Human Services

Children's Case Management Organization, Inc.

Stronger Families Stronger Communities

aka Families First of Palm Beach County

West Palm Beach, FL

Mission

The mission of Children's Case Management Organization, Inc. D/B/A Families First of Palm Beach County is to advance the well-being of children and families through high-quality programs in prevention, early intervention, child development, behavioral health, education and advocacy.

Ruling Year

1990

Chief Executive Officer

Mrs. Julie Ann Swindler

Deputy Director

Ms. Roxanna Ruth Childs

Main Address

3333 Forest Hill Blvd. 2nd Floor

West Palm Beach, FL 33406 USA

Keywords

Children, Families, Social Services, Community, HIV, Prenatal, Schools, homeless, relative caregivers, child welfare, behavioral health, advocacy, education, prevention, early intervention

EIN

65-0166352

 Number

5000474539

Cause Area (NTEE Code)

Family Services (P40)

Public, Society Benefit - Multipurpose and Other N.E.C. (W99)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

The agency is strategizing for Families First future with utilizing the theme of 'legacy building' to address planned changes as well as succession planning for leadership. Besides having a blueprint as a roadmap, the agency is engaging staff, management and the board members to provide input.

The agency leadership is researching the integrative nature of the work across programs and with administrative functions. The leadership is not only thinking about financial sustainability, but about Families First positioning relative to competencies and values.

The agency will continue to impact our communities in ways that improve healthy family functioning as part of an Holistic Child - Family - Development model of practice. The areas of concentration will be: Family Need Assessment; Family Trauma Prevention; Family Development & Education; Family Therapeutic Intervention and Family Connection to meet families at various life stages of development.

Our programs

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

SOURCE: Self-reported by organization

Healthy Families

Targeted Outreach for Pregnant Women

Bridges to Success

Kin Support Project

Children's Behavioral Health Services

Child First

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of pregnant women tested for HIV

TOTALS BY YEAR
Population(s) served

Females,

Minorities,

Economically disadvantaged, low-income, and poor people

Related program

Targeted Outreach for Pregnant Women

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

In 2019, Families First engaged 227 pregnant, high-risk women; 100% of the of the nine babies born to HIV+ mothers tested negative to HIV by five months of age. Since inception of the program 100%.

Percentage of children who have been in the program for six months and the families have not had a verified child abuse report

TOTALS BY YEAR
Population(s) served

Infants to preschool (under age 5),

Families

Related program

Healthy Families

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

In 2019, 100% of 869 children were free from abuse and neglect while in service; In 2018, 98% of 737 children; In 2017, 100% of 770 children; In 2016, 99% of 864 children; In 2015, 99% of 841 children

Percentage of children and families who have completed the program for one year and have no verified abuse

TOTALS BY YEAR
Population(s) served

Infants to preschool (under age 5),

Families

Related program

Healthy Families

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

In 2019, Families First served 394 families including 869 children and 421 adults. 100% of the children were free from abuse and neglect during service and 100% one year post service.

Percentage of children remaining with relative caregivers and out of the child welfare system

TOTALS BY YEAR
Population(s) served

Children and youth (0-19 years),

Caregivers

Related program

Kin Support Project

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

In 2019, 100% of 126 children remained with their relative caregivers and out of the child welfare system; In 2018 - 100% of 124 children; in 2017 - 99% of 137 children; In 2016 - 95% of 111 children

Percentage of the families who maintained or increased their income.

TOTALS BY YEAR
Population(s) served

Families,

Homeless people,

People with disabilities

Related program

Bridges to Success

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

In 2019, 89% of 9 families maintained or increased their income including wages and benefits. One family had exited the program and a new family was accepted in fiscal year 2020.

Percentage of families maintain a safe and functional living space

TOTALS BY YEAR
Population(s) served

Families,

Homeless people,

People with disabilities

Related program

Bridges to Success

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

In 2019, Families First served 10 families that included 14 children and 16 adults. 100% of the families maintained a safe and functional living space and permanent housing for the year.

Number of households that obtain/retain permanent housing for at least 6 months

TOTALS BY YEAR
Population(s) served

Families,

Homeless people,

People with disabilities

Related program

Bridges to Success

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

2019, 10 out of 10 families retained permanent housing for at least 6 months; 2018, 10 out of 10 families retained permanent housing for at least 6 months; 2017, 10 out of 10 families retained housing

Percent of families completing service and reducing the long-term develpmental impact of stress and trauma on children

TOTALS BY YEAR
Population(s) served

Infants to preschool (under age 5),

Families

Related program

Child First

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

2019, Families First served 147 children and 108 adults. 89.29% of families enrolled in the program completed services and met treatment goals above the 50% national average. 97.4% no abuse finding.

