CARF ACCREDITED . SERVING AGES 6 - 12

Every Child Deserves Safety, Hope & Healing

All of God's Children's, Inc. provides trauma-informed residential care for children ages 6–12, helping them heal, grow, and prepare for a brighter future.

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ABOUT AGC

A Safe Place For Every Chld To Heal

All of God’s Children’s, Inc. (AGC) operates a Short-Term Residential Therapeutic Program (STRTP) serving children ages 6–12 with behavioral, emotional, developmental, or trauma-related needs. The purpose of this Strategic Planning Plan is to guide AGC’s direction, strengthen outcomes for youth and families, and ensure compliance with CARF Standards (1.C), California Department of Social Services (CDSS), and DHCS mental health regulations.

6 - 12 Ages Served

This plan:

  • Aligns organizational goals with mission, vision, and values.

  • Addresses needs identified through program performance data, stakeholder feedback, grievances, satisfaction surveys, and incident trends.

  • Evaluates the internal and external environments that impact services (funding, legislation, staffing, community needs, and technology).

  • Provides a roadmap for organizational sustainability, workforce readiness, financial stability, service excellence, and client well-being.

  • Includes measurable goals for implementation, routine monitoring, and annual review by the Board of Directors and Performance & Quality Improvement (PQI) Committee.

Mission, Vision & Core Values

Mission Statement

All of God’s Childrens’ Short-Term Residential Therapeutic Program is a full-service partnership that embraces the values and principles of the Core Practice Model (CPM). We maximize the benefits of Congregate Care Reform (CCR) to maximize individual functioning by providing an environment of Trauma Informed Care (TIC) infused with individualized services that are strength-based, needs-driven, and developed through engagement and collaboration with the child and their family (CFT). 
Together as a team, we ensure that timely services are age-appropriate, culturally relevant, and culturally competent and are reflective of the child and their family’s voice, choice, and preference of community services and supports to evaluate and facilitate the child's successful transition home or to a lower level of care. Our mission is to provide physical and psychological safety while engaging the child and their family to identify and address trauma-related needs, keeping the child and their family 

S

C

R

Safety & Support

Collaboration

Respect

E

U

E

Engagement

Understanding Trauma

Evaluation

Vision Statement

AGC envisions a future where every child in care regardless of trauma, abuse, neglect, disability, or socioeconomic status has the opportunity to feel safe, loved, educated, emotionally supported, and prepared for lifelong stability and success.

Core values

Values & what it means at AGC

Integrity & Accountability

We act with honesty, transparency, and responsibility to children, families, staff, stakeholders, and regulatory partners

Safety & Trauma-Informed Practice

We create emotionally and physically safe environments using proactive regulation, TCI-based de-escalation, and restorative practices never punishment.

Family-Centered Care

We recognize that healing and permanency are strengthened when families are engaged, supported, and treated with dignity and

Collaboration & Teaming

We thrive on strong partnerships with counties, schools, clinicians, caregivers, and community organizations that support child success.

Cultural Competence & Diversity

We honor each child’s culture, race, ethnicity, gender identity, sexual orientation, religion, and family background without discrimination

Hope, Healing & Resilience

Hope, Healing & Resilience
We believe every child has the ability to heal. We provide structure, and skills that build resilience and restore hope for the future.

STRATEGIC PLANNING CONSIDERATION (CARF 1.C.1)

All of God’s Children’s strategic planning process incorporates analysis of:
  • Expectations of persons served and families
  • Community partners and funder expectations
  • Competitive landscape and service gaps
  • Financial position, opportunities, and ricks
  • Organizational capabilities, including succession planning
  • Social determinants of health (e.g, housing, education, healthcare)
  • Demographics and population trends
  • External relationships (e,g., CBOs, schools, Law enforcement)
  • Regulatory and legislative changes
  • Integration and expansion of technology
  • Internal performance metrics and continuous quality improvement

SWOT & Environmental Scan (CARF 1.C,1 & 1.C.2)

All of God’s Children’s conducts ongoing SWOT analysis and environmental scanning to guide decision-making, identify risks and opportunities and ensure regulatory and accreditation compliance.
Environmental Scan Factors:
Reviewed annually and quarterly for updates, including:
Stakeholder expectations
Competitive and demographics trends
legislative and regulatory changes
Workforce, succession, and technology developments
Social and community needs (housing, education, health access)

Environmental & Organizational Analysis 

1. Competitive & Service Environment

The STRTP industry remains highly competitive within Riverside and San Bernardino Counties. Placement needs for youth aged 6–12 have decreased statewide, resulting in fewer referrals. However, AGC remains one of the few STRTPs specializing exclusively in under-12 trauma-informed care, which continues to position the agency as a vital resource for high-needs children.
Private foster agencies, FFA homes, and Short-Term Foster Family Homes provide alternatives to residential placement, increasing competition. Despite this, county workers continue to refer to AGC due to its reputation for stability, individualized care, and responsiveness.

