C O R P O R AT E B U D G E T B O O K G ro w t h & S tre
n gt h e n i n g
2015
Table of Contents Message from the Chairman of the Board
1
Board of Directors 2 Message from the Executive Director
3
Executive Organization 4 Executive Team 5 Mission, Vision and Core Values
6
About His House Children’s Home
7-8
Audited Financials 2013-2014
9-13
Programs & Services 14 Rebekah’s Story 15 His House Strategic Plan
16-17
Agency Budget 18 Projected Agency Budget Graphs
19-20
Residential 21-25 Foster Care - Licensing
26-31
His House International 32-38 Development 39-43 Finance 44-47 Human Resources 48-52 Operations 53-57 Community Partners 58-59 Because YOU cared... 60-61 2014 Imagine Gala Success
62
2014 Supporters 63-65 Together WE can do MORE!
66
Message from the Chairman of the Board Dear Friends, More than 10 years have passed since I first walked onto the His House campus and got inspired to do more for the mission. I’m even more excited now because we are on the verge of improving in a fundamental way, the wellbeing of the kids in care. This is because of the truly awe inspiring work done through the Christian inspired hands of the staff at His House Children’s Home, all in the interest of being “a place to call home” for the at risk children of South Florida. His House truly is “a place to call home”, with emphasis on “home”. Children feel the love and compassion of our team from the moment they set foot on our campus. All children deserve this kind of love and devotion, but children in crisis deserve the extra compassion that only comes from those inspired by faith. That is what we mean by “HIS” house. Being a part of the Board at His House is a devotion that returns many times what we put into it. It allows us to see and experience, first-hand, the extraordinary commitment to the ministry. This passion is felt in every area of the organization. The change experienced at His House over the past two years has been more than I ever experienced in my professional career. But the team at His House has a “not so secret” weapon that allows them to persevere, no matter how dire the circumstances may sometimes seem. This perseverance has seen us through several storms, and as one of our board members recently said, “We see light at the end of the financial tunnel, and it’s not a freight train!” There were lots of smiles around the table that day, as everyone could see that we’d turned a corner, and the future is indeed bathed in the light of our faith.
Bill Martin
Chairman of the Board
“...the future is indeed bathed in the light of our faith”
It feels very good!
Bill Martin
Chairman of the Board
1
Board of Directors Bill Martin | Chairman Silvia M. Smith-Torres Executive Director Joseph M Palmar, CPA CFE CFF Treasurer Nancy Roberts Secretary Pastor Robert Fountain Spiritual Director
Ignacio Rojas | Vice Chairman
Members
Mia Fraser, Esq. Carlos Leyva Jay Leyva Reverend Linda Freeman Chris Montello Bernard Probst, Esq. Jon Ryan
Executive Committee Bill Martin
Finance Committee
Ignacio Rojas
Joseph Palmer
Joseph Palmer
Nancy Roberts
Nancy Roberts
Jon Ryan
Subcommittees
Program Quality Committee
Governance Committee
Chris Montello
Carlos Leyva
Rev. Linda Freeman
Bernard Probst
Nancy Roberts
Audit Committee
Development Committee
Bill Martin
Jay Leyva
Joseph Palmer
Bernard Probst
Igancio Rojas
Chris Montello
2
Message from the Executive Director Fiscal Year 2015 - 2016 Year of Growth & Strengthening Board of Directors, His House Leadership, Stakeholders Fiscal Year 2015-16 will be the His House year of “Growth and Strengthening” to enhance the quality and expansion of services. This past fiscal year 2014-15 brought operational and fiscal challenges which we overcame with the Grace of the Lord; • Changes in leadership with the resignation of the Founder, Finance Director and Residential Directors • Closing of the Academy and warehouse • Financial cliff from October to the mid-December which resulted in an agency-wide twenty percent reduction of salaries and a request for rent deferment to Miami-Dade County. • Relicensing of the CCA and CPL licenses • Reorganizing financial structure • Increased residential and foster home board rates • Reduced overall yearly deficit in excess of $500K
Silvia M. Smith-Torres Executive Director
Executive Administration
The His House Leaders developed the agency 2015-16 Strategic Plan in addition to their individual departmental Strategic Plans. The Departmental Budgets were developed jointly with each Director. 2015-16 fiscal year emphasis will be: • Ensure financial stability by securing new income sources and operational cost savings • Become a Medicaid Provider of services • Develop a Prevention Program to assist children and families in the Miami Gardens area • Create a Clinical Department to provide services to the domestic children on campus and in foster homes (BHOS and TBOS service provider) • Update all policy and procedures • Hire a Grant Writer and Church Liaison • Develop group homes for specific populations
“But those who wait on the Lord shall renew their strength; they shall mount up with wings like eagles, they shall run and not be weary, they shall walk and not faint” Isaiah 40:31
I want to express my appreciation to the Board of Director’s for their ongoing commitment and dedication to His House during this past challenging year. I’m looking forward to working closer with each Board Member on the subcommittees, as we enter this new fiscal year of “Growth and Strengthening”. I also want to thank my amazing Leadership Team for their tenacious commitment and persistent dedication to His House. Most importantly, I want to express my utmost gratitude to our donors and stakeholders who have so devotedly supported His House throughout the years.
Silvia M. Smith-Torres Executive Director
3
Executive Organization
Board of Directors Execu1ve Director Execu1ve Assistant
Director of UAC/ Residen1al
General Counsel
Director of Development
Director of HR & PQI
Director of Opera1ons
Director of Finance
4
Executive Team Silvia M. Smith-Torres Executive Director
Executive Administration
Iris Marrero
Director of Development
Omar Gross Elizabeth Anon, Esq. General Counsel
Executive Administration
Hector Ramos
Director of Finance
Director of Human Resources Performance & Quality Improvement, PQI
Erika Tegtmeyer-Lozano Director of Operations
Anibal Stephenson
Director of Residential Services & Unaccompanied Alien Children Program
5
Mission, Vision & Core Values Mission His House Children’s Home is a faith-based social services agency fulfilling God’s directive to defend the cause of the “weak and fatherless” by providing excellent care and a safe place to call home.
Vision It is the vision of His House that the hearts of all children and families in crisis be healed, and that every child has a safe and nurturing home. We will succeed in achieving our vision by providing a safe and loving home to abandoned, abused and drug exposed children in South Florida, while giving the children and their families an opportunity for change.
Core Values Compassion We serve children and families, modeling Christ’s love and mercy.
Excellence We serve in excellence following God’s will for His ultimate glory.
Integrity We are faithful stewards of the resources placed in our trust.
Hope We passionately instill hope in people and encourage the fullfillment of God’s unique plan and purpose for their lives.
Partnership We build partnerships with the community to accomplish our mission.
6
About His House Children’s Home His House is a faith-based social service organization dedicated to restoring the joy in the lives of children, from newborn to 18 years of age Since 1989, His House has been a safe and caring home to over 10,000 abused, abandoned and neglected children in South Florida. The organization is a frontline provider of residential services for children. Its’ model is unlike many other residential programs. Each home is staffed with nurturing caregivers who make every effort to create a beautiful, cozy, and safe haven where children feel safe and loved. In 2008, the agency opened its’ His House International program, providing residential care and case management to Unaccompanied Alien Children (UAC) from Central America and other countries of the world. With the success of the UAC program, the agency was selected in 2010 as the United States reception center to receive and care for more than 500 orphaned children from Haiti following its devastating earthquake. His House International has served over 4,000 children in this program since it was established. His House is committed to breaking the cycle of abuse, while meeting the emotional, medical, educational and social needs of the child. The organization provides programs and services ranging from residential care to foster placement. Children need a safe, loving place to call home during the turbulent times in their lives. His House is a healing place that gives wounded children not only that home, but renewed hope for a brighter future.
