2011-2012 - The Family Care Network

July 1–December 31, 2008

TABLE OF CONTENTS 

I. Executive Summary:. .................................... Page 1 

II. High Priority Objectives:. ................................. Page 2 

III. Mission, Vision, Values Statement & Scope of Services. ....... Page 3 

MISSION:............................................... Page 3 

VISION:. ............................................... Page 3 

VALUES................................................ Page 3 

SCOPE OF SERVICES.................................... Page 3 

IV. SWOT Analysis:. ........................................ Page 4 

V. Organizational Profile & History:. .......................... Page 5 

Reason for Creation....................................... Page 5 

Historical Overview........................................ Page 5 

Guiding Purpose & Philosophy. ............................. Page 6 

Treatment & Services Philosophy & Practices. . . . . . . . . . . . . . . . . . . Page 6 

Historical Timeline........................................ Page 6 

VI. Organizational Goals & Planning Circle Evaluation. ........... Page 8 

Superior Programs........................................ Page 9 

Excellent Tools........................................... Page 9 

Reputation of Integrity. .................................... Page 9 

Value People............................................ Page 9 

Eyes on the Future....................................... Page 10 

Planning Circle Evaluation Process. . . . . . . . . . . . . . . . . . . . . . . . . . Page 11 

VII. 2011/2012 Strategic Objectives............................ Page 11 

Superior Programs....................................... Page 11 

Excellent Tools.......................................... Page 13 

Reputation of Integrity. ................................... Page 14 

Value People........................................... Page 16 

Eyes On the Future. ..................................... Page 18

I. Executive Summary: 

FY 2010/2011 can definitely be characterize by the impact of the “Great Recession.” Cuts in foster care 

rates, massive state and County deficits, fiscal uncertainty, political polarization and a myriad of other 

variables made it difficult to navigate through the storm. But, the Family Care Network did so, coming 

through the year not much worse for the wear; actually becoming stronger and more keenly focused with a 

renewed sense of mission. Needless to say, our Strategic Planning continued to provide a valuable tool for 

guiding, directing and redirecting our efforts. I have yet to encounter another peer organization that is as 

“OCD” about strategic planning as the Family Care Network; but neither do they have the same 

accomplishments. 

For FY 2010/2011, over 60% of our strategic objectives were completed, and over 90% are being 

substantially addressed. Our “Planning Circle” is a dynamic, ever-changing process with objectives being 

completed, modified, deleted and added. Without a doubt, our strategic plan is a document which drives and 

focuses activity, clearly enhancing the agency’s ability to positively impact the lives of our clients. 

For FY 2011/2012 we continue to refine and narrow our focus, eliminating many objectives that have 

become ongoing process activities and targeting high priority, mission-critical issues. This year, significant 

changes will be made in the way the Strategic Plan is managed, monitored and reported. The entire plan will 

be set up in Jira, a very robust task management/ticketing software program. FCNI currently uses this 

program for managing Care Shepherd and facility trouble tickets. Each objective will be assigned an “Owner” 

who will be responsible for completing the objective and updating progress within the Jira program. Owners 

can assign task to others, set up reminders and make changes which will be tracked using version control. 

The software can produce a variety of very useful reports, including Gantt charts. Also, beginning this year, 

our Quality Management Coordinator will be overseeing the entire plan. 

The use of the Jira Program will allow the 2011/2012 Strategic Plan to be monitored much more 

aggressively. Monthly progress reports will we be produced for the Executive Team, and quarterly reports 

will be generated for the Management Council and Board of Directors. Eventually, these progress reports will 

also be posted on the FCNI Intranet site. 

All in all, the Family Care Network has a very progressive and effective strategic planning process. This 

year’s plan will serve as excellent roadmap for improved performance, infrastructure and accountability. Most 

important, it will help guide us to more effectively fulfill our mission to enhance the wellbeing of children and 

families in partnership with our community. 

Jim Roberts 

CEO

II. High Priority Objectives: 

A snapshot of the 2011/2012 Planning Circle “high priority” or “key” objectives” by Strategic Plan Category, is 

as follows: 

A .S uperior Programs: 

1. Program compliance, fidelity and risk management has emerged as a very important, timely 

target for this planning cycle. Key objectives include: 

Completing all program and policy manuals, and making them readily accessible to staff 

Strengthening our internal auditing program and establishing more automated quality controls 

within the Care Shepherd information management system 

Initiating the national accreditation through the Joint Commission 

2. Increase our ability to provide services through: 

Increasing annual CRD revenues through fundraising donors and grants 

Adding new service components with attached funding 

Expanding services through foundation grants 

Expanding our ability to provide technical and capacity building services to other agencies 

B .E xcellent Tools: 

1. Maximizing our use of technology to improve infrastructure, service delivery and PR through: 

Significantly improving our internal document management 

Initiating a mobile computing beta test 

Expanding our use of social media technology for marketing and public relations 

2. Complete major components of Care Shepherd development and begin programming the next 

generation version 

3. Purchase an administrative building and additional housing units through EHAPCD 

C .R eputation of Integrity: 

1. Initiate new, cutting-edge marketing and PR strategies 

2. Increase FCNI’s visibility statewide and nationally 

D .V alue People: 

1. Improve the agency’s ability to support staff and maintain esprit de corps 

2. Initiate major improvements in our “risk management” policies and practices 

3. Enhance our staff development practices through: 

Adding new training courses 

Improving Supervisor/manager training 

Developing new marketable training resources 

E .E yes On the Future: 

1. Fill all current Board openings 

2. Enhance short and long-term fiscal stability 

3. Improve the agency’s capacity to develop and launch new programs and services 

Page 2

III. 

