pafcaf strategic plan 2018pafcaf.org/sites/default/files/pafcaf strategic plan 20… · web...

Strategic Plan2018 - 2020

Table of Contents

I. Authorization............................................................................................II. Executive Summary..................................................................................III. Mission, Vision and Values Statements....................................................IV. Organizational Profile and History............................................................

A. Brief History and Overview of PAFCAF.......................................................................................5

B. Demographic Summary of Designated Service Population........................................................6

C. Legislative and Societal Issues of Concern.................................................................................6

V. Financial Overview...................................................................................VI. Technological and INFRASTRUCTURE Overview.......................................VII. Strategic Goals and Objectives.................................................................VIII. Appendices.............................................................................................

A. Description of Member Agencies’ Programs...........................................................................13

B. April 2018 Board member list..................................................................................................15

C. Key Findings from 2018 Member Survey.................................................................................16

A. SWOT Analysis.........................................................................................................................17

Page | 2

PAFCAF Strategic Plan, 2018 – 2020

I. AUTHORIZATION

Strategic Plan Approved: DATE

Authorized Signatures:

_________________________________

Bethany Vause, Board President

_________________________________

Erin Hall, Chief Executive Officer

II. EXECUTIVE SUMMARY

Palmetto Association for Children and Families (PAFCAF)’s 2018 – 2020 strategic planning process was designed to build upon past accomplishments and to continue PAFCAF’s position as the premier membership association dedicated to helping ensure the quality of care the children receive in the state of South Carolina. The process was a collaborative effort embraced by both the board of directors and staff. The approach was based on a shared vision, continued commitment to the mission and dedication to the children and families served by PAFCAF’s members and its strategic partners.

The following steps were taken within this structured process to develop PAFCAF’s three-year plan:

• Review and reaffirm the established mission statement, vision and values.

• Review of the current financial position in context to program services, operational management, collaborative partnerships, and ongoing maintenance of facilities.

• Inclusion of input from a variety of stakeholders such as organizational members, Department of Social Services, elected officials and other partners.

• Development of goals and objectives that will drive the implementation of the overall Strategic Plan.

• Annual work plan creation that includes monitoring and oversight by senior management and the board of directors.

PAFCAF’s Strategic Plan will serve as a living document, and as such, the plan will be useful in policy decisions regarding governance, fiscal planning and organizational management

Page | 3


and growth. The challenge for PAFCAF’s stakeholders, board members and staff is to make the plan a reality. The execution of this plan will position PAFCAF to take advantage of the exciting opportunities that will be available in the near future.

III. MISSION, VISION AND VALUES STATEMENTS

OUR MISSION

PAFCAF provides education, support and leadership that strengthens the capacity of member agencies to produce positive outcomes for children and their families.

OUR VISION

High quality member agencies equipped to meet the needs of children and families in South Carolina.

OUR CORE VALUES

The Board of Directors and staff strive to demonstrate the following values in all of their work:

Integrity: We are committed to honesty and transparency in all of our actions and practices.

Collaboration: We believe that working together works. We will intentionally foster a culture of cooperation with our partners, members and allies.

Compassion: We will demonstrate both empathy and understanding in dealing with the unique and challenging circumstances of our members and stakeholders.

Quality Services: We will continue to promote best practices and principles that are aligned with the interests of our member agencies and the children and families in South Carolina.

Resourcefulness: Plans will change, the environment will become disruptive and resources are always scarce -we will find a way when there appears to be no way.

Page | 4


IV. ORGANIZATIONAL PROFILE AND HISTORY

A. Brief History and Overview of PAFCAF

The Palmetto Association for Children and Families (PAFCAF) is a nonprofit 501(c)(3) membership organization formally designated in the state of South Carolina. PAFCAF is governed by an independent, volunteer board of directors. The board is reflective of the diverse groups within the community, collectively has a range and depth of experience to lead effectively and individually demonstrates interest in the child welfare system.

Every day in South Carolina, several thousand children are living outside their family homes because of abuse, neglect, abandonment and other situations. These children are served by private agencies that provide care in emergency, long-term and adoptive settings. Many of these agencies belong to an organization dedicated to helping ensure the quality of care the children receive—PAFCAF.