“For over 26 years, His House has worked relentlessly to restore the joy in the lives of at-risk children in South Florida through excellent residential care in a home-like setting” 7
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10
11
12
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Programs & Services Residential Program His House cares for children in state custody in a cozy home-like setting. Our model of care is unlike the typical residential program. Each cottage provides a home for eight or more children, and are led by nurturing child care professionals. The children eat meals as a family, spend recreational weekends together and participate in memorable vacations until permanency is achieved.
UAC Designated by the Office of Refugee Resettlement, His House International was established in 2008 to care for Unaccompanied Alien Children (UAC) under the age of 18 who left their native countries due to gang violence, homelessness, economic hardship and abuse in the hopes of starting a new life in the U.S. In 2010, the agency also became a center for providing temporary care and expediting adoptions for orphaned children arriving from Haiti.
Foster Care Every child deserves a safe place to call home. The His House Foster Family Recruitment program was established in 1996 to expand residential services by inviting families in the community to share their own homes with children in need. His House recruits, trains, licenses, and supports foster parents.
Volunteer Volunteers are valued members of our organization. Their gift of time enriches and broadens the services at His House Children’s Home. Monthly orientations are held on campus to educate volunteers on our mission and values. We match children’s needs with the talents and skills of faithful volunteers.
Mentor Program Adult mentors provide youth with supportive one-on-one relationships. This program gives individuals in the community an opportunity to be an inspiration and make a positive difference in a child’s life.
14
Rebekah’s Wish Comes True...
R
ebekah was blessed with a forever family after years in the foster care system along with her siblings, Victoria, Joshua, Briana and Matthieu. Before the age of 5, Rebekah and her younger siblings lived with their biological mother and father, exposed to a life of drug abuse and neglect. She and her siblings arrived at His House where they found new hope for a brighter future. While at His House, every night, Rebekah wished for a family. The Lord heard her prayers and blessed her and her siblings with a forever family. Today, Rebekah is 17 years old she shares her joy of having a family she can call her own. She is an Honor student, presently in the 11the grade, taking AP classes. Rebekah is very active in her school where she is involved in the Early Childhood Education program, a member of the Future Women Leaders of America and is also a member of Medical Loves. In her spare time, she enjoys a day at the beach, shopping and has a special love for literature. 15
2015 Agency’s Strategic Plan Goal #1: Strengthen stakeholder relationships and community perception Objectives:
A. Coordinate stakeholder meetings i. Community partners (annual) ii. Donors (individual/corporate/churches) monthly luncheons iii. Employees (quarterly) B. Monthly face-to-face contact with child welfare community stakeholder C. Expanding Board membership by three members by September 30th D. Hire Church Liaison by August 31st E. Conduct annual stakeholder survey by January 31st of each year
Goal # 2: Ensure financial stability of the organization Objectives: A. Adopt a balanced budget by July 1, 2015 B. Explore expansion of services i. Residential (specialized population) March 21, 2016 ii. Clinical services September 30, 2015 iii. ORR long term foster care ages birth to 15 by September 30th iv. Prevention and diversion services June 30, 2016 C. Hiring a Grant Writer or consultant by August 31st D. Determine if outsourcing of support services is cost effective by September 30th i. Transportation ii. Food services E. BOD to access their circle of influence i. Each Board member is to raise $2,500 per fiscal year ii. Introduce one “ new” prospective donor per year iii. Host at least one table at each event F. Develop a capital campaign by December 31, 2015 i. Repairs to building infrastructure (roof and AC units) ii. Future of His House location G. Securing a credit line by June 30, 2016 H. Increase reserve account by 1.5% of monthly revenue starting July 31, 2015 I. Submit application to become a Medicaid Provider by September 30, 2015
16
Goal #3: BOD and leadership team to ascertain that each department achieves their individual goals Objectives: A. Leaders to meet monthly with each department to assess progress towards achieving goals B. Quarterly report to BOD to review progress and challenges in achieving departmental goals C. Develop quarterly goal attainment incentive program by July 31, 2015
Goal #4: Enrich current employee talent, recruitment process, and stabilize workforce Objectives: A. Develop individual department training modules to enrich knowledge and skills by September 30, 2015 B. Enhance the opportunities with universities/colleges to become a learning institution and to develop an internship program by June 30, 2016 C. Develop annual recruitment plan by September 30, 2015 and annually by the beginning of each fiscal year D. Evaluate departmental workload issues by: i. Current practices and processes ii. Staff knowledge and skill set iii. Assigned responsibilities E. Hire church liaison by August 31, 2015 F. Organize committee to promote team building, improve communication, enhance benefits, and coordinate employee activities by September 30, 2015
Goal #5: Optimize the quality of services provided Objectives: A. Conduct thorough review of all policies and procedures to ensure internal compliance with the Federal and Florida statutes, administration, code and current practices by September 30, 2015 B. Residential care services i. Develop lead staff training and conduct training by September 30, 2015 ii. Revisit house parent model and start recruitment process by September 30, 2015 iii. PQI and residential staff to ascertain cottages are audit ready 100% of the time iv. Provide on-the-job shadowing training for one week to child care professionals prior to shift assignment by July 31, 2015 C. Develop foster home recruitment plan by August 31, 2015 D. Develop foster home support plan for existing homes by September 30, 2015 E. Organize risk management workgroups to meet quarterly to review Safety Committee report, staff incidents and misconduct starting July 31, 2015 F. Annual review and training of all staff on Emergency Preparedness Plan by May 31, 2015 of each year G. Explore membership with the FCC to keep current and provide feedback on proposed or new legislation by July 31, 2015
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Agency Budget His House Approved Budget For the Fiscal Year ending June 30th, 2016 UAC
Licensing
Residential
Development Administration
Operations
Grand Total
Revenues 9,954,233
577,649
4,292,542
0
0
0
14,824,425
Total Special Events Revenue
0
0
0
475,000
0
0
475,000
Total Contributed Revenue
0
0
0
850,000
0
0
850,000
Total Other Revenue
0
0
0
5,000
0
0
5,000
9,954,233
577,649
4,292,542
1,330,000
0
0
16,154,425
0
0
0
0
0
0
0
9,954,233
577,649
4,292,542
1,330,000
0
0
16,154,425
940,000
0
213,450
0
0
0
1,153,450
20,000
242,549
0
0
0
0
262,549
Total Operating Expenses
1,024,646
36,015
527,069
660,393
291,284
107,888
2,647,294
Total Non-Personnel Expenses
1,984,646
278,564
740,519
660,393
291,284
107,888
4,063,293
6,345,256
306,388
3,111,209
361,307
966,499
398,997
11,489,656
35,000
0
104,000
45,000
105,000
0
289,000
Total Personnel Expenses
6,380,256
306,388
3,215,209
406,307
1,071,499
398,997
11,778,656
Total Expenses
8,364,902
584,953
3,955,728
1,066,700
1,362,783
506,884
15,841,949
Net Surplus/Deficit
1,589,331
(7,304)
336,815
263,300
(1,362,783)
(506,884)
312,475
Total Administration Allocation
1,589,331
29,244
197,763
53,329
(1,362,783)
(506,884)
0
Total Allocation
1,589,331
29,244
197,763
53,329
(1,362,783)
(506,884)
0
(36,548)
139,052
209,971
Total Revenue Service Fees
Total Gross Revenues Total Cost of Goods Sold Total Revenues Expenses Non-Personnel Expenses Total Client Care Expenses Total Client Placement Costs
Personnel Expenses Total Salaries & Related Expenses Total Contractor Services Expenses
Net Surplus/Deficit with Allocations
0
0
0
312,475
18
Fiscal Year 2015-‐16 Approved Expenses 7%
Fiscal Year 2015-‐16 Approved Revenues Development 8%
2% 17%
Residen?al 26% UAC 62%
74%
Licensing 4% Client Care Expenses
Client Placement Cost
OperaAng Expenses
Salaries and Related Expenses
UAC
Licensing
Residen?al
Development
Fiscal Year 2015-‐16 Budgets by Department 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 -‐ Revenues Expenses
UAC 9,954,233 9,954,233
Licensing 577,649 614,197
ResidenDal 4,292,542 4,153,491
Development 1,330,000 1,120,029
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Restoring the Lives of Children Everyday!
