Tony Rice Center, Inc.
Executive Director
| Executive Director | Mr. Cody Harris |
|---|---|
| charris@tonyricecenter.com | |
| Term Start | April 2007 |
| Cody's Experience: I, Cody Lee Harris was born December 25th, 1974 to Carl Wayne and Angie Elaine Harris, and I am the youngest of two children. I graduated from Franklin County High School in June 1998 and I currently reside in Estill Springs, TN. I first had my own run in with Alcohol and Drugs after the death of my father at the age of ten and I experimented with these substances all through my young life, but it wasn't until I graduated high school that my drug use became out of control and I had to seek treatment for myself. Fortunately, the Tony Rice Center was there for me and I was able to be admitted in December 1998. I began working for the Tony Rice Center, first as a cook in 1999 and then I was moved on into a counselors position soon after. I have been to numerous training seminars and educational classes on the disease of addiction and have attained numerous hours in work experience as a counselor. As a counselor I have always tried to treat all my clients with respect and offer fact based information on how to get sober and also how to remain sober by following a plan of recovery. I try to use only my experience as an addict and the hope I have for the sick to fully recovery in all my affairs. I was granted the position of Director in April 2007 and I will continue to carry the message of recovery and hope to all newcomers that enter this facility. I feel that it was my dedication to the field of recovery, my ideas of expansion of services for the Tony Rice Center, Inc. and my overall care and compassion for Addicts and Alcoholics that awarded me the opportunity to serve as director. I intend to adhere to all these character assets in the days to come and carry the Tony Rice Center, Inc. into a new decade and my only hope is to try and move the Tony Rice Center, Inc. into a position to be one of the best treatment centers in Tennessee. | |
Senior Staff
| Name | Title |
|---|---|
| Mrs. Judy Smith | Assistant Director |
| Mr. Samuel Hillis | counselor in training |
Staff
| Full Time Staff | 15 |
|---|---|
| Part Time Staff | 1 |
| Volunteers | 0 |
| Contractors | 0 |
| Retention Rate | 100% |
Plans & Policies
| Does your organization have a Fundraising Plan? | No |
|---|---|
| Does your organization have a Strategic Plan? | No |
| Years Strategic Plan Considers | |
| When was the Strategic Plan adopted? | |
| Does your organization have a Management Succession Plan? | No |
| Does your organization have a Policy and Procedure Plan? | Yes |
| Does the organization have a Nondiscrimination Policy? | Yes |
| Does the organization have a Whistle Blower Policy? | Yes |
| Does the organization have a Document Destruction Policy? | Yes |
Evaluation
| Is there a formal evaluation for... | Frequency (if applicable) | |
|---|---|---|
| CEO/Executive Director | No | N/A |
| Senior Management | Yes | Annually |
| Non-Management | Yes | Annually |
Affiliations
| Affiliation | Year |
|---|---|
| Chamber of Commerce | 2000 |
| Second Harvest Food Bank | 2000 |
Awards
| Award / Recognition | Organization | Year |
|---|---|---|
| Fired Up and Fit 5K Challenge | United Way of Bedford County | 2016 |
| Gold Award | United Way of Bedford County | 2007 |
| Lamplighter Award for Most Campaign Growth | United Way Of Bedford County | 2008 |
| Silver Award | United Way of Bedford County | 2010 |
CEO/Executive Director/Board Comments
| Cutting budgets is an excruciating process. Ensuring improvements, even if an organization's leaders are able to budget additional money for operational expenses, is also difficult. The key is to ensure that the resources are used wisely. Tony Rice Center is attempting to follow four management basics: First, We are making an effort to understand what we did well, and how we did it. Once we know that, we are making sure every part of the operation follows the approaches that had been proven to work. For that reason, Tony Rice Center made the decision to discontinue treatment services for females in February 2009 to refocus on improving treatment services for men. Second, we had to be realistic and explicit about what was needed to ensure the organization operated well. We articulated how the roles and activities of staff members would contribute to fulfilling our organization's goals. Due to the closing of the women's program we had to make some layoffs and move key personel to provide continued high quality of care. Third, We are trying to manage costs aggressively. One of the greatest costs at Tony Rice Center is food and transportation. We are decreasing purchases through food distribution outlets and increasing purchases made through area food banks, such as Second Harvest. We have decreased unnecessary transportation expenditures by decreasing the number of trip cycles taken each day for client services. Finally, we have developed systems to measure progress. To know if an investment is paying off, and to make sure a cutback doesn't hurt performance, an organization must be measuring its results. There is great value in creating a performance-measurement system that provides timely feedback about costs and results. The management team has set performance benchmarks and will evaluate progress accordingly. Any decisions about spending money in one area over another is going to be incredibly difficult and is going to hurt somewhere. Tony Rice Center is prepared to embrace the notion that reducing costs without loss of quality is possible. |