Originally known as the South Carolina Association of Children’s Homes and Families Services, PAFCAF was created in 1986 to unite these diverse agencies and provide education, support and leadership that strengthens the capacity of its member agencies to produce positive outcomes for children and their families.

PAFCAF’s members are private sector (both not-for-profit and for-profit) organizations that offer a wide continuum of services, including emergency shelter care, residential treatment, group care (intensive, intermediate and low management), therapeutic foster care, supervised independent living, wrap-around services, and community-based prevention services.

PAFCAF’s member agencies serve approximately 85 percent of children and teens in foster care across South Carolina.

Children who receive services provided by PAFCAF members include those who have experienced trauma, been neglected or abused, those who have physical or behavioral disabilities, and those who have emotional or behavioral challenges. Caring for the children in their care, is at times a difficult task with limited resources. PAFCAF works to ensure our system has the funding and resources to provide the best care possible for children and youth.

The Association has a unique identity throughout the state and is actively involved with policy and program development as it relates to our members and their needs. We work with legislators and fellow advocates to monitor and shape child welfare legislation and budget appropriations. We provide research and best practices for evidence-based interventions and offer a wide range of trainings for our members.

Page | 5


B. Demographic Summary of Designated Service Population

PAFCAF’s member agencies provide services to children in need in the areas of Group Homes, Therapeutic Foster Care Child Placing Agencies (TFCs) and Psychiatric Residential Treatment Facilities (PRTFs), in addition to other support services. (See Appendix A)

In 2016, Department of Social Services (DSS) reported more than 4,000 children in foster care. Neglect was the primary reason for children entering care followed by physical abuse and parental drug abuse.

C. Legislative and Societal Issues of Concern

Legislative Issues

The South Carolina Governor’s 2018 race could have an impact on the child welfare system. A new governor could choose to select his or her own director for various state agencies. Additionally, several members of the General Assembly have taken an interest in child welfare reform and are supporting legislation that could bring about organizational changes for several child-serving state agencies.

DSS opened the state’s last two intake hubs for child abuse reporting in December. When the previous hubs opened, the impact was 25,000 more referrals and a 68 percent increase in accepted cases. (1-24-18, Testimony from Director Susan Alford, Senate Children’s Affairs Committee)

DSS has requested $50 million in additional funds for their 2018-2019 budget. It is not clear yet if they will receive full funding request from the General Assembly, but they have requested more new money than any other agency in the state (primarily for staff positions) and the state has a projected budget shortfall with the new fiscal year beginning July 1, 2018.

The Michelle H lawsuit revealed the lack of accurate data being gathered and maintained by DSS. Within the September 2017 progress report, the monitors highlighted a need for a comprehensive reform of DSS’s data system including review of the CAPSS system, support from an outside consultant and development of a continuous quality improvement system. PAFCAF is currently tracking data outcomes from the progress reports and through an increased public, private partnership (also recommended in the report) could offer additional data and research support for DSS.

Societal Issues

There are major issues that are impacting foster care numbers and the issues facing children coming into care: parental opioid abuse, human trafficking and LGBTQ youth. Based on the opioid crisis in other states and the impact on the child welfare

Page | 6


system, South Carolina will soon see this as well. However, DSS does not track this information specifically; they only general drug use as a cause for children coming into care. SC has seen an increase in human trafficking cases in the last several years and already has an issue of where to place these victims. SC does not have enough specialized care beds in the state and there isn’t consensus among those working in the trafficking prevention/treatment arena on how to best use those available beds. PAFCAF providers could serve a role here but start up and ongoing funding for this population presents a challenge. Additionally, an increasing number of LGBTQ youth are entering foster care, particularly transgender youth. PAFCAF providers are asking for training on culturally appropriate guidance for working with transgender kids of all ages.

Providers are also seeing children with a much higher level of need in terms of emotional behavior and trauma. This has created a different need for training – a more intensive level of training.

V. FINANCIAL OVERVIEW

PAFCAF has ended the year in the red for the past several years. For 2018, we have budgeted to lose $133,000. We are projecting to break even on the annual conference for the first time in many years.

PAFCAF has annual training contract with DSS. There is potential for increasing this grant, but it will mean planning more trainings with only two full-time staff. We do not have a standard formula for setting training registration fees. However, we did establish a 15-percent administrative fee for training reimbursement through the DSS contract.