Mission, Vision, Values Statement & Scope of Services: 

A .M ISSION: 

B .V ISION: 

The mission of Family Care Network, Inc. is to enhance the wellbeing of children and 

families in partnership with our community 

The vision of the Family Care Network is to see children, youth and families realize their full 

potential and experience abundant life. 

C .V ALUES: 

integrity 

honesty 

perseverance 

commitment 

staff wellness & satisfaction 

accountability 

hope 

D .S COPE OF SERVICES: 

loyalty 

prayer 

compassion & mercy 

unconditional care 

thankfulness 

community partnership 

competence & quality 

flexibility 

humility 

relationship 

order 

positive life changes 

spirituality 

1. Family Care Network, Inc. services are consistent with, and support the fulfillment of our mission. 

2. Family Care Network, Inc. maintains five services divisions: 1) Therapeutic Foster Care Services; 

2) Family Support Services; 3) Transitional Housing Services; 4) Prevention and Early 

Intervention Services and;5) Community-Linked Services. Programs associated with each division 

are: 

Therapeutic Foster Care Services: Emergency shelter care, basic therapeutic foster care, 

intensive therapeutic foster care (ITFC), crisis-stabilization foster care (CFC), and 

wraparound foster care (WFC) 

Family Support Services: Familia de Novo (Wraparound Services-SB163), Therapeutic 

Behavioral Services (TBS), Mental Health Services Act (MHSA) programs, and outpatient 

counseling. 

Transitional Housing Services: Transitional Housing Placement Program (THPP), 

Transitional Housing Plus Program (THP+), and Transitional Age Youth Mental Health 

Housing (TAY-MHSA) 

Prevention and Early Intervention Services: School-Based Mental Health Services (COE- 

MH) 

Community-Linked Services: Mentor, Intern and Tutor Program, Title I– Neglected & 

Delinquent Children’s Education Services (N&D), professional & parent education & 

training, and Community Resources Development program. 

Page 3

IV. 

SWOT Analysis: 

Internal and External Assessment 

(SWOT: Strengths, Weaknesses, Opportunities, Threats) 

Internal External 

Strengths Opportunities 

Strong leadership 

A dynamic organization able to quickly adapt to changes in 

the human services environment, internal challenges & 

needs for improvement 

Developing & maintaining creative, innovative solutions to 

community needs 

Well respected FCNI “brand” & identity 

Excellent community integration, involvement and support 

Cutting edge performance evaluation & practice 

improvement methods 

Excellent performance outcomes and program successes 

Extremely competent and effective staff 

Programs & services built on "Best", "Promising" and/or 

"Evidence-based" practices 

Strong infrastructure to support agency programs and 

services 

Outstanding staff esprit de corps and mission focus 

G rowth potential in the following areas: 

Transitional Age Youth Services in both counties 

ILP in San Luis Obispo County 

Increased mental health services in SLO County 

AB12 Services – both counties 

Foster Care & ITFC in Santa Barbara County (low) 

Mental Health services in Santa Barbara County 

(remote!) 

Health care reform – community-based mental health 

CRD Expansion through: 

Foundation grants 

More effective events 

Expanded donor base 

Statewide program & policy development and advocacy 

Potential for developing other organizations through: 

Program consultation 

Training 

Resource marketing 

® 

Care Shepherd & training material marketing 

Mentoring Program expansion 

Weaknesses Threats 

Policy & procedure compliance 

Intra-agency communications 

Limited strategic relationships in Santa Barbara County 

Small community market, i.e., limited foundation, 

corporate & business support 

Limited regional growth opportunities 

Fiscal restraints limiting employee compensation and 

benefit growth 

Inadequate facility space which restricts expansion, 

agency growth and optimal staff workspace 

Leadership in Santa Barbara County based programs 

Staff turnover 

F iscal uncertainties: 

Poor economy and/or state budget cuts 

Frozen or reduced rates 

Potentially diminished public support 

Possible contract reductions or continued lack of COLAs 

Inflation without offsetting revenue increases 

Reduced expansion opportunities due to market saturation or 

demographic shifts 

Competition in limited markets, minimized economies of scale 

Workforce issues, the ability to recruit and retain required 

staffing levels 

Page 4

V. Organizational Profile & History: 

A .R eason for Creation: 

Family Care Network, Inc., (FCNI) was founded as a public benefit corporation in August of 1987 by our 

current CEO, Jim Roberts, and a group of leaders from the Christian community in San Luis Obispo 

County. The primary motive behind this effort was to create a family-centered treatment program as an 

alternative to group home or institutional care. 

