2013 Strategic Plan

2012/2013 Strategic Plan Jasper Mountain Introduction Jasper Mountain was founded in 1982 and this year it celebrates 30 years of service to children ...
Author: Benedict Holmes
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2012/2013 Strategic Plan Jasper Mountain Introduction Jasper Mountain was founded in 1982 and this year it celebrates 30 years of service to children and their families. The organization has completed its third decade and the Board of Directors has refocused the agency with new long-range goals. As in past years, the vehicle we are using to look to the future in an organized way is strategic planning. We have combined all aspects of: agency design, implementation, consumer satisfaction, goals & objectives, systemic quality improvement, program outcomes and employee utilization to develop a strategic plan that drives the short and long-term goals and then the budget for the next fiscal year. The planning process itself is both a process and a product. Planning is a dual process of reviewing the objectives for the present fiscal year while projecting into the future to develop new objectives. Planning entails multiple important steps and a solid planning process, all taking a considerable period of time. In general, the fiscal year involves a planning process that begins specific components in September and concludes in February. The budgetary process begins in February and concludes in June. In actuality, however, planning and implementation of the agency’s long and short-term goals and objectives and their tracking goes on all year. We are implementing objectives while we are both evaluating our organizational effectiveness and we are developing new objectives for the coming fiscal year. Each quarter we review the status of all objectives. The planning process concludes with a product--a strategic plan for the organization. We work to have a balance between the planning process and the planning product. The overall purpose of this continuous year-long effort is to review where we have been, where we are, and where we want to go. To best answer these questions, we must take into consideration our mission, input from many sources in the organization and community, our past efforts, our current progress on objectives/work plans, and then develop new plans for the organization’s future in both the short and long-term.

Process The Strategic Planning Process overlaps several other agency initiatives. Systemic quality improvement efforts result in data that is incorporated into the planning process. A human resources assessment is completed and the data is used in the strategic plan. Other information comes from utilization reviews, program evaluations (both internal and external), and the strategic plan is the basis for budget development. The interplay of all these efforts are considered overall to be the Quality Assurance Plan for the organization. The complex

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combination of each of these efforts is specified in the Quality Assurance Plan as outlined in the Agency's Policies and Procedures Manual.

Planning Procedure Information on issues external to the organization and internal data are obtained throughout the year and the strategic plan is formally monitored all year long. The Strategic Planning Process starts in earnest in September, (see Strategic Planning Process timeline) and concludes with the development and final approval of the fiscal year budget in June.

Step 1: Review of the Mission Statement The first step in the process is to insure that the organization has a clearly defined Mission Statement that still speaks to the internal and external environment in which the organization operates. It is important that one primary standard is used to guide the organization in everything it does. Action Taken: Several changes have been made to our Mission Statement over the years. The most recent change took place in December of 2007. At that time it was changed to the following: “Jasper Mountain’s mission is to bring hope and healing to traumatized children and their families, and to enhance the physical, emotional and spiritual health of its clients and staff.” The Board of Directors continues to operate on the current text of the mission statement.

Step 2: Review of External Information Related to Agency Services For many years now Jasper Mountain has been more than a local resource for children. Over its history it has grown from having a focus on central Oregon to one incorporating the entire state. It then expanded further to become a regional and national resource for children and most recently growing into an international resource. The organization provided information, training and consultation to multiple countries around the world this year. Funding issues, such as managed care and the recent recession, have impacted the local, regional and national climate for mental health services. More than ever before national and international events affect children and therefore also affect the work our organization does on their behalf. There are a variety of organizations that track national, regional and local trends and needs. Jasper Mountain is affiliated with national, state and local planning organizations. Information from these resources, as well as other internal and external data, is used to review the relevance of the agency's services. The agency management team reviews every step of the strategic planning process. Data from external sources is obtained through our affiliations with national organizations (CWLA, COA, AACRC), as well as from our review of reputable national sources. Some of the data reviewed has been considered in previous plans because the data is obtained

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periodically. Not all information presents the identical picture for a variety of reasons. The following reflects information deemed significant to our agency's mission and its services during this planning process:

National Trends A study in the Journal of Child Development in 2011 directly linked stress due to poverty with homes where children received less positive parenting and impaired executive functions in the children. Child abuse continues to be a serious problem but there has been some encouraging news. The fourth Federal National Incidence Study of Child Abuse and Neglect (NIS4) in 2010 reported a 19% decrease in child maltreatment compared to the same report in 1993. However during that time child neglect did not decrease. The conclusion was that prevention works. A study in the UK linked depression with a history of maltreatment because abuse impacts illness and the ability to recover. The study found that depression is a major cause of mortality, disability and economic burden worldwide and the WHO sees depression becoming the second leading contributor to global disease for all ages. The US Department of Health & Human Services issued a report on Child Abuse: o In the last reporting year 3.6 million children were the subject of at least one report of abuse and 1 in 5 were founded cases o There were 10.1 cases per 1000 population with children under age 1 the highest rate (20.6) and girls represented 51% o Neglect was 78%, physical abuse 18%, sexual abuse was 10% and emotional abuse 8% o There were 1,770 reported deaths due to abuse with 81% of the children under 4 years of age; perpetrators were parents (81%) followed by family members (6%). Angelroar.com reported that 1 in 4 girls are abused before age 18, 1 in 6 boys, and 1 in 5 children are solicited sexually while on the internet. This has resulted in 39 million survivors of childhood sexual abuse. Also 84% of our prison population were abused as children (other studies put this rate at 14%). The National Council on Child Abuse & Family Violence reported that 8.7 million Americans annually experience domestic violence. In a study mothers reported that 45% of their children walked into a room where domestic violence was occurring. A study on the results of domestic violence found that 50% of the children could cope with the violence and 50% had adverse impacts. The National Children’s Alliance reported that many more children die of abuse in the US compared to other developed countries. The help children receive depends on

