Human Services

Family & Children's Services of Central Maryland, Inc.

Transforming the lives of children and adults by providing opportunities to build self-confidence, resilience and hope.

aka FCS   |   Baltimore, MD   |  http://www.fcsmd.org

Mission

Family and Children’s Services of Central Maryland (FCS) is a private, nonprofit, nonsectarian 501(c)(3), CARF Accredited agency that has been serving central Maryland since 1849. Our history is intertwined with the evolution of Baltimore from a major port city to a thriving metropolis with pockets of poverty and great need. Our history is rich with examples of timely response to changing and emerging needs as a key contributor to the development of the social supports necessary for a community to thrive. Our mission is to transform the lives of children and adults by providing opportunities to build self-confidence, resilience and hope.

Ruling year info

1943

Chief Executive Officer

Mr. F.T. Burden

Chief Operating Officer

Mr Ron A Bunce

Main address

4623 Falls Rd

Baltimore, MD 21209 USA

Show more addresses

EIN

52-0591546

Cause area (NTEE code) info

Children's and Youth Services (P30)

Family Services (P40)

Senior Centers/Services (P81)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2018, 2017 and 2016.
Register now

Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Family and Children’s Services of Central Maryland (FCS) addresses complex behavioral health and case management needs in central Maryland, with particular attention to those who have experienced violence and trauma, who are underrepresented, underserved, and often with the greatest need, providing services where a substantial gap would otherwise exist. That gap is particularly acute in the area of mental health: 17% of Maryland adults experience mental illness. Of those, more than half (56%) receive no treatment at all, and nearly a quarter of those seeking help are unable to get the kind of treatment they need (Mental Health America https://tinyurl.com/mha-mentalhealth-2020). FCS is addressing this problem proactively and systematically across Baltimore City, and Baltimore, Howard, Carroll and Harford counties with a service delivery platform that provides a continuum of care across three distinct but integrated divisions: behavioral health, case management, and housing.

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?

Behavioral Health Services

Behavioral health services consist of general/trauma counseling, psychiatric services and medications management. These services provide therapeutic interventions that increase coping skills, reduce symptoms and introduce positive behaviors. Our Trauma Division includes child abuse treatment and domestic violence services. The goal of these programs is to help victims return to a place of stability, safety, hope and self-sufficiency from a place of crisis.

Population(s) Served
K-12 (5-19 years)
Adults
Budget
$3,555,483

FCS provides our jurisdictions with comprehensive case management services. The cornerstone of our work is our Family Violence Project, which is a comprehensive, holistic, regional array of services developed to move families impacted by crime and violence from crisis and vulnerability to safety and stability. The service options we offer include crisis intervention, case management, court accompaniment, temporary shelter and counseling. We provide these services to victims of child abuse, domestic and/or family violence, elder abuse and neglect, aggravated assault, hate/bias crimes, sexual assault, bullying, sex trafficking and survivors of homicide victims among others.

Population(s) Served
General/Unspecified
Victims and oppressed people
Budget
$3,485,364

Our housing arm includes a domestic violence shelter and eight efficiency units that support low income and vulnerable seniors in Carroll County. FCS also operates a medical adult day care in Carroll County, West End Place, as a component of our case management program. This medically supervised environment is designed to enable participants to achieve and/or maintain an optimal level of independence that allows him/her to live and function in the community.

Population(s) Served
Victims and oppressed people
Aging, elderly, senior citizens
Budget
$759,153

Where we work

Accreditations

Commission on Accreditation of Rehabilitation Facilities (CARF) - Behavioral Health - 3 Year Accreditation 2017

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of clients served

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

FCS seeks to increase access to all mental health, case management and housing services as evidenced by total number served annually.

Charting impact

SOURCE: Self-reported by organization

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

What is the organization aiming to accomplish?