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Residential
Residen'al Director
Residen'al Manager
Household Supervisor
Household Supervisor
Household Supervisor
Lead CCPs
House Parent
Lead CCPs
CCPs
Lead CCPs
CCPs
CCPs
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Mission, Vision & Value Statement Our Mission The His House Residential Program is a faith-based child placement agency fulfilling God’s directive to “Defend the cause of the weak and fatherless” by positively impacting the lives of minors providing wrap-around services for the purpose of achieving immediate stabilization leading to a safe placement
Our Vision The His House Residential Program is devoted to assisting children and families in achieving their fullest potential through a continuum of residential and clinical counseling programs and services
Our Value Statement The His House Residential Program is part of a faith-based organization that seeks to maintain and preserve moral values, standards and principles that guide our work ethics and the services we provide.
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2015 Strategic Plan Goal #1: Ensure that children’s emotional, medical, educational and spiritual needs are met. Objectives: A. Provide a safe and comfortable homelike placement that stimulates a warm, hospitable, and loving environment where children are nurtured to reach their fullest potential i. Coordinate initial medical screening within 72 hours of placement ii. Case manager liaisons and clinicians meet with minors within 72 working hours of placement to assess individual needs of the child iii. Assist in educational enrollment to prevent education gaps within 72 hours iv. PQI and Household Supervisors to ascertain cottages are audit ready 100% of the time
Goal #2: Ensure coordination of services with Full Case Management Agencies (FCMA) Objectives: A. Assign a case manager to each child within 24 working hours of admission B. Case Manager to contact FCMA within 24 hours of having met the child
Goal #3: Provide Clinical Services to address mental health and behavioral needs of the child. Objectives: A. Clinician will be assigned to each child within 24 working hours of placement B. Clinicians will provide individual and group therapy once a week, as needed C. Provide Therapeutic Supervised Visitations to facilitate court-ordered visits promptly thus facilitating reunification
Goal #4: Enrich knowledge and skills of Residential Staff Objectives: A. Enhance on-boarding training by providing one week shadowing program after initial orientation and prior to shift assignment by July 31, 2015 B. Develop Lead Staff training and conduct by September 30, 2015 C. Ensure all staff attend the annual 40 hours of mandatory training D. Secure local trainings pertinent to residential and trauma informed care by December 31, 2015
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Goal #5: Liaise with community stakeholders to facilitate coordination of services Objectives: A. Identify, collaborate and meet monthly with community stakeholders such as Miami Dade County Schools, Law Enforcement, Tutors, Sponsors and medical providers to address the individual needs of the children
Goal #6: Create a positive work environment where employees are inspired to work at their fullest potential Objectives: A. Coordinate quarterly incentives to promote team building and enhance employee morale, i.e., 1st Quarter Pot Luck Breakfast, 2nd Quarter - Spring BBQ, 3rd Quarter - 4th of July Celebration, and 4th Quarter Harvest Festival i. Each department to identify an employee to recognize during our quarterly events ii. Give annual monetary bonus or equivalent perk(s) to each employee at the end of the year B. Ensure Residential Department is represented in the Risk Management, Safety and the “Best Place to Work committees
24
Residential Budget
Residential Approved Budget For the Fiscal Year ending June 30th, 2016
Revenues Gross Revenues Special Revenues Total Revenue Service Fees
4,292,542
Total Special Events Revenue
0
Total Contributed Revenue
0
Total Other Revenue
0
Total Gross Revenues Total Cost of Goods Sold Total Revenues
4,292,542 0 4,292,542
Expenses Non-Personnel Expenses Total Client Care Expenses Total Client Placement Costs
213,450 0
Total Operating Expenses
527,069
Total Non-Personnel Expenses
740,519
Personnel Expenses Total Salaries & Related Expenses Total Contractor Services Expenses
3,111,209 104,000
Total Personnel Expenses
3,215,209
Total Expenses
3,955,728
Net Surplus/Deficit
336,815
Total Administration Allocation
197,763
Total Allocation
197,763
Net Surplus/Deficit with Allocations
139,052
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Foster Care - Licensing
General Counsel
Licensing Supervisor
Foster Parent Support Specialists
Licensing Specialists
Licensing Coordinator
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Mission, Vision & Core Values Our Mission The His House Children’s Home Licensing Department is a united team of God-driven specialists committed to developing exceptional quality foster homes for children in care.
Our Vision The Licensing Department’s vision is that every child in foster care will have a safe, nurturing, and compassionate home. The Licensing Team will accomplish this through the relentless recruitment, relevant training, continuous support, and rigorous advocacy of Christian foster homes.
Core Values Professionalism We will always act in a professional manner in our interactions with the child welfare community.
Integrity We will model Christ-like behavior.
Competence As trained and experienced professionals, we will produce quality work in adherence to the guidelines of the child welfare system (Chapter 65C-13).
Passion The team has a compelling desire to give every child in care the opportunity to reach their God-given potential.