B .H istorical Overview: 

Shortly after incorporation in 1987, the agency was licensed by the State of California Community Care 

Licensing Division as a Foster Family Agency (FFA) to serve San Luis Obispo and Santa Barbara 

Counties. Unlike traditional FFAs, our approach was to develop a truly therapeutic model, using social 

work staff who are also licensed therapists and specially trained professional foster families who play a 

critical part in the child’s treatment process. 

The Family Care Network services began in San Luis Obispo County where our administrative office is 

located, with a branch office in Bishop, California. The Bishop Office served Inyo, Mono and Eastern 

Kern Counties. At the end of 1992, the Bishop/Eastern-Sierra office was closed as a result of staffing 

losses and difficult geographic logistics. From 1988–1992, FCNI primarily provided therapeutic foster 

care, with a few smaller grant programs, and an unsuccessful attempt to serve latency aged Severely 

Emotionally Disturbed (SED) children in a 12-bed group home. Even though this was not a successful 

venture, it served to bring the agency back to its original purpose of providing “therapeutic” foster care 

as an alternative to group home care and an opportunity to explore new family-based models such as 

Wraparound. 

Beginning in 1993, FCNI started to work very closely with San Luis Obispo County in developing and 

implementing new programs and methods for serving high-needs, at-risk children and youth. This 

included several delinquency prevention/treatment programs and services based on Wraparound and 

Therapeutic Behavioral Service (TBS) principles. Thus, FCNI began providing wraparound/TBS-like 

services five years prior to these programs becoming established within the state and county. 

In 1999, FCNI was licensed as a Transitional Housing Placement Program (THPP) provider, one of only 

five other agencies statewide, and became certified as a Short-Doyle MediCal provider. FCNI also 

opened a sub-office in Bakersfield to provide therapeutic foster care in Kern County. Opening the Kern 

office was precipitated by a request from a large Bakersfield church with months of discussion, planning 

and the development of a unique partnership. Unfortunately, this arrangement ended in 2003 when it 

was discovered that the organization had merely used FCNI’s financial resources, expertise, training, 

materials and contacts to create a shadow organization with the intent to supplant FCNI. Our agency 

was left without staff, foster families or clients, and with significant financial obligations and loss. 

Coinciding with the closure of the Kern office in 2003, a branch office opened in Santa Maria to serve 

northern Santa Barbara County through therapeutic foster care, the Transitional Housing Placement 

Program and other family-centered services. Since then, excellent working relationships have been 

established with Santa Barbara County placement agencies. 

In November, 2004, FCNI began an accreditation process through the Alliance of Child & Family 

Services. We received full accreditation as a FFA, Family-Based and Mental Health Services provider 

Page 5

st 

on February 1 , 2006. The agency was re-accredited in 2010 and is currently pursuing National 

Accreditation through the Joint Commission, one of the largest and most prestigious international 

accrediting bodies. Through FY 2010/2011, the agency has continued to grow and add key services, 

specifically: services for Transitional Aged Youth, expanded Wraparound services and expansion of 

foster care services into Southern Santa Barbara County. 

Family Care Network, Inc. currently offers services in five program divisions: Therapeutic Foster Care 

Services, Family Support Services, Transitional Age Youth Services, Early Intervention & Prevention 

Services and Community-Linked Services. Our agency serves an average of 300 to 400 children, youth 

and/or families per month, totaling 1,200 to 1,500 per year. 

C .G uiding Purpose & Philosophy: The Family Care Network exist for one purpose – to enhance 

the wellbeing of children and families! 

Our guiding philosophy is simple: 

1. Remember the mission, the reason we exist! 

2. Do what is best for children, youth and families! 

3. Do everything with excellence, integrity and accountability! 

4. Continually strive for quality improvement and stellar outcomes! 

5. “Lone Rangers” aren’t effective, work as a team, in collaboration with partners! 

6. We are a Customer Services Agency – serve with excellence and sincerity! 

7. Be creative, enthusiastic and passionate, but most importantly, be an ambassador of hope! 

D .Treatment & Services Philosophy & Practices: 

Our Treatment Philosophy is a shared, county-wide approach based on “Best Practices” and Wraparound 

principles. This philosophy and practice has been adopted by all the county human services agencies and 

the County Board of Supervisors under the umbrella of the Children’s Services Network Council. 

Best Practices is defined as: family-centered, needs-driven, strength-based, community-centered 

and solution-focused. Our programs are also “Outcome” based. 

Wraparound is built on the precept that children and families must be afforded the opportunity to direct 

the restoration process through “voice, choice and preference.” The 10 Essential Elements of 

Wraparound incorporated into FCNI programs are: 

1. VOICE AND CHOICE 

2. CHILD AND FAMILY TEAMS 

3. NATURAL SUPPORTS 

4. COLLABORATION 

5. COMMUNITY-BASED SERVICES 

6. CULTURALLY COMPETENT SERVICES 

7. INDIVIDUALIZED SERVICES 

8. STRENGTH-BASED SERVICES 

9. PERSISTENCE 

10. OUTCOM E-BASED SERVICES 

E .H istorical Timeline: The following is a timeline of the Family Care Network’s growth and 

development which displays the programs provided, added and dropped. 