FCS is an internationally accredited, nonprofit 501(c)(3) agency that has been serving central Maryland since 1849, proactively responding to the evolution of Baltimore (and surrounding counties) from a major port city to a thriving metropolis with persistent pockets of poverty and great need. Our services adapt to anticipate and develop the structural supports to allow individuals and families in the communities we serve to heal and to thrive. FCS is focused on breaking down the barriers to help and healing that disproportionately impact those with higher needs and lower access to support. We provide case management and mental health services to individuals and families experiencing trauma, from domestic violence to child sexual abuse to housing instability. In a climate where more than half of those with mental health issues are not receiving treatment, and one quarter of those seeking help can’t access the treatments they need, FCS is providing accessible and effective options within a comprehensive support structure. Mental Health America lists a number of barriers to receiving treatment, including: -- No insurance or limited coverage of services, and insufficient finances to cover costs. FCS provides services regardless of ability to pay including providing services for those who are uninsured, underinsured or who have co-payments and deductibles that preclude them from receiving ongoing long-term care for themselves and/or their family. -- Shortfall of psychiatrists and a generally undersized mental health workforce. FCS provides psychiatric and mental health services in community-based locations throughout our service area, and over the last year increased service delivery nearly four-fold and will continue to grow to meet local needs. In Howard, Carroll, and Harford Counties, FCS is the sole provider of onsite mental health counseling for children/adolescents who have disclosed physical and/or sexual abuse/assault, and we partner with Baltimore city and county to provide such services there. -- Lack of available treatment types, and lack of coordination of care. FCS provides therapeutic specializations, including: mental health counseling; psychiatric medication management; child abuse and sexual assault treatment services; and therapy for those with co-occurring illness and substance abuse disorders. Client needs are addressed through comprehensive case management, increased appointment availability, and improved access including onsite and crisis outreach. Access to mental health has personal, financial, workforce and societal implications. FCS seeks to meet the mental health and other support needs for families and individuals where they are, with particular attention to those who are in crisis, vulnerable, oppressed and often living in poverty. We are especially dedicated to identifying and meeting the needs of those who are underserved and often in the greatest need of care.

FCS offers a continuum of care through behavioral health, case management, and housing services. Our behavioral health program and outpatient mental health clinics offer therapeutic specializations comprised of: mental health counseling; psychiatric medication management; child abuse and sexual assault treatment services; and therapy for those with co-occurring mental illness and substance-abuse disorders. FCS is renowned for our trauma-informed approach that incorporates evidenced-based practices, including Adverse Childhood Experiences (ACE's). We offer counseling at community-based locations throughout central Maryland including Baltimore City, and Baltimore, Howard, Carroll and Harford counties. We help clients thrive despite challenges of chronic mental illness, behavioral disorders, depression, anxiety, bereavement, thoughts of suicide and self-harm, and other challenges related to mental health. Deeply embedded within our behavioral health program area is FCS’s child abuse services and our partnership with local Child Advocacy Centers in all jurisdictions. Child Advocacy Centers are child-focused, facility-based programs in which representatives from many disciplines, including law enforcement, child protection, prosecution, mental health, medical services, and victim advocacy, work together to conduct interviews and make decisions about the investigation, treatment, management and prosecution of child abuse cases. In Howard, Harford and Carroll Counties, FCS clinicians are the sole providers of the onsite mental health counseling for children/adolescents who have disclosed physical and/or sexual abuse/assault. FCS provides the communities we serve with comprehensive case management services. The cornerstone of that work is our Family Violence Project, which is a comprehensive, holistic, regional array of services developed to transition families impacted by crime and violence from crisis and vulnerability to safety and stability. Our team of prescribers, clinicians, case managers, coordinators, directors and information technology provide crisis intervention, case management, court accompaniment, temporary shelter and counseling to victims of child abuse, domestic and/or family violence, elder abuse and neglect, aggravated assault, hate/bias crimes, sexual assault, bullying, sex trafficking, and others, as well as survivors of homicide victims. FCS operates West End Place, a medical adult day care in Carroll County, as part of our case management program. This medically supervised environment enables participants to achieve and/or maintain an optimal level of independence that allows them to live and function in the community. Also in Carroll County, our housing arm includes eight efficiency units that support low income and vulnerable seniors, as well as a domestic violence shelter that for 15 years has served victims of intimate partner violence who are in immediate danger and need to leave their living situation.