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“I know that it is easier said than done but we truly believe we have the strength and love to work through any struggles that the child may face.” Claudio & Tilza C. 27
2015 Strategic Plan Goal #1: Recruit 24 families by fiscal year end through the development and implementation of foster parent recruitment plan. Objectives: A. Identify target audience through gathering demographic data on our current foster families by July 31, 2015 i. Develop tool used to gather/analyze foster parent demographics by July 15, 2015 ii. Analyze data to identify commonalities of the “ideal’ foster parent B. Determine which of our current recruitment methods have yielded the highest number of foster parents i. Collect data regarding how current families heard of His House’s Fostering Program ii. Analyze data to determine most effective avenues for recruitment C. Determine current foster parents’ motivation for fostering i. Collect and analyze data D. Brainstorm a minimum of 5 untapped markets where we can recruit potential foster parents matching our target audience E. Collaborate with McKinsey Consulting Group to explore ideas regarding foster parent recruitment markets and effective campaign strategies for reaching those markets by July 15, 2015 i. Present to McKinsey Group all data collected and trends discovered through evaluation of data ii. Present all current recruitment material to McKinsey Group for review and feedback F. Formalize Recruitment Plan in conjunction with Development Director by August 31, 2015 G. Develop an implementation plan and timeline
Goal #2: Decrease percentage of attrition in foster parents through the development and implementation of a foster parent support plan. Objectives: A. Develop a survey that will assess our foster parent’s needs (physical, emotional, educational, and financial) by August 28, 2015 B. Distribute survey to foster parents electronically and by post by September 1 C. Collect and analyze results by September 15, 2015 D. Develop a foster parent support plan that addresses foster parents’ expressed needs by September 30, 2015 E. Develop an implementation plan and timeline
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Goal # 3: Effectively advertise each Foster Parent PRIDE Orientation in order to have a minimum of 30 families attend each class. Objectives: A. Develop checklist and timeline by July 15, 2015 for ensuring that Orientation is well publicized B. Formalize an Orientation/Training calendar for 2015/16 fiscal year by July 1st and by May 31st of each subsequent year C. Post upcoming orientation date on all forms of electronic media on an ongoing basis D. Develop in conjunction with Development an electronic/printable flyer 45 days prior to upcoming orientation E. Submit electronic flyer initially to all contacts 30 days prior to orientation i. Distribute to His House master data base ii. Distribute to Licensing networking database iii. Distribute to current foster parents/Shaping Hearts Team iv. Distribute to Foster Parent Association v. Post on all social media F. Distribute printable version of flyer within the community 30 days prior to orientation i. Distributing to churches, Christian books stores, and other Christian forums ii. Encourage staff/foster parents to distribute flyers to their church, family, and friends G. Announce on radio upcoming orientation 2 weeks prior to orientation date H. Make telephonic contact to all previous inquiries from departmental inquiry tracking log  
Goal #4: Ensure consistent agency “fostering� message and implementation of recruitment plan. Objectives: A. Hold introductory meeting with church liaison upon hiring to ensure understanding of fostering message and recruitment goals/plans B. Meet weekly with church liaison to review new contacts and recruitment opportunities C. Review all electronic and print media for consistency in message prior to printing, posting, or distribution D. Partner with Development to ensure Licensing involvement in meetings/tours with pastors or other pertinent community contacts E. Meet monthly with Director of Development for coordination and implementation of recruitment plan
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Goal #5: Maximize utilization of our foster parents as a resource in recruitment, training, and mentoring. Objectives: A. Revitalized Shaping Hearts Committee by July 31, 2015 as a forum for educating and empowering foster parents to be a voice in the community for His House B. Encourage His House Foster Parent involvement at the Miami Dade Foster and Adoptive Parent meetings/events through advertising and promoting these meetings/events C. Provide opportunities for current foster parents to speak during PRIDE classes, in-service trainings, orientation, etc. D. Feature Foster Parents in monthly electronic newsletter
Statistics from the Foster Care System Miami Dade-Monroe Counties:
· · · · · · ·
There are 510,000 children in Foster Care in the US 4500 are in the foster care system in Miami Dade/Monroe County On average 38 children, enter the Foster Care System, on a weekly basis On average 6 children, enter daily into the Foster Care system Many children in the system are waiting an average of 13-28 months (1-3yrs) for a family There exists only 265 Foster Care Homes in Miami Dade/Monroe Count 204 are waiting to be adopted
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Licensing Budget Licensing Approved Budget For the Fiscal Year ending June 30th, 2016 Revenues Gross Revenues Special Revenues Total Revenue Service Fees
577,649
Total Special Events Revenue
0
Total Contributed Revenue
0
Total Other Revenue
0
Total Gross Revenues Total Cost of Goods Sold Total Revenues
577,649 0 577,649
Expenses Non-Personnel Expenses Total Client Care Expenses Total Client Placement Costs Total Operating Expenses Total Non-Personnel Expenses
0 242,549 36,015 278,564
Personnel Expenses Total Salaries & Related Expenses Total Contractor Services Expenses
306,388 0
Total Personnel Expenses
306,388
Total Expenses
584,953
Net Surplus/Deficit
(7,304)
Total Administration Allocation
29,244
Total Allocation
29,244
Net Surplus/Deficit with Allocations
(36,548)
31
TE
AL
I
N
RNATION
32
His House International
UAC Director Residen0al Administrator
Office Manager
Case Manager Supervisor
Clinical Supervisor
Medical Supervisor
School Administrator
House hold Supervisors
CA Coordinator & Case Aide s
Lead Case Manager
Lead Clinician
Medical Services Coordinator
Teachers
Resident Counselors
Travel Coordinator & Travel Case Aides
Case Managers
Clinicians
Medical Case Aides
School Monitor
Chef & Kitchen Staff
Administra0ve Assistant & Office Coordinator
Home Study Specialist
Warehouse Coordinator & Assistant
Case Expeditor
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Mission, Vision & Value Statement Our Mission The UAC Program is dedicated to positively impacting the lives of immigrant minors, providing wrap-around services for the purpose of achieving immediate stabilization leading to a safe and timely placement.
Our Vision The UAC Program is devoted to assisting children and families in achieving their fullest potential through a continuum of residential, clinical services and educational program.
Our Value Statement The UAC Program is part of a faith-based organization that seeks to maintain and preserve moral values,
I
N
TE
AL
standards and principles that guide our work ethics and the services we provide.
RNATION
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2015 Strategic Plan
Goal #1: Work diligently to address the needs of our clients Objectives:
A. Provide medical screenings within 48 hours, as well as case management, clinical and educational assessments within 72 hour i. Utilize medical coordinators and case aides to transport minors to appointments ii. Case managers and clinicians meet with minors as soon as possible and prior to the 7th day of arrival iii. Conduct educational assessments in the intake homes within 72 hours
Goal # 2: Provide family reunification/release of minors in a safe and timely manner Objectives: A. Identify potential sponsors and complete assessments within 7 days i. Meet with minors to identify sponsors and facilitate phone call with sponsors within 24 business hours
Goal #3: Liaise with Community Stakeholders to best promote the interests of our clients Objectives: A. Identify, collaborate and meet monthly with community resources such as, AIJ, ICE, consulates, post-release service agencies, and medical providers to address the individual needs of our clients i. Network and cultivate sound relationships within our community
Goal # 4: Enrich knowledge and skills of UAC Staff A. Enhance on-boarding training by providing one week shadowing program after initial orientation and prior to shift assignment by July 31, 2015 B. Ensure that all staff attend the annual 40 mandatory training requirements. C. Secure local trainings pertinent to residential and trauma informed care by December 31, 2015.
Goal # 5: Create a positive work environment where employees are inspired to work at their fullest potential Objectives: A. Coordinate quarterly incentives to promote team building and enhance employee morale, i.e., 1st Quarter Pot Luck Breakfast, 2nd Quarter Spring BBQ, 3rd Quarter 4th of July Celebration, and 4th Quarter Harvest Festival i. Each department to identify an employee to recognize during our quarterly events ii. Give annual monetary bonus or equivalent perk(s) to each employee at the end of the year B. Ensure the UAC Department is represented in the Risk Management, Safety and the “Best Place to Work committees.
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Unaccompanied Children Served July 1, 2014 to June 30, 2015 1200 1000
1103
800 600
180
214 72
80
61
51
57
74
92
This graph shows the total number of Unaccompanied Children served in our UAC program each month ending the fiscal year with a total number of 1103 children served.
