Family Care Network Annual Report

joel.roberts

Family Care Network, Inc. Annual Report for the 2017-2018 fiscal year.

come

togetHer

2017-2018 Annual Report


contact

website

www.fcni.org

toll free

1.866.781.3535

email

contact@fcni.org

jobs

jobs@fcni.org

offices

admin. headquarters

1255 Kendall Road

San Luis Obispo, CA 93401

805.781.3535

santa maria

222 W. Carmen Lane, Suite 105

Santa Maria, CA 93458

805.349.9600

our

mission

“To enhance

the wellbeing

of children

and families

in partnership

with our

community.”

santa barbara

631 Chapala Street

Santa Barbara, CA 93101

805.349.9600


2 | about family care network, inc.

2 From Our CEO

4 About the Circle

5 2017–2018 Year in Review

6 Agency Structure

8 2017–2018 Audited Financials

10 | family support services

11 Warparound

12 Foster Care

12 Emergency Shelter Care

13 Foster-Adoption

14 Intensive Services Foster Care

14 Wraparound Foster Care

15 | behavioral health services

16 Mental Health Services Act-Full Service Partnership

17 Therapeutic Behavior Services

17 Outpatient Counseling Services

18 Therapeutic Family Care

18 School-Based Mental Health Program

19 | housing & support services

20 Housing Support Program

20 Bringing Families Home Program

21 Transitional Housing Placement

Program for Minor Foster Children

21 Transitional Housing Placement

Program for Non-Minor Dependents

21 Transitional Housing Placement Plus

table of

contents

23 | education support services

24 Independent Living Program

25 Transitional Age Youth–Financial Assistance Program

26 Education Support Services

27 | community resources development

28 Interns

29 Mentors

29 Volunteers

29 Fundraising Highlights

1


from our ceo

The Family Care Network now has FY 2017/2018 in the books,

and is moving forward into 2018/2019 with great appreciation

for the hard work that was done leading into another year

of fantastic positive outcomes for our children, youth and

families. My message for the new fiscal year is simply, let us

Come Together as a community to forge a new path forward to

positively impact the lives of children, youth and families on the

Central Coast, greater than we have previously done.

This request, I know, is a tall order—especially knowing how

wonderfully involved the community has been with Family

Care Network over the years; significantly adding value to the

services we deliver. But I am a firm believer that we can—and

must—continually strive to make improvements and never

be satisfied with the status quo. Remember, the Family Care

Network’s mission: “to enhance the wellbeing of children and

families in partnership with our community!” Let us Come

Together to “Be4Kids” and “BetheDifference” as never before.

Here’s how:

Mobilizing Greater Participation at all levels of Family Care

Network activity within our community. We are “ripe with

opportunity” to serve in so many ways.

• We offer wonderful career opportunities

• There are always plenty of children and youth who

need strong, committed Foster Parents to help them

heal from trauma

• We provide several pathways to work with a child,

youth or young adult as a mentor, tutor, job coach or

education navigator

• We are always in need of individuals or groups to

help with and at our events, around the office, or with

projects which benefit families

• We need individuals to serve as “Ambassadors,”

carrying the Family Care Network message into the

community to educate them about our organization,

those in our care, our successes and encouraging their

involvement. You can help expand the NETWORK, in

the Family Care Network!

2


Solving Problems is an organizational strength and part of

our reputation, locally and statewide. As social and community

challenges are identified, Family Care Network loves to mobilize

community individuals from across our communities to create

“think-tank” summits to create solutions. We have experienced

and benefitted from the power of synergy, innovation,

creativity and the collective genius of community groups to

create solutions to our local problems; not waiting for or being

dependent upon government solutions! Family Care Network

is committed to bringing people together to make a better,

healthier community for everyone.

Creating Resources is a critical element in providing success and

positively impacting our communities. Effective programs and

services cost money. We have been fortunate to secure public

funding to underwrite a portion of our efforts, but this funding

does not cover all of our costs, and we must not be dependent

on diminishing or limited public funding when caring for those

who are the most vulnerable in our community. The Family Care

Network is about the Community Coming Together to take care

of our local children, youth and families by financially supporting

our services to ensure that every need is being properly met.

With an outstanding, 31-year track record, the Family Care

Network is an excellent investment opportunity! Donors can

have the confidence in knowing that their funds are being

used precisely as expected, that the organization maintains

impeccable fiscal management procedures, that we are very

cost effective (especially compared to public services); and that

our administrative expenses are less than 13%. Your donations

definitely enhance the wellbeing of children and families.

Family Care Network is a Community-Based Model Program.

The agency has been recognized at the state and federal

level for its innovative programs, successes and leadership in

effectively serving children, youth and families, and its broadbased

collaboration. A cornerstone to our success is our

Community Integration, a model Community-Based program.

Organizations throughout the state have traveled to the Family

Care Network to learn of our operations and practices in hopes

of replicating them within their geographic region. We heartily

encourage more individuals, groups and organizations to

join us in serving children, youth and families on the Central

Coast. Let’s continue to Come Together to “Be4Kids” and

“BetheDifference!”

This annual report exemplifies the positive impact we make

in our community when we work together to make a better

life for kids and families. Unfortunately, there continues

to be tremendous need, childhood trauma, family stress,

homelessness, and mental/emotional health challenges.

Nonetheless, by Coming Together as a community, many lives

will continue to be positively impacted. Thank you for reading

this report. Please enjoy, and don’t forget to “Be4Kids” and

“BetheDifference!”

3


about the circle

30 years of serving

history

Family Care Network, Inc. (FCNI) was founded as a California public benefit

corporation in August of 1987 by current CEO, Jim Roberts, with the purpose of

creating family-based treatment programs as an alternative to group home or

institutional care of children and youth. Today, FCNI operates as a Community-

Based Organization, serving San Luis Obispo and Santa Barbara counties through

multiple programs designed to strengthen and preserve families and individuals

impacted by trauma. Programs are delivered in partnership with public and

private agencies and the community. During the 2017/18 fiscal year, the Family

Care Network provided 21 distinct programs in five service divisions, including:

Family Support Services; Behavioral Health Services; Housing and Support

Services; Education Support Services; and Community Resources Development.

guiding philosophy

Our services are guided by seven principles:

• Remain “Mission Focused”

• Always do what is best for children, youth and families

• Do everything with high integrity and excellence

• Always pursue the best outcomes, visibility and accountability

• Do everything through a collaborative, team-driven process

• Always provide the best customer relations and services

• Always be creative, innovative and passionate

circle of serving

Our agency serves children, youth and families impacted by trauma living on

the Central Coast. Our community partners, including numerous individual

volunteers, families, local businesses and organizations, are dedicated to a

sole purpose: improving the quality of life of others by surrounding them with

compassionate care, support and guidance.

accreditation

In 2014, the agency earned The Joint Commission’s “Gold Seal” of National

Accreditation, having met the highest standards for providers serving in the

Behavioral Health field. The agency’s National Accreditation was renewed by

the Joint Commission in 2017. To date, FCNI is the only agency of its kind to

earn this high level of accreditation on the Central Coast.