Year(s 

) 

Programs/Services Provided 

Programs Added/Dropped 

Page 6

1988- 

89 

Foster Care (FC) - SLO, Inyo, Mono & Kern 

1990 

1991- 

92 

1993 

FC-SLO, Inyo, Mono & Kern 

FC-SLO, Inyo, Mono & Kern; N&D; SIP 

FC-SLO; N&D; OPC 

N&D Title I - SLO, School Intervention Project 

(SIP) - Bishop 

Care-Net Group Home, Outpatient Counseling 

(OPC) SIP 

Family Intervention Project-SLO (FIP); FC- 

Inyo, Mono & Kern, Care-Net 

1994 FC-SLO; N&D; OPC; FIP Mainstream Youth Corps (MYC-CSTEP) 

1995- 

97 

1998 

1999 

2000 

2001 

2002 

2003 

2004 

2005 

FC-SLO; N&D; OPC; FIP; MYC-CSTEP 

FC-SLO; N&D; OPC; FIP; MYC-CSTEP; 

WISH; CTF 


WISH; CTF; CWS, ITFC 


WISH; CTF; CWS, ITFC; TBS; JAG: FC-Kern 


WISH; CTF; CWS, ITFC; TBS; JAG: FC-Kern; 

THPP; Wraparound; ESC; COE-CS 

FC-SLO; N&D; OPC; FIP; MYC-CSTEP; ITFC; 

TBS; FC-Kern; THPP; Wraparound; Mentoring; 

ESC; COE-CS; CALM; ICD; TBS-Kern 

FC-SLO; N&D; OPC; MYC-CSTEP; ITFC; 

TBS; FC-Kern; THPP; Wraparound; Mentoring; 

ESC; COE-CS; CALM; ICD; TBS-Kern 

FC-SLO & SB; N&D; OPC; ITFC; TBS; THPP; 

Wraparound; Mentoring; ESC; COE-CS; 

CALM; ICD; CHDO; 

FC-SLO & SB; N&D; OPC; ITFC; TBS; THPP 

& THP-Plus; Wraparound & WFC; Mentoring; 

ESC; COE-CS; CFC; ICD; CHDO; 

WISH (pre-wraparound); Expanded FIP 

through Children’s Trust Fund (CTF) 

Community Work Services Program (CWS), 

ITFC 

Therapeutic Behavioral Services (TBS); 

Juvenile Accountability Grant (JAG); Foster 

Care-Kern 

Transitional Housing Placement program 

(THPP); Wraparound; Emergency Shelter Care 

(ESC); Community School Counseling (COE- 

CS) 

CALM (group home); Intensive Community 

Diversion (ICD); Mentoring Program; TBS- 

Kern; CTF, CWS 

FIP; WISH, JAG 

Affordable Housing (CHDO); FC-Santa 

Barbara; MYC-CSTEP; FC & TBS - Kern 

Wraparound Foster Care (WFC); CALM 

became CALM Foster Care (CFC); 

YFRP (Probation youth mental-health 

services); N&D-SB; TAY Housing 

Page 7

2006 

2007 

2008 

2009 

2010 

2011 

FC-SLO & SB; N&D; OPC; ITFC; TBS; THPP; 

Wraparound & WFC; Mentoring; ESC; COE- 

CS; CFC; ICD; CHDO; YFRP; N&D-SB; TAY 

Housing 


& THP+; Wraparound & WFC; Mentoring; 

ESC; COE-CS; CFC; ICD; CHDO; YFRP; 

N&D-SB; TAY Housing; School-MH; MHSA- 

FSP; 



ESC; COE-CS; CFC; ICD; CHDO; N&D-SB; 

TAY Housing; School-MH; MHSA-FSP; 



ESC; CFC; ICD; CHDO; N&D-SB; TAY 

Housing; School-MH; MHSA-FSP; 



ESC; CFC; ICD; CHDO; N&D-SB; TAY 

Housing; School-MH; MHSA-FSP; TAY-FAP 



ESC; CFC; CHDO; N&D-SB; TAY Housing; 

School-MH; MHSA-FSP; TAY-FAP; ILP-SB; 

School-IBS; THP+FC 

School-based Mental Health (School-MH); 

