We envision children and families

flourishing in vibrant communities.

The Child and Family Guidance Center

empowers children and families to

achieve health and wellbeing through

innovative mental health services and

community programs.

STRATEGIC PLAN2013 - 2015

Vision

Mission

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The following are the main organizational values by which CFGC operates:

Integrity: We are honest, forthcoming, and transparent in all our operations, accepting personal responsibility for our decisions and actions.

Quality: We provide high quality care, and continuously monitor the success of ourservices and operations through ongoing measurement and evaluation.

Commitment: We are passionate about helping others, promoting wellness, and taking timely action to achieve the best possible outcomes for our clients.

Innovation: We constantly explore new ideas and models to improve our services to clients and adapt to the changing needs of our community.

Resiliency: We recognize all individuals possess unique talents, skills, and experiences that provide a positive foundation for resolving challenges and building self-reliance.

Values

Eric M. Book, ChairMorgan Stanley

Smith Barney

Melissa Broadwell, Vice ChairMatadors Community

Credit Union

Joyce L. Barkin, TreasurerBarkin, Perren,

Schwager & Dolan, LLP

Deborah M. Neal, Ed. D., Secretary

Community Advocate

Shekhar Chikhalikar, ESQSNC Law Office

Linda DrescherTravelers Services of Southern California

Ramon Escobedo, Jr.Napa Street School

Robert Garcia, Jr., ESQLaw Offices of

Jeffrey C. McIntyre

Nancy Lee GrahnABC Television

Janice KyserCommunity Advocate

Myles M. Mattenson, ESQ

Karineh Moradian Kaiser Permanente

Sari ScheerCommunity Advocate

Ken TeasdaleLaRue, Corrigan,

McCormick & Teasdale LLP

Bonnie Weissman Kaiser Permanente

Bill WinkelmannAnheuser-Busch Inc.

Roy Marshall, M.P.A. President /CEO

Jeff Adler Ph.D. Director of Operations

Duc TuDirector of Finance

Kathleen Welch-Torres, Ph.D.Director of Programs

Main Address9650 Zelzah Avenue

Northridge, CA 91325818.993.9311

40005 10th Street West, Suite 106

Palmdale, CA 93551661.265.8627

www.childguidance.org

TM

A strong strategic plan provides a shared vision for the future and specific steps that lead to an organization’s highest achievements. The Center is proud to present to you our three-year strategic plan. Today we are positioned to take action toward a future that meets industry challenges and continues our 50-year history of mental-health innovation and exceptional service. This strategic plan includes a reassessed organizational mission, vision and values. Five new goals have been developed, as well as new avenues to enhance our business practices.

The plan also elevates our methods of measuring success and aligns them with our goals and objectives. This will produce the very best in evidence-based outcomes for families who struggle with their children’s mental health care needs. Now the exciting process of implementing the strategic plan begins. There are many ways you can help us achieve our goals and objectives.

You can:• become an advisor,• join a committee,• help us raise awareness,• “like us” on Facebook, • and get to know us on a tour.

As we aim to realize our new vision and mission, we invite you to volunteer, contribute, and get involved with our many programs and services. You can find out more about us and our opportunities by visiting: www.childguidance.org.

Sincerely,

Eric M. Book Roy Marshall Board Chair President/CEO

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CFGC will broaden services in response to identified community needs and in readiness for the challenges and opportunities afforded under healthcare reform.

1-1 Conduct a comprehensive review of existing community needs assessments, and utilize the findings to inform the expansion of our services.

1-2 Identify and partner with other social service and healthcare providers (e.g., primary care providers, Head Start programs, schools, and hospitals) to better address community needs and deliver integrated care.

1-3 Serve a broader socio-economic segment of the community by piloting a social enterprise.

1-4 Expand the provision of innovative, evidence based and best practice programs that promise positive outcomes, especially for under-served populations.

Between 2013 and 2015, CFGC will focus on five goals. Each goal will be addressed by several strategies.

Strategies for Goal 1

1 Broaden Services and Programs

Goals and Strategies

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CFGC will develop a community awareness campaign to inform, educate and engage children and families about CFGC’s prevention, early intervention, treatment services, community programs, and resources.

2-1 Review and build upon existing market research to better understand current perceptions of community health needs and CFGC’s role in addressing those needs.

2-2 Develop a CFGC brand that will inspire healthcare providers, social service partners, and other key stakeholders to mobilize and support the Center’s strategic goals and objectives.

2-3 Provide a consistent communications strategy for all employees and Board members based on defining CFGC’s uniqueness and building on the agency’s diverse activities.

2-4 Develop a comprehensive internal and external communications plan that includes increasing our use of digital and print media, enhancing our website, development of a speaker’s bureau, and creation of a newsletter to promote health and wellbeing.

2-5 Create a program to promote and highlight staff expertise within the community that enhances the CFGC brand (e.g., outreach, digital marketing, speaker’s bureau).