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118
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200
No ve m be r De ce m be r
400
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His House International Budget His House 12 Month Budget Projections For the Fiscal Year ending June 30th, 2016
UAC Revenues Gross Revenues Total Revenue Service Fees
9,954,233
Total Special Events Revenue
0
Total Contributed Revenue
0
Total Other Revenue
0
Total Gross Revenues Total Cost of Goods Sold Total Revenues
9,954,233 0 9,954,233
Expenses Non-Personnel Expenses Total Client Care Expenses Total Client Placement Costs
940,000 20,000
Total Operating Expenses
1,024,646
Total Non-Personnel Expenses
1,984,646
Personnel Expenses Total Salaries & Related Expenses Total Contractor Services Expenses
6,345,256 35,000
Total Personnel Expenses
6,380,256
Total Expenses
8,364,902
Net Surplus/Deficit
1,589,331
Total Administration Allocation
1,589,331
Total Allocation
1,589,331
Net Surplus/Deficit with Allocations
0
37
38
Development
Development Director
Development Manager
Church Liaison
Volunteer Coordinator
Ac9vi9es Coordinator
Media & Events Specialist
Donor Database Coordinator
Graphic Ar9st
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Mission, Vision & Core Values Our Mission His House Children’s Home is a faith-based social services agency fulfilling God’s directive to defend the cause of the “weak and fatherless” by providing excellent care and a safe place to call home.
Vision “The Development Team is committed to impacting the lives of children and support agency programs by securing financial support while upholding the highest ethical standards and promoting community trust”
Our Core Values Compassion
We serve children and families, modeling Christ’s love and mercy.
Excellence We serve in excellence following God’s will for His ultimate glory.
Integrity We are faithful stewards of the resources placed in our trust.
Hope We passionately instill hope in people and encourage the fulfillment of God’s unique plan and purpose for their lives.
Partnership We build partnerships with the community to accomplish our mission.
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2015 Strategic Plan
Goal #1: Support the agency to ensure financial stability Objectives: A. Develop a FY 2015-2016 Development Plan by July 1st and by June 1st of each subsequent year. B. Development Funding Streams i. Hire a Grant writer or Grant writing Consultant by August 31, 2015 ii. Design corporate engagement program to increase participation by 10% or 19 “new” Corporate Partners by June 30th 2016 iii. Rebrand Kids Keeper Program and increase participation by 10% or 15 “new” contributors iv. Explore Golf Tournament Community Partner v. Hire Church Liaison to expand church support by August 31, 2015 vi. Develop Marketing plan by September 30, 2015 and by June 1st of each subsequent year C. Re-activate Donor Luncheons - minimum of two per month to include: i. Top 100 donors ii. Mid-level donors D. Re-Activate Home Gathering Events i. Secure Hosts / schedule events once a quarter E. Launch a Corporate “Engagement” Initiative / Formal Volunteer-Service Project initiative January 2016 i. Contact & Mail: Top 100 South Florida Companies in South Florida F. Renew Civic organizations membership with the purpose of networking by September 30, 2015
Goal #2: Launch Planned Giving / Endowment Program Objectives: A. Secure 3 companies to present to the Board of Directors by September 30, 2015
Goal # 3: Formalize a Capital Improvement Campaign Objectives: A. Secure funding for repairs to building infrastructure
Goal # 4: Develop Capital Campaign Program Objectives: A. For the future expansion of His House - identify an architect to design the His House community campus by September 30, 2015 B. Formalize a committee to drive the project by August 31st C. Secure developer, realtor, investors by June 30, 2016 D. Secure a capital campaign consultant by June 30, 2016
Goal #5: Enhance knowledge and skills of Development Staff Objectives: A. Schedule Raiser’s Edge training by July 1st B. Create a Development Department training calendar by July 31, 2015 C. Identify e-learning trainings on a monthly basis
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Development Budget Development Approved Budget For the Fiscal Year ending June 30th, 2016 Revenues Gross Revenues Special Revenues Total Revenue Service Fees
0
Total Special Events Revenue
475,000
Total Contributed Revenue
850,000
Total Other Revenue Total Gross Revenues Total Cost of Goods Sold Total Revenues
5,000 1,330,000 0 1,330,000
Expenses Non-Personnel Expenses Total Client Care Expenses
0
Total Client Placement Costs
0
Total Operating Expenses
660,393
Total Non-Personnel Expenses
660,393
Personnel Expenses Total Salaries & Related Expenses
361,307
Total Contractor Services Expenses
45,000
Total Personnel Expenses Total Expenses Net Surplus/Deficit
406,307 1,066,700 263,300
Total Administration Allocation
53,329
Total Allocation
53,329
Net Surplus/Deficit with Allocations
209,971
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43
Finance
Finance Director
Financial Analyst
Accounts Payable Coordinator
Accoun1ng Manager
Accounts Receivable Supervisor
Payroll Clerk
Accoun1ng Office Assistant
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Mission, Vision & Core Values Our Mission As a faith based agency, the Mission of the Finance Department is to support all Departments with accurate and timely accounting services; to faithfully represent the activities in the Financial Statements according to generally accepted accounting principles (GAAP) and other standards as applicable, thus allowing the agency to provide a safe haven for the “weak and fatherless.”
Our Vision The Finance Department strives to meet the needs of His House while providing the highest quality of service, upholding policies and procedures for the safety and soundness of accounting activities.
Our Core Values Faith Fulfilling God’s directive to accomplish our mission Integrity Being good stewards of the resources placed in our trust. Knowledge Working to always improve professional skills. Adaptability Flexibility with embracing changes and challenges. Innovation Working to always improve efficiency and effectiveness. Consistency In providing high quality service. Excellence In performing quality work.
