Human Services

Family Care Network, Inc.

  • San Luis Obispo, CA
  • www.fcni.org

Mission Statement

The mission of the Family Care Network is to enhance the wellbeing of children and families in partnership with our community.

Main Programs

  1. Therapeutic Foster Care
  2. Family Support Services
  3. Transitional Age Youth Services
  4. Early Intervention & Prevention Services
  5. Community Linked Services
Service Areas

Self-reported

National

San Luis Obispo, Santa Barbara & Ventura Counties

ruling year

1992

CEO/Founder

Self-reported

Mr. Jim Roberts

COO since 2000

Self-reported

Mr. Jon Nibbio

Keywords

Self-reported

Child, youth, family, foster, transitional, mental health, wraparound, parent, trauma, housing, therapeutic, shelter, intern, mentor, volunteer, tutor, behavioral, TAY, Central Coast, stabilization, p

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Also Known As

Family Care Network; FCNI

EIN

77-0159090

Physical Address

1255 Kendall Road

San Luis Obispo, 93401

Contact

Cause Area (NTEE Code)

Children's and Youth Services (P30)

Mental Health Treatment (F30)

Low-Cost Temporary Housing (includes Youth Hostels) (L40)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

The Family Care Network Board annually approves a detailed Strategic Plan and Continuous Quality Improvement (CQI) Plan. These plans set forth process and performance goals for each program and well as fiscal, staffing, resource development and infrastructure objectives. Plan progress is monitored regularly and thoroughly analyzed at the end of each fiscal year which is then capsulized in our Annual Report.2011/12 Accomplishments: We served 1473 clients with an overall 92% success rate, including: 92% of Wraparound clients and 95% of TBS clients were successfully diverted from a more restrictive placement. 93% of all foster placements resulted in a positive outcome, i.e., family reunification, adoption or guardianship, independent living or a successful transition to another placement. 93% of transitional housing services participants had successful placements ○ 95% of SED students served in specialized classrooms were stabilized and prevented form a more restrictive placement. We met or exceeded all targets regarding income, expenses, administration expenses, benefit costs, and current ratio. Foster parent recruitment was close to or exceeded targets. Staff training was at 93% of target. Mentor, Intern, Tutor & all other volunteer hours exceeded 16,000. Fundraising actuals were 88% of our targets, with the agency increasing in-kind donations by 125%. ● 2012/13 Key Planning Objectives: Continue pursuit of Total Quality Management by further improving program fidelity, and internal controls and auditing systems, better risk management practices, improved efficiencies and performance outcomes; expand several program areas, continue to improve infrastructure and engage in thoughtful, detailed planning as FCNI prepares to move into a new administrative building in the fall of 2013.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Therapeutic Foster Care

We provide a family-based alternative to institutional/group home care through five programs: Emergency Shelter Care, Therapeutic Foster Care, Intensive Therapeutic Foster Care; Crisis-Stabilization; and Wraparound Foster Care.

Category

None

Population(s) Served

Children and Youth (infants - 19 years.)

Mentally/Emotionally Disabled

Children and Youth (infants - 19 years.)

Budget

$3,722,427.00

Program 2

Family Support Services

We provide programs designed to keep children at home, in their community and prevent institutional, out-of-home placement. Programs include Wraparound Services; Therapeutic Behavioral Services (children's ental health); Mental Health Services Act youth and children services; and outpatient counseling services.

Category

None

Population(s) Served

Mentally/Emotionally Disabled

None

None

Budget

$5,822,000.00

Program 3

Transitional Age Youth Services

FCNI provides five highly supportive programs to former and current foster youth, including: Transitional Housing Placement Program (THPP) for foster youth 16-19; Transitional Housing Placement Plus Program (THP+) for former foster youth 18-24; Transitional Housing Plus-Foster Care program (THP+-FC) for non-minor dependents ages 18-21; Independent Living Program (ILP, Santa Barbara County only) for former and current foster youth ages 16-24; and Transitional Age Youth Financial Assistance Program (TAY-FAP, San Luis Obispo county only) which provides financial assistance to any current or former foster youth in their quest for higher education and/or vocational training.

Category

None

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Mentally/Emotionally Disabled

Young Adults (20-25 years) -- currently not in use

Budget

$2,443,282.00

Program 4

Early Intervention & Prevention Services

We provide behavioral counselors in classes for emotionally disturbed students.

Category

None

Population(s) Served

Children and Youth (infants - 19 years.)