Strategies for Goal 2

2 Build Community Awareness

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CFGC will maximize public sector contracts, increase individual and corporate donations, and identify and capitalize successfully on private sector opportunities in order to remain fiscally viable and a stable resource for the community.

3-1 Develop and sustain a donor relations program to increase individual and corporate donations.

3-2 Develop new revenue acquisition approaches, such as alternative payment mechanisms, aligned with best business practices.

3-3 Create and implement a comprehensive fund development plan that aligns with the fiscal and programmatic needs of CFGC.

3-4 Develop a successful social enterprise pilot model.

3-5 Create an alternative organizational structure to serve underserved populations on a sliding scale offset by revenue generated by CFGC social enterprise, fundraising, and corporate support.

3-6 Develop a volunteer program as a pathway for donor involvement.

3-7 Assess service expansion opportunities for fiscal viability prior to committing to a contract or grant.

Strategies for Goal 3

3 Ensure Financial Sustainability

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4 Attract, Develop, and Retain Quality Staff

Attract, develop, and retain quality staff by providing a healthy work environment that balances the CFGC’s core mission with that of employees’ wellness and development.

4-1 Create new positions for specialties and disciplines as needs are identified in a changing healthcare environment.

4-2 Develop a comprehensive recruitment strategy for attracting high quality candidates in a competitive healthcare market.

4-3 Promote employee engagement, professional and personal growth, and career advancement through a stimulating and supportive workplace environment.

4-4 Support and inspire staff to balance self-care and wellbeing with workload and performance expectations.

4-5 Reward and recognize staff accomplishments through competitive compensation and benefit packages.

Strategies for Goal 4

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5 Provide High-Quality Services

CFGC will refine and strengthen its operations with a focus on high-quality services and implementation of best business practices.

5-1 Develop, track, and monitor quantitative and qualitative indicators of key organizational processes and outcomes, and improve the processes when challenges are identified.

5-2 Enhance staff’s understanding of CFGC’s standards for service provision and documentation.

5-3 Provide training and tools for managers, clinicians, and staff in order to better utilize quantitative data to improve services.

5-4 Establish protocols for documentation review for regulatory compliance.

5-5 Monitor and incorporate consumer feedback into service delivery.

5-6 Optimize service delivery and streamline case flow through targeted outreach, timely access to care, and utilization management.

Strategies for Goal 5

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Measures of Success

Achievement of CFGC’s five 2013-2015 goals will be assessed using the following measures of success:

1 Add at least one new service program or enhancement to the CFGC service portfolio each year for the next three years.

2 Secure and implement two memorandums of understanding with organizational partners for service expansion by 2014.

1 Increase usage statistics by 10% per year for traffic on CFGC web site and other digital media platforms.

2 Increase number of client referrals made to CFGC by other organizations or by individuals by 10% annually.

3 Increase number of requests made by individuals or organizations by 10% annually for information about CFGC.

4 Publish two stories per year about CFGC in local print and electronic media.

5 Increase the number of people attending CFGC sponsored events (including fundraisers) by at least 10% annually.

6 By December 2013, CFGC will have a new brand and communications strategy in place, including a quarterly newsletter circulated to staff and community stakeholders.

Broaden Services and Specialty Programs

Objectives for Goal 1

Increase Community Awareness

Objectives for Goal 2

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1 Increase individual donor contributions by at least 10% annually for the next three years.

2 Increase corporate contributions by at least 10% annually for the next three years.

3 Increase alternative revenue sources by at least 10% annually for the next three years.

4 Add one major corporation executive and one individual major donor to the CFGC board of directors.

5 Achieve a total annual board contribution of $20,000 or more.

6 Increase revenue by $500,000 through Social Enterprise net profits.

7 Maximize contract utilization, as evidenced by 98% or higher contract utilization within three years and less than $10,000 in uncompensated care annually.

8 At least 55% of billing staff will achieve their annual expected productivity level.

1 Conduct an annual internal staff satisfaction survey.

2 Maintain a staff retention rate of no less than 85%.

3 Create a comprehensive annual calendar of staff training activities offered online and in-person.

4 Elevate CFGC staff compensation to the top 25% of industry standard.

Ensure Financial Sustainability

Objectives for Goal 3

Enhance Healthy Work Environment

Objectives for Goal 4

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1 Access: 80% of clients will receive an assessment appointment within 14 days of referral.

2 Consumer Satisfaction: Clients will report an overall satisfaction level no less than 80%.

3 Service Delivery Capacity: The annual number of clients served by CFGC will increase by 5% annually.

1 CFGC will prepare semi-annual reports to our stakeholders that summarize key indicators of our performance and impact on the local community.

2 CFGC will have at least one organizational performance improvement project/initiative per year.

3 External audits of CFGC will indicate high performance with minimal program performance issues and/or fiscal disallowances.

Other Organizational Performance Outcomes:

We envision children and families flourishing in vibrant communities

Provide High-Quality Services

Objectives for Goal 5

8550 Balboa Boulevard, Suite 216Northridge, CA 91325Phone: 818.993.9311

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

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