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where they live in the US. The conclusion was that federal spending is far below the level needed to protect our children. The National Child Abuse Statistics reported that five children die every day of abuse, 60% of the time abuse is not put on the death certificate, 90% of juvenile sexual abuse victims know their perpetrator, 30% of abuse victims will go on to abuse others, 80% of abused 21 year olds met criteria for one psychological disorder, abuse victims are 59% more likely to be arrested, and 2/3 of adults in treatment for drug abuse report being abused as children. The Journal of Pediatrics published a study that linked stress in the recession (unemployment, foreclosures and lack of basic needs) with increases in shaken baby syndrome. The rate went from 9 per 100,000 to 15 since the recession. The Annie E. Casey Foundation found child poverty increased in 38 states over the last 10 years and is attributed to the economy. The Stars and Stripes newspaper reported that family violence in military families has increased over the last two years and reports of child abuse and spouse abuse significantly increased over the last year. Child maltreatment in one year went from 4.8 per 1000 to 5.7. The US State Department reported human trafficking is one of the fastest growing crimes in the world and the second largest criminal enterprise after drugs. Of the 800,000 people bought and sold over international borders 50% are children. UNICEF reported that child trafficking is a $12 billion a year business with 1.2 million child victims. The National Center for Missing and Exploited Children reported that 2.8 million children run away from their homes and 1/3 are recruited into prostitution and pornography. 93% of 12-17 year olds have access to the internet and many reveal too much about themselves although most say they do not want to do so. The US Department of Justice reported the average age of entry into the sex trade is 12. The FBI reported that child pornography is one of the fastest growing crimes in the US after a 2500% increase in arrests over the last 10 years. The US Government Accountability Office released a report in 2011 on child maltreatment indicating child fatalities have gone up the past five years and using other means of determining a accurate number the result was 50% higher than reported numbers. A BBC investigation found that the child abuse rate in the US is higher than any industrialized nation.

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Abraham Bergman of Seattle wrote in the Archives of Pediatrics & Adolescent Medicine that the child protective services system in the United States has outlived its usefulness and should be scrapped in favor of investigations by law enforcement. The US Department of Justice reported that child sex crime prosecutions are up 40% over the last three years. The US Department of Health and Human Services reported that numbers of children in foster care have been going down for the last seven years. A national study from California reported a 1% increase in unemployment rate was associated with at least a .5 per 1,000 cases of confirmed child maltreatment the next year. When parents lose jobs child abuse goes up proportionately. The US unemployment rate went from 4.5% in 2007 to 10% in 2010 and in some areas and racial groups unemployment is much higher. The Office of Crime Victims Advocacy reported in 2010 that there has been a national decrease in physical child abuse despite an increase in the number of children. The Child Welfare League of America reported a major increase in poverty among children. The bad economy and job situation were key factors. The report indicated that all systems serving vulnerable children and families must find better ways to work together to ensure higher quality, more responsive services. The Office of Juvenile Justice and Delinquency Prevention reported that sex offenses increase sharply at age 12 and plateau after age 14. This age and younger are the key times to prevent sexual offenses. The former Surgeon General of the US indicated that we have a sexually unhealthy society and if we do not provide good health education this is a type of child abuse. The US Census Bureau reported in 2010 that median household income was not statistically different from last year. The official poverty rate went up from 13.2 to 14.3 for the third consecutive annual increase. The Children’s Budget Act reported that in the last 5 years only 5 cents of every new non-defense dollar spent by the US government actually went to children. In 2009, the US Office of Juvenile Justice and Delinquency Prevention in partnership with the Center of Disease Control funded a study by Finkelhor, et. al. on the exposure of violence in the United States. The results showed that violence is a prevalent issue for children with 60% reporting being exposed to personal violence within the last year. 50% were assaulted within the last year, 25% were the victims of robbery, vandalism or theft. 39% experienced more than one violent act. Children are more likely than adults to be exposed to violence. The study pointed out exposure to violence causes lasting physical, mental, and emotional harm in areas such as attachment, regressive behavior, anxiety, depression, aggression and conduct

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problems. It concluded by saying the early identification and intervention are valuable strategies to prevent or decrease the impact of exposure to violence. The Lancet published an article by Widom and Gilbert indicating abuse is much more common than statistics indicate and are grossly underreported in high income countries. Harvard University Center on the Developing Child reported the importance of safe enriched environments for children as young as possible. Principles of neuroscience indicate helping children early is far better than later in life. Without positive conditions the prospects for life can be limiting. A study by Prevent Child Abuse America reported the cost of child abuse on an annual basis was $104 billion. The National Child Traumatic Stress Network released information concerning the impacts on children of traumatic stress throughout childhood. The article outlines many issues trauma produces but indicates trauma can have some positive outcomes if children get the help they need at a young age. The National Scientific Council on the Developing Child issued a report indicating that excessive stress disrupts the architecture of the developing brain and the learned ability to cope as a child has physical and mental health consequences throughout life. The National Institute of Mental Health also reported on research that found that early treatment of ADHD with medication can make a long-term difference when given at an optimal intensity. Child Trends released the results of a study that said children benefit from positive and ongoing involvement with caring adults outside their family, as well as within their family. It concluded that “deeper, longer, more intensive and expensive programs are necessary for high-risk children and youth.”

State Trends  A 2010 report by the Oregon Department of Human Resources said: 

There were 71,886 reports of abuse with 7,306 confirmed, both were increases



48 percent were under 6 years of age



50% of cases were threat of harm and 31% were for neglect



44% of the cases involved alcohol and drug issues, 33% involved domestic violence and parental criminal justice involvement existed in 27%.



13,129 children spent some time in foster care, almost identical to the previous year. 6

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Cases of physical abuse (8.4%) and sexual abuse (8.7%) were similar in number.



