2018 – 2022
Strategic Plan

2020-2021 Annual Report

2019-2020 Annual Report

2018-2019 Annual Report

Needs Assessment

The CFBHN Board of Directors is responsible for establishing the strategic direction of the organization which is then executed by the leadership of CFBHN. While the major goals of the plan are established for five years, the plan is a living document that is reviewed quarterly by the Board and action steps are modified as necessary to support the strategic goals.  The CFBHN Board also established an Ad Hoc Committee that includes Board members, Network Service Providers (NSP’s) and other interested stakeholders to recommend priorities for Board consideration. Recommendations from the Ad Hoc Committee are then reviewed and approved by the Board.  When executed by the CFBHN Leadership team, these Strategic Plan recommendations pinpoint service priorities throughout the region and inform decision making.

Managing: CFBHN contracts for services through its provider network. Develops, manages and validates the evolving system of care to address circuit priorities.
Quality: Services are provided in a manner that are accessible & produce successful outcomes for individuals, families and circuits.
System of Care: The system of care developed & managed by CFBHN includes prevention (all populations) and behavioral health treatment and recovery support services for the indigent, uninsured priority populations defined by the funder.
Help: Services are provided at the right time, in the right amount and at the right level.

Children with serious mental health issues

IV drug users/ opioid

Parents and caregivers involved with child welfare

Parents putting children at risk as a result of mental illness or substance use

Persons living with co-occurring disorders

Persons living with serious and persistent mental illness

Pregnant women and women with children

Those individuals participating in the high need/high utilization program

Young adults

Hope: People living with mental illness, substance use, and co-occurring disorders can and do recover and have the opportunity to live meaningful lives.

Objective A

Coordinate, develop and manage a quality model of care that addresses the needs of individuals, families and circuits as part of the larger system of care

Objective B

Based on defined care models, assess the current circuit based Recovery Oriented System of Care (ROSC)

Objective C

Map, when possible, funding from identified behavioral health partners (CBC, DOC/DJJ/DOH/LEO/COUNTY/MEDICAID etc.)

Objective D

Continually assess the performance of provider partners

Assure operational integrity and sustainability of CFBHN

Objective A

Renew DCF managing entity contract in 2020

Objective B

Identify / develop opportunities to diversify available funding streams that ensures operational integrity of CFBHN

Objective C

Align with and leverage opportunities with managing entities related to administrative costs , access to care, engagement from acute care, recidivism/readmissions, access to treatment, length of stay, least restrictive care, provider performance, consumer engagement

Objective D

Maintain CARF Accreditation

Objective E

Ensure organizational structure / supports strategic goals

Objective F

Promote a Board of Directors with knowledge in behavioral health and CFBHN