Vision Mission - Child and Family Guidance Center

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STRATEGIC PLAN
2013 - 2015
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empow ealth and wellb ervices and
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achieve he mental health
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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.
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Eric M. Book, Chair
Morgan Stanley
Smith Barney
Melissa Broadwell, Vice Chair
Matadors Community
Credit Union
TM
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: www.childguidance.org.
Sincerely,
Duc Tu
Director of Finance
Kathleen Welch-Torres, Ph.D.
Director of Programs
Main Address
9650 Zelzah Avenue
Northridge, CA 91325
818.993.9311
40005 10th Street West,
Suite 106
Palmdale, CA 93551
661.265.8627
www.childguidance.org
Eric M. Book Roy Marshall
Board ChairPresident/CEO
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 1
1-1
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.
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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 2
2-1
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).
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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 3
3-1
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.
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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 4
4-1
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.
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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 5
5-1
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.
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Measures of Success
Achievement of CFGC’s five 2013-2015 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 2014.
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.
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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
2
3
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Conduct an annual internal staff satisfaction survey.
Maintain a staff retention rate of no less than 85%.
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.
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
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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.
8550 Balboa Boulevard, Suite 216
Northridge, CA 91325
Phone: 818.993.9311
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www.childguidance.org