Performance and Quality Improvement
An organization-wide Performance and Quality Improvement system advances efficient, effective service delivery, effective management practices and helps the organization achieve strategic and program goals. The organization’s leadership is committed to fostering a culture of excellence and continual improvement. This commitment is evidenced by using quality improvement results to build capacity and improve practice, allocating resources for an organization-wide PQI system and using data to make informed decisions. The agency further demonstrates its commitment by employing a Quality Improvement Coordinator who collects and analyzes data and monitors performance and quality improvement initiatives.
2018 - 2022
2018-19 Plan Year
1. Executive Summary
Board members, executive leadership and program managers met on September 22, 2017, to develop the strategic plan. The team reviewed the State of the Agency Report beforehand, and the findings from the report and current agency performance were reviewed at the planning workshop. The findings were also used during the planning process. The mission and vision statements were reviewed. The team reviewed the national and state drivers influencing the future of the agency. Strengths, weaknesses, opportunities and threats were examined and were used as the basis for developing the long range plan, including strategic focus and annual plans. The plan was developed with the understanding that the first “year” plan would cover eighteen months and that for each year thereafter of the plan, new, revised or updated action plans would be developed depending on the needs, challenges and requirements of the agency.
The Mission Executive Management Team met during June and July of 2017, to review the 2013/2017 Plan and Yearly Action Plans and subsequently provided the board with an update regarding the attainment of the plan and goals at the September 2017 Board of Directors Meeting.
The Strategic Plan is written to terminate in June 2022. The first year of the plan will cover the eighteen months from January 1, 2018 to June 30, 2019, in order to cover the last half of fiscal year ending 2018 and to coincide with the fiscal year ending 2019.
The Board of Directors adopted the 2018 – 2022 Strategic Plan on December 15, 2017.
Helping children and families create a better future.
Be the 1st choice for referrals and funders in providing quality care for children and
4. Statement of Values
We value safety, well-being and permanency for children and youth.
We value embracing research, best practices and proven approaches that help children and youth.
We value employees and will provide them with the knowledge, skills and tools to be successful.
We value the ability to adapt and change to the needs of our customers.
We value open, honest and transparent governance and management practices.
5. Critical Issues and Challenges
As a result of the analysis of the State of the Agency Report, current agency performance, state and national influences and the strengths, weaknesses, opportunities and threats, the planning team identified critical issues and challenges to the agency. With the State of California Continuum of Care Reform implementation, the change of residential from group homes to STRTPs, the change in status of foster parents to resource families, coupled with the internal initiatives of implementation of trauma informed care and Supervision for Success, three major areas, Agency, Foster Care and Residential, were identified for focus that include goals in each area. Agency goals were identified in the areas of operating revenues, including non-program funding, staff retention and training the new model and approaches, including understanding of roles, for everyone in the organization, including board members. Foster care goals include increasing certified homes and placements, providing transition planning and permanency opportunities and training for resource families and staff to operate under the new licensing requirements. For residential, goals were identified in the areas of increasing placements, providing and/or securing living options for youth aging out and training for staff to operate successful under the new licensing requirements.
6. Strategic Focus Areas and Goals
The areas below represent the critical issues and challenges determined by the Strategic Planning Team to be the focus of the 2018-22 Strategic Plan:
- Agency: Operate with revenues over expenses; increase staff retention; train everyone in new model under the Continuum of Care Reform
- Foster Care: Increase homes and placements; provide/secure permanency for children; resource families and staff operate under new model successfully
- Residential: Increase placements; provide/secure permanency for youth; staff operate under new model successfully