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2015 Strategic Plan Goal #1: Provide financial statements accurately and timely Objectives: A. Prepare Financial Statements by the 15th business day of the month i. Weekly emails to Directors and Supervisors as reminder to submit credit card and gift card receipts ii. Collect all pertinent information such as: census, foods services, bills, and others by the 2nd day of the month iii. Have finance staff input all related information in Financial Edge by the 7th day and posted by the 8th day of the month iv. Close all month entries by the 13th of the month and allocate all inter-departmental cost by the 14th of the month v. Close end month entries in Financial Edge by the 15th of the month B. Improve communication and cooperation with other departments to eliminate unexpected interruptions. i. Daily, weekly and monthly communication between departments through phone calls, e-mails and personal interactions with departmental staff ii. Implement a monthly Supervisors meeting to communicate interdepartmental issues and needs beginning the third week of July and every third week of every month iii. Schedule “quiet time� during monthly financials week to ensure financials are completed in a timely manner C. Improve learning and growth of the accounting department i. Assess accounting staff knowledge and skills to develop a training curriculum by December 31, 2015 ii. Develop training for the staff according to their individual knowledge and skills on software and accounting with the assistance of HR by February 28, 2016. Avail staff to attend monthly training based on their needs iii. Promote individual continuing professional education and encourage staff to obtain additional professional degrees
Goal # 2: To develop annual budgets in partnership with leaders & monitor in an ongoing basis Objectives: A. Establish an annual budget schedule by October 2015 i. Begin the strategic planning with each department in January of each year ii. Provide clear objectives by department with time frames iii. Provide a schedule of salaried positions by department in conjunction with the department Director and the HR Director iv. Provide an operational expense schedule by department with the department directors that ties back to the strategic plan v. Provide a preliminary budget to the finance committee to be presented to the Board of Directors for approval by the third week of May of each year vi. Have the Board approve the budget by the first week of June of each year vii. Produce a fiscal year budget book by June 30th of each year
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B. Report accurate monthly financial data and perform budget variance analysis on a monthly basis i. Accurate and timely reporting of the monthly financials by the 15th of each month ii. Monitor actual results and budget variance on an ongoing basis iii. Provide monthly projections based on current trends and make Directors aware of where they stand according to their annual budgets iv. Report trends and projections to the Board on a monthly basis and make recommendations if actions must be taken to address future financial concerns
Goal #3: To achieve the unmodified accounting audit on an annual basis Objectives: A. Perform daily accounting duties according to internal policies and procedures on every transaction processed by the finance department i. Update policies and procedures in the Accounting Department by August 31, 2015 ii. Maintain audit standards at all times iii. Maintain and update all our policies and procedures according to audit standards iv. After year-end audits, revise the recommendations from the auditors and implement any findings throughout the organization
Goal #4: Provide Quality Service Objectives: A. To provide quality service by accurately and timely following accounting guidelines and answering any questions to our stakeholders within 72 hours of receiving the inquiry i. Billing: To prepare monthly billing statements accurately and submit timely by the 5th of each month ii. Receivables: Follow up on outstanding receivables after 30 days on a weekly basis iii. Payables: Record invoices as they are received and eliminate overdue accounts iv. Payroll: Provide accurate and timely payroll payments and information to the employees despite other projects and deadlines during payroll week B. Staff to prioritize activities daily to ensure deadlines are met and information is accurately reported. C. Maintain open line of communication with all stakeholders by follow up calls and establishing personal relationships on an ongoing basis
Goal #5: To Provide Quality Reporting and Analysis Objectives: A. Prepare accurate and timely reporting and analysis as needed within 72 hours of requested report i. Ensure information gathered is accurate and secure (data Integrity) ii. Provide easy to understand reporting iii. Provide professional quality reports to our stakeholders
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Human Resources & PQI
Human Resources & PQI Director
Recruiter / Development Manager
Quality Assurance Manager
Quality Assurance Coordinator
Human Resources Generalist/ Benefits Coordinator
Human Resources Coordinator
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Mission, Vision & Core Values Our Mission In support of our organization’s principles, values, vision, and mission, it is the Human Resource’s Mission to support the total operation in meeting its goals through its most valuable resource - it’s PEOPLE! The Performance and Quality Improvement’s mission is to develop, implement and support processes which add value to His House Children’s Home.
Our Vision We are recognized as a people focused team fully integrated with His House Children’s Home’s objectives. We strive to be viewed as integral and contributing members of His House Children’s Home’s Teams.
Our Core Values Customer Service Value-added Integrity
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2015 Strategic Plan Goal # 1: Compete for top talent with effective recruitment strategies and an attractive total rewards package
Objectives: A. Develop Annual Recruitment Plan by September 30, 2015 and annually by the beginning of each fiscal year thereafter. B. Expand HR recruitment to reach 8 new churches, as well as 8 local and out of state universities and colleges by June 30, 2016 C. Identify and recommend at least 2 opportunities for improving the overall reward package for employees D. Increase total applications by 10% (219) by June 30, 2015
Goal #2: Improve employee retention by developing strategies to create a “Best Place” to work environment Objectives: A. Create an employee driven committee focused on improving the work environment by September 30, 2015 B. Decrease 90-Day turnover rate by 20% (2.97%) (Average 90-Day Turnover rate for 2014 was 14.87%) by June 30, 2016 C. Identify and recommend 2 opportunities to improve the Employee Wellness Program, 1 by December 31, 2015 and the second by June 30, 2016 C. Organize risk management workgroup to meet quarterly to review Safety Committee report, staff incidents and staff misconduct starting July 31, 2015 D. Evaluate departmental workload issues by current practices and processes, staff knowledge and skills, and assigned responsibilities: i. Licensing, HR, PQI and Operations by September 30, 2015 ii. Finance and Development by December 31, 2015 iii. Residential by March 31, 2016 iv. UAC by June 30, 2016
Goal #3: Support the talent development of our employees through professional and career development Objectives: A. Explore a Train the Trainer certification program to expand professional development expertise B. Introduce training tracks for professional development at various employee levels by September 30, 2016 C. Identify at least 2 new opportunities to develop online and distributed learning resources D. Develop individual department training modules by September 30, 2015
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Performance & Quality Improvement 2015 Initiatives Goal #1: Identifying and implementing recommendations for improvement to the quality of care and services to clients. Objectives:
A. Monthly Audits of the following: Development files, blue books, Residential and UAC cottages, vehicles, vehicle files, HR files, Licensing files, UAC case files B. PQI monthly reports to Leaders by the 3rd week of the month for the previous month C. Quarterly PQI reports to the PQI Committee and the Program Quality Committee
Goal #2: Evaluate client satisfaction with services provided by His House. Objectives: A. Conduct Annual Stakeholder Survey by January 31st of each year B. Conduct Annual Employee Satisfaction Survey C. Quarterly Client Satisfaction Surveys
 
Goal #3: Facilitate the process of measuring the Strategic Plans goal attainment. Objectives: A. Meet monthly with Leaders to gather progress on the goals and objectives of the strategic plan B. Provide quarterly reports to Leaders and BOD on the progress of attaining goals and objectives of the strategic plan
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Administration Budget
His House 12 Month Budget Projections For the Fiscal Year ending June 30th, 2016 Administration
Revenues Gross Revenues Total Revenue Service Fees
0
Total Special Events Revenue
0
Total Contributed Revenue
0
Total Other Revenue
0
Total Gross Revenues
0
Total Cost of Goods Sold
0
Total Revenues
0
Expenses Non-Personnel Expenses Total Client Care Expenses
0
Total Client Placement Costs
0
Total Operating Expenses
291,284
Total Non-Personnel Expenses
291,284
Personnel Expenses Total Salaries & Related Expenses
966,499
Total Contractor Services Expenses
105,000
Total Personnel Expenses
1,071,499
Total Expenses
1,362,783
Net Surplus/Deficit
(1,362,783)
Total Administration Allocation
(1,362,783)
Total Allocation
(1,362,783)
Net Surplus/Deficit with Allocations
0
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Operations & Facilities
Opera&ons Director
Facili&es Manager
Foreman
Maintenance Technicians
Recep&onist
Receiving Coordinator
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Mission, Vision & Core Values Our Mission Our mission, as faithful servants, is to provide excellent service in an efficient and professional manner to ensure and maintain a safe environment for ALL areas of His House Children’s Home.
Our Vision Our vision is to maintain God’s purpose for a sustainable future by creating a safe and efficient work environment while serving those placed in our care.
Our Core Values Excellence
“We work in excellence to glorify the Lord.”
We work in excellence to glorify the Lord.
Integrity We are good stewards of all resources placed in our care.
Efficiency We strive to serve with efficiency to achieve God’s purpose.
Collaboration We work in collaboration with all departments, vendors, and volunteers.
Communication We communicate with all departments and vendors to maintain a flow of information.
