TFA Participates in Strategic Planning Process

I.          INTRODUCTION

The strategic plan developed in Savannah, Georgia on April 16-17, 2004 is more ambitious than the plan formulated two years ago.
·        It includes more goals
·        It broadens the areas for staff development
·        It outlines a procedure for collecting much needed outcomes from member agencies
·        It places advocacy high on the list of priorities
·        And, it establishes both internal and external marketing programs.

Although the action steps that support each goal are remarkably detailed, considering the time allotted to their construction at the meeting, they should be viewed as drafts rather than final blueprints.  Each committee responsible for a goal should feel free to add new actions or to delete or modify the actions presently in the plan.  Some of the goals may benefit from revision, too, by being made more specific or given a sharper focus.  Dates of completion should be added to each action as well as the name of the person or persons responsible for the action.

Don’t be surprised if new actions are added from time to time.  An effective strategic plan is always a living document that generates new ideas and changes as it is implemented.  The strategic planning group agreed that revised versions of the goals and their supporting actions should be submitted to Peggy McElgunn in the TFA office no later than June 1, 2004.

II.        TRENDS AND ISSUES

Externally, defined as forces that can’t be controlled but only responded to, TFA members are affected by the drying up of funds for the kinds of services that they provide and the intense competition for the funds available.  In addition, members must contend with agencies that claim or imply they are certified plus heads of certified agencies that have not been exposed to or worked with the model.  Internally,  TFA and/or its members should resolve the difficulties of collecting outcomes, expand its networking capabilities, and explore ways of addressing the time and expense of becoming a certified agency.

Reduction in funding for services

There are several reasons for this reduction.  The Federal government in its emphasis on cost effectiveness seeks data on outcomes that TFA currently cannot supply.  This situation is especially hurtful because the states can only play a limited role as an alternative source of funds.  Another reason is that the Federal government along with insurance companies and third-party payers find other credentialing bodies more attractive.  A third reason is the current preference for funding foster care as opposed to residential care.  A final factor is the reluctance to give to charities of any kind at the present time.

·        Emphasis on evidence-based, cost effective care versus residential only

This applies to a wide spectrum of programs including foster care, kinship care, school programs, and home-based services.
·        Dissemination process expensive
·        Difficulty in collecting outcomes
·        Non-TFA invested CEOs hired at TFA-certified agencies
·        Bogus TFM agencies
·        Need to strengthen networking
·        Competition from other groups

III.       REVISED MISSION STATEMENT

TFA’s current mission statement focused on the model:

The purpose of the Teaching-Family Association is to develop, refine, and promote the Teaching-Family Model

The revised mission statement, crafted at the meeting, referred to the model in terms that would be more readily understood by those not familiar with it and described briefly the ultimate objective of the Association’s activity an the audience to whom it is directed.

TO DEVELOP, REFINE AND PROMOTE AN EVIDENCED-BASED SYSTEM OF CARE THAT IMPROVES THE QUALITY OF LIFE FOR CHILDREN, FAMILIES AND INDIVIDUALS.

IV.       GOALS AND ACTION PLANS

GOAL 1.  EXPAND OUTSIDE SUPPORT OF THE TFM (Advocacy)

Goal 1 targets a few feasible actions that if accomplished could have an important effect upon accrediting TFA members at different levels of government.

GOAL 2.  EXPAND RECOGNITION OF TFM (External marketing)

This goal includes preparing new materials, establishing a learning center and an effort to stop the illegal use of the Teaching Family name.

GOAL 3.  COMMUNICATE THE VALUE OF BEING A TFA MEMBER

The thrust of this goal is to make members aware of all the benefits and resources available to them through TFA.
 

GOAL 4.  COLLECT & DISSEMINATE APPROPRIATE OUTCOME DATA

The key to achieving this goal, at least initially, is to collect relatively little information from each agency and to continue to add to it in future months or years.

GOAL 5.  EXPAND NETWORKING CAPABILITIES

Similar to goal 3, this goal tries to increase the value of membership in TFA through networking, one of the value added services that members rate most highly.

GOAL 6.  EXPAND STAFF DEVELOPMENT

iIn cont In contrast to the staff development goal in the last plan, this goal broadens staff development to include other groups besides practitioners.