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 comm.

1. Strategic Plan
2015-2019
Insight Program

2. Contents
Background
Vision
Mission
Values
SWOT Analysis
Estimated Operating Budget
Objectives and Priorities

3. 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.

4. 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.

5. · 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

6. 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

7. 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

8. 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

9. 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

10. 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

12. 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.

13. 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

14. X
X
2
Cost
0
Employee Job Satisfaction
0
Customer Satisfaction
X
X

15. X
3
Positive Publicity
0
Quality
X
X
X
X
X
5
Range of Services
X
X
X
X
X
5
Profitability

16. 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

17. Performance Goals.Write performance goals for each of the
following positions, along with completion date.
Position
Objectives
Completion Date

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