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2015 Strategic Plan Goal #1: Facilities – Plan, design, and preserve the quality of the physical facility by maintaining a comfortable and safe environment that is suitable for its intended purpose. Objectives: A. Maintain utmost quality of the facility at all times. i. Maintain a daily work order tracking system. ii. Assign preventive maintenance work orders on a monthly and quarterly basis. iii. Provide annual inspection of fire extinguishers, sprinklers/standpipe hoses, hoods, fire alarms and health department. iv. Explore relationships with at least 2 outside companies willing to train staff on technical skills in the 1st quarter. v. Provide written communication of our needs to the Volunteer Department monthly. vi. Provide English classes for staff to improve the communication. B. Improve communication with all departments to ensure timely completion of all work orders. i. Daily email communication with household supervisors and managers to address priorities for buildings and vehicles including cosmetic upgrades, workspace, redesign, renovations, and construction. ii. Daily email on pending work orders and reasons why. iii. Conduct weekly meetings with all household supervisors and department managers to address maintenance issues.
Goal # 2: Transportation – Preserve the safety of all vehicles through consistent maintenance with proper documentation. Objectives: A. Maintain all vehicles in excellent working condition through a monthly schedule to ensure the maintenance of each vehicle is completed every 3000 miles. i. Manage and update the vehicle list with dates when each vehicle is scheduled for maintenance. ii. Ensure vehicles are vacuumed monthly and washed every other month. iii. Submit written notice to supervisors when vehicle is due for maintenance. iv. One third of the vehicles will be inspected by the Transportation Department monthly. v. Accurate maintenance documentation is in each vehicle file. vi. Communicate with the maintenance shop and with Enterprise Fleet Management.
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Goal #3: Receiving Department – Provide needed warehousing and distribution of supplies to departments while maintaining an accurate inventory, utilizing space, equipment and labor effectively. Objectives: A. Receive and organize all incoming items utilizing the FIFO system daily. FIFO system to be established by September 30, 2015. i. Keep all items on shelves organized and in correct flow according to product specifications and use. ii. Keep food safety standards by ensuring that all items in the pantry stay consistent with the Health Department and DCF requirements. B. Inventory of all products by the end of the 1st quarter. i. Create an inventory in excel until an inventory system is identified. ii. Communicate and collaborate with the Accounting Department regarding an inventory system. C. Distribution of products to other departments weekly. i. Ensure that all products are available on shelves for department needs. ii. Develop an item request process for all departments by August 31, 2015. iii. Collaborate with departments by sending email blasts of available donations for cottages. Coordinate pick up of said items. iv. Collaborate and develop relationships with churches and other non-profits to provide them with donated items that His House will not be using. Coordinate a pick up date for all partnerships.
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His House 12 Month Budget Projections For the Fiscal Year ending June 30th, 2016 Operations Revenues Gross Revenues Total Revenue Service Fees
0
Total Special Events Revenue
0
Total Contributed Revenue
0
Total Other Revenue
0
Total Gross Revenues
0
Total Cost of Goods Sold
0
Total Revenues
0
Expenses Non-Personnel Expenses Total Client Care Expenses
0
Total Client Placement Costs
0
Total Operating Expenses
107,888
Total Non-Personnel Expenses
107,888
Personnel Expenses Total Salaries & Related Expenses Total Contractor Services Expenses
398,997 0
Total Personnel Expenses
398,997
Total Expenses
506,884
Net Surplus/Deficit
(506,884)
Total Administration Allocation
(506,884)
Total Allocation
(506,884)
Net Surplus/Deficit with Allocations
0
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Community Partners
58
59
Because YOU cared...
In 2014-2
015…
Over 1,40 0 children have called His House “a place to Over 300 foster child call home” ren have li ved on cam pus in our residential 52 Loving program Foster Fa milies in th opened the e commun ir hearts an ity have d homes to 63 children The His H ou for over 11 se International pro gram has 00 childre c n from 10 different C ared ountries Children’s lives are b etter today bec ause of Y ou! 60
Kids are taught life skills
Sewing classes
Home life is special at His House
Volunteers make a difference everyday
A warm and cozy home
Youth Ministry on campus
Christmas is special at His House
Fun at His House
Family visitation services
We thank our faithful friends, who help us restore the lives of children everyday!
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Our 2014 Gala was a great success because of friends like you.
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Legacy Partners The Batchelor Foundation Hector Family Donor Advised Fund United Way of Miami-Dade David Hover Ulysses Prats-Vazquez Mario & Jean Gonzalez
The Miami Foundation Leyva Capital, LLC General Mills Foundation National Christian Foundation South Florida Justin Wetherill
59 First Bank Florida ACS - Metro Express Alfonso Soriano Altria Sales & Distribution Company Ana G. Sendina Andres Vega AT&T Foundation Brock E. Marion Cargill Americas, Inc Chris A. Knapp Christ the Rock Community Church Construction Executives Assoc, Inc. Dade Community Foundation Dade County Association of Fire Daniel Sandoval Facundo & Amalia Bacardi Foundation Facundo Bacardi Felicia L. Gude First Bank Florida Florida Health Plan Foresters GA Telesis Turbine Technologies General Mills Foundation Giraldo Leyva House in Order, Inc. Imagos Institute of Plastic Surgery Insight North America, Inc. Integrity Fuels Logistics Corp. Jake Fogliano James 2:18 Foundation, Inc. Jason Taylor Foundation Jean C. Gonzalez John H. Price John J. Merlino Johnson & Johnson Family of Companies Jose A. Contreras Jose M. Renaud Joseph & Sherrie Garfield Charitable Foundation Joseph Rogers Juan Carlos Collar Juan Carlos Junco Joseph & Sherrie Garfield Charitable Foundation Joseph Rogers
K.W.D. & Associates, Inc. Kathy Perez-Gurri Kenneth R. Drake Kros Holdings, Inc. Leonel G. Hernandez Lillian Evans Living Presence Ministries, Inc. Lorena Membreno Luis Estrada MAB Construction Systems, Inc. Maca Holdings, LLC Mark Rufeh Mary Rodriguez Miguel Patino NAIOP South Florida Chapter Nancy E. Roberts New Testament Baptist Church 28 Nicola Dixon OdysseyRe Foundation Paul Palank Memorial Foundation Rand Davis Royal Caribbean International Rudy Gracia Sami Mnaynneh Segadores de Vida Stacey Miller Steven B. Blackford Super Stone, Inc. Suzanne M. Behr Terra Rossi The Carmax Foundation Tirso P. Martinez Tres Angeles Corporation Tyler C. Sherman UPS Foundation, Inc. Vincent Mistretta Vista Management Services Wachovia Wells Fargo Foundation Wal-Mart Foundation
Hope Partners
