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 15 sites: 6 in Johnson County — our largest populated area; 4 sites in Hardin County; 3 sites in Pope County; 1 site in Alexander County; and 1 site in Pulaski County with services extending beyond those 4 counties to include Massac, Saline, and Union.
In fiscal year 2017, FCC provided 22 different types of services to 1,961 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.
Fiscal Year 2017
Fiscal year 2017 was plagued once again by uncertainty due to our legislative leaders’ inability to compromise and put people first on their agendas. Over the past couple of years, Illinois’ budget impasse has been a disaster for our state’s human service infrastructure. Many organizations have been forced out of our state, some have closed their doors, and entire programs are in danger of going extinct. Our communities depend on a strong base of human service organizations, like Family Counseling Center, Inc., to thrive and succeed but instead are facing dire risks due to fundamental inequities in contractual relationships with the State of Illinois.
Our agency has experienced a transformation of its programs and services like no other time in its history of operation over the past 2 years in order to endure the budget stalemate. Yet, with all of those challenges and changes — today, we are healthier and better equipped to deal with adversities.
Family Counseling Center, Inc. is leading the way in southern Illinois — leading the way in advocacy, efficient operation management, and forethinking related to effective nonprofit business practices. We are leading the way as a resilient, strong human serving organization that will fight for its clientele, employees, and community. This is evidenced over and over again through our news/media spotlights, program audit results, and stakeholder and clientele surveys.
We are passionately driven to provide the highest quality of services possible and to expand programming to better meet the needs of our community. To confirm this mission, our revenue increased $499,101 compared to the previous year. This growth is related to fee for service programming, additional grant awards, fundraising efforts, and more clients being served. It is projected that our agency will serve well over 2,000 individuals and employee more than 150 people during the next fiscal year.
On July 6, 2017, days after the fiscal year ended, Illinois’ first full-year budget since 2015 became law after the House of Representatives overrode the governor’s vetoes of a $36 billion fiscal 2018 spending plan and $5 billion tax hike. I am asked quite often, aren’t you relieved that the budget impasse is over so you can rest and take a break? My answer is no, we cannot afford to rest. Due to the budget impasse, rural Illinois has experienced a mass exodus of its professional workforce that is skilled and must be in place to help each of our fellow neighbors achieve success and contribute to our communities. Human service providers are businesses and foundation pillars that hold our community up and together. Without a stable human service infrastructure — our communities will continue to crumble. Our children’s, families’, and neighbor’s livelihoods are at stake in the state of Illinois. Well-being is built, it’s invested in, it’s repaired when broken — otherwise, our people and communities will not be able to weather the storms that we inevitably experience throughout our lifespan. Family Counseling Center, Inc. will continue to lead the way.
Fiscal Year 2016
Our fiscal year 2016 can be summed up in just three words—uncertainty, 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 a 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 uncertainty, 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
- Performance Outcomes and Annual Report – FY 2017
- Performance Outcomes and Annual Report – FY 2016
- Statement of Financial Position – FY 2015
- Staff Satisfaction Survey Results – FY 2016