

Accomplishments: 1. The agency has approved the composition and recruitment of board members plan. 2. The agency has completed the board governance evaluation. 3. Families First Healthy Families Palm Beach Program was fully Reaccredited through Healthy Families America and has completed the self-study toward reaccreditation. 4. Training schedule and plan has been implemented with various trainings held at all staff meetings. Shared leadership analysis, recommendation and consultations has taken place. Training survey was completed by all staff. The agency approaches it's work and service with a racial equity lens. Staff members are being sent to the racial equity institute. Sending therapists to trainings such as EMDR, Child Parent Psychotherapy, Restorative Justice and trauma informed care. 5. Operations Manual was completed. 6. Fund EZ 10 Project was completed and fully implemented in October 2014. 7. Staff are involved in the monthly newsletter. The communication for staff is disseminated via inner circle, emails, faxes and through supervisory individual and group meetings. 8. Have implemented a newsletter to community stakeholders 2 times a year. 9. Increased agency presence on Facebook, twitter, you tube videos, and redesigned web site which was implemented 1/1/2020. 10. The agency has established an endowment at Community Foundation for Palm Beach and Martin Counties and an Investment Account through Merrill Lynch. 11. Established a Planned Giving Committee and developed materials to disseminate. In 2020 will have two planned giving events. 12. Was expedited through the Council on Accreditation for reaccreditation in December 2015 and had our site visit from COA for the reaccreditation in December 2019. Will be reaccredited in March 2020. 13. Received a Medicaid number. 14. Started billing for Medicaid in February 2017 and began billing for Sunshine in May 2018 and working towards other panels. 15. Implemented the Child First Program and in the process of becoming nationally accredited. 16. Expanded behavioral health services and have therapists providing services in several schools around the County and in 2020 will be adding telehealth. 17. Hired a Development Associate to assist with research on grants, providing assistants with special events and administrative support, keeping the donor data base up to date and overseeing all the social media aspects of the agency. Other items left to be accomplished: 1. Set up a major gift campaign. 2. Research foundations from gated communities that would be a match for Families First programs. So far receiving monetary support from two foundations. 4. Expand planned giving efforts. 5. Purchase a building for the agency. 6. Research other grant funding opportunities through Foundations.