2. Financial Opportunities & Threats

Area

Threat

Threat

Threat

Opportunity

 Opportunity

Details

A California legislative bill (effective July 1, 2026) proposes a $4,000 reduction per child per month in STRTP care rates, which could significantly impact AGC's revenue structure
Increased operational costs (staff wages, insurance liability coverage, compliance costs, healthcare benefits, training mandates).
Workforce shortages, staff burnout, and turnover risk among direct care and clinical staff.
Grant funding available through MHSA, CalAIM, SAMHSA, and faith-based organizations for mental health and trauma-care expansion.
Children’s Mental Health Services (Chris/MHRS) are considering reimbursement based on CANS (Child & Adolescent Needs and Strengths) scoring, potentially increasing mental health revenue for higher-acuity youth.

3. Organizational Capabilities

Strengths: Experienced leadership, CARF accreditation, strong trauma-informed model, high family satisfaction, minimal insurance liability claims, strong TCI-certified staff.
Weaknesses:  Limited therapy coverage during overnight hours, dependency on county referrals, and staffing challenges during crises.
Opportunities: Telehealth expansion, AI-based documentation tools, on-site therapy pods, staff wellness initiatives.
Threats: Funding reductions, workforce burnout, aggressive youth behaviors, and regulatory investigations.

4. Social Determinants of Health (SDOH) Impacting Youth

Youth placed at AGC STRTP often come from environments with:
  • Poverty or homelessness
  • Food insecurity and healthcare disparities
  • Family incarceration, substance abuse, or mental illness
    Foster care disruptions or rejection from multiple placements
  • Exposure to domestic violence or Commercial Sexual Exploitation of Children (CSEC)
  • Lack of educational stability and access to school-based mental health support

AGC addresses SDOH by providing:
✔ Housing & safety
✔ Nutritional meals & health care coordination
✔ School transportation and IEP support
✔ Family therapy and reunification efforts
✔Per-Independent living and coping skills curriculum

5. Demographics of Service Area (Riverside & San Bernardino Counties)

Demographic Area

Age

Ethnicity

Languages

Foster Youth Population

Poverty Rate

Details

Youth 6–12 — primary referral group

52% Hispanic/Latino, 22% Black/African American, 18% White, 8% other/mixed races

English and Spanish primarily, ASL/other languages upon request

Over 3,500 youth in foster care regionally

18–25% in parts of San Bernardino & Riverside Counties

6. Relationships with External Stakeholders

AGC collaborates with:
County Social Services (DCFS, DPSS, Probation)
Community Care Licensing (CCL) & DHCS
School districts and SELPAs
Mental health providers, regional centers, therapists, psychiatrists
Law enforcement for critical incidents/AWOL recovery

 7. Regulatory & Legislative Environment

  • Title 22, CCR, CCL, CARF Standards applied continuously.
  • 2026 Proposed California Bill reducing STRTP rates by $4,000 per child.
  • Chris Mental Health Reimbursement shifting funding based on CANS-acuity level instead of flat rates.
  • Documentation requirements increased under DHCS.
  • New staff ratio bills pending review for STRTP staff-to-child supervision coverage during night hours.

8. Technology Integration

AGC uses technology to support:
✔ Efficient Operations – Electronic Health Records (Exym), medication logs, budget dashboards, HR/payroll portals
✔ Effective Service Delivery – Telehealth counseling, virtual family therapy, secure messaging
✔ Performance Improvement – Incident tracking, data dashboards, survey analytics, PQI team reviews

Upcoming goals:
AI-assisted progress notes
Digital CANS assessments linked to billing
Trauma-informed virtual staff training system

9. Information from Performance & Stakeholder Surveys

  • 92% of families report satisfaction with safety, communication, and care.
  • Staff surveys show 81% feel supported, but 32% report burnout risk.
  • Youth voice surveys show improvement in emotional safety, but desire for more recreation, sensory spaces, and peer mentorship.
  • County workers commend the agency’s transparency and collaboration, but encourage more youth psychiatric support

10. REVIEW AND OVERSIGHT

All of God’s Children’s maintains a structured review process to ensure the Strategic Plan remains relevant, actionable, and aligned with evolving organizational priorities and external conditions.
Quarterly Review: The Executive Leadership Team conducts quarterly evaluations of strategic goal implementation using key performance indicators (KPIs), outcome data and stakeholder input.  Progress reports inform internal decision making, identify emerging trends, and support timely course corrections.
Annual Review: The Board of Directors annually reviews strategic priorities, implementation effectiveness, and measurable outcome. The Board evaluates alignment with AGC’s mission, regulatory requirements, and long-term vision, and authorizes necessary modifications to maintain strategic focus.
Strategic Updates: Strategic goals and actions are revised in response to significant changes in funding, legislation, community needs, or compliance requirements.
Monitors performance data and gathers feedback from clients, staff, and external partners to refine strategies, close service gaps, and guide future planning cycles.

This ongoing oversight ensures accountability as all levels of the organization and supports a culture of continuous improvement.

11. KEY PERFORMANCE INDICATORS (KPIS)

  • To evaluate plan effectiveness and impact, AGC tracks:
  • Youth outcome (functioning, satisfaction, discharge success)
  • Staff retention and turnover rates
  • Budget performance and funding diversification
  • Licensing, audit, and accreditation results
  • Progress on corrective actions and compliance timelines
  • Technology integration and system improvements