There are few organizations in Maryland with the depth and breadth of victim services programs of FCS. We are fully integrated into the communities that we serve and are a CARF International accredited Maryland Licensed Outpatient Mental Health Clinic with a robust victim services program. We are the onsite mental health provider at the child advocacy centers in Carroll, Harford and Howard counties and have formal partnerships with the child advocacy centers in Baltimore City and County. We are also the identified domestic violence provider for Carroll County and West Baltimore County. We have mental health clinics in Harford, Howard and Carroll Counties, and Baltimore City, and we have scores of partnerships in the communities we serve, including with school districts, police departments, Departments of Social Services, and hospitals. FCS has an $7.8M annual operating budget comprised of earned and contributed income as well as local, state and federal grants. Due to the level of federal funding, FCS receives an A-133 audit. All accounting, human resource and purchasing functions are fully defined by internal policies and procedures, as required by various federal guidelines. These policies/procedures are implemented, reviewed by the governing board and tested repeatedly throughout the year through various compliance audits. They are also monitored and reviewed externally by a range of grantors and independent audits required by funding sources. FCS has been in existence for 170 years and our longevity is reflected by the solid financial foundation maintained over those years, along with the diversity of services we provide to meet our community’s needs. Funding is diversified as well, with 48% coming from government and private grants, 37% from program fee for service and 15% from contributions and donations. Currently, the agency has funding reserves built up that would keep it in operation for at least two years. These resources are actively managed by the Board of Directors and an Investment Committee who have developed and monitor FCS’s investment strategy in accordance with our Investment Policy. The organization is led by F.T. Burden, Chief Executive Officer. F.T. has been with the agency for 4 years and has over 30 years of nonprofit experience. Prior to joining FCS, he served for nearly 15 years as President & CEO of AIDS Interfaith Residential Services, Inc. / Empire Homes of Maryland where he authored, received and implemented numerous multi-year federal demonstration project grants. Mr. Burden holds a Master’s Degree in Business Administration (MBA) from Johns Hopkins University.

FCS collects and retains data for all services provided to each client utilizing our HIPAA-compliant, federally certified Electronic Health Record. At the start of service, staff complete comprehensive assessments and individualized service plans. For clinical services, we use the Child and Adolescent Needs and Strengths (CANS) and Adult Needs and Strengths Assessment (ANSA) outcome measurement tools to guide treatment and measure progress. Contact logs and progress notes are completed after every client contact. These documents are used to assess needs, establish goals and track progress. At service completion, a closing summary and final assessment describe the progress that has been made toward those established goals. FCS uses two assessments to capture specific performance measures and client feedback about how services have impacted them. These assessments, the Performance Measures Survey and Satisfaction Survey, is available for review upon request. All of this documentation provides the basis for collecting all of the required program data. FCS has several methods of evaluating the impact, cost and overall effectiveness of our various administrative and program services as well. Our most recent strategic plan focuses on five goal areas: behavioral health services; case management services; financial stability and resource allocation; workforce development; and internal and external communication. The strategic plan serves as the road map that FCS staff and board members use to navigate the many opportunities, challenges and decisions that present themselves on a daily basis. The strategic plan is the basis for the agency’s overall work plan, which is a tool that is used to identify the various tasks, responsibilities, timelines and costs associated with each objective. The work plan is reviewed and updated on a quarterly basis by FCS staff and the information provided is shared with board members, stakeholders and clients. In addition to the strategic plan, FCS has both a quality assurance and performance improvement committee. The quality assurance committee conducts quarterly reviews of client charts to address the quality of service delivery, the appropriateness of services, and the patterns of service utilization. The results of the review process are shared with FCS staff and reviewed by the leadership team. These results are then analyzed to improve the standard of care and ensure clients understand their rights to informed choices regarding their treatment. The second committee, performance improvement, focuses on: all facets of the agency: client service effectiveness, efficiency, accessibility and satisfaction; field trends; client and stakeholder input; and overall evaluation of the agency’s various programs.