Membership fees are 1.5 percent of providers’ operating expenses from the previous year. Therefore, PAFCAF’s revenue is tied closely to state agency reimbursement rates and providers reaching capacity.

Conference Sponsorship increased from $9,000 in 2017 to $20,000 in 2018. Participation increased from approximately 170 people to 250 people.

Conference registration fees remained the same from 2015 through 2017. In 2018, the regular registration increased by $15 and an Early Bird Registration Fee was added. Registration fees for the Leadership Retreat have followed a similar pattern.

Page | 7


VI. TECHNOLOGICAL AND INFRASTRUCTURE OVERVIEWPAFCAF’s current staff consists of two full-time employees and one administrative assistant who works one day a week. As a result, technology needs are not excessively large, however, some upgrades are necessary in order to maintain a functioning organization. PAFCAF currently has two laptops (CEO and Director of Policy & Research) and two desktops (administrative assistant and one extra). Both laptops are approximately two years old; the desktops are much older. PAFCAF rents the copy machine/printer from an office supply company.

The phone system currently does not allow for voicemail for the CEO and Director of Policy & Research. There is no auto attendant. PAFCAF is working with OnDemand IT Services to look at options. Most likely the association will move to a VOIP system at the same costs as currently budgeted.

OnDemand Services is contracted to manage PAFCAF’s IT needs, i.e. phone system maintenance, computer maintenance and updates, server, for a monthly fee of $635. Hardware and software are additional costs. OnDemand has discussed eliminating the server and using something more appropriate for a small association.

The PAFCAF website was redesigned in fall of 2017 and launched along with MemberClicks, an online membership portal and database. PAFCAF pays no fees for monthly hosting of the website. North PR manages the content as part of our contract. MemberClicks is approximately $3,500 per year. MemberClicks allows PAFCAF to have online membership registration and renewal; a dynamic database; maintain a history on members; more than the member’s director to be engaged and for members to engage with each other online. The online portal also allows members to update their own profile. In 2019, PAFCAF anticipates being able to launch the state’s only searchable online database of providers. The challenge has been helping members get used to the system, remember passwords and stay active.

Page | 8


VII. STRATEGIC GOALS AND OBJECTIVES

PAFCAF will continue to employ best practices that will empower our member agencies to enhance child welfare in South Carolina based upon the five key strategic objectives below:

1. Financial accountability and efficiency

Objective: Diversification and stabilization of funding with the goal of the association’s growth and sustainability.

2. Enhance organizational infrastructure and capacity

Objective: Provide the necessary resources, tools and infrastructure to be able to fulfill PAFCAF’s mission and strategic goals.

3. Member development and training

Objective: PAFCAF will continue to engage, train and nurture its member agencies to effectively advance both their missions and PAFCAF’s mission.

4. Governance and board development

Objective: Develop a diverse and supportive board of directors that represents the services of members, governed by bylaws that are up to date and reflective of the

5. Child welfare system and advocacy

Objective: PAFCAF will further engage various child welfare groups while supporting and advancing the understanding of social welfare and directly influencing the child welfare agenda in South Carolina.

Page | 9


1. Financial accountability and efficiency

Objective: Diversification and stabilization of funding with the goal of the association’s growth and sustainability.

a. Obtain three new funding sources, including grants, trainings, and additional non-dues revenue, while controlling expenses.

b. Assess the capacity of the organization and then seek grants to match available growth objectives.

c. By the end of fiscal year 2020 have a balanced budget.

d. By the end of fiscal year 2020 have reduced the revenue received from member dues from 52% to 40% of total budget.

e. Develop policies for acceptance and liquidation of legacy and estate gifts.

