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2018 – 2022
Strategic Plan
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2020-2021 Annual Report
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2019-2020 Annual Report
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2018-2019 Annual Report
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Needs Assessment
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[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/3″][/vc_column_inner][/vc_row_inner][/vc_column][/mk_page_section][vc_row fullwidth=”true”][vc_column][vc_row_inner][vc_column_inner width=”1/12″][/vc_column_inner][vc_column_inner width=”5/6″][mk_padding_divider][vc_column_text css=”.vc_custom_1594823609391{margin-bottom: 0px !important;}”]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.[/vc_column_text][mk_padding_divider size=”20″][vc_single_image image=”4610″ img_size=”full” css=”.vc_custom_1594830752658{margin-left: -6px !important;}”][/vc_column_inner][vc_column_inner width=”1/12″][/vc_column_inner][/vc_row_inner][vc_row_inner][vc_column_inner][vc_raw_html]JTVCZWxlbWVudG9yLXRlbXBsYXRlJTIwaWQlM0QlMjI1NDUxJTIyJTVE[/vc_raw_html][/vc_column_inner][/vc_row_inner][vc_row_inner][vc_column_inner width=”1/12″][/vc_column_inner][vc_column_inner width=”5/6″][mk_padding_divider size=”20″][vc_single_image image=”4608″ img_size=”full” css=”.vc_custom_1594830469305{margin-left: -6px !important;}”][/vc_column_inner][vc_column_inner width=”1/12″][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row fullwidth=”true” fullwidth_content=”false” equal_columns=”true”][vc_column width=”1/2″][vc_column_text css=”.vc_custom_1594831127957{margin-bottom: 0px !important;}”]Children with serious mental health issues[/vc_column_text][vc_column_text css=”.vc_custom_1594831140302{margin-bottom: 0px !important;}”]IV drug users/ opioid[/vc_column_text][vc_column_text css=”.vc_custom_1594831163706{margin-bottom: 0px !important;}”]Parents and caregivers involved with child welfare [/vc_column_text][vc_column_text css=”.vc_custom_1594831152408{margin-bottom: 0px !important;}”]Parents putting children at risk as a result of mental illness or substance use[/vc_column_text][vc_column_text css=”.vc_custom_1594831175012{margin-bottom: 0px !important;}”]Persons living with co-occurring disorders[/vc_column_text][/vc_column][vc_column width=”1/2″][vc_column_text css=”.vc_custom_1594831186390{margin-bottom: 0px !important;}”]Persons living with serious and persistent mental illness[/vc_column_text][vc_column_text css=”.vc_custom_1594831196353{margin-bottom: 0px !important;}”]Pregnant women and women with children[/vc_column_text][vc_column_text css=”.vc_custom_1594831206589{margin-bottom: 0px !important;}”]Those individuals participating in the high need/high utilization program[/vc_column_text][vc_column_text css=”.vc_custom_1594831217579{margin-bottom: 0px !important;}”]Young adults[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/12″][/vc_column][vc_column width=”5/6″][vc_column_text css=”.vc_custom_1594831773344{margin-bottom: 0px !important;}”]
Hope: People living with mental illness, substance use, and co-occurring disorders can and do recover and have the opportunity to live meaningful lives.
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Objective A
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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
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Objective B
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Based on defined care models, assess the current circuit based Recovery Oriented System of Care (ROSC)
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Objective C
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Map, when possible, funding from identified behavioral health partners (CBC, DOC/DJJ/DOH/LEO/COUNTY/MEDICAID etc.)
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Objective D
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Continually assess the performance of provider partners
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Assure operational integrity and sustainability of CFBHN
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Objective A
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Renew DCF managing entity contract in 2020
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Objective B
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Identify / develop opportunities to diversify available funding streams that ensures operational integrity of CFBHN
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Objective C
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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
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Objective D
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Maintain CARF Accreditation
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Objective E
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Ensure organizational structure / supports strategic goals
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Objective F
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Promote a Board of Directors with knowledge in behavioral health and CFBHN
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