Physical abuse decreased and sexual abuse increased slightly



22 children were confirmed as abuse homicides up from 13, of which 77% were 5 or under.



74% of abusers were the mother or father of the child, the same as last year



Family Stress Factors tracked were higher in nearly every area this year.



The number of children in Psychiatric Residential Treatment in Oregon is down to an average of 67 per day, which is lower than last year and has declined steadily in recent years.



The US Department of Health and Human Services reported that Oregon is one of the better states for children’s access to health insurance. Oregon received a bonus award of $15,055,255 for insurance coverage for children, which was the fourth highest in the US.



The National Child Abuse and Neglect Data System (NCANDS) reported that in Oregon there are 872,811 children under 18.



Fight Crime: Invest in Kids Oregon reported that as a result of the child abuse from one year in Oregon we produce 420 additional violent criminals. This number was determined by a research study showing 18% of abused and neglected children go on to be arrested for a violent crime. They went on to say that child abuse can lead to unemployment, failed marriages and increased suicides as well as a cycle of violence.



Over time compared to other states, Oregon has a significantly higher rate of abuse reports compared to the national average and recently rated 3rd highest in the country (75 per 1,000 compared to 44 per 1,000), however most reports were not investigated with the rate of investigation 5th lowest in the county (42% compared to the national average of 63%). While states vary in investigating abuse, Oregon has many more reports than other states but investigates many fewer cases than other states. Overall Oregon has more investigations per 1,000 than the national average (32 compared to 27) and this has been increasing over the last 5 years.



In the above review, Oregon was above the national average receiving child abuse reports from educational, foster care, law enforcement, and medical personnel. However Oregon was in the bottom 10 for number reports from mental health professionals. The response time in Oregon is slower than the national average all of the last four years and is averaging 4 days to investigate.



Children’s First of Oregon reported in 2011 that Oregon’s rating of child well-being is mixed. There was some improvement: more children with health insurance, more children had access to school based health centers (9%), access to dental care, fewer children in foster care, more children placed with relatives, available 7

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addictions treatment, increased relative placements, free lunches. There was also some deterioration: immunizations are down, domestic violence and substance abuse have increased, access to shelter care, food insecurity, increase in poverty and an increase in homeless children. 

Continuing this year, Oregon is one of the many states faced with major budget difficulties. The initial information coming from the Governor’s office is that major reductions should be expected in most areas. Mental health reductions are planned between 18% and 30%. In addition to budget cuts, the Governor is looking to fundamentally change the way health and mental health are delivered in Oregon. How this might affect Jasper Mountain is being closely monitored; however, with any budget cuts and systems change the most damaged children will continue to need mental health services.

Local Trends Input from various sources has identified the following issues in Lane County: Oregon Department of Human Services (DHS) reported Lane County had the second highest number of abuse cases in Oregon- 2,441 with 777 founded. Lane County’s youth population decreased the past two years but overall abuse rates have been higher. Lane County’s rate of child abuse is 16.9 per 1000 and higher than the overall State average of 12.7 per 1000. The impacts of continued economic struggles are far reaching. Issues include business layoffs of employees, lower rates of taxes received, and government reduction of services and funding. Non-profits are low on the food chain and struggle to continue to serve the needs of communities. All of these factors have hit Lane County hard over the last three years. United Way of Lane County reported 50,000 residents of the county live at or below the US poverty level or 1 out of every 7 people. The impacts of poverty are significant to children as well as rates of domestic violence and abuse. The most recent community assessment of needs was conducted by United Way of Lane County in 2009. At that time and continuing to present, one of the major trends in Lane County has been an increased financial stress on families. Of 23 financial areas measured, 19 were the most serious this past year than at any previous time this has been measured. Consistent with previous studies, a healthy economy is directly related to family well being. As evidenced by the following: o A greater percentage of households in 2009 report problems in most every category related to basic living expenses than in all previous studies.

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o Difficulty affording/accessing services is higher in every category than in all previous studies. o The rate of financial hardship has increased considerably since 2007. o The income level at which households experience financial difficulty is rising. o 30% of all respondents reported someone in their household not being able to find work which is higher than any previous study. o More households with children report substantially more problems affording basic living expenses than households without children. o Paying for medical, dental care and medical insurance continues to be the most common financial hardship faced by Lane County households. o Of those surveyed the percent of people who have employer paid health coverage decreased from 52% in 2007 to 29% in 2009.

Demographics of Oregon and Agency Consumers—The decennial census was completed in 2010 with detailed information released this past year. The overall US population is 308,745,538 which was an increase of 9.7% in the last ten years. Latinos comprised 50% of US growth. This rate of increase is the lowest increase of any previous decade. The census indicated that Oregon’s population is 3,831,074 an increase of 12% (a higher increase than the national average). The minority population in the US is 36% but lower in Oregon at 16.4%. Oregon has the following minority populations: Caucasian/Latino 83.6%, Latino 11.7%, African American 1.8%, American Indian 1.4%, Asian 3.7%, Pacific Islander .3%, Other 5.3%, multiple races 3.8%. Lane County has a population of 351,715 an increase of 46% over the last ten years. The minority population increased by 21.5%. When the population of the primary service area of the Agency (State of Oregon) is compared to the consumers of Agency services there are both similarities and some differences: a. income – the income level for the State of Oregon is somewhat lower than the national average. The income level of our consumers is understandably lower than the State average b. gender – gender is evenly balanced with the state and males and females are somewhat evenly balanced with slightly more males than females (we are back to 50% females in our psychiatric residential program) c. age – Oregon’s mean age has been getting older for two decades, but the Agency intentionally has a focus on our youngest citizens d. Racial identity of Oregon’s children: Caucasian 68%, Latino 11.7%, Asians 3.7%, African American 1.8%, American Indian 1.4%, multiple races 3.8% and Hawaiian/Pacific Islander .3%. The shift in diversity is mainly from Caucasian to Latino. Diversity is rapidly changing with a 52% increase in minority populations over a recent ten year period. Minority children are disproportionately represented in the system of care. With less than 2% of the Oregon population African American, 8% of the children in foster care are black. Only 1.4% of the state are American Indian but represent 10% of the foster population. Oregon’s population has increased by 12% over the last ten years but children under 18 have increased by 22.8%. Minority

