more coordinated process) Plan program and Strengthen Tribal Identify program Develop a multi-year Assess the feasibility New planning & service growth on planning by anchoring and service growth plan in (i.e. readiness) of budget templates our own terms implementation of the adjustments that collaboration with each decentralizing program accommodate strategic plan within respond to Tribal component and and service delivery diversity within each the current planning community needs division functions Tribal component and budgeting and increase the Comprehensive processes for State, quality of existing community based (e.g. Mandate the (e.g. Identify a Program Federal and Tribal programs and program growth plan Executive Director to and Service Division, in General Funds services in place work with each Tribal whole or in part, that is Component to implement most likely to function (e.g. use the core (e.g. Assess all the strategic plan in their well under an strategic directions as evaluations and areas) governance evaluative criteria in studies to quantify structure as is done the budget process) community with housing) demographic growth trends program and service improvement strategies) Support a Ensure that existing Create a strategy Set realistic minimum Institutionalize revenue Supports available sustainable investments in that identifies, annual revenue generation/fund raising Resulting fundraising revenue economic development assesses and generation targets where capacities and and revenue source generation prior to further prioritizes all appropriate within each processes within Tribal realignment capacity expansion available revenue component of the Tribe policy Amount of TGF generation and directed to specific fundraising options strategic priorities Continue to pursue (e.g. Identify a Division (e.g. Adopt a Tribal opportunities for that can be used as a Revenue Generation Policy and Procedures
more coordinated process) Plan program and service growth on our own terms Strengthen Tribal planning by anchoring implementation of the strategic plan within the current planning and budgeting processes for State, Federal and Tribal General Funds (e.g. use the core strategic directions as evaluative criteria in the budget process) Identify program and service adjustments that respond to community needs and increase the quality of existing programs and services (e.g. Assess all evaluations and studies to quantify community demographic growth trends program and service improvement strategies) Develop a multi-year growth plan in collaboration with each Tribal component and division (e.g. Mandate the Executive Director to work with each Tribal Component to implement the strategic plan in their areas) Assess the feasibility (i.e. readiness) of decentralizing program and service delivery functions (e.g. Identify a Program and Service Division, in whole or in part, that is most likely to function well under an governance structure as is done with housing) New planning & budget templates accommodate diversity within each Tribal component Comprehensive community based program growth plan in place Support a sustainable revenue generation capacity Ensure that existing investments in economic development prior to further expansion Continue to pursue opportunities for Create a strategy that identifies, assesses and prioritizes all available revenue generation and fundraising options Set realistic minimum annual revenue generation targets where appropriate within each component of the Tribe (e.g. Identify a Division that can be used as a Institutionalize revenue generation/fund raising capacities and processes within Tribal policy (e.g. Adopt a Tribal Revenue Generation Policy and Procedures Supports available Resulting fundraising and revenue source realignment Amount of TGF directed to specific strategic priorities