values

INTEGRITY

HONESTY

PERSEVERANCE

COMMITMENT

STAFF WELLNESS

& SATISFACTION

ACCOUNTABILITY

HOPE

LOYALTY

PRAYER

COMPASSION

& MERCY

UNCONDITIONAL

CARE

THANKFULNESS

COMMUNITY

PARTNERSHIP

COMPETENCE

& QUALITY

FLEXIBILITY

HUMILITY

RELATIONSHIP

ORDER

POSITIVE

LIFE CHANGES

SPIRITUALITY

4


2017-2018 year in review

board of directors

As of June 30, 2017

Shay Peck Chair

Cameron Ingalls Vice Chair

Richard Foster Treasurer

Ann Becker Secretary

Jim Roberts Chief Executive Officer

executive team

Kim Oldfield

Dan Rowe

Brian Tietje

Craig Gill

Jim Roberts Chief Executive Officer

Jon Nibbio Chief Operational Officer

Bobbie Boyer Chief Financial Officer

Ralph Perez Director of IT & Facilities

Julianna White Director of Human Resources

Sarah Davenport Director of Corporate Affairs

The Family Care Network celebrates 30 years

The Family Care Network served 2,021

clients served by program

Wraparound 131

Emergency Shelter Care 87

Foster Care 18

Intensive Services Foster Care 13

Wraparound Foster Care 11

Transitional Age Youth Housing Programs 101

Housing Support Program 230

Therapeutic Behavioral Services 51

In-Home Behavioral Services 105

Therapeutic Family Care 37

Mental Health Services Act 42

School-Based Mental Health 113

Coastal Valley Academy 24

Outpatient Counseling 13

Mentor/Tutor Program 57

Education Support Services 931

Adoptions 1

Bringing Families Home 56

All agency programs averaged about a 93% success rate.

Most of the agency’s expenditures went to direct client services,

with the agency spending less than 13% on administrative costs.

In FCNI’s Foster Care programs, the majority of children served

secured permanency, with 26% of children being discharged to

parents, family or kin and another 4% being adopted or moved

to guardianship. Another 5% were discharged to a supportive

housing/services program; and 64% were successfully stabilized

and transferred to a lower level of care.

Paid and unpaid staff at Family Care Network accrued a total of

14,361 training hours, working to continually enhance services to

children, youth and families in our care.

534 volunteer mentors and tutors, and other volunteers worked

almost 3,000 hours during the year by either working directly with

clients, at events or by helping around the office.

A main objective of FCNI is to improve the independent living skills

of our Transitional Age Youth, helping them to become successfully

self-sufficient. In 2017/18, our Independent Living Program saw

100% of our 14-15 year olds and 81% of our 16-17 year olds

attending an academic program, with 85% of 18 to 21 year olds

having already earned a High School diploma (or equivalent).

Additionally, 88% of youth in our Transitional Housing Placement

Program for Non-Minor Dependents and 100% of youth in our

Transitional Housing Placement Plus program were discharged to

Independent Living.

5


agency structure

strategic & quality

improvement planning

At the Family Care Network, we firmly believe in and live

by the statement: “The best way to predict the future is

to create it!” Strategic Planning is well embedded into

the fabric of this organization. Since our beginning, the

organization has had a rolling strategic plan. We annually

update this plan with new short and long-term objectives

created within five categories based on the acronym

SERVE. Superior Programs, Excellent Tools, Reputation of

Integrity, Value People and Eye on the Future. This plan

serves as our roadmap to the future and frames all of our

major activities, and it is developed and monitored through

a very inclusive, collaborative process.

leadership &

management practices

The Family Care Network relies on strong, vision-driven

leadership, coupled with excellent, detail oriented

management to move the organization forward and fulfill

its mission. Basically, we lead people and manage activities.

A cornerstone of our leadership philosophy is to promote

innovation, new strategies and creativity. Employees are

encouraged to share new ideas about practice improvement,

esprit de corps, or anything that will help the organization

better serve its children, youth and families. Synergy is

another element of our leadership style. We strongly

believe in the value of capitalizing on the collective genius

of the group process. All decision-making within the agency

is based on a team-driven, collaborative process.

The Family Care Network puts this collaborative process to

work on a number of levels. First, our Board of Directors’

meetings integrate both Directors and key staff; and

sometimes include line staff and consumers. Second, the

agency’s Chief Executive Officer (CEO), Chief Operations

Officer (COO), and Chief Financial Officer (CFO) meet

on a weekly basis to address urgent, mission-critical

issues and activities. Third, we have an Executive Team of

division directors which also meets weekly. Fourth, there

is a weekly meeting of all the executive, management

and supervisorial personnel. And finally, there are regular

and frequent department/unit meetings, treatment

teams, case debriefing meetings, et cetera, to ensure good

communication and information sharing across the agency.

Another axiom embraced by our organization is:

“Accountability breeds response-ability!” As a publicly funded

agency, we want to be transparent and accountable, and

to make sure we are performing at the highest level

of excellence. In our pursuit of accountability and high

performance, the Family Care Network has implemented

a Continuous Quality Improvement (CQI) plan. Practically

speaking, we measure everything we can, ranging from

specific program performance, to financial performance,

to staff training, to IT and facility performance. Our

annually updated CQI is not only the tool for measuring

and reporting performance, but it serves as a catalyst for

“response-ability.” Our CQI tells us where we are doing

great, and where we need to do better; it is the trigger for

actionable practice improvement. The results of our CQI

process are reported every year in our Annual Report.

Our Planning, Accountability and Reporting efforts provide:

n A roadmap for the organization

n A window into our organization for our funders,

partners and the public at large

n A baseline for agency evaluation and growth

n Benchmarks for evaluating the performance of

administrators, managers and supervisors

n A history of our performance and accomplishment

6


ehavioral health services

In-Home Behavioral Services

Outpatient Counseling

Therapeutic Behavior Services

Mental Health Services Act

– Full Service Partnership

School-Based Mental Health

A, B, C, D

C, I

A, B, C

C, E

C, D

partner agency key

family support services

Wraparound

Wraparound Foster Care

Intensive Services Foster Care

Adoptions

Foster Care & Shelter Care

Foster Parent & RA Recruiting

education support services

Education Support Services

Independent Living Program

Transitional Age Youth –

Financial Assistance Program

community-linked services

Mentors, Interns & Volunteers

Public Relations

Fund & Resource Development

housing & support services

Transitional Housing Placement

Program for Minor Foster Children

Transitional Housing

Placement Plus

Transitional Housing Placement

Program for Non-Minor Dependents

Housing Support Program

A, B, C, F, I, K

A, B, C, D, F, H, I, K

A, B, F, G, H

A, H, K

A, B, C, D, G, H, I

A, H, I, K

D, I, K

A, B, K, L

A, I, K, L

I, K, L

K

I, K

A, B, H, I

A, B, I

A, B, I

A, K

A

B

C

D

E

F

G

H

I

J

K

L

Social Services

Probation

Mental Health

County Schools

Drug & Alcohol

Health Department

Law Enforcement

CASA

Other CBOs

City/County Planning

Community

Colleges/Universities

Also provided in

Santa Barbara County

administrative services

Staff Training & Development

Financial Services

Admin. & Medical Records

Information Management

Human Resources

Facilities & Equipment

I, K

7


financials

Since our inception, the Family Care Network has received an annual audit or review. For the past 30 years, Glenn Burdette, an

independent auditing firm, has audited the financial position and the related statements of activities in unrestricted net assets,

functional expenses and cash flows of the agency. Government standards require that auditors plan and perform these audits

to obtain reasonable assurance about whether the financial statements are free of material misstatements. For each of the

years that the Family Care Network has been audited by Glenn Burdette, we have received an unqualified opinion on our financial

statements, meaning that the independent auditing firm believes the financial statements present fairly in all material

respects, the financial position, the changes in net assets and the cash flows of the agency.

