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Astor Services for Children & Families:
Strategic Plan 2017-2022

A Bold Yet Pragmatic Vision

Astor Services for Children & Families 2017-2022 Strategic Plan positions us as a data-driven organization focused on quality programs and financial stability. The role of the family is central to our work, and their satisfaction with our services is paramount.
Strategic Plan 2017-22

Strategic Drivers

High Quality & Seamless Care

Create and deliver high quality children’s behavioral health and educational services to meet the current and growing needs of our community.

Provide high quality services to meet the current and growing needs of our community

Improve Client Satisfaction: Improve the youth and family experience of care.

Assess and Monitor Program Outcomes: Evaluate current programs and services to determine overall effectiveness.

Promote Integration with Primary Care and Schools: Increase the integration of health care and educational services to improve the overall health of populations served.


Effectively communicate, externally, and internally, to increase operational efficiencies, increase the awareness of our programs, and demonstrate the impact of our services and the value of this organization and community.

Increase Referrals: Increase referral relationships.

Communicate Program Impact: Strengthen reporting of outcomes to demonstrate impact to the community.

Improve Communication: Improve communications among employees, stakeholders, and our community to establish Astor as the preeminent provider.

Optimize Technology: Utilize technology to improve communication.

Family Driven

Communicate effectively to improve and extend our services

Recognize that the family is the primary support system for the child and create a culture that supports the child’s successful development and is the first choice for opportunities and quality services to meet the needs of the child and family.

Integrate Family Voice: Engage and empower families as active partners through informed decision-making.  

Strengthen and Empower Families: Increase the use of family-centered treatment principles throughout our behavioral health programs. 


Develop skill sets, encourage routine strategic thinking throughout the organization, and promote a long-range approach to problem-solving and decision-making that involves objective analysis, thinking ahead, and strategic planning to position Astor both internally and externally as a leader in children and family services.

Increase Strategic Planning Capacity: Increase professional development opportunities to advance planning and leadership skills.

Succession Planning: Identify and train high-potential employees for key management roles. Build a strong middle management line.

Increase Expert Knowledge: Develop subject matter experts to help improve and expand programs.

Organizational Structure: Design sustainable leadership and infrastructure for existing and new programs.

Key Performance Indicators: Provide managers data to support design making and continuous improvement.  

Strategic Growth

Empower the family as the primary support system for the child

Continue to develop long-term strategic partnerships with key local community partners for the purpose of optimizing the use of existing resources and improving access to quality care for children and families.

Partners: University, Government, Businesses, Community-Based Organizations, Healthcare Systems, Child and Family Serving Agencies, Local Authorities (fire/police), Family Support/Advocacy Agencies.

Establish Alliances and Partnerships: Promote and pursue strategic alliances and partnerships to add value to payers, staff, and external stakeholders to expand service delivery and improve the quality of care and overall health of children and families. 

Increase Referral Opportunities: Increase accessibility support services for children and families.


Achieve long-term financial stability by increasing the depth and scope of the agency’s revenue base, maximizing efficiencies, and continuously evaluate program/services impact and sustainability. 

Fiscal Stabilization of Existing Programs: Demonstrate fiscal stability.

Revenue Diversification: Diversify/increase revenue including capital and unrestricted dollars; develop processes for accessing capital to support growth.


Recruit, develop, and retain a competent, culturally diverse, motivated, and productive workforce, improve employee engagement, and promote and reward innovation.

Increase Employee Engagement: Ensure employees understand their critical role in the organization and the children’s behavioral health service delivery system, and consider themselves valued partners.

Increase Employee Retention: Increase employee retention, and reduce turnover by utilizing management tools and data for continuous improvement.

Strategic Plan 2017-22