Strategic Planing

Strategic Plan

2015-2019

Insight Program

Contents

Background

Vision

Mission

Values

SWOT Analysis

Estimated Operating Budget

Objectives and Priorities

Background

Crittenton of Southern California was born out of the opening of the Florence Crittenton Home in Los Angeles in 1892. The country saw a need for a social service program in the early 1960s, this need helped the creation of the Orange County program partnering with The National Association of Florence Crittenton Agencies. ?? (A need on the country's need for social service programs was establish in the early 1960s which helped in the creation of a Orange Country program partnering with The National Association of Florence Crittenton Agencies.) Florence Crittenton Services Orange County was incorporated in 1966 purchasing a home in Santa Ana, CA. The campus transformed from serving only teen mothers to include exploited boys and girls. In 1991 Fullerton Community Hospital was renovated and re-opened, housing adolescent girls and their children as it continues to do today. Currently, Crittenton Southern California serves Orange, Los Angeles, San Bernardino, Riverside and San Diego Counties.

Crittenton’s mission is carried through Crittenton’s Insight Program. Insight is a comprehensive, multi-faceted residential program for assessment, treatment, recovery of Commercial Sexually Exploited Girls. The program focuses on domestic and international teenage girls between ages 12-18. The girls may be runaways, forced into trafficking, or exploited by their “boyfriends”. Crittenton began providing shelter and services for trafficked teenagers and Commercial Sexual Exploited Children (CSEC). Staff are well trained and dedicated to helping young girls who experienced complex traumas; they assist girls to recover and restore them to their whole self.

Vision Statement

To serve domestic and international victims by providing a safe and secure in-home and community based treatment for a better and brighter future for both youth and adults.

Value Statement

· We believe that every child is entitled to health relationships and a loving family.

· In all our dealings, we conduct ourselves with honor and decency; respecting the children and families we serve, tending to relationships with each other, and proudly representing our agency to the community.

· We demonstrate the very tenets of responsibility that we encourage in our children; trying our best, picking ourselves up when we fail, and having the courage of our convictions.

· We are committed to an atmosphere of trust, openness, and fairness in which all members of the agency – staff, client, board and volunteer – can actively participate in setting the course.

· We will never rest on our laurels.

Mission Statement

We are a non-profit organization with a mission to conserve, and provide a safe, nurturing environment where victims can recover from the trauma of commercial sex trafficking; it aims to disrupt the cycle of exploitation in hopes to restore and rescue the lives of our vulnerable youth.

SWOT Analysis

Acronyms

· AWOL: Absent without Leave or Absent without official leave

· DCSF: Department of Children, School and Families

1. Internal Strengths

a. Dedicated Staff

Both the committed staff and community volunteers truly care the girls. Recidivism often occurs among trafficked girls, sometimes that could mean an act of “AWOL” in order to seek control over their own situation. No matter how often the girls leave, they are reassured that Crittenton staff will welcome them back. Staff are willing to take extreme measures in order to make sure each girl is safe.

b. Family Environment

When an individual enters the residential home, staff will assess and match the individual to an appropriate cottage. Staff ensures a family-oriented environment for the young girls; to make the girls feel that they have somewhere in which they belong. Working on the campus to create connections with the girls is a primary goal, as they create a family.

c. Services

The Insight program is committed to offering extensive 24/7 residential treatment services for teen girls that have been removed from their homes. Treatment options are offered both in-home and community based, while also providing culturally sensitive and gender-responsive programming.

The main services provided include:

· On site medical services unit, case management, mental health and therapeutic behavior services. These girls are also provided with an integrated treatment of both trauma and substance abuse.

· The rehabilitative process involves evidence-based practices, such as Seeking Safety therapy process.

· Additionally, they provide services for the entire family by offering group home aftercare services and Wrap Around family services as well as family preservation.

· In an effort to prepare the girls for a brighter future, transitional and housing specialists, transitional youth program services and independent living skills programming are offered.

· Insight also offers several specialty programs, which include: Co-Occurring Disorders Treatment, Substance Abuse Treatment, an On-Site Continuing Education Program, Commercially Sexually Exploited Children Treatment Program, and a Teen Parent and Child Education Program.

2. Internal Weaknesses

a. Physical Space

The lack of physical space Crittenton currently has enables the organization from expanding in certain locations and from providing the girls a large space for various activities. The lack of funding correlates with this as well as Crittenton cannot afford to own a big property of land away from its current residential area. As Crittenton is located in a residential area, neighbors are well aware of the facility and assist in keeping the neighborhood safe and enclosed for the girls.

b. Funding

As a non-profit funding is often a weakness of the organization. In correlation with a lack of funding is a lack of resources. As the board continues to work toward fundraising goals, to the organizations advantage they have a variety of community volunteers. In addition to their willingness to volunteer, their commitment to the organization helps the Insight Program run. From the weakness of not affording to pay additional hands, the community comes through to provide services for no price.

c. Staff Capacity

Besides working with the young girls, administration and staff also have to manage accreditation and contracts.

