GOLD2022

VICTORY FAMILY SERVICES

Because no one is beyond hope.

aka VICTORY FAMILY SERVICES   |   Bakersfield, CA   |  www.victoryfs.org
This organization is a 501(c)(3) Private Nonoperating Foundation (This organization has notified the IRS of its intention to convert to a public charity, and the IRS has ruled that grantors and contributors may consider it a public charity for the purpose of making contributions to the organization.).

Mission

Victory Family Services supports children and families through continuous training, education, and development. We are committed to operating in the spirit of excellence by providing exceptional service to all of our clients and partners. We strive to meet the special and unique needs of those we serve in a professional, comprehensive, caring, and gracious manner; because no one is beyond hope.

Ruling year info

2014

CEO

Russell Johnson

Main address

4200 Truxtun Avenue, Suite 202 Suite 202

Bakersfield, CA 93309 USA

Show more contact info

Formerly known as

HOMES OF HOPE

EIN

46-2090563

NTEE code info

Foster Care (P32)

Adoption (P31)

Family Services (P40)

IRS filing requirement

This organization is required to file an IRS Form 990-PF.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

All children need to learn well a sense of self-esteem as well as self-efficacy skills that equip them to manage relationships in multiple contexts, including education, friends and family members; older youth must be made ready to seek employment. However, youth in the foster care system have often lived through multiple traumas and disruptive events. This can include abuse and/or neglect, multiple foster home placements, lack of continuity in education, and an array of losses of relationships (e.g., friends, family, and/or siblings). Their life experiences can create additional problems resulting in mental illness, substance abuse problems, and a lack of confidence.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Foster Care

Victory Family Services supports children and families through continuous training, education and development. We are committed to operating in the spirit of excellence by providing exceptional service to all our clients and parents. We strive to meet the special and unique needs of those we serve in a professional, comprehensive, caring and gracious manner, because no child is beyond hope.
Victory Family Services strives to provide safe, secure and nurturing homes for children and youth who have been separated from their families. We reach for this vision because we believe all children deserve loving families and hopeful futures.

Population(s) Served
Children and youth
Families

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our primary mission is to find safe and loving homes for children in crisis, with permanency always being the priority. We believe that no child, regardless of their background or circumstances, is beyond hope.

The following goals have been identified in our strategic plan:

• Diversify service programs
• Expand services to clients of Kern Regional Center
• Revise foster parent training requirements to reflect newly mandated training topics and to meet various specific service populations
• Introduce and implement stronger cutting-edge technology
• Strengthen the reputation and brand of Victory Family Services
• Increase funding opportunities by considering:
o Securing non-placement services
o Exploration of mental health funding opportunities, such as the Mental Health Services Act
o Hiring of a development officer
o Creating partnerships with other community-based organizations
o Bundling of services and establishing true comprehensive community services thus fulfilling the CCR expectation of providing continuity of services and care
o Diversify funding into multiple streams
 Corporate support and sponsorships
 Foundation grants
 Individual donors *75% of money given to nonprofits comes from individuals
 Earned income *currently 99% of VFS' income is derived from earned income
 Annual board campaign
• Strengthen employee support and attract effective competent applicants
• Develop a strong quality improvement plan

VFS is currently in the process of applying for an adoption license, which will allow the agency to see children and youth who find new permanent homes go through the process until the adoption is finalized. It is always a victory when families are brought together in this way, and it would be valuable for us to be instrumental in this final stage of what was previously known as a temporary placement. We have a dedicated staff member assigned to initiating this program.

We are working with Kern Regional Center and have recently initiated our Home Based Community Services (HBCS) program, where our social workers may enter the homes and work one on one with children who require a higher level of care. By increasing our involvement with these children, we are able to better understand their unique needs, and will be better able to design programs that will work best for them. The program itself is funded by the Regional Center, and pays for one and a half full time staff positions. It's an extraordinary opportunity to work with extraordinary children.

Our board of directors has committed to involvement in the fundraising activities, drawing on their own resources which include extensive contacts within the community. While we are planning on doing an annual signature event at some point, we are also looking to into other methods of community outreach for support. We are also researching and applying for grants as they are available.

We have recently updated our case management software and trained all staff on how to use it. In addition to streamlining the process of reporting, it also is the first time we are capturing and quantifying much of this data, as it occurs. We will be able to identify, through standard reports generated from the system, where problems exist, which will allow us to predict and prevent incidents. It's a very exciting tool for our agency.

We have recently changed our name from Homes of Hope to Victory Family Services. Under previous management, there were some complaints made against the agency, and our name had been tarnished a bit within the community. We are under new management, with Victor Antonio acting as a newly appointed Chief Executive Officer, and believe the new name reflects this change. We also understand that we need to be utterly transparent and reach out for whatever help is available that my aid us in proving our ethical conduct. It is now the understanding of the agency that we must prove ourselves through sound ethics and reputable service delivery. We are proud of the way in which we currently do business, and are still looking for way which we can improve.

We are increasing our involvement to the community and have joined several organizations and associations for support. These include the Kern County Chamber of Commerce, the California Alliance of Child and Family Services, and...

We will draw upon our existing strengths to meet our goals. Our strengths include:
• Committed staff characterized by team work, cohesiveness and cross training resulting in effective service delivery.
• Strong, loyal foster parents who genuinely care for the children served.
• Caring and deeply committed board members who support all efforts to help and support children and families.
• Staff who experienced drastic staffing reductions and agency revenues admit they feel much more appreciative and gained clearer insight into the importance of the work they do.
• Employees remark that transparency is evident with management towards all employees.
• Strong support from the organization’s partners is evident.

For VFS, humans truly are our most valuable resources.

In 2018 VFS achieved it's provisional accreditation from the Council on Accreditation (COA). A full accreditation was not able to be granted because the agency lacked a history of adequately collecting data. Working with COA, we are now on the right track to be able to achieve full accreditation on or before December of 2019. We look forward to this effort and continually yield benefits from the best practices we have put into place.

Also in 2018 the VFS office was relocated to a new office building, and we sold an existing office property. This was necessary because our previous location was not a suitable and functional working environment. The location of the office was not ADA accessible, and put the agency at risk for catastrophic financial loss due to the age and location of the building structure, which necessitated high operational costs. Program delivery was negatively impacted because of the design and because clients perceived the location to be unsafe. To remedy the problems of the facility would have been cost prohibitive, and selling it freed up funds to lease a functional and productive work environment, in a better location.

Financials

VICTORY FAMILY SERVICES
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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VICTORY FAMILY SERVICES

Board of directors
as of 11/08/2022
SOURCE: Self-reported by organization
Board chair

Lisa Estes

Right Start Mortgage

Term: 2013 -

David Plivelich

The Marcom Group

Troy Hess

Chick-fil-A

John Ansolobehere

Wilson, Paves & Assoc. Insurance Agency

Russell Johnson

Common Sense Consulting

Paris Davis

The Davis Group Real Estate

Michael George

Safe 1 Credit Union

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 11/8/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data