statement of financial position

June 30, 2017 & June 30, 2018

ASSETS

Current Assets

Property and Equipment

Other Assets

Total Assets

June 30, 2017

$2,606,176

$13,627,860

$18,224

$16,252,260

June 30, 2018

$3,109,024

$13,996,925

$14,081

$17,120,030

LIABILITIES & NET ASSETS

Current Liabilities

Long-Term Liabilities

Unrestricted Net Assets

Temporarily Restricted Net Assets

Total Liabilities and Net Assets

$2,174,223

$5,159,800

$4,192,168

$4,726,069

$16,252,260

$2,771,758

$4,973,632

$5,268,747

$4,105,892

$17,120,029

supplemental investing & financing information

Included in Temporarily Restricted Net Assets are seven separate forgivable government loans used for the purchase of eight

apartment buildings for the Transitional Age Youth Programs. These loans are scheduled to be forgiven beginning in March

2015 through March 2060.

additional financial information

Administration Expenses: 12.8% of total expenditures

Administration Costs Include: Director of Financial & Admin. Services, Accounting, a portion of

Buildings & Supplies, Human Resources, Information Technology, Information Management

8


statement of activities

actual revenue and expenditures

July 1, 2017 through June 30, 2018

SERVICE DIVISION

Family Support Services

Behavioral Health Services

Housing & Support Services

Educational Support Services

Other Program Services

Donations and Fundraising

Total

REVENUE

$5,397,326

$5,902,464

$3,891,608

$1,122,505

$56,727

$386,100

$16,756,730

EXPENDITURES

$5,155,852

$5,903,477

$3,625,367

$1,095,682

$367,806

$152,144

$16,300,328

NET +(-)

$241,474

$266,241

$26,823

($1,013)

($311,079)

$233,956

$456,402

Percent of Actual Expenditures by Program

32%

Family Support Services

36%

Behavioral Health Services

22%

Housing & Support Services

7%

Educational Support Services

2%

Other Program Services

1%

Donations and Fundraising

budgeted revenue and expenditures

July 1, 2018 through June 30, 2019

SERVICE DIVISION

Family Support Services

Behavioral Health Services

Housing Support Services

Educational Support Services

Other Program Services

Donations and Fundraising

Total

REVENUE

$6,902,880

$6,861,732

$4,773,960

$1,147,428

$45,000

$424,946

$20,155,946

EXPENDITURES

$6,809,866

$6,861,732

$4,506,965

$1,147,428

$159,999

$169,956

$19,655,946

NET +(-)

$ 93,014

$ ---

$266,995

$ ---

($114,999)

$254,990

$500,000

Percent of Budgeted Expenditures by Program

35%

Family Support Services

35%

Behavioral Health Services

23%

Housing & Support Services

6%

Educational Support Services

1%

Other Program Services

1%

Donations and Fundraising

9


family support services

One of the most important components of our agency is our Family Support Services. Programs within this division are

designed to empower families, children and youth through individualized, culturally-sensitive treatment and familybased

services, helping them to become stronger, stay together and flourish within their home community.

Goals of Services

• Maintain children and youth in a stable

family setting

• Provide parents/caregivers the skills

needed to parent effectively

• Assist families in developing their own

community-based support systems

• Provide therapeutic care to children

and youth in a family-based setting

• Support youth and families in the

Foster-Adoption process

10


Wraparound

Our Wraparound program began

in San Luis Obispo County on

July 1, 2000. Designed to keep

families together whenever

possible, Wraparound is familycentered,

strength-based, needsdriven

and solutions-focused,

integrating a family’s unique

culture into their individualized

treatment plan. As an alternative

to institutional care for children/

youth, services can be provided

in a parent/caregiver’s home, a

foster home, a transitional host

family or in a transitional living

setting with a Residential Advisor.

Since the program’s inception,

1,544 children/youth and their

families have been served

and 93% of the program days

provided to our clients were

successful based on:

Family Stability

• Diversion from a more

restrictive placement

2017-2018 Outcomes

Youth/Families Served 131

Total Program Days 24,891

Successful Program Days 92%

Millie & Theo

Millie* knew how turbulent life could be. At only 10, she and her younger

brother, Theo, were placed in foster care after their older sister, who they had

been living with, dropped them off at a friend’s house and never returned.

Millie’s father had passed away years earlier and she had never met her

mom, so in care, Millie started to panic that she’d never see any of her family

again. Growing more fearful and untrusting while in care, Millie’s emotions

started coming out as anger, often misdirected at Theo or her foster parents.

Millie also became more secretive, hiding food, shoplifting and getting into

trouble at school. Her fears were quickly taking over her life.

To develop a plan for Millie and Theo, their team reached out to their

mother. Having been unwillingly separated from her children, Millie’s mom

expressed a strong desire to reunify with them. While reunification could

not be immediate for many reasons, the family did start with Wraparound

services so they could tackle some of the obstacles that lay before them;

namely, Millie’s fears and all of the trauma they had each experienced.

Initial team meetings were difficult—Millie’s untrust made her reluctant to

participate, and her mom felt unworthy of the second chance she was being

given. To help build their relationship, the family engaged in family therapy

sessions, and Millie was matched with an individual therapist. Building trust

and positive communication between them all was essential.

No Wraparound family gets an instant fix. The siblings and their mom had

a lot of challenges facing them outside of just their emotional ones. The

family needed affordable housing and reliable transportation, Millie and

Theo both needed help in school, and their mom needed to learn how to be

a more responsible and present parent. All of these i ssues required time and

a lot of patience—more than what the family always wanted to give. But

their team continued to be a positive force for them, pushing them forward

by celebrating their successes, listening when things went sideways, and

encouraging them when things felt overwhelming. It took everyone being

hopeful and helpful for the family to finally realize their goal of reunification.

*Names and photos of clients are

fictitious to protect their identity.

Millie and Theo no longer live in fear of the unknown, and their mother no

longer doubts her ability to care for them. They are a family, living under one

roof and thriving. They faced their challenges head on, and grew stronger

and more resilient for it.

11


ivan

Ivan’s family just couldn’t get things right. His parents, aunts and

uncles all struggled with something, and all of their struggles made it

unsafe for him to live with them. At 17, Ivan had already lived in a lot

of different homes with different family. So when he entered FCNI’s

Shelter Care program again after a failed attempt living with his Aunt,

Ivan was frustrated and exhausted.

It was clear that Ivan didn’t want to be in care. At his first team

meeting, Ivan was visibly angry. He no longer trusted adults and his

behaviors, triggered by years of trauma, had become giant barriers to

his ability to connect with others. The team worked to make sure that

Ivan and his foster parents had a good safety plan in place while they

supported Ivan in overcoming his circumstances.

Ivan was always encouraged to share his thoughts, questions and

needs, and he was good at speaking up. The challenge for Ivan was his

delivery. Ivan was matched with an FCNI counselor who helped him

learn how he could express himself without creating walls between

himself and others. And he also started meeting with a mental health

therapist. Through the course of therapy and with help from his

FCNI counselor, Ivan informed his team that he no longer wanted

to try to be part of a family—he was ready to live independently.

Ivan’s team fully supported his request, and together with his Social

Worker, they developed a plan which included Ivan remaining with his

current Shelter family longer while he prepared to enter into FCNI’s

Transitional Age Youth housing program. When he was ready, Ivan

would move into his own apartment with a Residential Advisor and

begin learning essential life skills. While unorthodox, the plan worked

for Ivan. He thrived under the idea that he no longer had to “fit into a

family,” but could work towards his own independence.

While Ivan’s road didn’t get any easier, he did take more control

over it. Getting to remain in the safety net of his shelter home was

critical to Ivan’s success. And the family eventually developed a close

relationship, one that they knew they’d keep for life. With renewed

hope, Ivan moved into his first apartment, where he’ll have his own

room and his own space to become the person he wants to be.