Mental Health Services Act - Full Services 

Partnership (MHSA-FSP); Transitional Housing 

Program - Plus (THP+); expanded TAY 

Housing; MTFC 

THP+ Santa Barbara County, expanded 

Wraparound, CFC & TAY Housing; expanding 

FFA into Southern Santa Barbara County 

Expanded Wraparound, THP+ in Santa Maria, 

Expanded THP+ in San Luis Obispo County, 

expanding FFA-ESC & THPP into Southern 

Santa Barbara County, YFRP, COE-CS 

Expanded Wraparound, expanding THP+ in 

Santa Maria, expanding FFA, ESC & THPP 

into Southern Santa Barbara County, 

Expand THP+ in San Luis Obispo & Santa 

Barbara counties, added TAY-FAP in San Luis 

Obispo County, continued expansion of 

Mentoring, Intern & Tutor program, ICD 

Expand School-based Mental Health, ILP- 

Santa Barbara County (ILP-SB), School-based 

Individualized Behavioral Services (School- 

IBS), AB 12, THP+FC, N&D 

VI. Organizational Goals & Planning Circle Evaluation: 

A. The Family Care Network has always maintained static Organizational Goals from which we create 

our strategic plan. Organizational Goals define the major areas of work the organization will 

undertake towards achieving its mission, in essence, creating long-term strategies which are 

foundational to all other agency activities. In 2005/2006, we modified our Organizational Goals from 

eight to five, based on the acronym “SERVE.” 

Superior Programs 

Excellent Tools 

Reputation of Integrity 

Value People 

Eyes on the Future 

Page 8

Superior Programs: FCNI shall establish and maintain Superior Programs. By “superior programs” 

we mean programs and services which: 

Tangibly demonstrate excellent evidence-based outcomes and results 

Are delivered with integrity, meeting the highest levels of industry standards, with clearly defined 

and easily understood policies and procedures 

Maintain qualified staff sufficient for proper performance and supervision 

Are properly funded and receive every available resource required to meet client needs 

Are recognized for their excellence and accomplishments 

Excellent Tools: FCNI shall ensure that agency staff are provided the work environment, facilities, 

equipment, technology, infrastructure and supplies needed to most effectively and efficiently perform 

assigned responsibilities. We do this by: 

 

 

 

 

 

 

Providing staff the “tools” they need to most effectively perform their duties 

Maintaining policies for assessing, procuring and managing facilities, equipment and supplies 

Employing individuals skilled in the leading edge technologies 

Maximizing the use of technology and innovation to the greatest extent possible 

Providing communication channels for staff and end users to give feedback 

Ensuring that staff are properly trained in order to obtain full benefit of technology and equipment 

Reputation of Integrity: FCNI shall establish and maintain a reputation of integrity within its 

community, and with its partners and peers. Our Circle of Integrity includes: 

 

 

 

 

 

Good stewardship of resources 

Continuous Quality Improvement 

Program Fidelity and Accreditation 

Regulatory compliance 

Excellent communications: 

Within the organization 

With clients, consumers and our community 

Through collaboration, partnerships and integration with key stakeholders 

Via the Internet, newsletters, Annual Reports and agency literature 

Through well-planned marketing and public relations strategies 

Value People: At the Family Care Network, people are our most valuable resource. As such, it is our 

goal to maintain the number of qualified, trained and well-supported individuals necessary to 

accomplish our mission. Efforts to meet this goal include: 

 

 

 

 

 

Well-planned and executed staff recruitment of employees, foster parents, 

mentors/volunteers/tutors, interns, Donors, Residential Advisors and Board members 

Comprehensive and thorough staff development and training at all levels of agency involvement 

Maintaining an environment which encourages staff feedback, input and support 

Risk Management assessment and planning 

Customer Relationship Management 

Page 9

Esprit de Corps & Synergy 

Cultural Competency 

Eyes on the Future: FCNI shall commit to maintaining a dynamic, healthy, growing organization 

which is able to meet changing community needs over the course of time. Our strategy for achieving 

this end includes: 

 

 

 

 

 

 

 

 

 

 

Maintain a Board of Directors which: 

is knowledgeable about the agency’s mission, programs and services; 

represents the communities and clients served by the agency; 

integrates within the activities of the organization; 

is committed to providing leadership and sound policy decisions necessary to maintain the 

agency’s viability, relevance and longevity; and 

looks to God for guidance and direction. 

Maintain a comprehensive rolling strategic planning process 

Participate in regional, state and/or national organizations which provide strategic information 

and opportunities 

Maintain a process for evaluating and implementing program expansion and researching, 

evaluating and implementing new programs and/or therapeutic approaches which are proven to 

be effective 

Employ executive staff who provide leadership, vision, effective management and organizational 

improvement and change; and maintain policies which promote the development of leadership within 

the organization to fill key positions in the future 

B .P lanning Circle Evaluation Process: FCNI’s Planning Circle & CQI are monitored on an ongoing 

basis. The strategic plan evaluation process is outlined below, the CQI evaluation process is 

described in that document 

1. All individuals with assigned Plan Objectives are responsible to report on the progress made 

toward each goal. This shall include a numerical percentage of completion; obstacles or required 

modifications; and the time frame for completion. Generally, this information is reported at the 

Executive Team or Management Council. 

2. There will be ongoing discussion on the strategic plan, progress being made, obstacles, new 

ideas/objectives, et cetera at the Executive and Management level. 

3. A Planning Circle Progress Report shall be provided mid-year to the Board of Directors by the 

CEO. 

