Moving Forward
Every journey needs a map—and this Strategic Plan serves as ours for the next three years, guiding how we’ll grow, improve, and continue serving our community with compassion and excellence.
Grounded in our mission to support the education, recovery, treatment, and wellness of Planning District 16 residents, the plan keeps us focused as we face new challenges and expand our services.
Our four priorities act as a route toward our mission and values. Along each route, we’ve identified strategies—the roads and mile markers—that guide our progress. Together, these paths move us toward a stronger, healthier community where hope can thrive.
Our Destination
Our vision—Spark Hope. Support Hope. Spread Hope.—is the destination we’re traveling toward. Along the way, our values of Inclusion, Collaboration, Integrity, Resilience, Excellence and Innovation serve as guideposts that keep us on track.
As we follow this road map together, we’ll celebrate milestones, adjust our route when needed, and stay focused on what matters most: providing compassionate, personalized, quality care to every person and family who needs us.
Our Values
Inclusion
Collaboration
Integrity
Resilience
Excellence & Innovation
We are committed to ensuring that every individual, family, and community member has access to compassionate, person-centered care that honors each person’s strengths and experiences.
We believe in the power of partnerships—working together with individuals, families, staff, and community stakeholders to achieve meaningful outcomes and strengthen our system of care.
We act with honesty, transparency, and accountability in all that we do, fostering trust with those we serve and with one another.
We support individuals and communities in building strength and perseverance, while continually adapting as an organization to meet changing needs with compassion and determination.
We are committed to delivering the highest quality of care and services, guided by evidence-based practices and a culture of continuous improvement. We do this by seeking creative solutions and embracing new ideas and technologies that advance care, expand opportunities, and improve the lives of those we serve.
Our Priorities
Priority 1: Access to Services
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To ensure equitable, timely, and comprehensive access to services for all individuals in our community.
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To reduce wait times and increase the capacity to serve more clients across programs.
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To simplify and streamline access to services.
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To increase awareness and reduce stigma around behavioral health and remove barriers that prevent clients from engaging in services.
Priority 2: Effective and Quality Services
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To be a trusted leader in delivering accessible, person-centered, and evidence-based care that improves the lives of individuals and strengthens communities.
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To provide high-quality, inclusive, and culturally responsive programs and services that empower individuals and families to achieve emotional wellness and recovery.
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To empower individuals to live fulfilling, inclusive lives through access to high-quality, person-centered programs and services in a supportive community.
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To deliver and advocate for comprehensive, individualized, and community-integrated supports that enhance the well-being, independence, and inclusion of individuals served.
Priority 3: Staff Retention, Workforce Support, and Talent Development
- To enhance employee retention and engagement to support a resilient and high-performing workforce aligned with RACSB’s mission that delivers equitable and high-quality care to the community.
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To recruit, develop, and retain a competent and compassionate workforce through training, leadership development, and employee well-being initiatives while building a positive culture of service.
Priority 4: Fiscal and Operational Excellence
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To optimize resource use, streamline processes, and embrace data-driven decision-making to ensure that services remain sustainable, responsive, and high quality.
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To enable RACSB to extend its reach, reduce barriers to care, and invest more deeply in innovative, evidence-based practices—advancing both the impact in the communities served and financial stewardship.
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To provide timely, effective, and accessible service provision by streamlining operations and maximizing resources.
Our Strategic Journey 2025 to 2028
Where we're headed—and how we're getting thereChoose your own adventure to find out how our strategic plan will spark hope in each of our four priorities.
Access to Services
Opening Doors to Care
How we're expanding services and making access easier for everyone
Meet Maya. She’s looking for support for herself and her child. Our work over the next three years is about making sure she can find that help quickly, easily, and without barriers.
Year 1
Year 2
Year 3
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Evaluate community needs
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Develop plans for expanded crisis services
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Begin construction on crisis receiving center
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Deliver services more quickly
- Grow substance use prevention education
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Launch new crisis services
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Continue to reduce wait times
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Improve access for underserved groups
- Continue to grow substance use prevention education
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Integrate pathways
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Reduce wait times for more people
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Create and communicate clear “no wrong door” approach
- Educate youth about substance use
Our Strategies
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Expand services to meet growing needs
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Improve accessibility across all programs
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Enhance coordination with regional partners
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Strengthen crisis response pathways
- Create a crisis receiving center with co-located services
- Reduce wait times for indivuals seeking services
- Bring substance use education to middle schoolers
- Increase capacity to serve individuals receiving Medicaid waivers
What Success Looks Like:
Shorter wait times
New crisis receiving center
Fewer barriers to care
Increased education about substance use
More people served
Easier access to services
Increased awareness of behavioral health
Reduced stigma
Effective & Quality Services
Elevating Care that Changes Lives
How we improve quality, outcomes, and individual experiences
Meet Jordan. He’s rebuilding his life after a crisis. Our focus on quality ensures he receives tools and support that truly help him move forward.