Foster Care

Since our inception in 1987, we

have served 2,823 foster children/

youth in Foster Care with 94% of

placement days purchased having

had successful outcomes, based on:

• Stable foster placement

• Reunification with family

• Successful transition to

independent living

• Permanent family placement

• Successful transitional placement

2017-2018 Outcomes

Children/Youth Served 18

Total Placement Days 8,894

Successful

Placement Days 100%

emergency

Shelter Care

We have provided San Luis Obispo

County Emergency Shelter Care

immediate foster care available 24

hours per day, seven days per week

for abused, neglected or disrupted

youth—since August, 2000. Since

the program’s inception, 3,350

foster children/youth have been

served and 89% of placement days

purchased had successful outcomes

based on the following:

• Stable foster placement

• Reunification with family

• Successful transition to

independent living

• Permanent family placement

• Successful transitional placement

2017-2018 Outcomes

Children/Youth Served 128

Total Placement Days 1,765

Successful

Placement Days 58%

12


Foster-Adoption

We became a State Licensed

Adoption agency in 2014. Since this

time, the agency has developed a

strong adoption program focused on

placing children with highly-trained

families, adding an additional layer

to our ongoing efforts to move our

foster children and youth towards

permanent family-based homes

within their local community.

2017-2018 Outcomes

Children/Youth Served 1

Successful

Placement Days 100%

Cora

When Denise and Lee became adoptive foster parents, they were full of anticipation. While unsure of what to

expect, they were excited to care for someone who truly needed them. That someone would turn out to be

Cora—a nine year old girl who was placed in Emergency Shelter Care when her grandparents could no longer

care for her. Without parents or other family, Cora was asked how she felt about being adopted. Cora answered

that she had little hope. But little did she know who was waiting for her.

At an FCNI event, Cora’s Shelter parents met Denise and Lee, and were taken by their compassion. After

speaking with Cora’s social worker, the team decided to introduce the three. Their first meeting went so well,

the team arranged for more meetings, and then overnight stays. A happy surprise came for everyone when

Denise and Lee asked if they could foster-adopt Cora.

With the adoption process started, Denise and Lee welcomed an excited Cora into their home. At first, Cora

was her usual happy self, but soon she started acting out. At dinnertime and bedtime, she started tantruming,

and she could no longer sleep through the night. Cora’s team recognized that in the comfort of her new home,

Cora’s defenses lowered and she started displaying the effects of her past trauma. To meet the family’s and

Cora’s immediate needs, FCNI provided the family additional support.

The plan was to help Denise and Lee learn how to best support Cora while she learned how to cope more

effectively as she healed. Cora started meeting with a therapist weekly, and an FCNI counselor a couple days a

week. Cora and her counselor worked in Cora’s home, helping the whole family strengthen their communication

and coping skills. Denise and Lee also started attending a weekly FCNI Foster Parent support group so they

could learn from others in similar circumstances. And together, the three of them participated in family therapy

sessions. Over the next several months, the new family grew stronger, bonding over their shared experiences,

new skills, and their mutual love and trust.

While Denise and Lee were happy to become adoptive foster parents, they never expected to encounter the

growth, challenges and immeasurable love that they have. While nothing is ever perfect, they did find their “perfectfor-them”

family when they adopted Cora. And because of Cora, they now have the skills, experience and hope to

add more foster children into their lives—happy to face the new challenges of growing their family together.

13


intensive services

foster care (ISFC)

ISFC provides intensive clinical

services with specialty trained foster

families for emotionally and/or

behaviorally challenged youth. ISFC

served its first placement in 1999

and has since then served 325 youth,

with 90% successful placements

based on the following outcomes:

• Stabilized family placement

• Diversion from a higher level of

institutional care

2017-2018 Outcomes

Children/Youth Served 13

Total Placement Days 2,874

Successful

Placement Days 100%

Wraparound

Foster Care (WFC)

WFC is a highly successful promising

practice program which incorporates

evidence-based elements, including

a structured behavioral management

system to support emotionally and/

or behaviorally challenged children/

youth as they work to reunify with

family, a more permanent placement

or transition to adult independence.

Since these services started, WFC

has served 451 children/youth and

89% of the program days purchased

were successful based on:

• Stabilized family placement

• Diversion from a higher level of

institutional care

• Reunification or successful

transition to independent living

davis

Some kids get a raw deal through no fault of their own. Davis was one of

those kids. He first landed in foster care when his parents were arrested

for drug use. At the time, Davis’ aunt and uncle stepped forward to give

him a home. But Davis’ tide would turn again. After years with the family,

Davis’ uncle was arrested for domestic violence and his aunt, traumatized,

could no longer care for Davis. Severely traumatized due to many life

disruptions and living in an unsafe home, Davis, at 15, was again placed

into foster care. Recognizing that all his hurt manifested itself into a lot of

anger and mistrust, Davis was placed into a therapeutic foster home with

intensive support services in an effort to help him heal.

Davis came into care like a caged animal—wild eyed and on the defense.

He didn’t trust anyone—not his team or his foster parents. The first

objective of care was to create an environment where Davis could feel

comfortable instead of cornered. Davis’ foster parents used soft lighting,

calm voices and decreased stimuli, so that Davis could relax while at

home. They also established consistency regarding his schedule and their

expectations. While everything took time and lots of patience, eventually

Davis’ prickliness was replaced by soft smiles and engaging comments.

Davis’ mental wellbeing was a major concern for his team, but they

learned that traditional therapy wasn’t a good fit for him. The team had to

get creative. After discussing different options, they finally settled on art

therapy and Davis agreed to give it a try. Together with a therapist, Davis

began exploring the world of art, trying different mediums to find one

that would help him not only express himself, but also process all of the

hurts he’d experienced. Davis loved working with charcoal, giving himself

over to the creative process and finding a voice he never knew he had.

In care, Davis grew in ways he never expected. As a more confident

and engaging kid, Davis was able to focus more at school, improving his

grades, making new friends and finding his niche in art. As Davis nears his

16th birthday, his team is working to secure him placement in Transitional

Housing, knowing that Davis will continue to grow towards independence.

With the support of his newfound self, and his foster parents and team,

Davis is ready to take on the next leg of his life’s journey.

2017-2018 Outcomes

Children/Youth Served 11

Total Placement Days 2,682

Successful

Placement Days 87%

14


ehavioral health services

FCNI provides Mental Health Treatment services designed to heal, empower and stabilize children and youth through

individualized, culturally sensitive programs. Additionally, as a State-Certified Mental Health Provider, we partner with

the SLO County Department of Social Services (DSS) to provide children, youth and families being served through

DSS-driven programs mental health services, including individualized therapy, group therapy, family therapy, and

rehabilitation and crisis-interventions.

Goals of Services

• Stabilize behaviors and encourage positive

life choices

• Develop strengths and life skills in highneeds

children and youth

• Effectively support those impacted by

trauma through individualized services

• Keep children and youth with their

families, in their schools and community

15


mental health services act full

service partnership program

(MHSA-FSP)

Established in 2006, MHSA-FSP is a partnership between

FCNI and SLO County Behavioral Health Services Department.

