XIV. Institutional Strengthening Program

This program seeks to strengthen the CESSMAQ institution from two perspectives, first is to review of work CESSMAQ has done the last ten years, from 1990 to 2000, and second is the strengthening of techniques, finances, and social interaction of CESSMAQ in the face of the challenges of the new millennium, from the biblical perspective.

Besides the strengthening of CESSMAQ, we need to guarantee the optimum use of the diverse resources and achieve the results of the Present Plan under the criteria of quality, effectiveness, efficiency. This will also reflect in the raising of quality of life for the brothers we serve and the satisfaction of those who cooperated to see the desired results made real, for the glory and honor of our God.

1. General Objective

Perform with effectiveness and efficiency the work of CESSMAQ, in the accomplishment of our mission in the fight for the Lord.

2. Specific Objectives

• Raise the level of social, technical, and theological quality of the work of CESSMAQ.
• Enlarge the geographic, human and programmatic coverage and interaction.
• Revise and update policies, methods, procedures and program contents.
• Strengthen finances, techniques, administration and organization of CESSMAQ, for the accomplishment of the present five-year plan.

3. Goals

• Train a Board of Directors, Manager, Secretary/Receptionist, and CESSMAQ Coordinators. Conduct four workshops a year in these subjects: Basic Administration, Administrative functions, Planning, Monitoring, Evaluation of Social Projects, Social Management, Negotiations, Conflict resolutions. Also subjects of Social Politics, Economics, Cultures and Biblical Theology.
• During 2001, perform an evaluation of the social impact of CESSMAQ's work over the last twelve years. We will look at the involved communities in this phase of study: La Cumbre, Cahajabal, Tzampoj, Sohomnip, Tzucubal, Chilopisap, Chuisajcaba.
  
  The results of the evaluation will be applied in the following manner:
  - Modify aspects have functioned poorly or inadequately.
  
  - Strengthen all that have given good results.
  
  These experiences will help with the implementation of the present five-year plan to elevate the quality, and to modify aspects that have functioned poorly or inadequately.
  
  - Implement a plan of operation, for the communities evaluated, which will permit them to rise or promote themselves to new levels of growth.
  
  For example, if the evaluation indicates the women's community organization of Chajabal is a success and solid, the next step will be to prepare for the transition of the local committee to form an Association, legally established and obtaining incorporation, in order to give permanence and organizational structure for financial management and for executing plans and projects. This is to say, they would be on their own and disconnected from CESSMAQ.
  
  
• During 2001, the Board of Directors, Management and Coordinators would carry out two reunion meetings to analyze potential finances, material and people to attend to other communities that solicit the help of CESSMAQ. These communities are not involved in the present plan.
• Carry out in 2002, three workshops with committees, advocates, Board of Directors of CESSMAQ, and coordinators to revise the functional and operational policies, methods, procedures, and program contents for the betterment of quality in incidence and work of CESSMAQ in all our levels
• Obtain the moral, spiritual, and financial help of Mission Presbytery to execute the work of the Five Year Plan.

4. Budget