Through Behavioral Health Services, 80% of children will achieve placement stability.

TOTALS BY YEAR
Population(s) served

K-12 (5-19 years),

Families,

At-risk youth

Related program

Children's Behavioral Health Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context notes

In 2019, this program served 205 families that included 279 children and 208 adults - 88.75% achieved placement stability; In 2018, this program served 142 families (240 children & 156 adults) - 98%.

Number of families served through Behavioral Health Services

TOTALS BY YEAR
Population(s) served

K-12 (5-19 years),

Families,

At-risk youth

Related program

Children's Behavioral Health Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

In 2019, Families First served 205 families. 88.75% of 279 children improved their behavior at home; 88.75% improved their social emotional functioning both in the home and school settings.

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

1. Maintain a board committee structure that is representative of the community and continues to follow best practices in Nonprofit and Board Governance. 2. Maintain foundation board activities to include connection with individuals who can increase donors for the organization. 3. Expand and enhance funding sources 4. Enhance public awareness to increase giving and support to the organization. 5. Improve organizational competence, structure, performance and increased accountability 6. Develop a legacy building vision for Families First services, consistent with the mission of the organization. Final recommendations to be reported to the ELT and Board of Directors.

Goal 1 Strategies: A. Recruit community members with specific expertise to participate in various committees such as Human Resources, Program, Audit, Technology and Development. Goal 2 Strategies: A. Increase Planned Giving Committee to a minimum of 15 members. B. Conduct two planned giving center of influence events. C. Quarterly attendance by foundation members and director of development at Planned Giving Council meetings Goal 3 Strategies: A. Increase corporate gifts for the annual luncheon by 3% each year and for the poker, South Cty Event and any other fundraising events each year by 5%. B. Expand funding partnerships with country clubs in gated communities to three presentations bi-annually for a total of six by end of strategic plan cycle. C. Increase income received from grants awarded by family foundations annually by 5% through research and connections. D. Based on direct mail campaign gifts and research, build a plan to connect to annual donors. Goal 4 Strategies: A. Annually increase the average donation and donor base that comes through the web site and increase utilization of social media by 5% each year. B. Expand social media utilization current trends and patterns in the communications’ field. C. Promote reputational areas of Families First such as COA accreditation and educate donors in order to increase their support of the organization. D. Position board and agency leadership expertise to be available to and sought as resources for newspapers and community papers to increase awareness of the agency. Goal 5 Strategies: A. Receive Nonprofits First Reaccreditation in Excellence. B. Submit the Self-Study to COA for Reaccreditation and achieve national reaccreditation in 2020. C. Review and update currently approved succession plan to address key personnel, i.e., CEO, Deputy Director, Director of Finance, Program Directors, and Director of Development. D. Conduct a feasibility study for the purchasing of a building for Families First. E. Replace computers for programs not funded by CSC at the five year old mark. F. Renew 3-year laptop tracking license subscription. G. Continue to clean up the network drives and map for agency’s maximum efficiency. H. Purchase and configure new on premises server to take the place of the one now in service. Goal 6 Strategies: A. Review and clarify the agency’s vision, mission and values. Evaluate program services currently offered to determine viability, appropriateness of population being served, and continued need. B. Conduct a strategic planning analysis focused on program enhancement, expansion, and innovation. C. Conduct a strategic planning analysis focused on organizational development and structural changes needed to support current and expansion services. D. Continue to seek credentialing in Medicaid and/or private insurance plans for behavioral health services. E. Define new diversified funding sources to support potential new legacy building vision and growth.

1. The agency has an involved and engaged Board of Directors for the operations of the organization and a Foundation Board with 16 members engaged in fundraising and investment opportunities. The agency has created an endowment for the organization. 2. The agency also has a talented Executive Leadership Team that continually works on program planning and future implementation of programs to meet gaps in services. Children's Behavioral Health Services began in October 2014, expanding to the Achievement Centers in 2015 and Communities in Schools in 2016, expanding again in 2018 adding two additional therapists. Child First was implemented in April 2015. 3. The Middle Management provides strong supervisory support to the staff to ensure quality programming. 4. As an accredited agency through the Council on Accreditation, Families First utilizes a performance quality improvement review of all operations and programs on a quarterly basis and makes changes as necessary to ensure the agency is maintaining its high performance. 5. The agency has strong leadership and maintains excellent fiscal oversight that has been documented in monitoring reports and accreditations.

