Our History

Family Counseling Center, Inc. (FCC) opened its doors in June 1974 to provide mental Behavioral Health (BH) out-patient services to residents of Pope County. Although we began by providing services to Pope County, FCC was also given responsibility for additional regions: Pope, Hardin and  Johnson counties — primarily due to economics and demographics. In 1976, FCC became incorporated as a Not-for-Profit 501(c)3. In 1989, FCC expanded our program offerings to include Developmental Services (DS) for both residential homes and developmental training. The Supportive Living division opened its doors in April 2008, to provide quality senior living care. In August of 2015, Family Counseling Center, Inc. expanded its behavioral health footprint into Alexander and Pulaski Counties.

Serving Southern Illinois 24 hours a day, each day of the year!

Subsequently, FCC has grown to 16 sites: 6 in Johnson County — our largest populated area; 4 sites in Hardin County; 3 sites in Pope County; 2 sites in Alexander County; and 1 site in Pulaski County with services extending beyond those 4 counties to include Massac, Saline and Union.

FCC provides more than 23 different types of services to over 1,891 clients, within 3 separate divisions:

  • Behavioral Health—adult/youth outpatient and crisis intervention services, substance abuse outpatient, 24-7 residential, psychiatric services, hospital and school-based services;
  • Developmental Services—crisis, therapy,
    24-7 residential, developmental training/workshop,
    school transition and home based);
  • Supportive Living—Autumn Ridge Supportive Living Facility,
    a 46-apartment complex for independent senior living.

FCC has been accredited by the Commission on Accreditation of Rehabilitation Facilities (CARF) since 1992.

Our 9 member Board of Directors is elected from 5 counties:
Hardin, Johnson, Pope, and Alexander/Pulaski Counties.

Sherrie Crabb, Executive Director
Sherrie Crabb, Executive Director

A Message from Our Executive Director

Our fiscal year 2016 can be summed up in just three words—uncertainly, transformation, and perseverance. The year began with the State of Illinois neglecting to pass a budget that caused one of our neighboring mental health agencies, Delta Center, Inc., to close its doors. On August 15th, Family Counseling Center, Inc. worked diligently to ensure that as many services, staff, and sites would remain available to the communities within Alexander and Pulaski Counties. Due to the budget impasse, our agency was only able to hire 35% of Delta Center, Inc.’s workforce and only 75% of their clients were able to be transferred. This caused our agency to change our bylaws and add representation on our Board of Directors for Alexander and Pulaski Counties.

As the budget impasse continued, I was granted the opportunity to provide testimony at our capital in front of the House of Representatives and later in front of the Senate Human Services Committee. My testimonies outlined the negative financial impact in which the impasse had already caused to human services throughout Southern Illinois and warned of what the landscape would look like if a budget was not passed quickly. Agency staff headed to Springfield several times throughout the year to join other providers as a collective voice in order to advocate for our services and employees. I personally met with many state legislators throughout the year including Speaker Michael Madigan, was able to hand deliver a letter and speak with Governor Bruce Rauner during his stop in Vienna.

This advocacy mined the way for our agency to be recognized for its strengths during this uncertain time in our state. We received state coverage by many television and radio stations, such as NPR. Then the Associated Press featured our agency’s story across the country in numerous newspapers including the New York Times.

Nearly $700,000 in signed contract dollars were owed to our agency and with no end to the state budget impasse in sight, our management team and the Board of Directors put together a very proactive plan to combat the dire cash flow situation that was developing. Starting in September with myself, our agency was forced to lay off or reduce hours of 37 employees, decrease services within the behavioral health division, and then later close our youth homeless shelter program in Rosiclare, Mahoney Transitional Living. All benefit earning employees lost 2 holidays, 1 personal day, and their 403B Tax Sheltered Annuity. By the near end of the fiscal year, we moved 2 outpatient offices and 2 residential facilities in order to save dollars and run our operations more efficiently. A huge transformation of our agency had taken place in very short period of time, however, no matter the size of the project and duties to be completed—we came together as a team, as a family, and as a support for each other through many uphill battles we faced. Yet with all of these trials, we persevered.

Our community continued to be served through extra projects such as the Angel Tree which partnered with our local fire department. We held two very successful Child Abuse Prevention walks in Vienna and Cairo. Athletes and coaches participated in Special Olympics events throughout developmental services division. The Autumn Ridge Supportive Living Facility was extremely busy throughout the year with its residents and came in with the highest occupancy numbers since its opening in 2008.

We still made time to show appreciation for our employees and continued our drive to serve those in our community. Our agency highlighted and honored our employees through stress buster events, the employee lottery, and service billing awards. The agency employee satisfaction was at an all-time high, with division satisfaction between 88 – 93%. Our scores and outcomes related to state surveys, audits, and agency accreditation were the best we had ever seen.

In FY 2016, we served an additional 651 people which is largely due to our expansion into Alexander and Pulaski Counties. The agency received some of its highest scores within our client and stakeholders satisfaction surveys with “meeting needs” of our clients and community as a resounding theme.

Human service providers, like Family Counseling Center, Inc., play an integral role within our community, state, and nation. Policymakers too often focus on the immediate costs of the programs we provide rather than the long term benefits. Moving into another fiscal year with uncertainly, means we must now more than ever evidence how our mission of “helping others help themselves” reach their fullest human potential is a return on public investment. I believe that with the support of our Board of Directors, stakeholders, clients, and dedicated employees we will persevere again and remain a leader of community behavioral health, developmental, and supportive living services within Southern Illinois.

Sherrie L. Crabb
Executive Director

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