“The AFS clinical model is one of social support. The magic and the healing for children happens 24/7 in their foster and adoptive homes. The child’s first line of stability and support are the foster/adoptive parents. The main responsibility of our casework staff is to support the families – to be there for them day or night, whenever they are needed. The primary responsibility of our Program Directors is to support their caseworkers. The primary responsibility of our Senior Leadership Team is to support the Program Directors. And so, up the line. This same notion of support applies equally to our mental health and Transition Aged Youth services. It is my primary responsibility to support the Senior Leadership Team and through them, the entire organization. While the work can be very hard, everyone should feel supported and part of a team distinguished by clarity and unity of purpose.”
“The major challenge facing AFS is how to continue to provide quality services to kids and families as budgets are either slashed or frozen while demands for services increase. However, I continue to be inspired by the willingness of our staff and foster families to make the kind of profound commitments to the children and families we serve that can change their lives.”
“My major challenge over the next couple of years is to build infrastructure in the Finance and Human Resource functions to enable AFS to grow strategically and to meet the challenges of a slow economy that demands us to do more with less.
“What I find most rewarding about working for AFS is knowing that my efforts and contributions directly support the mission of AFS. It is important to me that my work is helping to lessen the suffering of foster children and youth and promotes the healing process and permanency in their young lives. I get much joy from being a part of the AFS team. I believe our commitment to working together and to lead with heart is what differentiates AFS from other agencies.”