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4) Scheduling time outside of the meeting to handle issues not on the agenda but needing attention. This format is suitable for company-wide meetings too. Some of these items might be suitable for inclusion into the newsletter. Several employees mentioned that there was a gap between what they are told in some kind of public announcement or learned in meetings, and what actually ends up happening, and this disconnect causes confusion. Communication problems can lead to lower morale, which can lead to higher turnover, which affects sustainability. Many companies place a low priority on helping staff and management improve their communication skills (if they address this issue at all). DSFRC, however, has given the topic a great deal of focus by trying to find new, more efficient ways of keeping everyone appropriately informed and included. They should be acknowledged for recognizing this issue as important and encouraged to continue to look for more effective ways to accomplish better communication within their agency. Phone system Comments were made in the Peer Agencies, Funding Organizations, and Staff surveys reflecting frustration with the phone system, with voice mail, and with the time it takes people at DSFRC to respond to messages. We highly suspect that clients experience this frustration too. Especially after doing this project, we have a great deal of first hand experience with all of these complaints. While we doubt that the inability to get through to a specific DSFRC employee will result in the loss of funding or the loss of a peer agency relationship, and therefore only has the most minor impact on sustainability, the problem is still unacceptable. It gives the appearance of being unprofessional and, since staying connected with the community (clients, funding organizations, etc.) is essential in order for DSFRC to accomplish its mission, we think this problem should be remedied as soon as possible. Management is aware of the phone system's shortcomings but to-date has been unable to find a suitable solution or funding to correct the situation. IT Department The situation in the IT department is perhaps the biggest threat to DSFRC's sustainability. More and more of DSFRC's activities are guided and tracked by its computer systems. The intake process, which is the hub of all client services, is a custom created program that has no documentation. Many of the funding organizations have their own software requirements for tracking and reporting purposes, which means that most of the money supporting DSFRC is in some way tied to the computer system. Unlike most of DSFRC's other departments, personnel can't be shifted into IT to help with the workload. Their special training and knowledge is not duplicated anywhere else in the agency. Peter Ennis is Director of IT and his assistant is Daniel Lapres. He also has a consultant working part time as a contractor in support of his department. Mr. Ennis is currently involved in upgrading much of the agency's software and hardware and, with this Sustainability Study: Davis Street Family Resource Center-4/08 Page 47 of 96