None

None

Budget

$516,490.00

Program 5

Community Linked Services

Community-linked services include three areas for community involvement: 1. Community Resource Development creates and expands linkage between the agency's clients and their community; develops community-based resources to meet client needs; and conducts fundraising and establishes non-governmental funding sources to expand and develop the agency's programs.
2. Direct Client Volunteer Services includes the agency's mentoring, tutoring and intern programs. 3. Volunteer Services allow individuals, organizations and businesses to participate in and support FCNI activities and events.

Category

None

Population(s) Served

Children and Youth (infants - 19 years.)

Poor/Economically Disadvantaged, Indigent, General

None

Budget

$303,551.00

Service Areas

Self-reported

National

San Luis Obispo, Santa Barbara & Ventura Counties

Additional Documents

Social Media

Blog

Funding Needs

Primary program funding sources are often restricted in scope, covering direct services and limited basic needs (shelter, clothing, medical expenses, etc.) of the foster and high-needs children and families the Family Care Network serves. It is the goal of the agency to provide services that go beyond primary program funding in order to ensure the success of those served by the organization. These needs can include anything from music lessons for a young child to helping a foster youth transition from system dependence to adult independence to ensuring a child or family receives essential support services.  In addition, grants, endowments, corporate donation matches, and trusts play an integral role by allowing the Family Care Network to secure housing, provide for extraordinary client needs, and to expand services to meet the needs of even more foster and high-needs children and families that have not been able to achieve success elsewhere.

Accreditations

Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation

Affiliations + Memberships

Alliance for Children and Families - Member

Foster Family-based Treatment Association

photos


External Reviews

Source: greatnonprofits.org

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

FAMILY CARE NETWORK INC
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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Operations

The people, governance practices, and partners that make the organization tick.

Family Care Network, Inc.

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
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CEO/Founder

Mr. Jim Roberts

COO

Mr. Jon Nibbio

BIO

Jim is the founder & CEO of the organization. He has worked in the human services field for over 40 years. Prior to establishing the Family Care Network in 1987, he worked for 15 years in probation, including one year as a camp administrator, 8 years as Chief Deputy and one year as Chief Probation Officer. Mr. Roberts has received numerous commendations and awards from federal and state legislators, the County Board of Supervisors and other community organizations for his leadership, innovation and service to the community. He currently serves on several Boards, previously serving as President of California Alliance of Child and Family Services and Chair of the San Luis Obispo County Children’s Services Network Council on 3 occasions. Mr. Roberts also provides consultation and training on child, youth & family services programs. Mr. Roberts has been involved in the development of several key pieces of legislation positively impacting foster children/youth statewide, including, SB 1380 and AB 12. He is currently working on the California Continuum of Care Reform Project, creating a recommendation to the legislature to completely reform California’s foster care system; and the Katie A litigation settlement process – creating a statewide Therapeutic Foster Care model. Additionally, he has lent his expertise to the development of state policy, program design, rates and regulations with California Departments of Social Services and Community Health Care Services.

STATEMENT FROM THE CEO/Founder

"I began the Family Care Network 26 years ago with several important goals in mind. These are: 1)  To create a family-based treatment alternative to the institutional care of children and youth 2)  To provide services designed to keep children and youth in permanent families, in their community and connected to their natural supports. 3) To promote Best Practices, i.e., strength-based, family-centered, solution-focused, needs-driven and community-based services. 4) To serve as a conduit for the community to partner in the care and treatment of the most high needs, vulnerable children, youth and families; thus creating the “network” component of our name. 5) To use Social Innovation strategies to create effective solutions for meeting the needs of children, youth and families in our community. Over our agency’s 25+ years, I have enjoyed a marvelous journey of growth, challenges, successes and remarkable outcomes for those whom we serve. I attribute our success to seven key principles: 1) Maintain clear vision, plans and goals. 2) Remember why we exist – our mission! Keep the big picture in view. 3) Surround myself with bright, creative, competent and hard working staff, especially those who offset my weaknesses. 4) Maintain a very positive, creative, solution-focused environment built on the axiom “never waste an opportunity to solve a problem!” 5) Always seek the most effective ways to serve our clients and never think we can’t improve. 6) Create every opportunity possible for others to be a partner in helping us fulfill our mission. 7  Do everything with utmost integrity and accountability. After 40+ years of working in the human services field, I am more passionate today about what I do; I am more optimistic about improving the lives of others; I am always looking for opportunities to innovate for the good of all; and I am thankful be part of bigger effort to “enhance the wellbeing of children and families in partnership with our community.”"

Governance

BOARD CHAIR

Mrs. Kim Oldfield

Business Owner

Term: July 2013 - June 2014

BOARD LEADERSHIP PRACTICES

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BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?


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CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


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ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


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BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?