Through this collaboration, the agency’s Rehabilitation

Specialists provide services on specialized MHSA intensive

service teams. These teams serve the entire county, providing

much needed mental health services to underserved children

and youth. Since its inception, MHSA-FSP has served 588

children/youth and 92% of the program days were successful

based on the following outcomes:

• Maintained in home or in a stable living environment

• Diverted from hospitalization

2017-2018 Outcomes

Youth/Families Served 42

Total Program Days 11,309

Successful Program Days 95%

olly and axel

Olly and Axel, at only 9 and 7, had their lives completely derailed when their parents were arrested. They were put into a

new home with new caregivers, enrolled at a new school with new kids and expectations. Even though the brothers were

placed with family friends, Evan and Josie, people who knew and loved them, the transition still left them emotionally

unstable. The boys struggled with past trauma and being seperated from their parents. Evan and Josie, new to parenthood,

found themselves dealing with tantrums, bed wetting, sibling rivalry, and homework and bedtime arguments. For critical

support, the family was referred to FCNI’s MHSA-FSP program.

FCNI met with the family to learn more about them and talk through everyone’s needs in order to create a plan. Staff

began meeting with the family once a week for several hours, helping the boys to build coping and communication skills,

and showing Evan and Josie how to support their emotional needs. Staff also worked with the whole family to set up new

routines to help the boys feel secure. The boys first needed help identifying their emotions and needs, after which staff

could show them different ways to self-regulate themselves when anxious or stressed. Triggers for the boys seemed to

exist around every corner, so Evan, Josie and their team tried different interventions and had to revise in the moment

based on what did and didn’t work.

Time and affection were the key ingredients to this family’s success. It took time for the whole team to build trust and rapport,

and for the boys to learn to express themselves. Eventually, the boys could voice how much comfort they received when

Evan, Josie and even workers held their hands or hugged them during emotional outbursts. The team then really focused on

employing empathy and affection with the boys, demonstrating physically that the boys were deeply cared for and being

heard. Slowly the boys changed from being highly reactive to calmly voicing their needs and advocating for themselves.

Today, the new family finds real joy in one another, having weathered so much together already. And even though they

still have a lot to learn as they all grow and change, they still enjoy the simple tools which helped bond them in the

beginning—a hand to hold, a hug when needed and just being comforted when things get hard.

16


therapeutic

behavioral

services (TBS)

TBS provides short-term, one-on-one

individualized behavioral counseling

intervention designed to stabilize

the behavior of children/youth and

prevent removal from home or to

assist children/youth transitioning

back into the home from a higher

level of care. In November 1999,

we began providing TBS for County

Mental Health and has since worked

with 1,266 very high-needs children/

youth. Of the program days provided

to these children/youth, 94% have

been successful as indicated by:

• Diversion from a more restrictive

placement

Family and school stability

2017-2018 Outcomes

Youth/Families Served 51

Total Program Days 7,448

Successful Program Days 94%

outpatient

counseling services

We provide outpatient counseling

services to children, youth, individuals

and families with the primary focus

to strengthen and preserve families.

Counseling services include: child

therapy; individual and family therapy;

marriage counseling; parent-child

conflict resolution; parent education

and training; and grief counseling.

javi

Javi had always felt like an outsider. Coming from a patriarch family that

strongly identified with their heritage, Javi was always told he was too

sensitive, which put a strain on his relationship with his dad. At only

14, Javi’s dad expected Javi to “be the man of the family,” and take care

of his younger brother and the house while he worked. With these

pressures on his small shoulders, Javi started showing signs of distress—

he withdrew even more from his friends and family; instead of sleeping

at night, he started roaming his neighborhood alone; and because

he didn’t sleep, he fell asleep in class or ditched school altogether.

Recognizing that Javi was on a downward spiral, his guidance counselor

referred Javi to TBS for critical support.

Javi’s team first noted that Javi’s family dynamics contributed greatly

to their challenges. Javi was withdrawn and felt rejected by his dad;

his father was confused, short tempered and resorted to yelling when

upset; and his younger brother found himself caught between the

two. The team was aware of the family’s strong cultural identity so Javi

was matched with a counselor who shared his culture. Because they

could relate to one another, Javi and his worker connected quickly.

Javi felt understood and accepted by his worker, which helped him

engage more freely with him. And with his worker’s help, Javi larned

how to identify his emotions and how to express them in better ways.

He also learned that being himself was the best person he could be.

While Javi’s dad also felt connected to their worker, he still struggled

with the idea that his son was “too emotional.” He didn’t want his son

to be seen as “weak” but he also loved him and didn’t want to lose

him. After a lot of team meetings and trying different interventions,

Javi’s dad finally agreed to participate in family therapy which was a

major step forward for the entire family.

It took a lot of time and therapy for the family to finally see themselves

as a bonded unit. The TBS team helped each member learn how to

communicate in healthier ways while family therapy helped them all

learn more about one another as people, both of which helped them

to set more realistic expectations and build stronger connections. No

longer feeling the weight of his family’s unrealistic expectations, Javi

feels more free to be himself, which had opened up new and wonderful

possibilities for him.

2017-2018 Outcomes

Of the 13 individuals who received

outpatient counseling services,

95% had positive outcomes as

indicated by:

• Completion of treatment goals

• Resolved crisis

• Improved functioning

17


therapeutic

family care

Through Therapeutic Family Care, we

provide one-on-one individualized

behavioral counseling intervention

designed to stabilize the behavior of

children/youth. This care is provided

to foster youth in order to prevent

their removal from the home or to

help them transition back into the

home from a higher level of care.

school-based

mental health

program (SBMH)

SBMH is designed to provide support

to students placed in specialized

classrooms in order to stabilize

behaviors; keep students at home and

in their school placements; increase

school participation and performance;

and foster positive relationships.

Services are offered in partnership

with the SLO County Office of

Education (COE) and the County

Behavioral Health Department. In this

collaboration, we provide specialty

trained Behavioral Counselors (one

per classroom), Behavioral Health

Services provides full-time therapists,

and COE provides teachers, aids

and program coordination. This

unique, collaborative approach has

been highly effective in meeting the

emotional, behavioral and academic

needs of the students in SLO County.

Since its inception, 1,025 children

have been served in SBMH and 93%

of placement days were successful

based on:

• Improved school attendance

• Improved academic achievement

• Diversion from a higher placement

2017-2018 Outcomes

Youth Served 109

Successful Program Days 96%

eva

In school, Eva was usually seen as “one of those kids.” With behaviors

ranging from disruptive to withdrawn, she was usually either in

trouble or being ignored. Instead of uncovering where these behaviors

stemmed from, Eva’s teachers moved her into classes for students

dealing with learning disabilities, making her feel misunderstood and

even more frustrated. And instead of improving, Eva just got more

reactive until she was eventually placed in a special classroom with

mental health services for added support.

During the process of getting to know Eva and assess her needs, her

team discovered that learning was actually not difficult for her; in fact,

Eva was highly intelligent and could be a very engaging student. Eva’s

behaviors came from always feeling marginalized and misunderstood

by her teachers and socially inept with her peers—she just didn’t have

the skills she needed to process her thoughts, feelings and needs

appropriately. Her team decided to help Eva gain the skills she needed

to successful graduate high school and secure a better future—two

things that Eva really wanted.

Supporting Eva involved really engaging with her to find what would

help her rebuild her self-esteem. At only 17, Eva was extremely quick

witted but had gotten used to downplaying her intelligence because

it made her uncomfortable. Instead of talking down to Eva, as she

was accustomed to, her team focused on positively praising her,

showing her that intelligence was a strength. Eva’s team also helped

her build up healthier coping and social skills through modeling

and behavior incentive plan. Each week, Eva seemed to grow more

confident and capable.

As graduation neared, Eva had made great strides to reach this lifechanging

goal. Her team worried that she wouldn’t want to celebrate

her accomplishment with her class, and she’d opt to not walk in the

graduation ceremony. But Eva surprised them once again by not only

choosing to walk, but asking her team members to come watch. With

a stronger self-image, Eva held her head high as she received her

diploma, finally showing the world the young woman she wanted to be.

