Vision. Mission STRATEGIC PLAN We envision children and families flourishing in vibrant communities.

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1 TM STRATEGIC PLAN Vision We envision children and families flourishing in vibrant communities. Mission The Child and Family Guidance Center empowers children and families to achieve health and wellbeing through innovative mental health services and community programs.

2 Values The following are the main organizational values by which CFGC operates: Integrity: We are honest, forthcoming, and transparent in all our operations, accepting personal responsibility for our decisions and actions. Quality: We provide high quality care, and continuously monitor the success of our services and operations through ongoing measurement and evaluation. Commitment: We are passionate about helping others, promoting wellness, and taking timely action to achieve the best possible outcomes for our clients. Innovation: We constantly explore new ideas and models to improve our services to clients and adapt to the changing needs of our community. Resiliency: We recognize all individuals possess unique talents, skills, and experiences that provide a positive foundation for resolving challenges and building self-reliance. 2

3 Eric M. Book, Chair Morgan Stanley Smith Barney Melissa Broadwell, Vice Chair Matadors Community Credit Union Joyce L. Barkin, Treasurer Barkin, Perren, Schwager & Dolan, LLP Deborah M. Neal, Ed. D., Secretary Community Advocate Shekhar Chikhalikar, ESQ SNC Law Office Linda Drescher Travelers Services of Southern California Ramon Escobedo, Jr. Napa Street School Robert Garcia, Jr., ESQ Law Offices of Jeffrey C. McIntyre Nancy Lee Grahn ABC Television Janice Kyser Community Advocate Myles M. Mattenson, ESQ Karineh Moradian Kaiser Permanente Sari Scheer Community Advocate Ken Teasdale LaRue, Corrigan, McCormick & Teasdale LLP Bonnie Weissman Kaiser Permanente Bill Winkelmann Anheuser-Busch Inc. Roy Marshall, M.P.A. President /CEO Jeff Adler Ph.D. Director of Operations A strong strategic plan provides a shared vision for the future and specific steps that lead to an organization s highest achievements. The Center is proud to present to you our three-year strategic plan. Today we are positioned to take action toward a future that meets industry challenges and continues our 50-year history of mentalhealth innovation and exceptional service. This strategic plan includes a reassessed organizational mission, vision and values. Five new goals have been developed, as well as new avenues to enhance our business practices. The plan also elevates our methods of measuring success and aligns them with our goals and objectives. This will produce the very best in evidence-based outcomes for families who struggle with their children s mental health care needs. Now the exciting process of implementing the strategic plan begins. There are many ways you can help us achieve our goals and objectives. You can: become an advisor, join a committee, help us raise awareness, like us on Facebook, and get to know us on a tour. As we aim to realize our new vision and mission, we invite you to volunteer, contribute, and get involved with our many programs and services. You can find out more about us and our opportunities by visiting: Sincerely, TM Duc Tu Director of Finance Kathleen Welch-Torres, Ph.D. Director of Programs Main Address 9650 Zelzah Avenue Northridge, CA th Street West, Suite 106 Palmdale, CA Eric M. Book Board Chair Roy Marshall President/CEO

4 Goals and Strategies Between 2013 and 2015, CFGC will focus on five goals. Each goal will be addressed by several strategies. 1 Broaden Services and Programs CFGC will broaden services in response to identified community needs and in readiness for the challenges and opportunities afforded under healthcare reform. Strategies for Goal Conduct a comprehensive review of existing community needs assessments, and utilize the findings to inform the expansion of our services. 1-2 Identify and partner with other social service and healthcare providers (e.g., primary care providers, Head Start programs, schools, and hospitals) to better address community needs and deliver integrated care. 1-3 Serve a broader socio-economic segment of the community by piloting a social enterprise. 1-4 Expand the provision of innovative, evidence based and best practice programs that promise positive outcomes, especially for under-served populations. 4

5 2 Build Community Awareness CFGC will develop a community awareness campaign to inform, educate and engage children and families about CFGC s prevention, early intervention, treatment services, community programs, and resources. Strategies for Goal Review and build upon existing market research to better understand current perceptions of community health needs and CFGC s role in addressing those needs. 2-2 Develop a CFGC brand that will inspire healthcare providers, social service partners, and other key stakeholders to mobilize and support the Center s strategic goals and objectives. 2-3 Provide a consistent communications strategy for all employees and Board members based on defining CFGC s uniqueness and building on the agency s diverse activities. 2-4 Develop a comprehensive internal and external communications plan that includes increasing our use of digital and print media, enhancing our website, development of a speaker s bureau, and creation of a newsletter to promote health and wellbeing. 2-5 Create a program to promote and highlight staff expertise within the community that enhances the CFGC brand (e.g., outreach, digital marketing, speaker s bureau). 5