The passing of the Affordable Care Act in 2010 ushered in a new era for the uninsured while simultaneously disrupting much of the traditional mental health service delivery system. Prior to ACA, those needing mental health care who did not have health insurance coverage received services through philanthropic means. FCS was one of the primary providers of these services, which were predominately supported by the United Way – in excess of $1.2M. With the passing of ACA, FCS’s longstanding support from the United Way was defunded and FCS was forced into a new market-driven business environment. In 2016, new leadership was called upon to address multiple years of loss created by this environmental shock. FCS developed a laser-focused strategy, pursuing CARF Accreditation and Outpatient Mental Health Clinic Licensure by the State of Maryland, both of which were achieved in 2017 and 2018 respectively. Concurrently, FCS developed a new market-responsive business model that shares payroll liability with clinicians. This new model launched in early 2018 with 21 clinicians who maintained 258 billable events. A year later, FCS has 17 clinicians approaching 1,200 billable events. Today, FCS’s behavioral health unit is poised for profitability with a net profit year-ending 2019 and a balanced budget projected for year-end 2020. In addition to behavioral health (counseling, psychiatry and medication management), FCS has a robust and growing case management division supported through federal, state and local grants and contracts, providing critical services for victims of crime and child sexual abuse where a substantial void would otherwise exist. In 2018, FCS expanded its overall strategy to create a regional demonstration project that leveraged current technologies to transform FCS’s service delivery responsiveness, efficiency and accessibility on behalf of the crime victims we serve. To do so, FCS secured $1.2M in funding to test our model, while also doubling our longstanding Victims of Crime Act grant, securing the largest award in the State of Maryland. As FCS approaches the upcoming fiscal year, we do so with strength and a sustainable plan. The final commitments have been secured for our West End project which will expand and collocate multiple services under one roof in our Carroll County location. FCS engaged a branding company in 2019 to reflect the momentous changes FCS has mounted in service delivery. The board is in the process of approving the final design for the unveiling of our new name and logo. FCS’s new training academy has launched a number of externally focused trainings and will hold its first annual conference in May, 2020. FCS is also in the process of deploying a new electronic health record system to improve efficiencies and increase access to care. FCS is well positioned to build upon its 170-year record serving Baltimore and surrounding communities with yet another century of excellence, service and integrity.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is the organization collecting feedback?

    We regularly collect feedback through: electronic surveys (by email, tablet, etc.), paper surveys.

  • How is the organization using feedback?

    We use feedback to: to identify and remedy poor client service experiences, to identify bright spots and enhance positive service experiences, to make fundamental changes to our programs and/or operations, to strengthen relationships with the people we serve.

  • With whom is the organization sharing feedback?

    We share feedback with: the people we serve, our staff, our board, our funders, our community partners.

  • What challenges does the organization face when collecting feedback?

    It is difficult to: it is difficult to get the people we serve to respond to requests for feedback.

Financials

Family & Children's Services of Central Maryland, Inc.
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.

Operations

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

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Family & Children's Services of Central Maryland, Inc.

Board of directors
as of 11/14/2019
SOURCE: Self-reported by organization
Board chair

Mrs. Virginia Hovermill

Office of the Attorney General

Term: 2017 -

Lisa Hayes

Senior Vice President, PNC Wealth Management

Larry Pickett

Bay Bank

Jenny Hovermill

Office of the Attorney General

Wayne Steedman

The Steedman Law Group, LLC

Charles Bacharach

Gordon Feinblatt

William Bennett

Capital Funding

Jorge Acevedo

Vice President, Constellation

Angela Dale

Writer

Odell Dickerson

COO, New Psalmist Baptist Church

William Gerig

Vice President, Wilmington Trust

Joseph Hovermill

President & CEO Miles & Stockbridge P.C.

Charles Keenan

Stark and Keenan

Anastasia Kornegay

Hummingbird Branding & Marketing

Cynthia Lifson

Lifson Law

D.W. Wells Obrecht

Obrecht Commercial Real Estate

George Riedel

Head of Intermediary Distribution, T. Rowe Price Assoc.

Bradly Schwimmer, Psy.D.

Mt. Washington Pediatric Hospital

Valerie Sikora

Johns Hopkins Univ. School of Medicine

Megan Tahboub

Govanstowne Business Association

Dr. Carolina Vidal

Assistant Professor, Johns Hopkins School of Medicine

Renee Boyd

Managing Consultant

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 11/13/2019

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Male, Not Transgender (Cisgender)
Disability status
Person without a disability

The organization's co-leader identifies as:

No data

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data

Keywords

social services, counseling, mental health, case management, housing, trauma, domestic violence, sexual abuse, caregiving, elder service, therapist, psychiatry, senior housing, emergency shelter, homelessness, family stability, substance abuse, adult day care, healthy families, prenatal,parenting, depression, ptsd, anxiety,