Board meetings, strategic plans, and buyer signals from Jennifer Anderson-Judkins’s organization
Aug 1, 2025·StrategicPlan
Board
District of Columbia Child and Family Services Agency Child and Family Services Plan 2025-2029
The District of Columbia Child and Family Services Agency's 2025-2029 Child and Family Services Plan outlines a vision and five key goals to enhance child and family well-being. These goals include strengthening organizational and practice infrastructure, keeping families together within their communities with limited agency involvement, preventing entry or re-entry into the foster care system, achieving permanency through reunification or building forever families, and ensuring youth possess the knowledge, skills, and resources to thrive and connect with family and community. The plan emphasizes meaningful collaboration and a transformation towards a prevention-oriented child and family well-being system.
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District Of Columbia Child And Family Services Agency Strategic Plan 2025-2029
The strategic plan for the District of Columbia Child and Family Services Agency (CFSA) focuses on creating a caring and diverse community to ensure individuals, children, and families thrive. Key areas include strengthening organizational infrastructure, preventing foster care entry, promoting family reunification, and equipping youth with necessary skills and resources. The plan emphasizes seamless coordination among residents, community organizations, and government agencies to achieve sustainable well-being for children and families.
Nov 26, 2024·StrategicPlan
Board
Department Of Insurance, Securities And Banking Performance Plan 2025
The Fiscal Year 2025 Performance Plan for the Department of Insurance, Securities and Banking (DISB) outlines five key objectives: consumer protection, increasing financial services companies and jobs, expanding pathways to the middle class, supporting small businesses, and ensuring efficient government. The plan details various activities such as financial education, market surveillance, complaint handling, and regulatory review. Specific projects include developing standard operating procedures, improving complaint intake systems, modernizing databases, combating bias in insurance rates, and modernizing banking codes. The overall aim is to cultivate a regulatory environment that protects consumers, attracts financial services firms, empowers residents financially, and provides financial support for small businesses.
Nov 26, 2024·StrategicPlan
Board
Office Of The Inspector General Performance Plan 2025
The Fiscal Year 2025 Performance Plan for the Office of the Inspector General (OIG) outlines six key objectives: proactively identifying and reducing vulnerabilities; integrating plans and resources for organizational accountability; delivering timely and relevant services to stakeholders; implementing an effective information management system; executing a human capital plan for workforce development; and fostering efficient, transparent, and responsive government. The plan details activities such as government oversight, knowledge management, liaison services, operational excellence, human capital planning, risk assessment, and fiscal accountability. Performance measures track efficiency, quality, and outcomes across these areas, aiming to improve government operations, deter misconduct, and hold wrongdoers accountable. Specific targets are set for various performance measures, with a focus on improving efficiency and effectiveness in investigations, audits, and service delivery.
Extracted from official board minutes, strategic plans, and video transcripts.
