CHILD ADVOCACY CENTER OF SEDGWICK COUNTY

Primary Goals are:
• To reduce the trauma to child victims when they are involved in the investigative and judicial processes
• To promote emotional healing so victims and non-offending family members may lead healthy and productive lives
• To keep our communities safe by holding offenders accountable for crimes against children

The Board of Directors focused on the development of a strategic plan covering 2016-2020 at the 2016 Annual Board meeting. The Strategic Plan is reviewed by the BOD quarterly during a board meeting. Categories include:
1. Meeting operational and service needs in the new facility: developing a plan to address staffing needs, develop a financial plan that focuses on self-sustainment, and explore needed services to be added over 4 years.
2. Building capacity and structure for Board and Volunteer enhancement: board development and recruitment, volunteer recruitment and strategies for effective use of volunteers.
3. Build awareness of child abuse and inform the community of the impact of the CAC model: create an organizational promotion plan to enhance awareness and support, create a strategic communications plan to include all constituents, and develop educational programs that address the needs of the region.

Project monitoring is the responsibility of the Executive Director. The Executive Director reports progress to the Board of Directors. The Executive Director administers the assignments and evaluates the needs of the Child Advocacy Center of Sedgwick County on a daily basis. The Child Family Advocates, Clinical Specialist and Therapists are responsible to complete the assigned direct services goals and objectives, with overall monitoring by the Family Services Manager and Clinical Manager. Bi-monthly staff meetings assist with regular opportunities to review activities attached to the goals. Routine individual and group supervision meetings with the Child Family Advocates and Therapists take place to discuss client services, individual cases, therapy referrals, and other client related goals.
The Business Manager, Development Manager, Education Manager, Clinical Manager and Family Services Manager are all a part of the CACSC Leadership team. Leadership meetings occur every other week with monthly individual meetings with the Executive Director. The focus of the meeting is to review goals and tasks to be completed to ensure we are meeting the requirements of each program and funding source. All goals and objectives in prior grant funding opportunities have been achieved.
Program evaluation occurs through statistical gathering from the CACSC and Multidisciplinary Team (MDT) partners, as well as through the use of client satisfaction surveys. The primary coordination for the gathering and compiling process of statistics is assumed by the Family Services Manager and Clinical Manager. These statistics assist in identifying ways to further develop services and decrease gaps. The statistical gathering includes case management of referrals made within CACSC services and with community partners. The weekly MDT Case Review provides information that will be used in a variety of ways.

2006
• Task force members visited CACs across the country to explore best practices and use of space
• Engaged an architectural firm in developing initial plans, which included discussions with members of all partner agencies and research within our community about practical locations
• Received partner agency commitments to memoranda of agreement, moving the CACSC forward
2007
• Received a Governor’s grant for development of a CAC
• Recognized as a Kansas nonprofit organization
2008
• Named Diana Schunn as Executive Director after a nationwide search process
• Achieved status as an IRS 501c3 organization
• Completed a community needs assessment with assistance of Wichita State University’s Center for Community Support and Research
• Developed initial fundraising projects
2009
• Awarded Associate Member status from the National Children’s Alliance
• Began on-site mental health assessments and therapy in collaboration with COMCARE
2010
• Received commitments from Sedgwick County and the City of Wichita to fund service delivery
• Started regular multidisciplinary team (MDT) meetings with agency partners to review case assessments and management plans
2011
• Hired the Child Family Advocate Coordinator, ensuring comprehensive advocacy services for clients
2012
• Earned Full Accreditation Member status from the National Children’s Alliance
• Hired a Child and Family Therapist for on-site therapy for victims and non-offending caregivers
• Held our first Golf Tournament
2013
• Announced our Behind Closed Doors, A $7.0 Million Comprehensive Capital Campaign to End Childhood Abuse, Neglect and Sex Trafficking
• Purchased building and started renovation planning
• Established annual signature fundraisers as the annual spring “Changing a Child’s Life Golf Tournament” and fall “Heroes Gala” which were each held for the second time
2014
• Received several large private and civic gifts to the comprehensive capital campaign which led to a successful J.E. and L.E. Mabee Foundation challenge grant
2015
• Celebrated surpassing the $7.0 million goal of the Behind Closed Doors Comprehensive Capital Campaign
• Transitioned the Lincoln Elementary School into the Child Advocacy Center of Sedgwick County
2016
• Moved into newly renovated building in June
• Held an Open House and Ribbon-Cutting ceremony at the Child Advocacy Center of Sedgwick County’s new home
2017
• Bilingual Child and Family Advocate hired
• Received continued full accreditation status from the National Children’s Alliance
2018
• Celebrated 10 years as an organization with a mission to lead our community in eliminating the suffering of abused children
2019
• Hired two Bilingual Therapists
2020
Hired Multidisciplinary Team Coordinator

Staff growth from one employee in 2008 to 17 employees in 2021
Served 1,224 children in 2011
Served 1,702 children in 2020 plus 1,224 non-offending caregivers