6 3 Ensure Financial Sustainability CFGC will maximize public sector contracts, increase individual and corporate donations, and identify and capitalize successfully on private sector opportunities in order to remain fiscally viable and a stable resource for the community. Strategies for Goal Develop and sustain a donor relations program to increase individual and corporate donations. 3-2 Develop new revenue acquisition approaches, such as alternative payment mechanisms, aligned with best business practices. 3-3 Create and implement a comprehensive fund development plan that aligns with the fiscal and programmatic needs of CFGC. 3-4 Develop a successful social enterprise pilot model. 3-5 Create an alternative organizational structure to serve underserved populations on a sliding scale offset by revenue generated by CFGC social enterprise, fundraising, and corporate support. 3-6 Develop a volunteer program as a pathway for donor involvement. 3-7 Assess service expansion opportunities for fiscal viability prior to committing to a contract or grant. 6

7 4 Attract, Develop, and Retain Quality Staff Attract, develop, and retain quality staff by providing a healthy work environment that balances the CFGC s core mission with that of employees wellness and development. Strategies for Goal Create new positions for specialties and disciplines as needs are identified in a changing healthcare environment. 4-2 Develop a comprehensive recruitment strategy for attracting high quality candidates in a competitive healthcare market. 4-3 Promote employee engagement, professional and personal growth, and career advancement through a stimulating and supportive workplace environment. 4-4 Support and inspire staff to balance self-care and wellbeing with workload and performance expectations. 4-5 Reward and recognize staff accomplishments through competitive compensation and benefit packages. 7

8 5 Provide High-Quality Services CFGC will refine and strengthen its operations with a focus on highquality services and implementation of best business practices. Strategies for Goal Develop, track, and monitor quantitative and qualitative indicators of key organizational processes and outcomes, and improve the processes when challenges are identified. 5-2 Enhance staff s understanding of CFGC s standards for service provision and documentation. 5-3 Provide training and tools for managers, clinicians, and staff in order to better utilize quantitative data to improve services. 5-4 Establish protocols for documentation review for regulatory compliance. 5-5 Monitor and incorporate consumer feedback into service delivery. 5-6 Optimize service delivery and streamline case flow through targeted outreach, timely access to care, and utilization management. 8

9 Measures of Success Achievement of CFGC s five goals will be assessed using the following measures of success: Objectives for Goal 1 Broaden Services and Specialty Programs 1 Add at least one new service program or enhancement to the CFGC service portfolio each year for the next three years. 2 Secure and implement two memorandums of understanding with organizational partners for service expansion by Objectives for Goal 2 Increase Community Awareness 1 Increase usage statistics by 10% per year for traffic on CFGC web site and other digital media platforms. 2 Increase number of client referrals made to CFGC by other organizations or by individuals by 10% annually. 3 Increase number of requests made by individuals or organizations by 10% annually for information about CFGC. 4 Publish two stories per year about CFGC in local print and electronic media. 5 Increase the number of people attending CFGC sponsored events (including fundraisers) by at least 10% annually. 6 By December 2013, CFGC will have a new brand and communications strategy in place, including a quarterly newsletter circulated to staff and community stakeholders. 9

10 Objectives for Goal 3 Ensure Financial Sustainability 1 Increase individual donor contributions by at least 10% annually for the next three years. 2 Increase corporate contributions by at least 10% annually for the next three years. 3 Increase alternative revenue sources by at least 10% annually for the next three years. 4 Add one major corporation executive and one individual major donor to the CFGC board of directors. 5 Achieve a total annual board contribution of $20,000 or more. 6 Increase revenue by $500,000 through Social Enterprise net profits. 7 Maximize contract utilization, as evidenced by 98% or higher contract utilization within three years and less than $10,000 in uncompensated care annually. 8 At least 55% of billing staff will achieve their annual expected productivity level. Objectives for Goal 4 Enhance Healthy Work Environment 1 Conduct an annual internal staff satisfaction survey. 2 Maintain a staff retention rate of no less than 85%. 3 Create a comprehensive annual calendar of staff training activities offered online and in-person. 4 Elevate CFGC staff compensation to the top 25% of industry standard. 10

11 Objectives for Goal 5 Provide High-Quality Services 1 Access: 80% of clients will receive an assessment appointment within 14 days of referral. 2 Consumer Satisfaction: Clients will report an overall satisfaction level no less than 80%. 3 Service Delivery Capacity: The annual number of clients served by CFGC will increase by 5% annually. Other Organizational Performance Outcomes: 1 CFGC will prepare semi-annual reports to our stakeholders that summarize key indicators of our performance and impact on the local community. 2 CFGC will have at least one organizational performance improvement project/initiative per year. 3 External audits of CFGC will indicate high performance with minimal program performance issues and/or fiscal disallowances. We envision children and families flourishing in vibrant communities 11

12 Established in 1962, the Child and Family Guidance Center is a 501(c)3 nonprofit agency headquartered in Northridge that serves the San Fernando Valley and Antelope Valley regions of Los Angeles County. CFGC provides a continuum of high-quality mental health care, supportive social services, and linkages to community resources. These services are provided to children and their families, especially those who are economically disadvantaged, or otherwise at high-risk Balboa Boulevard, Suite 216 Northridge, CA Phone: Like us on Facebook Follow #CFGCtips