1. The agency monitors its goals and strategies in the strategic plan on a quarterly basis and documents all activities as part of the Performance Quality Improvement Plan of the Agency. 2. The agency does a Performance Quality Improvement Plan every quarter and documents the outcomes of operations and programs. 3. The agency reviews all monitoring reports from funders that indicates progress. 4. The agency does a year-end report on the PQI documenting progress made which was presented to the Executive Leadership Team and Program Committee of the Board of Directors.

Accomplishments: 1. The agency has approved the composition and recruitment of board members plan. 2. The agency has completed the board governance evaluation. 3. Families First Healthy Families Palm Beach Program was fully Reaccredited through Healthy Families America and has completed the self-study toward reaccreditation. 4. Training schedule and plan has been implemented with various trainings held at all staff meetings. Shared leadership analysis, recommendation and consultations has taken place. Training survey was completed by all staff. The agency approaches it's work and service with a racial equity lens. Staff members are being sent to the racial equity institute. Sending therapists to trainings such as EMDR, Child Parent Psychotherapy, Restorative Justice and trauma informed care. 5. Operations Manual was completed. 6. Fund EZ 10 Project was completed and fully implemented in October 2014. 7. Staff are involved in the monthly newsletter. The communication for staff is disseminated via inner circle, emails, faxes and through supervisory individual and group meetings. 8. Have implemented a newsletter to community stakeholders 2 times a year. 9. Increased agency presence on Facebook, twitter, you tube videos, and redesigned web site which was implemented 1/1/2020. 10. The agency has established an endowment at Community Foundation for Palm Beach and Martin Counties and an Investment Account through Merrill Lynch. 11. Established a Planned Giving Committee and developed materials to disseminate. In 2020 will have two planned giving events. 12. Was expedited through the Council on Accreditation for reaccreditation in December 2015 and had our site visit from COA for the reaccreditation in December 2019. Will be reaccredited in March 2020. 13. Received a Medicaid number. 14. Started billing for Medicaid in February 2017 and began billing for Sunshine in May 2018 and working towards other panels. 15. Implemented the Child First Program and in the process of becoming nationally accredited. 16. Expanded behavioral health services and have therapists providing services in several schools around the County and in 2020 will be adding telehealth. 17. Hired a Development Associate to assist with research on grants, providing assistants with special events and administrative support, keeping the donor data base up to date and overseeing all the social media aspects of the agency. Other items left to be accomplished: 1. Set up a major gift campaign. 2. Research foundations from gated communities that would be a match for Families First programs. So far receiving monetary support from two foundations. 4. Expand planned giving efforts. 5. Purchase a building for the agency. 6. Research other grant funding opportunities through Foundations.

External Reviews

Awards

Healthy Families Palm Beach Accreditation 2015

Healthy Families America

Outstanding Partner Agency Workplace Campaign 2012

United Way of Palm Beach County

Excellence in Participant Retention for Healthy Families Palm Beach 2010

Healthy Families Florida

Certified for Excellence in Nonprofit Management 2017

Nonprofits First

Certified for Excellence in Nonprofit Management 2018

Nonprofits First

Neighborhood Builders 2017

Bank of America

Certfied for Excellence in Nonprofit Management 2018

Nonprofits First

Photos

Financials

Children's Case Management Organization, Inc.

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Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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

Who works and leads organizations that serve our diverse communities? This organization has voluntarily shared information to answer this important question and to support sector-wide learning. GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

SOURCE: Self-reported; last updated 04/20/2020

Leadership

The organization's leader identifies as:

Race & Ethnicity
White/Caucasian/European
Gender Identity
Female
Sexual Orientation
Heterosexual or Straight
Disability Status
Person without a disability

The organization's co-leader identifies as:

Race & Ethnicity
White/Caucasian/European
Gender Identity
Female
Sexual Orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability Status
Person without a disability

Race & Ethnicity

Gender Identity

Sexual Orientation

Disability

No data

Equity Strategies

Last updated: 03/04/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data

done
We review compensation data across the organization (and by staff levels) to identify disparities by race.
done
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
done
We disaggregate data by demographics, including race, in every policy and program measured.

Policies and processes

done
We use a vetting process to identify vendors and partners that share our commitment to race equity.
done
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
done
We have community representation at the board level, either on the board itself or through a community advisory board.
done
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
done
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.