4. The Planning Circle is a dynamic process with changes implemented as needed. 

VII. 2010/2011 Strategic Objectives: 

Superior Programs: 

Page 10

# Objective Owner(s) Due Date 

Priority 

1. Urgent 

2. Major 

3. Normal 

4. Long-term 

5. Low 

Progress 

1. Completed 

2. Significant 

Progress 

3. Stalled 

4. Unable to 

Complete 

S1 

S1.1 

Maintain up-to-date, easily accessible 

Policies & Procedures 

Create operational charts for all FCNI 

programs and CRD activities using the THS 

Visio-chart model 

Jon Nibbio 6.30 .12 2 

S1.2 

Review, update and convert the current 

Employee handbook into the “FCNI Policies & 

Procedures Handbook” 

Julianna 

LeRay 

6.30.12 2 

S1.3 

Complete an Updated THPP Program 

Statement 

Brian Redin 6.30.12 1 

S1.4 Create a TAY/THP+ Program Manual Allie Loucks 6.30 .12 2 

S1.5 Create a ILP Program Manual Shannon Bell 6.30 .12 2 

S1.6 

S1.7 

Complete the Social Workers Operations 

Manual 

Operationalize CRD through: 

1. Policy Development 

2. Wiki/Jira 

3. Raiser’s Edge 

Jon Nibbio 6.30.12 3 

Jamie Baker 6.30 .12 1 

S1.8 Update FCNI Supervisor Manual & training 

requirements 

S1.9 Implement agency-wide document 

management & new Intranet interface 

S1.10 Complete the Foster Parent Handbook, in 

both FCNI & Generic versions 

Juliana LeRay 6.30 .12 3 

Ralph Perez 6.30 .12 1 


S2 

Maintain Effective, Accredited 

Programs characterized by Quality, 

Fidelity and ongoing Practice 

Improvement 

S2.1 Conduct 4 to 6 internal audits of FCNI 

program records and documentation 

Allie Loucks 6.30 .12 3 

S2.2 

Maximize Internal Auditing controls and 

reports in Care Shepherd Ralph Perez 6.30 .12 2 

S2.3 Initiate a national Accreditation application 

through the Joint Commission 

Jim Roberts 12.31.11 2 

Page 11

S3 Maintain Excellent Agency Cultural 

Competency & Diversity Practices 

S3.1 Conduct two cultural skill development training 

workshops per year 

Margie Craig 6.30 .12 3 

S4 

S3.2 

Review & update all agency forms, materials 

and literature to accommodate Spanish 

speaking clients and foster parents 

Increase Funding in order to Maintain 

& Expand Agency Programs 


S4.1 Develop a strategy for CRD to annual raise an 

amount equivalent to 10% of program funding 

S4.2 Redesign CRD Events to: 

1. Increase revenue 

2. Be relevant & current 

3. Draw more participants 

4. Set FCNI apart from other NPs & CBOs 

S4.3 Develop a plan to become a communitybased 

behavioral healthcare provider through 

private insurance 




S4.4 Add or expand the following programs: 

S4.4.1 Add San Luis Obispo ILP via RFP Jim Roberts 4.1.12 2 

S4.4.2 

Expand school-based mental health service via AB 

3632 & expanded EPSDT 


S4.4.3 Increase SLO Wraparound slots to 50 Jon Nibbio 6.30.12 4 

S4.4.4 

S4.4.5 

S4.4.6 

S4.4.7 

Implement AB 12 THP+FC Services in San Luis 

Obispo & Santa Barbara counties 

Secure funding to expand Mentor/Intern Program in 

Santa Barbara County 

Secure funding for foster parent recruitment in 

Santa Barbara County 

Secure funding for augmenting TAY Services 

Programs 


Jamie Baker 6.30.12 2 



S4.4.8 Expand ITFC in Santa Barbara County Jim Roberts 12.31.12 4 

S5 

Expand Capacity to Provide 

Technical Assistance & Program 

Development Services to other 

Organizations 

Page 12

S5.1 Develop a business plan/model for 

implementing consulting and program 

development services, including a: 

1. Infrastructure requirements 

2. Catalog services 

3. Cost structure 

4. Marketing plan 

S5.2 Define marketable materials & training 

programs to support consulting and program 

development services 


Ben Martinez 12.31.12 4 

Excellent Tools: 


Priority 

1. Urgent 

2. Major 

3. Normal 

4. Long-term 

5. Low 

Progress 

1. Completed 


Progress 

3. Stalled 

4. Unable to 

Complete 

E1 

Maximize the use of Technology to 

Improve Infrastructure & Service 

Delivery 

E1.1 Install the Cisco internal VoIP PBX server Ralph Perez 9.30 .11 

E1.2 Improve FCNI’s document management 

system, including: 

