Family Care Network Annual Report

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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Copyright ©2018 Family Care Network, Inc.
Accredited by
The Joint Commission