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student enrollment in Oregon schools went up 155% with Caucasian enrollment down 12% during the same ten year period. The overall growth rate in Oregon is 15% for non-Latino and 144% for Latino populations. Birth rates per 1,000 are 24 Latino, 18 African American, 16 Asian, and 12 Caucasian. Jasper Mountain serves a higher minority population, which could be expected. Although 83.6% of Oregon residents are Caucasian/Hispanic in 2010, 68% of our intensive treatment program’s consumers are Caucasian/Hispanic with 6% African American, 9% Latino, Eastern European 11%, Asian 6%, Pacific Islander 3%, Native American 3%, and mixed race 3%. For all agency programs it is difficult to determine the precise ethic mix due to many of the children having very brief contact (crisis cases) but the number of children overall treated by the Agency has a higher percentage of Caucasians due to the ethnic population of Lane County. In Oregon the fastest growing minority group is also the highest minority population—Latinos (11.7%) e. Oregon has the fourth fewest residents with a religious affiliation in the U.S. Most of the affiliated residents identify with being Christian, and Catholic is the largest Christian denomination. Among Agency consumers the majority of the consumers identify with being Christian or no affiliation f. more than 95% of Oregonians speak English, and child consumers all speak English. The percentage of ethnicity for our staff is somewhat less diverse that of Oregon overall. We have 90% Caucasian, 3% Latino, 3% African American, 2% Asian, 1% Pacific Islander, 1% American Indian and 1% Mixed Race. Action/Position Statement: Each year we track national, state and local trends to ensure that we are both aware of trends and to consider if the agency needs to make any adjustments to programs based on emerging issues. We do not attempt to address all community needs, however we have one or more efforts to address many issues that have been raised in the preceding data. We continue to provide a wide range of service options for children in a wide range of need. Community based services are difficult to provide and costly to deliver but appreciated by many families, therefore we continue to provide these services within our after care model. Crisis services are also difficult but meet an important need in the county. In the opinion of the agency managers, the agency services fit several important needs of children and their families. The focus of Jasper Mountain is not the mainstream focus of Oregon’s mental health agenda. The mental health system of care has moved away from intensive mental health services of children, particularly female children. In 2011 an average of only 67 children were receiving intensive psychiatric residential treatment, the most intensive treatment in the State. This number is less than one of the eight programs five years ago and represents an 82% reduction in intensive services from five years ago. The current priority is home based, short term stabilization and brief therapy in a managed care model. While some state managers see Jasper Mountain out of sync with the system’s direction, ironically it has only served to increase the need for Jasper Mountain’s services. The practical result is that our organization serves Oregon children mostly with short term interventions, which are determined by the referral source. However, our intensive treatment is sought after by multiple other states for children

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who have not been helped with managed care and short term models. We continue to focus on a very difficult and important segment of the child welfare system and based on the data we have obtained, our agency responds as well as, if not better than, other community resources to meet the needs of traumatized children.

Step 3--Review of the Current Agency Long and Short-Term Goals The Board reviewed the long-range (three year) goals for the organization this year. Goals are developed on an every three year cycle. The following are the new long-range goals of the organization: Goal 1- Spread the message of Hope in our Mission Statement: Share our beliefs, our methods and our successes in supporting a positive future for traumatized children and their families. Goal 2- Enhance Organizational Excellence: Continue striving for excellence in services, work environments, client outcomes, and the agency reputation. Goal 3- Improve the Quality of our Work Places: Be the employer of choice through attracting, training and retaining quality employees and improving the physical work environments and working conditions of our staff.

Action: The Board developed long-term goals (three year) in 2011, which are similar to the past three years. These goals will serve as the organization’s road map through 2014. Following implementation of the strategic plan with annual objectives, the agency reviews its progress with the measurements applied to each goal. For the last fiscal year plan (2010-2011) the overall grade was “A” with a completion rate of 94%. This is very similar to last year and previous years. A higher or lower completion rate in itself does not necessarily imply the organization did better or worse, high completion rates may indicate easier objectives or at times more difficult objectives are put into the plan that are much more difficult to accomplish. The completion rate last year was excellent in the opinion of the Managers.

Step 4--Program and Committee Action Plans Action plans have been developed by program for the next fiscal year. These action plans include: Administration/Organization, Intensive Residential, SAFE Center, Community Based

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Services, Jasper School, and Fiscal Office. The new action plans are for the 2011/2012 fiscal year (See Step 8). Action: Program action plans have been developed for the 2012/2013 fiscal year.

Step 5--Review Internal Data During the fall, internal data was reviewed in the following areas:  Consumer Input  Child Input  Staff Input  Contractor Input Results: Consumers: Formal consumer feedback was received from 172 consumers. We have instituted strategies to receive more consumer feedback and these numbers indicate the steps are working well. As with all previous years, the feedback is overwhelmingly positive. In reviewing the feedback it was decided to combine all programs for two reasons; first the feedback was nearly identical for all programs and second, some children transitioned from one program to another making it difficult to separate feedback. This year’s responses were very similar to last year and represent the most positive feedback to date. Here are some of the questions asked of consumers:  I received prompt attention from agency staff.  I feel respected by agency personnel at all levels.  Staff help me understand treatment choices and include me in planning and the treatment process.  The services I have received have helped improve our situation.  I experienced smooth communication and coordination with the agency.  I feel the information I have shared is handled confidentially. The answers to the above questions and others that are asked on phone interviews come back consistently positive. Of the 172 respondents this past year 63% were very positive, 32% were positive, 4% were neutral and 1% were negative. In addition to the specific questions we ask of clients they are encouraged to offer comments and most do. Of the written or verbal comments offered 87% were positive, 9% were neutral and 4% were negative. We have learned from all previous years to expect positive feedback. Most consumers are very pleased that we accept challenging children, that we don’t give up on any of them and for the most part the children get better- at times much better. However the last two years the level of positive comments has been somewhat unexpected. At times we must address negative

