The Children's Home strategic plan for 2014-2015 outlines their history as a nonprofit founded in 1909 to care for orphaned and indigent children, their mission to grow healthy futures for children and families, and their vision to be an agency of excellence. Their strategic goals are to ensure financial and operational stability, expand core programs while maintaining a continuum of care, utilize campus resources like a farm and retreat center, measure program effectiveness, and identify alliances with other organizations. They provide residential, foster care, counseling and other community-based services to children and families.

1. The Children’s Home
The Children’s Home, Inc.
Strategic Plan
2014-2015

2. Our History
We are a nonprofit organization founded in 1909 by
Western North Carolina Methodists for the primary
purpose of “support, care and training of indigent
and orphan children, and those without support and
protection.”

3. Our Mission
Is to grow healthy futures for
children, adults, and families
by ministering to the mind, body
and spirit.

4. Our Vision
To be an agency of excellence, well
known and respected for providing a
continuum of quality services to
greater numbers of children, adults,
and families.

5. Our Values
1.Christian compassion and spiritual nurturance are
vital for everyone.
2.Family is fundamentally important for every child.
3.Everyone is worthy of our best professional effort.
4.Embracing diversity is essential to fulfilling our
mission.
5.Prevention and early intervention is fundamental to
our mission.

6. Plain talk about TCH:
Rumors and Challenges
Is TCH:
•Still an orphanage
•Going out of business
•Selling off land to developers
•Are all the farm animals gone
•Merger discussions
Challenges facing TCH:
•Financial
•Identifying alliances with other agencies
•Expanding services throughout the WNCC

7. • Stabilize the Agency financially.
• Expand capacity of the core programs in coordination with the needs of
North Carolina state mental health.
• Implement evidence based clinical models and industry best practice
outcome metrics in every program.
• Develop and implement experiential program models utilizing campus
resources as a core point of differentiation of the Agency.
• Identify and develop alliances with other organizations as appropriate in
order to enhance the service offerings of the Agency.
• Footprint in North Carolina.
Core Objectives

8. 8-Year Financial Accounting

9. Residential Services
Program Service Types of Children AGES Length of stay Capacity
Emergency Shelter Co-ed residential
emergency shelter– taken
out of the home for
safety/neglect.
For abused and neglected
youth or youth involved in
the juvenile court system.
10- 18 Up to 90 days 9
ReStart Co-ed Residential
Substance Abuse
Treatment using the 7
Challenges clinical model.
Teens with diagnosed
substance abuse issues that
have not been successful in
less restrictive Substance
Abuse programs.
13-18 Up to 120 days 8
Total 17

10. Community Based Services
Foster Care and Adoptions Both traditional and therapeutic
foster care. Foster children may
be adopted.
Neglected or abused/
emotional issues/cannot
live safely at home or in a
less restrictive
environment.
Birth - 21 Length of stay
varies due to
need
40
Day Treatment Services for youth with
emotional and behavioral
issues, which include
attendance at a public
alternative school,
individual/group therapy and
case management.
Youth with emotional and
behavioral issues/mental
health diagnosis who have
not been successful in
traditional school.
11 - 17 6 months – 1
year
36
Intensive In-Home Therapy Provides a structured family
approach to dealing with
children and adolescents at
significant risk for out of home
placement due to mental health
and/or substance abuse issues.
Youth who are beginning
to exhibit emotional and
behavioral issues at home.
12-18 Varies. Up to 5
months for IIH
33
Outpatient Counseling
(Reynolda Counseling, co-locations,
Health Centers)
Services for families in crisis,
or children/youth needing
individual and/or group
counseling.
Children/youth/adults who
do not need residential
services, but who are
experiencing emotional
and behavioral issues.
3 - 21 # Sessions
varies
100
Total 209

11. TCH Strategic Goals and Objectives
OrganizationalGoals
Goal 1: Ensure Financial and Operational Stability ofAgency
Strategies: Eliminate orrestructure non-viableprograms
- EliminateorConsolidate TriadTeam Adventuresprogram
- RestructureOutpatientProgram
- Restructure Emergency Services
- RestructureRestart
Strategies: Implementclear organizationalstructure
- EliminateChiefOperatingOfficer position
- Identify new campus based leadershipmodel
- Identify OutpatientManager
Strategies: Overhaul ITInfrastructureofAgency
- Identify appropriate replacement for andreplacecurrent SedCaremedical records and billingsoftware
- Identify potentialoutsourcingopportunities

12. Goal 2: Expand Core Programs while maintaining a Continuum of Care in Coordination with the Needs of North Carolina.
Strategies: Increase Capacity Programs: (Intensive In-Home, Outpatient, Foster Care, and Day Treatment)
- Expand Intensive In Home and Day Treatment programs
- Increase Day Treatment census by 50 slots
- Implement common clinical model and metric tools across all programs
Goal 3: Utilize Campus Resources “The Farm and Brantley Retreat Center.”
Strategies: Establish experiential program models utilizing campus resources
- Develop and implement farm based learning program
- Explore the use of Brantley Retreat Center as anextensionof Lake Junaluska
Goal 4: Utilize assessment tool to measure program effectiveness for children and families.
Strategies: Implement evidence based clinical models and industry best practice outcome metrics in every program
- Train all TCHstaff in the basics of working with youth and families in crisis
- Implement after-care process in all programs to ensure that our treatment modality has “stuck”
Goal 5: Identify and develop alliances with other organizations as appropriate
Strategies: Evaluate potential areas of cooperation with other organizations
- Explorationof sharing services to reduce agency costs
- Identifying potential to transition to integrated health model

14. Questions?
Contact:
Maurice D. Ware
Chief Executive Officer
336.721.7600 or mware@tchome.org