Weathering the Storm
November 2, 2010
We must remember that we are in the midst of the worst recession since the “great depression” and at a low ebb in the business cycle. History has shown these trends tend to be cyclic and conditions will improve. We must develop and implement sound financial plans which will allow us to “weather the storm” but still retain our guiding principle—CHILDREN FIRST.
I applaud board members for evaluating the center’s administrative and logistical requirements to ensure that they are absolutely essential for near-term and long-term sustainability. However, I caution board members from viewing some expenditures ( i.e., state and national memberships, part-time center director, independent audits, etc.) as discretionary because their benefits may not be readily apparent, but are truly vital.
I recommend that you use the following principles when developing contingency plans and making financial decisions:
1. Vow to Protect Core Services
The challenge of the Board is to reduce expenditures while at the same time maintaining quality of services. A children’s advocacy center is more than just a location to conduct forensic interviews. The CAC model is a child-focused, facility-based program in which representatives from many disciplines—law enforcement, child protection, prosecution, mental health, medical and victim advocacy - work together, conducting joint forensic interviews and making team decisions about the investigation, treatment, management, and prosecution of child abuse cases.
2. Prior to Major Decisions - Ensure the Board Understands CACGA Standards for Children’s Advocacy Centers
Every Board Member should be able to articulate the mission, vision, and role of the children’s advocacy center in their community. In addition, the board should understand and ensure that the CAC complies with requirements as prescribed by CACGA.
3. Seek Opportunities for Partnerships and Collaboration
Forming partnerships is one of the most powerful approaches that a CAC can use to control costs and generate revenue. A strategic partnership can result in access to in-kind resources and increase your eligibility to apply and receive funds from other funding sources. Forming and sustaining successfully partnerships is difficult and takes time, but the outcome can be invaluable. Collaborating and sharing costs is another strategy that should be considered. Think about sharing overhead and other expenses with another children’s advocacy center such as the cost of a “regional” director.
4. Remember that Children’s Advocacy Centers are Grassroots Organizations
In most cases, the children’s advocacy center was started because the community “saw the need.” A CAC cannot stand back up by itself. It will take the support and involvement of all members of the community to assist the CAC in getting through this critical time.
There are tough times ahead and difficult decisions to be made. I have full confidence in all of the centers abilities and dedication to get the job done. We don’t have the luxury of “trial and error” management. We must have good and well thought out planning. The stakes are too high—our children. I think that we all realize that our actions are important, but it is also vital we remember that our financial decisions should ultimately be made based on what provides the greatest impact to services that we provide to the victims of child abuse and their family.
Posted by Cynthia D. Howell
CEO
Children’s Advocacy Centers of Georgia