18


housing and support services

Programs are designed to provide affordable, secure housing combined with support services for homeless

families and youth or those at-risk of homelessness, and for current or former Transitional Age Foster Youth

(ages 16 to 24), to help them become successfully self-sufficient.

Goals of Services

• Provide families and youth in need of safe,

local affordable housing

• Help those in care develop the life skills

necessary to become self-sufficient

• Help youth develop a community-based

support system

• Keep youth in their community and avoid

homelessness or incarceration post care

19


trevor

Trevor never imagined calling his car “home.” But for him, his son and

daughter, living in their family car became their only option. Even

though Trevor was employed, his rent had been raised twice in the

last year. With stagnant wages, it was impossible for Trevor to meet

his landlord’s increasing demands. Trevor didn’t want to completely

displace his children, moving them away from their school and friends,

and he couldn’t leave his only source of income. Knowing no other

options, Trevor was forced to move into his car so he could keep his

family together.

Through a concerned friend, Trevor was connected with his local

Department of Social Services who then referred him to the Housing

Support Program. Once Trevor sat down with his HSP team, he

expressed his many fears—he had no home, mounting debt and no

light at the end of a long, discouraging tunnel. His team knew he was

committed to his children and their safety; he just needed help to tackle

one obstacle at a time. HSP mapped out goals with Trevor, noting that

the immediate need was to get he and his children into safe housing.

Once there, then Trevor could focus on other goals.

Trevor and his kids were placed in HSP housing with rental subsidies

that would help them save money. Trevor and his worker also walked

through his credit profile, and identified areas that needed immediate

attention. HSP helped him pay off the more problematic debts. Trevor

then started participating in HSP workshops aimed at credit repair

and budgeting. Understanding how a budget would help him tighten

up his spending habits was life changing for Trevor—he finally saw

how to make his money last longer. Trevor was also supported in his

efforts to find a better paying job, something he never even thought

possible. With workers to help him role play interviews with prospective

employers and landlords, Trevor was acquiring new and necessary skills.

Six months into his time in HSP, Trevor felt like a new person. While long

term housing was still an objective, Trevor had been able to establish

a liveable budget for his family, start a savings account and recover his

credit some—putting him in a much better position. He was also in the

midst of interviewing for a better job with the state. Without HSP, Trevor

knows that he wouldn’t have learned the skills or gained the confidence to

accomplish any of these goals. While Trevor had the heart, his HSP Team

had the knowledge. Now, Trevor feels invincible knowing he has both!

housing support

program (HSP)

In Partnership with the Department

of Social Services, HSP was launched

in 2015 to end homelessness for

families in SLO County. Through the

County’s support, FCNI purchased

two apartment complexes to provide

affordable housing for homeless

families, or those at-risk of becoming

so. Program participants are provided

necessary case management services

for life skills development, one-onone

guidance, work group classes

and community linkage to ensure

their successful transition to selfsufficiency

post care. To date, we’ve

served 590 families in HSP with a

total success rate of 77%. Program

success is based on:

• Diversion from a more restrictive

placement

Family and housing stability

2017-2018 Outcomes

Families Served 230

Total Program Days 57,221

Successful Program Days 70%

bringing families

home (BFH)

Launched in SLO County in 2017

in partnership with SLO County

Department of Social Services, the

purpose of the program is to reduce

the number of youth in the foster

care system by connecting homeless

families with affordable and stable

housing, as a lack of safe housing is the

greatest barrier to family reunification.

For fiscal year 2017-2018, FCNI served

56 families in BFH with a success rate

of 88%. Program success is based on:

• Diversion of youth from a more

restrictive placement

Family and housing stability

20


transitional housing

placement program

for minor foster

children (THPP-M)

THPP-M is a structured, intensive

program for foster youth, ages 16-

18, preparing to leave the foster care

system. THPP-M provides affordable

housing, and substantial one-onone

counseling, support, instruction

and guidance. Since 1999, THPP-M

has served 570 youth with 86%

having had successful placements as

evidenced by:

• Placement stability

• Successful transition to

independent living

• Avoidance of incarceration or

homelessness post-program

2017-2018 Outcomes

Youth Served 34

Total Placement Days 4,829

Successful

Placement Days 96%

transitional

housing placement

program for nonminor

dependents

(THPP-NMD)

Pursuant to AB12, passed into law

in 2010 and implemented in 2012,

THPP-NMD is a placement option

for non-minor dependent foster

youth, ages 18-21, who are provided

affordable housing and a wide range

of supportive services, including

one-on-one life skills development

assistance and case management

in order to successfully establish

permanency and self-sufficiency.

We served our first THPP-NMD

youth in early 2013, and have since

served a total 212 youth with 84%

having had successful placements as

evidenced by:

• Placement stability

• Successful transition to

independent living

• Avoidance of incarceration or

homelessness post-program

2017-2018 Outcomes

Youth Served 44

Total Placement Days 11,287

Successful

Placement Days 96%

2017-2018 Outcomes

Youth Served 23

Total Placement Days 6,960

Successful

Placement Days 94%

transitional

housing placement

plus (THP+)

Established in partnership with the

SLO County Department of Social

Services, our THP+ program is designed

to provide affordable housing, case

management, supervision and life

skills training to former foster youth

ages 18-24. In 2007, the agency also

became the THP+ provider for Santa

Barbara County. Since the program’s

inception, we’ve served 419 youth

with 86% having had successful

placements as evidenced by:

• Placement stability

• Successful transition to

independent living

• Avoidance of incarceration or

homelessness post-program

21


ellis

At 18, Ellis’ foster parents asked him to move out of state with them, but the idea of moving caused

him gripping panic attacks. Ellis suffered from PTSD due to past trauma which triggered severe

anxiety. In looking at his options, Ellis decided to move into THP+, a housing program that would

help him learn better life skills, as well as give him continued support for his mental wellbeing.

Adulthood was terrifying to Ellis. While a very successful student in high school, Ellis lacked the selfconfidence

and skills he needed to progress in life. When asked by his THP+ team what goals he had

for himself, Ellis was paralyzed by panic. To him, everything unknown was scary.

Once Ellis settled into a two-bedroom apartment with his college-age Residential Advisor, Max, he

started to relax a little having his own space. And to Ellis’ surprise, he and Max found they had a lot

in common, including favorite video games and TV shows. The more time they spent together, the

more Ellis found himself feeling accepted and supported by Max in ways he hadn’t before.

Ellis’ team consistently encouraged his healing and growth. His worker spent a lot of one-on-one

time with him, helping him learn to do laundry, cook and balance his checking account. All of these

tasks were new to Ellis, so it took time for him to feel comfortable doing them. He then felt ready to

learn how to drive and get a part-time job. Each new skills Ellis learned equaled another conquered

fear. But as much as he was enjoying his successes, his PTSD still impacted him and slowed down

his progress. Ellis asked his team for more help with his mental health. He needed help working

through his past trauma so he no longer felt held captive by it. With his team’s help, Ellis started on a

combination of therapy and medication which opened up new possibilities for him.

THP+ was a perfect fit for Ellis. It gave him a safe place from which he could grow and learn without

the constant risk of failure. With increased self-confidence, Ellis set his sights on becoming a teacher.

Ellis saw the profession as a chance for him to give back the support that he had received—to work

with teens like himself who struggled in life but had a lot to offer if only someone believed in them.

He wanted to encourage others to grow, just as THP+ and Max had encouraged him.

22


education support services

Support programs are designed to meet the needs of our school-age children and youth in order to help them

overcome various barriers so that they can achieve their academic and career goals, and become successfully

self-sufficient in all areas of their lives..

