"This visionary observation embodies the organizational and facilitation approach of Christ Centered Homes, Inc., and its team members. Our Network organization is a concentric circle of influence (See Logo) whose center is the Steering Committee team. There is no such thing as top down management that dictates policy and procedure through layers of bureaucracy. Program development policy and procedures, quality improvement structures and paradigms, customer surveys, innovative approaches of service delivery, cost efficiency measures, safety/health, infection control and universal precautions developments are facilitated and developed by the Steering Committee Team. The focus of the organization is established within a person-centered culture and a network structure of support, with rules for decision making through the Quality Improvement process (See Management Report 1997-98). The concept and actualization of Network Organizations is a radical difference in organizational behavior and the next revolution in business.

Front Line Quality Improvement Team Organized Around Customers

Our organization's structure and philosophy focus and respond to the (1) ultimate, (2) internal and (3) external customers; an approach called "Operating from the customer back. "In this model, the Front Line Quality Improvement Teams network with Utilization Management to focus on meeting the needs of the consumers we serve. The Q.I Teams are required to become familiar with

1. The consumer's person-centered desires.
2. Develop a relationship with the consumers staff, as well as the guardian and relatives.
3. Advocate for the consumers served.
4. Help facilitate the realization of consumers dreams, desires and needs.
5. Develop and report recommendations to Executive Director and Corporate Board of Directors for policy, procedure or program changes.

II. Operational Administrative Quality Improvement Teams

1. Provide support to front-line Quality Improvement Teams
2. Operations personnel
3. Clerical, Mail
4. Cost of Care processing of SSI/SSA
5. Records maintenance
6. Payroll, month-end reporting
7. Executive Director
8. Accounting and Financial Administrative (Financial One, Inc./out-sourced

1. Accounts Receivable and payable
2. General Ledger
3. Payroll (990 reports, taxes)
4. Bank Reconciliation's
5. Customer/Client Accounting for Cost of Care Maintenance
6. Revenue and Expenditure Reports (monthly
7. Labor and Distribution Reports
8. Cost Settlement with County CMH s and MCO s
9. Program budget development of cost centers
10. Corporate budget development for corporation
11. Contract negotiations with CMH s and MCO s
12. Facilitation and negotiation for program audits
13. Facilitation and negotiation for annual corporate audit
14. Member of Quality Improvement Team participation in meetings as scheduled

Note: The front-line teams put the puzzle together; the back line teams provide the pieces.

III. Governance

The Board of Directors holds the Executive Director responsible for all operational, administrative, quality improvement and financial performance standards based on Best Standards and Practices Guidelines. Also, review of Management Reports for person-centered plan implementation success, requires annual financial review conducted by C.E.O. of Financial One, Inc, and credentialing report by the Executive Director on compliance with CARF, JACHO, IOC, public Health, Quality Assurance (CCH Inc), OSHA, MIOSHA, insurance's (liability, worker compensation, etc.). Finally review and participate in the development of strategic planning for the corporation, including fund raising, diversification, and expansion.