Year 1
Year 2
Year 3
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Identify needs and gaps
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Formalize collaborations
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Develop outcome measurements
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Plan for the provision of primary care services
- Track community engagement
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Develop plan to meet requirements for becoming a Certified Community Behavioral Health Clinic
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Measure client satisfaction and meet benchmarks
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Formalize memorandums of understanding for community partnerships
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Complete construction or renovation for a facility to provide primary care and behavioral healthcare services
- Strategically plan community engagement
- Meet all criteria to become a CCBHC
- Meet benchmarks in client satisfaction ratings
- Increase formalized MOUs with community partners
- Provide community engagement that meets needs
Our Strategies
- Move towards becoming a Certified Community Behavioral Health Clinic
- Offer primary care services integrated with behavioral healthcare
- Formalize community partnerships
- Strategize community engagement to maximize resources
What Success Looks Like:
Integrated primary care
CCBHC accreditation
Formalized partnerships
Targeted community engagement
Customer satisfaction
Person-centered services
Emotional wellness and recovery
Community integration
Staff Retention, Workforce Support, and Talent Development
Growing a Strong, Supported Workforce
How we recruit, retain, and lift up the people who carry out our mission
Meet Chris, a new direct support professional. Over the next three years, our goal is to support Chris from day one—through career growth, wellness, training, and leadership pathways.
Year 1
Year 2
Year 3
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Launch an employee engagement survey
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Develop a structured stay interview process
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Begin offering stay interviews to employees
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Increase provision of exit interviews to all employees who voluntarily resign
- Create a leadership development program
- Increase participation in employee engagement survey
- Increase scores in key engagement areas
- Grow the stay interview process
- Engage employees in leadership program
- Meet benchmark scores on the employee survey in key engagement areas
- All staff will have stay interviews within a three-year period
- More employees will engage in the leadership program
Our Strategies
- Launch consistent employee engagement surveys
- Follow up on surveys by communicating results and by working to address issues uncovered in the surveys
- Develop a leadership program
- Offer exit interviews to every employee who voluntarily resigns
- Begin a stay interview process with a goal of interviewing every employee in a three-year period
What Success Looks Like:
Increased employee retention
Lower turnover
Opportunities for employee feedback
Leadership program
Happier employees
High quality services
More career paths
Healthy, happier teams
Fiscal and Operational Excellence
Building a Strong, Sustainable Foundation
How we streamline operations to remain strong and responsive
Meet Alex, a program coordinator juggling billing, documentation, data, staff support, and services. Our operational improvements make Alex’s work smoother, faster, and more sustainable.
Year 1
Year 2
Year 3
- Evaluate current processes
- Indentify redundancies
- Strengthen financial forecasting
- Develop sustainability, staffing, and succession plans for each program
- Monitor time from service to documentation
- Complete costing engagement with consultants
- Modernize financial systems
- Decrease time from service to documentation
- Increase audit scores
- Develop cost reporting dashboard
- Eliminate unneeded data elements from documentation forms
- Build financial resilience
- Increase funding opportunities
- Increase audit scores
- Eliminate data redundancies
- Continute to decrease time from service to documentation
Our Strategies
- Increase year-end positive variances
- Develop a cost-reporting dashboard
- Updating financial systems
- Eliminated unnecessary data collection
- Develop succession, staffing, and sustainability plans for each program
What Success Looks Like:
Faster processes
Stronger fiscal health
Reduced redundancy
Increased efficiency
More funding sources
Cost reporting dashboard
Sustainability plans
Stronger agency
Our Progress
individuals served in the first quarter of FY26
In August, we bought a building that will be transformed into a crisis receiving center.
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average score for program audits in 1Q FY26
$4,272,186
The positive variance for the end of the first quarter of FY26.