Goals of Services

• Assist children and youth to achieve

improved behavior, performance and

attendance in school

• Develop assets and life skills in highneeds

youth

• Assist youth in developing a communitybased

support system in preparation for

emancipation

• Assist youth in becoming responsible,

healthy and productive members of their

community

23


transitional age

youth financial

assistance program

(TAY-FAP)

Established in 2010 and in partnership

with SLO County’s Department of

Social Services, TAY-FAP provides

financial assistance to any current or

former foster youth participating in,

or eligible to participate in, the SLO

County’s Independent Living Program.

TAY-FAP leverages community

resources, grants and a dedicated

program fund to help youth enroll

and attend higher education and/

or vocational programs. As TAY-FAP

focuses on increasing participants’

enrollment in higher education or

vocational training, its overall goal is to

assist current or former foster youth

in obtaining meaningful employment

with sustainable wages after they

leave care.

TAY-FAP funding provides for:

• Housing

• Transportation needs

• School/Vocational School supplies

• Urgent and/or emergency

needs related to independent

living expenses, such as: utilities,

household items, groceries, finding

housing/employment, etcetera.

2017-2018 Outcomes

Youth Served 89

Successful Program Days 92%

curtis

Like many foster youth, Curtis’ road through adolescence had been

littered with obstacles, each one seemingly insurmountable. He

struggled to graduate high school and then he struggled to find a

job that would cover his housing and basic needs. Without family to

help him and after a series of bad choices, Curtis ended up jobless

and homeless. But a chance meeting with an old friend gave him the

second chance he needed—he was connected with the Independent

Living Program (ILP) and the Transitional Age Youth Financial Assistant

Program (TAY-FAP), both of which would help him get out of the hole

he couldn’t get out of on his own.

Once connected with FCNI, Curtis found housing with a fellow ILP

participant and started attending every FCNI life skills workshop he

could—job readiness, budgeting, healthy relationships and more. He

became fully committed to learning as much as possible to make up

for the time he’d lost. His team walked him through the process of

identifying what he wanted for his future, and, together, they mapped

out the steps he needed to take and the financial assistance he would

receive. Having spent the last year focused only on survival, Curtis was

overwhelmed by all of the support and resources suddenly available to

him. Not wanting to let anyone down, including himself, he focused on

utilizing his team to stay on course.

Curtis not only achieved his short-term goals—enrolling in college,

securing a job on campus and refurbishing a bike for him to use for

transportation—he felt confident enough to set more long-term goals.

He set up a savings account and a budget so he could eventually buy a

car and move into his own apartment. He also moved beyond dreams

of just getting a job, to wanting a career as a police officer. Curtis’ team

connected him with a mentor who served on the local police force who

could encourage him and help him navigate his career planning.

More than just setting and reaching goals, Curtis really started to see

himself as a leader, someone who weathered a lot, made some mistakes,

and learned how to come out on the other side stronger. Curtis’ stronger

self-confidence helped him become more vocal in FCNI workshops,

offering his support and advice to others in similar circumstances. From

barely surviving to really thriving, Curtis has become a force of ambition

and success who knows no limits.

24


ory

Rory really wanted to make it on her own. After she graduated from high school, she left foster care and started

community college. But even though she was highly motivated, making all of her financial ends meet while

going to school was really difficult. When facing eviction, Rory knew that in order to keep her apartment,

she’d need to drop out of college to increase her work hours. Feeling like her dreams were being derailed, Rory

reached out for help through ILP.

As an independent youth, Rory detailed all of her goals at her very first team meeting—she wanted to live on

her own and she wanted to keep her job at a music store, and eventually, she wanted to own her own DJ business.

In full support of her, Rory’s ILP worker offered her guidance and direction, helping her make “dream to-do” lists.

Rory listed out her goals and the steps she needed to complete to reach them. She wanted to run a business, so

she needed to re-enroll in college (with financial help from FCNI) to take business classes. Rory also listed that she

wanted to learn how to set and stick to a budget, and to make inexpensive meals on her own and that she wanted

to improve her people skills. Her worker walked her through the list of upcoming ILP workshops, noting which

ones would help her meet these different goals. Her ILP worker also gave Rory a notebook and encouraged her to

make “dream to-do” lists as she met certain goals and wanted to set new ones.

ILP was a guiding light for Rory. As she worked towards her goals, they made sure she learned the skills she

needed to do so. When Rory decided she was ready for a pet, her worker helped her learn about adopting a

cat and how best to take care of one. When Rory finally adopted a little black kitty of her own, she was fully

confident in her ability to be a good cat owner. ILP also encouraged Rory’s dream to become a DJ by asking her

to DJ a special ILP event for her peers. Creating playlists and seeing her friends joyously react to her song choices

was an experience Rory knows she’ll always treasurer. With her eyes firmly on her future, Rory continues to add

more and more goals to her journal, filling up the pages with dreams met and dreams yet to come.

independent living program (ILP)

We launched our ILP program in partnership with Santa

Barbara County’s Department of Social Services (DSS) in

July, 2011, and then was awarded the ILP program for SLO

County in July, 2015. The purpose of the Independent Living

Program is to empower current and former foster youth

through education, life skills training, advocacy, workforce

development and community collaboration. Program

participants work with our Rehabilitation Specialists to

learn the independent living skills necessary to become

self-sufficient adults. Program outcomes are evidenced by:

• Successfully completing a Transition to Independent

Living Plan (TILP)

• Learning the skills necessary to become self-sufficient

• Completing high school and/or successfully enrolling

in college or vocational training with a goal to secure

meaningful long-term employment

2017-2018 Outcomes

Youth Served 769

Successful Program Days 99%

25


a tutor’s story

My tutor story is a little different from the normal. As a volunteer with

FCNI, I really wanted to spend my time with young parents. Knowing

this, I was matched with a young lady who had recently given birth

and also had a preschooler. Tutoring her would be different than past

experiences, as she didn’t need help in school, but rather she needed

my help passing her Citizenship Exam! She had been working toward

her goal of citizenship for a year, and when she finally received her test

date, it was only a month away. Having two little ones, studying for the

test had not been high on her priority list, so she knew she needed help.

The young lady requested tutoring support, and we scheduled an hour

and a half long tutoring session twice a week for the four weeks leading

up to her exam. She worked very hard to study all 100 sample questions

they gave her which would help her prepare for the 10 question test.

She was very good at expressing her needs and potential difficulties to

me, sharing that her newborn was not sleeping well so she was tired or

that her preschooler needed more of her attention. She shared that she

suffered from dyscalculia and had been out of school for several years.

We decided to limit the length of her tutoring sessions and her FCNI

team provided her with childcare support during her tutoring sessions,

both of which helped her to focus longer and more easily.

She was extremely motivated, and at first she was able to answer 60

questions without hesitation. By the time her test date rolled around,

she could answer 90 questions without second-guessing her answers,

and all 100 questions correctly when she took a moment before

answering. She was ready to go!

To her happy amazement, she passed her test! Her future goals are now

focused on securing housing, better employment and continuing her

education. I am so thankful for my part in her success. Because of FCNI,

this young lady was able to have all of her needs met so that she could

work hard and achieve her goal of gaining citizenship!

education Support

Services

We’ve been providing Education

Support Services to every schoolage

child placed with us in any of our

Foster Care programs, Transitional

Housing Support Services and

Wraparound program in SLO County

since 1990. Working in collaboration

with our community partners, the

goals of the agency’s Educational

Services include:

• Academic assessment testing

• Educational planning

• Advocacy and special education

support

Caregiver and staff training

• Vocational testing and guidance

• Tutor assistance

• College planning and financial

aid guidance

2017-2018 Outcomes

Children/Youth Served 79

Volunteer Tutors 12

Volunteer Tutors Hours

Spent Working with

Children/Youth 251

Children/Youth Matched

with a Volunteer Tutor 17

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community resources development

As stated in our mission, the agency is committed to partnering with our local community to provide services

to our children, youth and families. The two teams within our Community Resources Development division work

to connect individuals, businesses and organizations in unique and significant ways to those impacted by

trauma in our community.