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Builders of Character Partners A & A Maintenance Ent., Inc. Aetna Inc. Alberni, Caballero & Alberni, PA Albert Santiago Alice Tucker America Care of Tampa, Inc. Andres Mejia Andres Vega Anthony A. Kiernan Anthony Cardella, MD, LLC Apollo Bank Apperlrouth, Farah & Co. P.A. Armando Rodriguez Arsenio Blanco art Foundation Arturo J. Savinon AT&T United Way/Employee Giving Campaign Aurelie Richard Avison Young BankUnited Barbara Lowery BenQ Latin America Corp. Bernard I. Probst Bernard Probst Bill Hansen Catering Brett Frazee Brigitte Aixala Brother’s Auto Broker Corp. Bruce W. Retzsch CA Technologies Calvary Chapel of Kendall Calvary Chapel of Miami Beach, Inc. Cargill Americas, Inc. Carlos Delgado Carlos Montoya Christian Aid USA Christopher Garber Churchill Downs Contemporary Builders, Inc. Coral 97 Associates, LTD. Dade County Association of Fire Danne King David L. Chase Dawn Perez Debbie Flynn Deborah F. Wright DeMahy Labrador & Drake Payne Discovery Communications Edgewater Construction Group, Inc. Ekklesia Kendall Elda M. Sanchez Elise Gerrard Eric Darmanin Erika C. Castillo
Essense Day Spa, Inc. Eugenio Consculluela Eung Y. Ryoo Frank Labrador Frank LoForts Fred Madonna G. Trevor Foo Gilda de Armas Giraldo Leyva Gloria Williams Gold Coast Beverage Distributors Gonzalo Degano Greenberg Traurig, P.A. Harvey R. Chaplin HD Supply Humberto J. Calzada Iglesia Jornada al Cielo, Inc. Ingrid Salazar Inktel Contact Center Solutions Internos Group LLC Irasema Zuniga Its About Time Painting & Services, Inc. J Fernando Jake Fogliano Janette Farias Jarden Consumer Solutions Jesse Pisors Jessic Brautigam Jesus Hill Jesus People Ministries Church Jim Perez JM Padron Team, P.A. Joel D. Kunz John Malloy Jonathan Leyva Jones Day Jorge E. Smith Jorge L. Cebreros Jorge Smith Jose Dans Jose Lugones Jose Velazquez Joseph Perillo Joseph Rogers Juan Carlos Collar Juan Carlos Junco Julian McKenna Juliet Caceres Kenneth R. Drake Korean Central Presbyterian Church Larry Ramos Leah P. Sanzari Leonel G. Hernandez Leydy Lopez
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Lifegate International Christian Center, Inc. Lisa Ingram Lisa M. Swindell Lodoiska Garcia Lovell Companies Luis E. Diaz Mandarin Oriental Foundation Marcela Gallego Maria Alonso Maria Figueroa Rodriguez Marianela Estripeaut Marine Harvest USA, LLC Mario Forgione Mario J. Gonzalez Mark Reinhardt Marlis Gonzalez Marsh & McLennan Agency, LLC. Matt Harper Michael C. Sisinni Michael R. Liske Microsoft Matching Gifts Program Miguel Martinez Miguel Patino Mildred Salvador Monica Chmara Nancy E. Roberts New Beginnings Assembly of God Northern Trust Bank Northwest Baptist Church Orlando L. Bajos ORRICK, Herrington & Sutcliffe Paul Carvajal Pedro Garcia Peter Tan Pike Rowley Pioneer Community Church, Inc. Pizzerias, LLC Public Transportation Services, Inc. Publix Super Markets Charities, Inc. Quirch Foods Company Rafael I Rbu Rand Davis REMAX Premier Associates Rene Garcia Reuse Reduce Recycle, Inc. Richard Lavina Rioz Razzy Roberto G. Gamarra Rocki Rockingham Rodolfo L. Pages Romilio Ventura Ronny Delgado Royal Caribbean International
Salem Pentecostal Temple of A/G Saxon Business Systems, Inc. Schneider Electric North American Foundation Sean Collins Shahin Etessam Sharff, Wittmer, Kurtz, and Jackson P.A. Sherri K. Wilson Romera Silmar Electronics, Inc. Simple PAY Someillan Hearing Health Stanley I. Wetherill Star Bakery, Inc. Stefanie Gonzalez Stephanie Huvaere Stewart L. Appelrouth Sunrise Production Rentals, LLC. Susan Moul Swire Brickell Key Hotel, Ltd DBA Swiss RE Employees The Swezy Family Foundation The W Trade LLC Tirso P. Martinez Tres Angeles Corporation TRUIST Unitarian Universalist Conregation of Miami Walton Lantaff Schroeder & Carson Wells Fargo Foundation William A. Martin William Hansen William Sims Willis Foundation Wolfington Foundation Word Power Church International, Inc.
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Together WE can do More! Expansion of Residential Services - Specialized Homes for children Teen Boys Group Home - The program is designed to serve six boys involved in both the dependency and delinquency systems. The home will have a houseparent who will provide the day-to-day care in a home-like environment. An individualized Behavior Modification Plan will be developed for each teen in order to stabilize their behaviors, along with the mental health services. Life Skills classes, social and physical activities will be included in their daily schedule in order to maintain the teens engaged productively. The expectation of the program will be to prevent recurrence of involvement with the DJJ system, reduce runaway episodes, and increase school/vocational education attendance. Pregnant / Parenting Teen – There is a great need for placement of pregnant teens and young moms in our community. This group home will serve six girls, mentored by a houseparent who will provide day-to-day care in a nurturing home-like environment. The houseparent will serve as a role model to coach, mentor the teen moms in the care of their infant/children, which includes recognizing the early stages of childhood development, creative play, developing life skills, creating new experiences through field trips and encouraging school attendance. A Behavior Modification Plan will be developed of each teen mom to stabilize their behaviors, mental health services will be provided as well as parenting classes. The expectation of the program will be to prevent repeat pregnancy, increase school / vocational education attendance, develop parenting skills to break the cycle of abuse, abandonment and neglect. Medical Foster Home – The specialized group home will serve eight children with medical issues which may or may not meet the criteria for Medical Foster Care in a loving nurturing home-like environment. The houseparent will be required to be either a Registered Nurse or Licensed Practical Nurse (LPN) with experience in working with children. The home will serve children with g-tubes, asthma, diabetes, recovering from surgeries, chronic illnesses but must be ambulatory. The expectation will be to medically stabilize and maintain the child to minimize the need for hospitalization.
Expansion Foster Home Recruitment - The His House Licensing Unit is responsible for recruitment, retention, relicensing and support of each foster home. The Unit has begun an aggressive campaign to recruit foster homes for large sibling groups, pregnant/parenting teens, children with medical issues that may or may not meet eligibility for Medical Foster Care, newborns, teen boys involved in both the dependency and delinquency systems and underserved populations. His House currently has 52 licensed foster homes with a capacity of 87 beds. Of the 87 beds, 59 beds are filled with a utilization rate of 69.41%.
Expansion of the Clinical Department - Currently the Clinical Department serves the children in the UAC Program. The expansion of the Clinical Department includes providing BHOS / TBOS / Targeted Case Management to children placed on campus, foster homes, parents, relatives/non-relatives and the community at large. Services to the community will also include a respite home to assist families during crisis in an effort to ameliorate the issue and prevent removal. A parenting curriculum will also be offered as part of the services provided Services provided by the Clinical Department · · · · ·
Clinical Psychosocial Assessment Counseling: Individual, Group and Family Parenting Classes Medication Management Targeted Case Management
· · · ·
Crisis Respite Maintenance / Relapse Prevention Aftercare – In-Home / Reunification Services Prevention of placement disruption services
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Thank You for Your u o y k Than r u o Generosity y for y t i s o r e n e g 67
His House Children’s Home
20000 NW 47th Avenue Hector Building No. 2 Miami, FL 33125