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patterns in families and all parents are not pleased to hear some issues. However many appreciate the end result which according to the feedback is progress in nearly all cases. When only 1% of consumers rate the services in a negative way and only 4% of comments point out a negative issue, services are being highly appreciated. Staff: Each of the last 17 years our staff have been asked to provide detailed information concerning their view of their job and the organization as a whole. In 2010 the results indicated that the staff reflected the highest job satisfaction of any time since data has been collected, even higher than the previous records in 2008 and 2009. In 2011 this trend continued with slightly higher scores than in any year this data has been collected. The staff participation was higher than any previous year with 92% participation. Here are a few of the staff reflections of their work and the organization: 82% of staff indicated that their job is better than previous jobs they have held. 100% of the staff indicated that they understand the agency philosophy and see it represented in daily operations nearly always. Ratings for team work (8.6 out of a possible 10) were the highest scores in 17 years. Communication (8.1) and openness (8.0) to new ideas were both rated high. Staff were asked if their job was meeting their hopes and expectations and 90% said either yes or partially yes. When asked if the organization fit into the employee’s long term plans a significant majority (85%) said yes. Each year wages are rated lower than other areas but an increase in staff said they felt valued by the wage level (64%) an increase over previous years. The perception of staff related to how the agency pay compares with other non-profits reflected 72% saying the same or higher. The most recent wage and benefit study completed in 2010 reflected that at the time Jasper Mountain was in the upper 25% of wages for similar nonprofits and a majority of staff received more than one raise since the 2010 study. Therefore the perceptions of staff have not caught up with the data. More than 90% of the staff provided comments and suggestions, which was an all time high. The management team reviewed all the ideas and prioritized the top suggestions for further consideration. Positive comments far outnumbered negative comments with a ratio of 9 to 1. The top suggestions from staff were identical to last year: 1. Improve communication, 2. Improve wages, and 3. Find additional ways to value staff. Overall staff reflect they feel a strong sense of making a difference doing a job they enjoy helping children to have a better life. Issues identified in research as reasons employees stay with their jobs are all reflected in positive ways in this year’s survey. The staff feedback about their job satisfaction was very high this year and in fact the highest in the 17 years we have collected data. Children: Each year we ask the children about their experience with different parts of the agency. This year after the completion of the 2010/2011 school year, the children at Jasper Mountain were asked for their opinions about the aspects of the school that they liked and also disliked. As in the past there was no shortage of opinions that they shared. The children came down on both sides of several aspects of the program. Here is the list: What the children liked

What the children disliked

Recess (3)

The school day is too short (3)

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Math (2) Teachers (2) Playing games (2) Snack Classes in trees and nature Electives Learning in general Free choice on activities I like everything Poetry class Art projects Lap tops Learning how to be normal students Computers Field trips School store History PE Sports particularly soccer Humor in class Technology in class Group reading Dancing Writing

Art (2) Spelling tests (2) No homework Not having access to restricted websites Sitting a lot Electives Recess Free choice on activities Warm up exercises Kids arguing I wish we were more like public school I wish we had bells throughout the day Not wearing shoes in class I wish we had shorter school days I wish we switched teachers throughout the day Having more than one grade in the class Not having an LCD projector in our class Not having a rope climb Not enough time for lunch Not having a rock climbing wall Not going to our obstacle course Group reading Standing in line

Last year the children in the Psychiatric Residential Treatment Program were asked for their likes and dislikes about the residential program and here are their comments: What They Like Most

What They Like Least

Staff (15) Food (9) Trampoline (3) Everything (2) Horse Program (2) Activities (4) 1 on 1 (2) Mentor (2) Holidays (2) Sleeping (2) Earning gemstones (2) Privileges Family visits

Everything (4) Meditation (3) Room alarms (3) Hall light on while sleeping (2) Structure (2) Being away from family (2) Children arguing (2) Finger painting Rules Staff redirections When kids scream Holds People talking while I sleep

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Work at the animal shelter Movies Free Play Therapy time Meditation Field trips Play time No homework Toys Christmas Earning trophies Family meeting New cushions

Lunch Nothing Staff Fireplace Children breaking toys Point system Sharing Not enough sleep When kids wet the bed Insects Sneaky kids Kids acting like staff Bathing

Comments on Child Feedback: The input from children tends to be similar from year to year. Their likes and dislikes are not significantly different than what would be expected of any group of children. We have learned from interviewing the children years after leaving the program that they tend to remember the good times more than the bad. Children in general like special events, holidays and birthdays as well as special foods. They tend to not like structure, discipline and getting into trouble. There is little in the feedback from children that points to program changes but it is important to gauge what they are thinking and experiencing in the school and residence. Contractor and other Referral Sources: As we did last year the Contractor feedback was aggregated with parents under “Consumers.” For advocates and caseworkers the feedback was very positive along with suggestions for longer stays. MHO workers who represent organizations that pay for services often prefer shorter stays and have comments related to wanting services other than residential care. Here are representative examples of comments from referral sources this year:  “I am really pleased, thanks.“  “I am very impressed, I am a big fan. I have had lots of clients with you and I get more impressed with time.”  “I love all your programs!”  “I like that services specifically fit the child and not a cookie cutter approach.”  “I would like to see you expand your non-residential programs.”  “After many years advocating for this child his needs are now being met with you, thank you for all you have done and please continue your important work.” Our consumers at times have differing goals, some want children under our care longer and some shorter, usually due to financial considerations. We anticipate this theme reflected in feedback will continue. For referral sources wanting shorter service options, Jasper Mountain and other agencies provide these options. However, wanting short-term treatment for a child who needs intensive help just to save money will not find agreement with our organization. To

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meet our mission, Jasper Mountain continues to provide hope for the future by providing the treatment the child needs today in order to have the best possible future.