Primary program funding sources are often very limited in scope and do not give us the ability to fully meet the

needs of the youth and families we serve. Therefore, we have developed two teams—the Community Engagement

Team and the Resources Engagement Team, who are focused on reaching out and partnering with our community in

unique ways. The Community Engagement Team focuses on connecting individuals, businesses and/or organizations

to our mission through different volunteer opportunities, such as being a mentor, intern, tutor, career mentor,

administrative volunteer and/or education navigator. And our Resources Engagement Team focuses on expanding

community awareness, advocacy and support through individual relationships, committee development, and

awareness campaigns and events, helping us acquire additional support, funding and resources to fully meet the

extensive needs of those in our care and provide fiscal longevity to our agency.

Goals of Services

• Create and expand linkage between youth and

families in care with our community

• Develop resources to meet needs which are not

covered by primary funding sources

• Serve as a conduit for individuals and

organizations to become positively involved in

the lives of our local children, youth and families,

and advocate on their behalf

• Establish alternative revenue sources which will

allow for us to expand and develop new programs

and establish fiscal longevity without relying on

public funding

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community engagement team

Through our Community Engagement Team, we provide

the opportunity for individuals to become a part of our

agency in three distinct ways: mentoring, interning and

volunteering. Mentoring allows community members

to become volunteer mentors with us so they can reach

out to our clients who are in need of a healthy adult in

their lives. Interning provides students the opportunity

to gain experience with high-needs children, youth

and families through a mostly paid position, helping

students gain valuable knowledge of the Human Service

Industry while earning a wage and/or college credits.

The team also recruits and supports Volunteers from the

community who wish to partner with us to accomplish

our mission by working in the office, providing support

to our youth and/or at our events.

interns

The Family Care Network began recruiting Interns in

1990, and has had 577 since that time. Interns work

directly with our youth and families, help support our

staff and participate in our events.

2017-2018 Outcomes

Actively Assigned Interns 37

Intern Hours Completed 11,966

an intern’s story

I started at FCNI as a Direct Service Intern with no clear grasp of what this field or job was. I was apprehensive to work

directly with the youth and families, concerned that I would not know what to do. But throughout my time with FCNI, I

can say that I never again had any of those concerns or questions. I not only gained a greater understanding of the Human

Services field, but I grew personally in my interpersonal and communication skills, and have developed my own professional

goals.

My internship was so unlike any other experience I have ever had. It was truly a privilege to work directly with the youth

and families, and I realized this pretty early on in my internship. As a Direct Service Intern, you wear many different hats.

You can be a cheerleader, support your youth’s efforts not to get into fights at school, or a dependable ride to get your kid

from their foster home to school, or a safe person for your youth to share their good days and their bad days with. All of

these roles just scratch the surface of what this internship was like.

After my first quarter, I got the opportunity to work in the Therapeutic Foster Care program, getting to work directly with

a youth and be part of her team. Additionally, I was also given a mentor within the foster care program, which means that

I got to meet with a program supervisor once a week to discuss case files, crises, placements, questions, and everything

in between. This opportunity allowed me to hear from someone who had worked in the field for several years—hearing

how and why decisions are made, the complications staff and youth deal with daily, and what it looks like to genuinely

live out this job.

I cannot express how much my internship with FCNI changed and shaped me, both personally and professionally. There

were definitely hard days, and the challenges of the position should not go ignored. But I can say now, that the difficult

days were some of my favorite days because I was stretched and tested in new ways. Even with the challenges, some of

my favorite moments from the past year were during my internship, especially getting to spend time with the kids.

My internship not only provided me a great opportunity to develop and clarify my future vocational goals, but it was also

a beautiful opportunity to be a part of these kids’ lives—to experience their resilience, strength and success!

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mentors

We began recruiting mentors in 2001

and made our first client/mentor

match on November 14, 2001. Since

this time, our Mentor Program has

been very successful as represented

by the following:

• 326 mentors have been recruited

and trained

• 283 matches have been made

• 207 have completed their

mentorship commitment

• 18 are currently ongoing

2017-2018 Outcomes

Successful Mentor Matches 30

volunteers

Since our inception, we have relied

heavily upon the compassion and

generosity of our community. Without

devoted volunteers—individuals,

businesses and organizations—who

give of their time, resources and skills

to help us care for our of children,

youth and families, we would not be

able to achieve our mission.

2017-2018 Outcomes

Event & Admin Volunteers 456

Total Volunteer Hours 1,343

resources

engagement team

Our Resources Engagement Team

works with our community to

increase awareness and advocacy

efforts on behalf of our community’s

most vulnerable. We also partner

with the community to provide

goods and services for families and

youth, as well as develop alternative

sources of revenue for the agency,

through fundraising events, servicerelated

enterprise, major giving, and

endowment and planned giving

opportunities so that we can expand

and develop our programs and

establish fiscal longevity.

fundraising highlights

benefit for kids, 2017

Our Benefit for Kids is an elegant fine foods and wine/beer tasting

event paired with a live and silent auction that showcases local talent

while raising funds for those served by FCNI. In 2017, the agency held

the event once again at the beautiful Madonna Inn, and showcased

the event’s commitment to not only raise funds for our services, but to

increase community awareness and support for local children, youth

and families impacted by trauma. All proceeds from Benefit for Kids

went to support services and programs that benefit the children, youth

and families we serve.

Amount raised | $119,134 Guests in attendance | 220

Vendors & in-kind donors | 219 Event volunteers | 42

sponsor a child for the holidays, 2017

Our Sponsor a Child for the Holidays effort was changed this year so

that we could pass the joy of gift-giving on to our parents. Soliciting

help from our local community, we requested donated gift cards that

were then distributed to our parents—whether they be biological,

foster, adoptive or teen—for them to then fulfill their family’s holiday

wishes and/or needs. This change in our effort worked to empower

more of our parents to heal and achieve their program goals. Hundreds

of individuals, businesses and local community groups partnered with

the agency to provide funding for the Sponsor a Child campaign.

Wishes fulfilled | 456

15th annual miracle miles for kids, 2018

Miracle Miles for Kids is our annual 10K Walk/Run from Morro Rock to

the Cayucos Pier. In 2018, we celebrated the 15th year of MM4K on

April 21st, and featured: an individual and team competition, festive

costumes, and a grand post-race celebration complete with breakfast,

an awards presentation, a vendor fair and music. All proceeds from

MM4K went to support services and programs that directly benefit the

children, youth and families we serve.

Amount raised | $125,000 Participants | 2,826

States registrants hailed from | 11 Volunteers | 319

Sponsors, vendors & in-kind donors | 44 Teams | 91

community sponsored events

Turkey Busting Workout | Nov. 25, 2017 • Hosted by Athlon Fitness

SLO Twin Peak Challenge | Sept. 23, 2017 • Hosted by Athlon Fitness

Kelsey Cares | June 4, 2017 • Hosted by Kelsey See Canyon Vineyards

McCarthy’s Car Giveaway | Dec. 10, 2017 • Provided by McCarthy’s

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All rights reserved.

Copyright ©2018 Family Care Network, Inc.

Accredited by

The Joint Commission

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