Capacity Building & Sustainability
CHNWNC will create a long-term sustainable collaborative network model that provides value to its members.
Strategy 1: We will build a governance and infrastructure to address current and emerging needs of our members.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Board Members from the 5 FQHC Committee and voting structure determine by 7/2022 Determine eligible partners by 10/2022 Project Director, Data Analyst, Grant Writer, CFO Develop job descriptions & determine salary for staff by 6/2022 Hire PD and lease of CFO by 7/2022 Lease of remaining staff from partners to be determined by 9/2022 Space for staff leased within one of the FQHC by 7/2022 Develop MOU's for FQHC lease to include space and IT access by 7/2022
1a Develop the governance structure with growth for the future.
CEOs
B
C
1b Develop the staffing plan
CEO's
B
C
1c Develop the facility needs
CEO's
B/C
Strategy 2: We will ensure ongoing financial viability by establishing diverse sources of sustainable revenue.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Initial financial contribution to support staff, facility by 7/2022 Determine leasing of staff amounts per role by 9/2022 Determine lease amount for facilities by 7/2022 Seek additional planning grant by 11/2022 Grant to support salary and benefit of Project Director lease of CFO by 1/2023 Grant to support the leasing of data analyst and grant writer by 3/2023 Develop budget for 2022-2023 indicating agreed staffing and funding sources by 7/2022 Develop 2024 budget pending successful implmentation of the 2022/2023 budget by 10/2023
2a Determine shared financial responsibility
CEO's and CFO's
B
C
2b Determine revenue sources
CEO's and CFO's
B
C
B 2024 Budget
2c Develop Budget for 2022 through 2024
CEO's and CFO's
B/C
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