Step 6--Combining Consumer Input with Action Plans Action: Based upon the input received from internal and external sources, as well as the agency programs and goals, the Management Team concluded that current programs are effective at meeting both our mission and short and long-term goals. The team continues to value Village services and will keep this as a small but important program. As the physical and mental health delivery system is transformed in Oregon, Jasper Mountain plans to continue its focus on the most challenging children who need the most intensive mental health services. These services will continue to be our priority – psychiatric residential, crisis intervention/crisis respite, and treatment foster care. Our data continues to show our most effective programs related to the improvement in children are one of the most needed components of the system of care.

Step 7--Human Resources Assessment A Human Resources Assessment was conducted in January 2012. During this assessment the Management Team reviewed the current status of our programs with an emphasis on the SAFE Center. A restructuring of SAFE was developed with multiple adjustments in staffing. A review of the leadership structure of the residential programs and school sites was also conducted and a restructuring plan for leadership was also developed. These changes will be phased in over the next few months and should be accomplished with the current fiscal year. Action: Many changes were made in structure, program and staffing for our programs. Results within the first few weeks of implementation have produced more stability in the SAFE Center and the next focus will be on increased attention to individualized treatment in both residential programs.

Step 8--Agency action plan with goals and objectives Since planning must occur simultaneously with the implementation of the present year's objectives, both the present and next fiscal year must be considered. The results to date of the current fiscal year strategic plan for agency programs are included here as a mid-year evaluation of program objectives for 2011/2012. At the mid-way point of this year, the progress is moving ahead toward reaching this year’s objectives. At of the end of the second quarter, 48% of the objectives had been accomplished, 52% were partially completed and 0% have not been addressed at this point in the year. This is a very good rate of progress for the mid-year review. 16

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Progress on 2011/2012 Short Term Goals Y - Yes accomplished I I Y Y I Y

N - Not accomplished

I - In process

Communicate Hope A.2. Upgrade program marketing materials. B.4. Develop a SAFE brochure. F.1. Implement the PR Campaign leading up to the 30 year anniversary. F.2. Publish and market Neurological Reparative Therapy book. F.4. Market the Documentary “Once Upon A Mountain.” F.8. Continue to provide trainings in multiple settings on effective interventions and how to prepare children for a life of success in reaching their goals.

I I Y Y Y Y Y I Y Y Y Y Y I Y

Organizational Excellence A.1. Continue a focus on COA standards. C.1. Conduct an internal program review of the school and revise vision statement. C.3. Continue to implement specific aspects of the school vision. C.4. Develop a staff position to develop an ecology program. C.5. Upgrade the teacher credentials in special education. C.6. Continue the emphasis on cultural awareness and cultural experiences. D.2. Respond to any issues coming out of the COA site visit. D.3. Review the rate structure for payment of treatment foster parents. E.1. Consider further ways the organization can self insure. E.2. Implement improvements coming from audit recommendations. E.3. Review agency equipment needs. E.4. Address challenges and implement direct deposit. F.3. Fully implement Agency Compliance Team. F.5. Continue the agency leadership transition plan. F.13.All agency staff complete a training plan to enhance professional development.

I I Y I Y Y I Y I

Comprehensive Continuum of Care A.7. Implement Neurological Reparative Therapy in all treatment. A.8. Hold an equestrian event at the Jasper Arena. B.5. Integrate the equestrian program for SAFE children. B.6. Develop a functioning therapeutic recreation program. B.7. Implement group treatment at SAFE. C.2. Enhance special education services. D.1. Recruit four new families. D.5. Consider the feasibility of combining the Treatment Foster Care and Village Programs. F.7. Develop a new initiative with CAN.

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Strategic Plan 12/13

Quality Work Place I A.3. Build staff cohesiveness with four staff events. I A.4. Upgrade Castle with needed maintenance—kitchen floor, furniture, paint, doors, and cabinets. I A.5. Rebuild deck, install a teepee and a Totem Pole. I A.6. Develop a functioning garden. I B.1. Reinstitute staff recognitions. I B.2. Make facility improvements—carpets, furniture, and paint. I B.3. Feasibility of improving use of space on second floor for therapy and meetings. I B.8. Install a Solar PV System on the Recreation Building. Y D.4. Work with treatment foster parents regarding impact of OIT issues. I F.6. Conduct a feasibility study of a new facility at SAFE. I F.9. Complete Construction projects. I F.10.Address vulnerability of staff with OIT investigations. Y F.11.Adhere to the Board’s Pay Policy that specifies the wages for staff are in the upper 25% of the market comparison for non-profits. Y F.12. Additional benefit days will be extended to staff based upon longevity (1 additional day for every 5 years of service up to 15 years).