1. Obtaining & installing high-end document 

management software 

2. Expand use of Wiki, Jira or similar products 

3. Initiate digital full-scale documentation & 

storage 

E1.3 Implement a case management mobility beta 

test program using iPads or similar devices 

Ralph Perez 6.30 .12 

Ralph Perez 9.30 .11 

E2 

Maximize FCNI Website and Internet 

presentation and marketing 

capabilities 

E2.1 Launch a redesigned main website Joel Roberts 6.30 .12 2 

E2.2 Create secure access website portals for: 

Joel Roberts 6.30 .12 

E.2.2.1 

E.2.2.2 

E.2.2.3 

Board Members, to include access to all Board 

related documents 

Foster Parents, to include policy/procedure 

information, downloadable/fillable forms & training 

resources 

TAY, to include ILP information, resources & web 

links 

Joel Roberts 9.30.11 1 



Page 13

E3 

Maximize the use of Social Media 

Technology 

E3.1 Create a strategy for maximizing the benefits 

of social media marketing 

E3.2 Establish risk management policies to govern 

agency social media practices 

Joel Roberts 6.30 .11 3 


E3 Maintain & Improve Care Shepherd ® 

E3.1 Complete CSI to CSII migration & end CSII 

development 

Ralph Perez 12.31.11 1 

E3.1.1 

Update “Outpatient Counseling” module to conform 

to agency requirements, policy & procedure 


E3.2 Integrate CS EPSDT billing into the county’s 

Anasazi IMS 

E3.3 Fully interface CS with the county’s Anasazi 

IMS 



E3.4 Complete CSIII development Ralph Perez 12.31.12 2 

® 

E3.5 Develop a Care Shepherd marketing plan Jim Roberts 

6.30.12 4 

E4 

Maintain FCNI Facilities Needed to 

Support Agency Programs & 

Administration 

E4.1 Purchase a permanent FCNI administration 

facility 

E4.2 Purchase 1 or 2 additional housing units 

through EHAPCD 

Bobbie Cherry 6.30.12 2 


E4.2.1 

Pursue capitol grant funding and/or initiate a capitol 

campaign 


E4.3 Pursue grant or ancillary finding to expand 

Atascadero, Olmeda housing unit 


Reputation of Integrity: 


Priority 

1. Urgent 

2. Major 

3. Normal 

4. Long-term 

5. Low 

Progress 

1. Completed 


Progress 

3. Stalled 

4. Unable to 

Complete 

R1 

Maintain Excellent, Cutting Edge 

Marketing & PR Practices 

Page 14

R1.1 Establish a comprehensive Marketing & PR 

strategy, including: 

1. Events 

2. Advocacy 

3. Internet 

4. Social media 

5. Multimedia 

6. Newsletters 

7. Themes 

8. Annual calendar 


R1.2 Review and/or establish policies & procedures 

governing public communications, including: 

1. Who does it 

2. What’s the message 

3. Dos & don’ts 

4. Risk considerations, i.e., releases 

Jon Nibbio 

12.31.11 

2 

R1.3 Complete trademarking of FCNI logos, events 

& Care Shepherd ® Jim Roberts 12.31.11 3 

R1.4 Fully implement cutting-edge Marketing & PR 

tools, i.e., social media, multimedia, YouTube, 

blogging, et cetera 


R2 

Increase FCNI statewide & national 

exposure as a unique, successful 

human services organization 

R2.1 Increase FCNI statewide exposure through 

involvement through CACFS; legislative 

advocacy, state workgroup participation & 

workshop presentations 

R2.2 Promote FCNI outside of California through 

membership in FFTA or other national 

organizations 

R2.3 Provide 3-5 workshops, trainings and/or 

program specific presentations to outside 

organizations 

Jim Roberts 6.30 .12 3 



Value People: 


Priority 

1. Urgent 

2. Major 

3. Normal 

4. Long-term 

5. Low 

Progress 

1. Completed 


Progress 

3. Stalled 

4. Unable to 

Complete 

V1 

Maintain competent, qualified staff 

necessary to deliver services at 

maximum efficiency 

Page 15

V1.1 Create a plan and implement activities to 

improve & maintain “esprit de corps” & staff 

support throughout the agency 

Julianna 

LeRay 

9.30.11 2 

V1.2 Improve communication with staff about the 

agency through: 


V1.2.1 

Quarterly staff meeting “snapshots” including: 

1. Strategic Plan Review 

2. Agency accomplishments, outcomes & 

opportunities 

3. Financial reports & outside agency comparatives 

4. Outside agency acknowledgments 


V1.2.2 Using videos of clients complementing & thanking 

FCNI staff/programs for improving their lives 

V1.3 Improve the recruitment & integration of 

volunteers as a sustainable resource 

Autumn Endara 6.30.12 3 

Ashley Dorn 6.30 .12 3 

V1.4 Develop a “Survey Monkey” anonymous staff 

survey to be administered annually to assess 

employee satisfaction and agency 

environment 

Julianna 

LeRay 

3.31.12 3 

V2 

Maintain Effective Risk Management 

Policies & Procedures and a Safe, 

Productive Work Environment 

V2.1 Improve Risk Management throughout the 

entire agency, specifically: 

1. Program documentation 

2. Client safety planning 

3. Program fidelity & compliance 

4. Facility maintenance 


V2.2 Reduce the incidents of work related accidents 

and injuries by 5% 

V2.3 Conduct one risk-prevention & feedback 

workshop with all agency staff 

Julianna 

LeRay 

Julianna 

LeRay 

6.30.12 3 

6.30.12 3 

V3 

Expand and Improve Staff 

Development Practices at all levels of 

agency operations 

V3.1 Improve the documentation and tracking 

system for staff training, including: 

1. Employees 

2. Foster Parents 

3. Volunteers 

Ben Martinez 6.30 .12 2 

V3.1.1 

Create a training tracking module in CareShepherd, 

including a training documentation form which 

pushes training hours into the employee timecard. 