3. External Opportunities

a. Orange County Human Trafficking Task Force

The Crittenton task force currently assembled in Fullerton is more advanced and progressive than that of organizations in LA County. Crittenton is currently in the process of trying to bring this practice to other areas. Moreover, steps have been taken to build partnerships with faith-based communities to provide direct services and aid to the youth by training them to become mentors and providing additional safe housing. Additionally, several programs are being developed in conjunction with the Salvation Army and Orangewood Children and Family Center to serve victims of trafficking. Overall, Crittenton has a strong community partnership from faith based organizations to the police department, these strong ties provide Crittenton with a competitive advantage as they go above and beyond to meet their clients needs.

b. Coalition Against Sexual Exploitation (CASE)

The government plays a critical role in the CSEC program, it is the primary partner in CASE in San Bernardino. CASE is a partnership primarily made up of government agencies along with community partners. There are nine County Departments involved in CASE in San Bernardino, these include the following: District Attorney, Public Defender, Probation, Children & Family Services, Children’s Network, Public Health, Department of Behavioral Health, County Superintendent of Schools and Sheriff’s Department. There are also partnerships with the Superior Court of California and Juvenile Division (San Bernardino).

Each department plays a different and significant role in CASE relative to their role in the County. The District Attorney is responsible for prosecuting the traffickers, Children & Family Services provides a Social Service Practitioner to the CASE MDT, etc. All of the departments involved in CASE are responsible for pieces of those goals relative to their roles within the County as mentioned before. As a result, each department has different objectives but work toward a larger goal.

c. Community Volunteers

The staff works with community-based and faith-based participation. Community members are attracted to the cause of the organization, and they demonstrate their dedication by committing approximately one year of training in order to work with the victims. A large percentage of their volunteers come from faith-based churches and organizations that come to the campus and sponsor events for the girls.

d. Reputation in the Community

Due to the reputation and long years of developing programs, staff are now asked by other agencies to create the curriculum and planning for external initiatives.

e. Relationship with Police Department

Crittenton has provided trainings for local law enforcement to shift their perception of CSEC victims, to help officers identify young girls who might be victims of CSEC in the community. It is important for officers to understand how to respond to situations when victims leave, “AWOL” the facility. Further, they are working to change the young girls perception of police officers. The environment within one specific police station has drastically changed; children cooperate more easily, instead of it feeling like an interrogation room. There are opportunities for other police stations to follow a similar change.

4. External Threats

f. Meeting the Needs of Victims

Regardless of the many strengths of the staff--care, commitment and diverse expertise--there are still needs that need to be met for the girls. Crittenton provides a wide range of services that assist the girls but staff fears that they do not meet all the needs of the girls. Along with that, the staff can only hope that the girls are truly ready to go home.

g. Recovery Takes Time

The many strengths the staff attributes to Crittenton are highly threatened by unreal expectations from outside sources. Outside agencies expect immediate results and assistance, but every case the staff encounters is different. As results are not immediate, Crittenton is also threatened by funds that only extend for a certain amount of time, or donors that do not gift funds because they do not see what they expect in their own deadlines.

h. Funding

As a non-profit funding is often a weakness of the organization. In correlation with a lack of funding is a lack of resources. As the board continues to work toward fundraising goals, to the organizations advantage they have a variety of community volunteers. In addition to their willingness to volunteer, their commitment to the organization helps the Insight Program run. From the weakness of not affording to pay additional hands, the community comes through to provide services for no price.

i. Laws

There is a lack of laws that prevent the purchasing and provide consequences to the individuals caught purchasing people.

j. Erosion of programs

k. Unreal expectations

The many strengths the staff attributes to Crittenton are highly threatened by unreal expectations from outside sources. Outside agencies expect immediate results and assistance, but every case the staff encounters is different. As results are not immediate, Crittenton is also threatened by funds that only extend for a certain amount of time, or donors that do not gift funds because they do not see what they expect in their own deadlines.

l. “It Doesn’t Happen Here”

Orange County is the hub of many attractions that draw tourists, including traffickers and consumers of CSEC. Despite the problem of CSEC in Orange County, the public is not fully aware of of the problem.

External Environmental Analysis Internal Organizational Analysis

Strategic Position and Action Evaluation (SPACE) Matrix. By using the SPACE matrix, one can incorporate a number of factors into the analysis and examine a particular strategy from several perspectives. SPACE analysis suggests the appropriateness of strategic alternatives based on factors relating to four dimensions: economic strength, environmental stability, the organization’s competitive advantage, and the organization’s financial strength.

Instructions: Plot points on the matrix and connect points with drawn lines. This will help determine if the organization should assume a conservative, aggressive, defensive, or competitive strategy.

Economic Strength

Stakeholder Analysis: Check the top 3 to 5 most important priorities for each of the listed shareholders and total checks to determine top priorities.

Priorities Stakeholders

	Board	Staff	Administration	Employers and Local Community (Retired Police Captain)	Government	Total
Community Service	X			X		2
Cost						0
Employee Job Satisfaction						0
Customer Satisfaction		X	X		X	3
Positive Publicity						0
Quality	X	X	X	X	X	5
Range of Services	X	X	X	X	X	5
Profitability						0

Organizational goals and objectives. These should be attainable, measurable, challenging, communicated, assigned to responsibility parties within the organizational chart and to the mission statement. Both goals and objectives should be prioritized based on the results from the previous page.

Goals

Objectives/Tactics

Performance Goals. Write performance goals for each of the following positions, along with completion date.

Position	Objectives	Completion Date

BUDGET

- the budget of the organization will be large but focusing on the budget for the program