Agency Action Plan with Program Objectives for 2012/2013 CD--Completion Date RP--Responsible Person

PI--Performance Indicator EM--Evaluation

A. Intensive Residential -- Jasper Mountain Intensive Residential – Jasper Mountain 1. Maintain all federal, State, and COA requirements. CD: Ongoing RP: Director of Operations, Executive Director PI: Quarterly Review of applicable regulations EM: All requirements met and program in good standing 2. Continue to maintain Castle in excellent condition. CD: June 30, 2013 RP: Director of Operations, Maintenance

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Strategic Plan 12/13

PI: Repairs completed within 72 hours or scheduled within 24 hours EM: No damaged surfaces or broken furniture or equipment 3. Redecorate bedrooms and enhance the family feel of the Castle. CD: RP: PI: EM:

December 1, 2012 Director of Operations Wall decals purchased; identify additional improvements Each bedroom uniquely decorated and additional improvements implemented

4. Integrate garden with food service and work projects. CD: April 1, 2013 RP: Director of Operations, Support Services Coordinator, Program Manager PI: Produce identified, planted, harvested and delivered to Castle; garden work project schedule developed EM: Report to Management Team 5. Arrange for Treatment Team to participate in teambuilding program in Eugene. CD: RP: PI: EM:

June 30, 2013 Director of Operations, Program Manager Completion of Program Report to Management Team and Board

6. Implement computer-based medical training and test. CD: RP: PI: EM:

January 1, 2013 Agency Nurse, Computer Coordinator Program identified, purchased and installed Program online and being used by staff

7. Explore new marketing strategies both in and out of state for 2012/13. CD: RP: PI: EM:

September 1, 2012 Director of Operations New marketing plan developed and implemented Report to Board

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Strategic Plan 12/13

B. The SAFE Center 1. Complete neuro-reparative therapy process for all children who stay at SAFE in the residence for 60 days or longer CD: June 1, 2013 RP: SAFE Center Director, Clinical Supervisor PI: Assess monthly in combined QMHP meetings as to which children remain in need of the protocol being completed EM: All children at SAFE for stays longer than 60 days will have completed protocols in their files 2. Repair and upkeep of SAFE facilities. CD: June 30, 2013 RP: SAFE Center Director PI: Carpeting, couches, painting, and signage all to be assessed for repair, upgrading or replacing EM: All projects completed by date listed above 3. Develop and sustain therapeutic recreation program with individualized recreation goals noted in children’s clinical records for stays 30 days and longer CD: January 1, 2013 RP: SAFE Center Director, SAFE Center Recreation Coordinator PI: Monitor Presidential fitness and other quantifiable skill development during stay, document in the child’s file therapeutic goals and measures EM: Therapeutic goals and updates in children’s files 4. Improve support services level of quality by doing a quarterly evaluation of clothing/children’s supply needs. CD: December 15, 2012 RP: SAFE Center Director, SAFE Center House Mom PI: Assess and monitor on a monthly basis children’s clothing appropriateness for weather and agency values, meet monthly with program manager/support staff about supply needs EM: Upgraded clothing and supplies found in attic and storage areas by CD 5. Continue to integrate programmatic changes for stability and quality. CD: September 1, 2012 RP: Executive Director, SAFE Director, Clinical Supervisor PI: Quality Assurance meetings noting change in performance and stability in program quality and stability, discussion in weekly leadership team meetings and bi-monthly management team meetings EM: Reduced frequency and length of therapeutic interventions at SAFE Center as compared to previous year’s data

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Strategic Plan 12/13

6. Improve the tone of integration of both residential centers CD: October 1, 2012 RP: Executive Director, Director of Operations, SAFE Director PI: Management team discussions bimonthly, and Quality Assurance meetings, as well as weekly leadership team meetings EM: Clinical team meeting documentation reflect more individualized treatment; Staff Questionnaire reflecting improved staff cohesion per subjective comments C. Jasper School 1. Have all teachers obtain special education certification. CD: August of 2014 RP: School Leadership Staff PI: Agreements are signed and courses taken EM: All teachers have SPED certification 2. Review and implement the recommendations prioritized for the next year. CD: 11/1/12 RP: Management Team and School Leadership Team PI: Recommendations are prioritized EM: A report is provided to the Management Team of a 10/12 status report from the School Leadership Team. 3. Promote teacher exchanges at Jasper and SAFE sites. CD: June 30, 2013 RP: Principal PI: All teachers have the experience of participating in classrooms and collaborating with teachers at the site where they do not usually work. EM: Teachers report gains in understanding the strengths and challenges of the alternate sites. Principal observes increased collaboration between sites. 4. Have children advance one academic year in this school year. CD: August 31, 2013 RP: Principal and teachers. PI: Individual and classroom learning goals are addressed, students progress at a 1 year per 1 year rate. EM: 2012/2013 Aggregated PIAT-R and easyCBM scores reflect desired gain. 5. Continue to integrate ecology into the classroom curriculum CD: August 2013 RP: Executive Director and Ecology Planners PI: All classrooms have ecology topics presented

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Strategic Plan 12/13

EM: Documentation in the Ecology Planner report 6. Review the feasibility of having the school on its own computer server. CD: Feasibility reviewed by 7/30/2012, if affirmed, implementation by January 2013. RP: Principal, Computer Coordinator, School Administrator PI: Feasibility issues proposed and considered by Management Team EM: Decision made, any recommended actions taken. 7. Develop a curriculum master plan CD: Initial outline completed by 9/30/12, plan completed 8/31/13 RP: Principal and teachers. PI: Master plan document, describing scope and sequence of curriculum for all grades, customized to Jasper Mountain School. EM: Plan is useful for guidance of grade-level educational goals and is a resource for teaching staff and for future evaluations of curriculum content. D. Community Based Services Program (Village, Therapeutic Foster Care, Crisis Response) Community Based Services 1. Plan two social events for TFC parents. CD: RP: PI: EM:

June 30, 2013 TFC Coordinator, Program Assistant Two events planned and held Report to Management Team

2. Recruit two additional respite homes. CD: RP: PI: EM:

June 30, 2012 Director of Operations, TFC Coordinator Two new providers identified and certified Report to Management Team

3. Develop a year-long day camp schedule and curriculum during breaks for TFC children. CD: RP: PI: EM:

October 1, 2012 Director of Operations Plan submitted to Management Team Evaluation report to Management Team

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4. Develop training materials for Village mentors. CD: RP: PI: EM:

January 1, 2013 Director of Operations, TFC Coordinator Training notebook produced Report to Management Team