Page 16

V3.2 Create FCNI developed training videos for inhouse 

and online staff access, as well as 

commercial marketing, including behavioral 

intervention techniques and workshops for 

Spanish speakers. 

V3.3 Add staff training in the use of software, 

technology & equipment 

V3.4 Expand & improve supervisor/manager 

training through: 

Ben Martinez 6.30 .12 2 

Ben Martinez 12.31.11 3 


V3.4.1 

V3.4.2 

V3.4.3 

Conducting at least three supervisor/manager 

trainings in 12 months 

Review & update new sup/manager training 

procedures 

Provide one workshop on “Understanding the 

Diverse Cultures of Staff” 

Julianna LeRay 6.30.12 3 

Julianna LeRay 6.30.12 3 


V3.5 Complete the Foster Parent Handbook Jon Nibbio 12.31.11 1 

V3.5.1 Develop a training curriculum based on the book Susan Jones 12.31.11 2 

V3.5.2 Create a Spanish version Ben Martinez 12.31.11 2 

V3.5.3 Prepare the handbook for market Bobbie Cherry 12.31.11 2 

V3.6 Fully implement the FCNI Library operations Ben Martinez 12.31.11 1 

V4 Maintain Excellent Customer 

Relationship Management Practices 

V4.1 Conduct at least one annual all-staff Customer 

Relations Management training 

Julianna 

LeRay 

6.30.12 3 

V4.2 Develop a new Customer Satisfaction survey 

system & policy based on a “snap-shot” vs. 

exit model 


V4.3 Conduct CRM training for all new non-paid 

staff (mentors, interns, volunteers, etc. 

Eyes On the Future: 

Julianna 

LeRay 

6.30.12 


Priority 

1. Urgent 

2. Major 

3. Normal 

4. Long-term 

5. Low 

Progress 

1. Completed 


Progress 

3. Stalled 

4. Unable to 

Complete 

EF1 

Maintain a Strong, Active Board of 

Directors 

Page 17

EF1.1 Fill all current Board openings Jim Roberts 12.31.11 2 

EF1.1.1 

EF1.2 

Create a membership committee and a Board 

recruitment strategy 

Increase Board presence & participation in 

Community Resources Development & 

agency activities 

Board Chair 12.31.11 3 

Board Chair 6.30 .12 3 

EF2 Ensure the longevity of the 

organization 

EF2.1 Execute the 2011/2012 Strategic Plan Jim Roberts 6.30.12 3 

EF2.2 Develop a 2012/2013 Strategic Plan Jim Roberts 5.31 .12 3 

EF2.2.1 

Planning Circle completed and approved by BOD 

before 6.30.12 

Jim Roberts 6.30.12 

3 

EF2.2.2 

CQI completed and approved by BOD before 

9.30.12 

Jim Roberts 9.30.12 

3 

EF2.3 Maintain fiscal stability Jim Roberts 6.30 .12 1 

EF2.3.1 

Complete the purchase of an administration building 

in order to reduce facility costs 


EF2.3.2 Create a FCNI endowment Jamie Baker 6.30.16 4 

EF2.3.3 Plan for the creation of a FCNI Foundation Jamie Baker 6.30.12 4 

EF2.3.4 

EF2.3.5 

EF2.3.6 

EF2.3.7 

EF3 

Continue to build assets through the acquisition of 

property through forgivable loans and grants 

Develop a strategy for state “Realignment” should it 

be passed by the legislature 

Develop contingency plans for a “scorched earth” 

state budget if passed by the legislature & Governor 

Develop a FCNI Long-Term Financial Stability Plan 

for consideration & adoption by the Board 

Expand the Agency’s Capacity to 

Provide Direct Services within our 

Service Area 





EF3.1 

EF3.2 

Review local RFP’s to determine mission 

compatibility & feasibility for FCNI 

Meet with County Department Heads, Key 

Stakeholders, & Policy Makers to gather 

feedback on how FCNI can better serve their 

respective agency/organization and discover 

potential future opportunities 



Page 18

EF3.3 

Proactively initiate program or service 

ideas or proposals which will enhance the 

local system of care 


The Family Care Network, 3765 S Higuera St., Suite Page 100, 19 San Luis Obispo, CA 93401, 805.781.3535, www.fcni.org

2011-2012 - The Family Care Network

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