2. Enhance organizational infrastructure and capacity

Objective: Provide the necessary resources, tools and infrastructure to be able to fulfill PAFCAF’s mission and strategic goals.

a. Staffing

b. Office space

c. Technology

i. Launch South Carolina’s only searchable database of foster placing agencies in order to enhance foster parent recruitment

ii. Ensure that technology utilized by staff remains up to date and relevant to their job requirements

3. Member development and training

Objective: PAFCAF will continue to engage, train and nurture its member agencies to effectively advance both their missions and PAFCAF’s mission.

a. Develop staff capacity to allow for quarterly outreach to 25% of membership with the goal to increase overall engagement of members agencies.

b. Provide seven training opportunities in 2018 and increase by an additional two offerings per year.

c. Evaluate membership numbers, categories and member benefits annually with summary being presented to the PAFCAF Board for consideration of changes and additions.

d. Retain a minimum of 85% of current membership. (Percentage will be adjusted in annual operational plan to reflect the changing landscape of providers due to Michelle H. and FFPSA.)

Page | 10


e. Maximize resources and funding available to draw down from DSS for member training opportunities.

f. Create a professional development portfolio including a PAFCAF CEO Academy, Mid-Level Managers Institute and webinar series for members.

4. Governance and board development

Objective: Develop a diverse and supportive board of directors that represents the services of members, governed by bylaws that are up to date and reflective of the current environment.

a. PAFCAF will work collaboratively with its board of directors to build enhanced partnerships among its members.

b. Utilize experienced committee volunteers to gain support in the areas of increasing revenue levels, ongoing recruitment and selection of new board members and policy development.

c. Update and follow PAFCAF’s bylaws and governance policies.

d. Develop a formal system of board recruitment, orientation and training.

5. Child welfare system and advocacy

Objective: PAFCAF will further engage various child welfare groups while supporting and advancing the understanding of social welfare and directly influencing the child welfare agenda in South Carolina.

a. Set a child welfare agenda in South Carolina that will include reframing the messaging to members, state agencies and the legislature that service providers are creating wellbeing and human potential.

b. Collect data to demonstrate impact PAFCAF and its members have on child welfare system.

c. Utilize existing and future contracts in order to ensure that providers’ best interests and the best interests of children and families are represented in contracts.

d. Negotiate future contracts to include equitable funding for services provided by members.

e.

Page | 11


VIII. APPENDICES

A. Description of Member Agencies’ Programs

B. Board Member List

C. Key Findings from 2018 Member Survey

D. SWOT Analysis

Page | 12


A. Description of Member Agencies’ Programs

Group HomesOn October 4, 2016, U.S. District Judge Richard M. Gergel granted final approval of a settlement agreement “that requires dramatic changes for South Carolina’s foster care system — which for years has been troubled by a shortage of foster homes, excessive caseworker caseloads, and a failure to provide basic health care to kids” (Children’s Rights). Michelle H., et al. v. McMaster and Alford includes requirements governing the care and treatment of the more than 4,000 children in foster care. The Co-monitors, staffed by Center for the Study of Social Policy, are currently meeting with PAFCAF staff, group home providers, DSS staff and others to oversee outcomes of the agreement and produce regular progress report. The progress reports highlight DSS’s progress towards meeting settlement agreement requirements, including caseloads, age restrictions for children in group care, creation of a placement needs assessment and timely medical visits for children in foster care.

The current DSS group home contract is almost seven years old and has been extended to April 30, 2018. The new contract has been protested by PAFCAF and several providers. DSS does not appear to be planning for a rate increase for any providers based on the 2018-2019 proposed budget but does include $1.6 million to “transition group homes into CPAs by offering $10 a day per home” (comments provided by Director Alford in budget hearings). This reimbursement rate does not make this a financially feasible option for group homes. DSS has repeatedly said they would like to find alternative services for group homes to provide and group homes have expressed interest. However, DSS has not presented a solid funding plan for any alternative service options (visitation centers, assessment centers). PAFCAF has researched these services in other states and they do not seem to be financially viable. However, PAFCAF is currently doing further research and developing a written plan of options.

With inconsistent and conflicting communication from DSS, PAFCAF providers feel unsettled and unsure of the future.

Therapeutic Foster Care Child Placing Agencies (TFCs)The current funding platform is not stable for TFCs and many face the current situation of outstanding payments from DSS and MCOs. The challenges here ultimately mean that TFCs cannot provide the best care possible for children in their homes. PAFCAF is working with consultant Paula Fendley to explore funding options and will have a finalized white paper by the spring.