5. Hire three new mentors; explore the possibility of utilizing counseling students. CD: RP: PI: EM:

June 30, 2013 Director of Operations Identify and recruit at least three mentors Mentors hired and trained

6. Enhance awareness and understanding of Village Program CD: RP: PI: EM:

January 1, 2013 Director of Operations Quarterly presentations at staff and QMHP meetings Increased referrals to program and new mentors

E. Fiscal Office 1. Transition to new fiscal manager. CD: 10/31/12 RP: Executive Director PI: New manager in place EM: Management team evaluation 2. Track and ensure input into the 2013 LTCT (school) biennium funding. CD: 4/30/13 RP: CFO PI: Funding is assured EM: Funding is reflected accurately in budget 3. Implement audit IT recommendations for password protections. CD: 3/31/13 RP: IT Coordinator PI: Protections in place EM: Auditors review

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Strategic Plan 12/13

4. Plan and build cash reserves for SAFE building project. CD: 3/31/13 RP: CFO PI: Cash reserves in place EM: No operating cash or investments required for project 5. Follow audit recommendation to write procedures for tracking and recording project donations. CD: 10/31/12 RP: CFO PI: Tracking completed and procedures in place EM: Auditors review and approve

F. Administration/Organization 1. Implement optimal space usage for Jasper facilities. CD: 9/1/12 RP: Director of Operations PI: Space usage plan is developed EM: Optimal space usage is in place 2. Facilitate PR for the organization’s 30th anniversary with an internal event. CD: 1/1/13 RP: Executive Director and Board PI: PR campaign is fully implemented EM: Community members mentioning media on Jasper 3. Conduct an internal review of the SAFE Center. CD: 5/1/13 RP: Executive Director PI: Review Team is developed EM: Final report is provided to the Board 4. Develop online video trainings. CD: 6/1/13 RP: Executive Director & QA Coordinator PI: Trainings are put together EM: On line training is available 5. Make use of the organization documentary. CD: 6/30/13

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Strategic Plan 12/13

RP: Executive Director PI: Documentary is completed EM: Report on its use goes to the Board 6. Implement the Employee Utilization priorities. CD: 7/15/12 RP: Executive Director PI: Overall plan is approved by Managers EM: Full implementation is achieved 7. Continue to communicate the message of hope through trainings. CD: Ongoing RP: Executive Director PI: Presentations are organized and prepared EM: A list of completed presentations in the annual report 8. Work toward realization of the SAFE Center Capital Improvement Project CD: 6/30/13 RP: SAFE Director PI: Construction Plan approved by Board EM: Construction is completed or underway

Step 9--Integrate all data into a proposed budget for the 2012/2013 The final step in the strategic planning process is to incorporate consumer input, outcome and follow up data, the progress toward reaching goals and objectives for the current year, the human resources assessment and the combined agency goals and action plan for the next fiscal year (long-term goals, annual goals, action plans for programs, and action plans for committees). This combination of data will influence the development of a proposed annual budget for the Board of Directors to consider, adjust and approve. The information will be reviewed in March, the Board will set priorities also in March, a budget for the next fiscal year will be built in March, April and May. The final step in the strategic planning process is for the Board to formally approve the fiscal year budget in June.

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Strategic Plan 12/13

Jasper Mountain Budget Action Steps For FY 2012/2013 A – Residential, B – SAFE, C – School, D – CBS, E – Fiscal, F – Administration Communicate Hope A.7. Explore new marketing strategies both in and out of state for 2012/13. D.6. Enhance awareness and understanding of Village Program. F.2. Facilitate PR for the organization’s 30th anniversary with an internal event. F.4. Develop online video trainings. F.5. Make use of the organization documentary. F.7. Continue to communicate the message of hope through trainings. Organizational Excellence A.1. Maintain all federal, state, and COA requirements. A.4. Integrate garden with food service and work projects. A.5. Arrange for Treatment Team to participate in teambuilding program in Eugene. A.6. Implement computer-based medical training and test. B.1. Complete neuro-reparative therapy process for all children who stay at SAFE in the residence for 60 days or longer. B.3. Develop and sustain therapeutic recreation program with individualized recreation goals noted in children’s clinical records for stays 30 days and longer. B.4. Improve support services level of quality by doing a quarterly evaluation of clothing/children’s supply needs. B.5. Continue to integrate programmatic changes for stability and quality. B.6. Improve the tone of integration of both residential centers C.1. Have all teachers obtain special education certification. C.2 Review and implement the recommendations prioritized for the next year. C.3. Promote teacher exchanges at Jasper and SAFE sites. C.4. Have children advance one academic year in this school year. C.5. Continue to integrate ecology into the classroom curriculum C.6. Review the feasibility of having the school on its own computer server. C.7. Develop a curriculum master plan D.2. Recruit two additional respite homes. D.3. Develop a year-long day camp schedule and curriculum during breaks for TFC children. D.4. Develop training materials for Village mentors. D.5. Hire three new mentors; explore the possibility of utilizing counseling students. E.1. Transition to new fiscal manager. E.2. Track and ensure input into the 2013 LTCT (school) biennium funding.

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Strategic Plan 12/13

E.3. Implement audit IT recommendations for password protections. E.5. Follow audit recommendation to write procedures for tracking and recording project donations. F.3. Conduct an internal review of the SAFE Center. F.6. Implement the Employee Utilization priorities. Quality Work Place A.2. Continue to maintain Castle in excellent condition. A.3. Redecorate bedrooms and enhance the family feel of the Castle. B.2. Repair and upkeep of SAFE facilities. D.1. Plan two social events for TFC parents. E.4. Plan and build cash reserves for SAFE building project. F.1. Implement optimal space usage for Jasper facilities. F.8. Work toward realization of the SAFE Center Capital Improvement Project

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Strategic Plan 12/13