To provide professional services to prevent and resolve child abduction and the family conflicts that can lead to abductions and abuse.

To create a world in which every child thrives in a safe, healthy, and legal environment.

Source: Nonprofit submitted responses

Goal One: Increase public engagement through website & social media, by hiring an Ed. & Outreach Coordinator expanding our media presence with new & existing platforms, scheduled posts and outreach ads.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.

Goal Two: Utilize a CMS we've developed that captures measurable data to be reported showing how case efforts support Protective Factors to promote child well-being (re: Adverse Childhood Experiences)

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.

Goal Three: We continue to invest in improvements to expand & streamline technology re: CSM, media platforms, webinars & donor engagement systems as well as hire, promote, & develop qualified staff.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).

Describe an investment in leadership

Some development courses are required of all staff positions, or where there is a perceived need as noted in periodic Performance & Development Reviews. Staff is also encouraged to seek & suggest educational programs that enhance performance in areas of responsibility and program delivery as well as increase responsibility/leadership abilities. All staff hours dedicated to development, and course fees are paid by the company. A sampling of recent webinars and trainings: What Are They Running From? Youth Trauma and Addressing Adverse Childhood Experiences; Evidence-Based Practices in the Context of a Victim-Centered Approach; A Glimpse into the Pandemic’s Landscape in the Search, Investigation, Identification, and Reunification of the Missing: Adolescent Brain Science -Youth Engagement in Court & Case Planning ABA Webinar; Evidence Based Practices - Offender Behavior & Protecting Victims Webinar; Website & Email Marketing Best Practices for NPOs; Social Media Best Practices for NPOs

This organization mobilizes for mission in the following ways:

• Strategic Partnerships

• Networks of Collective Impact Efforts

• Thought Leadership

• Raising Awareness

What are this organization’s external mobilizaton efforts?

The ED co-chairs the Stronger Families NY Resource Development & Philanthropy committee, focusing on scanning internal & external environment for collaborative opportunities to include; building members capacity in resource development with the Stronger Families NY Coalition, as well as serving on the NY Responsible Fathering Conference. She and staff also partner and participate with aligned regional agencies including Safe Harbor (NY Trafficked Youth), Ulster Co. Bringing Agencies Together - a forum that develops cooperation among Not-for Profits. In 2017 we organized and hosted the Making The Connections: NY's Trafficked Youth conference, which served to develop partnerships with social & human services, health agencies, & law enforcement. Our Education & Professional Training program delivers workshops & presents at conferences nationwide on topics designed to prevent and resolve the impact of parental conflict on children, as well as educate on safety & missing children issues.

Because we are telephone and computer-based, with the help of our Continuity of Operations Plan, our staff quickly adapted to remote work and continued to provide uninterrupted services to families during the pandemic. Bi-weekly staff meetings and daily case conferences via Zoom and Slack kept communications flowing and staff connected. While our Parent Help and Location programs weren’t impacted from a service delivery perspective, the families who contacted us were. Conflicts in the home increased: youth who struggled to adjust to disconnection from friends ran away; COVID-specific co-parenting issues such as visitation were being denied due to concerns about exposure; family court access was impaired; and there was a decrease in adequate protective factors for child and adult victims of abuse. Our caseworkers expanded their skill sets to overcome such obstacles by researching ever changing state-specific regulations and the availability of local support services. From a delivery perspective, our Education & Training program took the hardest hit with many scheduled conferences and workshops cancelled. We immediately turned to our remote learning plan, and with the board of directors’ enthusiastic approval, began adapting our trainings to a webinar format. As the trainings rely heavily on the participation of attendees in group exercises, much time was spent exploring platforms and re-thinking how activities could take place and retain the same educational impact. In all 16 modules have been outlined and are being developed for launch in the 2022-23 fiscal year. Our return to the office after a year was a smooth transition, having developed an infectious disease prevention plan under the NYS HERO Act. Our purchase of equipment—including IP phones—to allow for remote work helped with the work/life balance for staff still negotiating the erratic school and work schedules of their families. Some staff have been accommodated with a permanent hybrid work situation.