PAFCAF sees a need for telemedicine options through the MCOs and DHHS. DHHS has not yet been receptive to advancing telemedicine within South Carolina’s behavioral health services. Child-placing agencies (CPAs) have expressed a need for services and consultation to be provided by phone for their foster parents. Many foster families live 30 minutes or more from the CPA, meaning an hour roundtrip that is not reimbursable. Some providers

Page | 13


and MCOs have referred to this as the Sunday Morning Meltdown – when a foster family is preparing to go to church and the foster child has a meltdown five minutes before they are leaving. Currently, foster parents in this situation would call their provider caseworker and that provider will not be reimbursed for this time. It has been suggested that providers bill this as emergency consultation, but telemedicine would help alleviate these issues.

PAFCAF hosts a quarterly meeting with TFC providers and SelectHealth to discuss various challenges and ideas for improving services and communication.

At times, DSS has a backlog when it comes to the licensing of TFC homes and MCOs require a significant amount of documentation from foster parents. DSS’ Out of Home Abuse and Neglect Department (OHAN) has increased the number of referrals they investigate as a result of recommendations from the Michelle H monitoring process. Providers report that foster parents and staff are not treated fairly by OHAN staff. As a result, foster parents are generally frustrated and discouraged, which impacts both recruitment and retention.

Psychiatric Residential Treatment Facilities (PRTFs)The MCO carve-in (transitioning all PRTFs to a managed care process) on July 1, 2017 greatly challenged this group of providers. The carve-in required some providers to add new staff to manage the MCO billing and licensing process. Some have had to hire additional quality assurance staff. MCOs are pushing for shorter stays in PRTFs, which doesn’t always align with the treatment plan recommended by the PRTF. Many foster youths have been sent to PRTFs out of state in the past and some PRTFs continue to have a waiting list for South Carolina youth. There are several South Carolina PRTFs who will only accept youth from other states.

Page | 14


B. April 2018 Board member list

Officers

President - Bethany Vause, Executive Director, Lutheran Services Carolinas

Vice President - Steve Dean, Executive Director, New Foundations Home for Children

Secretary - Carmen Landy, Chief Executive Officer, Helping Hands of Aiken

Treasurer - Lex Cole, Chief Executive Officer, South Carolina Youth Advocate Program

Board Members

Debbie McKelvey, Executive Director, Windwood Farm Home for Children, Inc.

Elliot Smith, President, Thornwell

Tim Duncan, Vice President for Programs, Connie Maxwell Children’s Home

Kelli Kelly, Chief Operating Officer, Growing Home Southeast, Inc.

Kenny Dixon, Executive Director, Seacoast Youth Academy

Robert Kimberly, Executive Director, Southeastern Children’s Home

Page | 15


C. Key Findings from 2018 Member Survey

Directors at all PAFCAF member agencies were sent a survey on the value of their membership, what they’d like to see in the future and other questions. Approximately 50 percent responded.

Over the next three years, what would you want to see as a top priority for PAFCAF? (top three answers)

Contracts and funding Relationship with DSS, including expansion of services that providers can offer Training

If PAFCAF had unlimited money and staffing, what new direction, focus, goal and/or programming should it take? (top three answers)

Training Working with other state agencies on new and/or enhanced contracts Regional meetings/meetings by provider type

What area do you feel that PAFCAF could work on to be more successful? (top 4)

Data collection and research Training Lobbying Organizational Focus

What would you say is your #1 benefit as a result of being a PAFCAF member? (top 5) Advocacy (legislative and state agency level) Information sharing Networking Training Rate Increase

Page | 16


A. SWOT Analysis

Completed March 22, 2018

Strengths

Experienced leadership Healthy endowment Ability to act as a convener for members and others Training offered to members

Weaknesses

Funding and sources of funding Board members’ competing agendas/conflicts of

interest Infrastructure—staffing, phones, office, etc.

Opportunities

Ability to set/influence child welfare agenda in SC (messaging to members, state agencies & legislature)

Training opportunities for members and others

Threats

Providers historically limited by state contract State culture Michelle H lawsuit Limited awareness of national trends

EXTERNAL FACTORS

INTERNAL FACTORS

SWOT Analysis: PAFCAF

pafcaf strategic plan 2018pafcaf.org/sites/default/files/pafcaf strategic plan 20… · web...

Documents