Applicant Details & Scoring
ARC State Program Manager Comments
Total Qualifying Score: 5
County (ARC Region): Yes
State (ARC Region): Yes
Q3. IRS Status: Nonprofit – 2
Q4. Parent Entity: No – 1
Q5. 2 or More Full-Time Employees : Yes (as of 12/31/2019)
Q7. Budget Level: Above $1.5 million up to $3 million – 2 (Last Fiscal Year Actual Income)
Q8. Restricted Reserves: Yes – 0
Q9. CARES Act Funding: Yes – 0
Q13. Participation by Executive: Yes
CONTACT & LOCATION INFORMATION
County (ARC Region) Randolph
State (ARC Region) West Virginia
ORGANIZATIONAL & FINANCIAL INFORMATION
Youth Health Service, Inc. will be the recognized leader and overwhelming choice for quality, comprehensive services that meet the needs of youth and their families. Always mindful that children live in families and families in communities, we will build positive bonds between children, families, and communities.
Our services will be provided by valued employees who are recognized for their contributions.
Youth Health Service, Inc. will be proactive, financially sound, and technology smart.
We will strive to ensure that the services we deliver empower and support families.
Q2. How organization aligns with ARC’s Plan & Goals:
While Youth Health Service, Inc. operates three core programs, our agency is most recognized for (and perhaps has the greatest impact with) our behavioral health programming for children, adolescents and young adults across our six county service area. We are the only provider in our service area that specializes in children’s mental health exclusively and our trauma informed approach has become the standard for mental health providers across the board.
The work we do and services we provide align with ARC’s strategic plan as we work to improve impacts of generational mental health concerns that often lead to difficulties further impacting the community such as inability to sustain employment, substance use, high rates of incarceration and involvement with child protective services just to name a few. We know that by improving one’s mental health they are more likely to achieve academic success, retain and maintain employment and housing, make informed decisions about substance use and generally living a healthy lifestyle, and make positive parenting decisions.
While our agency may not be a traditional choice for the ARC to select to participate in this opportunity, we believe that by investing in our agency as a participate ARC will be investing in the residents of the six counties we serve, including nearly 1,000 unique children enrolled in services each year and the nearly 4,000 collateral touch points we have in the way of parent/guardian, sibling and grandparent involvement with those children. Because we believe in treating the whole child, we don’t just focus on the child/client; children are a part of a family and as such the work we do doesn’t just involve the child/client, but the entire family unit. For example, if we are working with a child experiencing school problems as a result of his ADHD symptoms, we will take steps to engage the school, parents and siblings to help the child better manage his symptoms; through the course of that work if we identify that a sibling has delays, we will work with the caregivers to connect her to resources before she begins having bigger implications on her well-being; if while working in the same household we identify food insecurities related to a caregiver’s recent job loss, we would take steps to refer them to a food pantry (perhaps even our own food pantry operated under another program) and connect them with workforce to begin the process of seeking benefits and job searching.
We are truly a social service agency providing social work services to anyone in the community looking to improve their well-being; and that, in a nutshell, seems to coincide perfectly with what the ARC hopes to accomplish in our region as well.
Q3. IRS Filing Status: 501(c)(3)
Q4. Unit or Chapter of Larger Organization: No
Full-Time/Part-Time Employees: 39/11 (as of 9/1/2020)
Full-Time/Part-Time Employees: 40/15 (as of 12/31/2019)
Current Year Income/Expenses: $2,490,887.71/$2,360,910.28
Q6. Fiscal Year: July-June
Q7. Budget Level
Last Fiscal Year Income/Expenses (Actual): $128,375.87 / $371,738.92
Current Year Income/Expenses (Projected): $2,490,887.71 / $2,360,910.28
Q8. Restricted Reserves (Amount): Yes ($159,071.07)
Q9. CARES Act Funding (Amount): Yes ($31,655.79)
Received From: CARES-Provider Relief Fund Date Received:
For What Purpose(s): Funds were applied for, and received, to off-set loss of revenues for the behavioral health program from 3/1/20 through 4/31/20.
Q10. Negative Impacts from COVID-19:
Youth Health Service, Inc.’s income is primarily generated through our behavioral health fee-for-service services; these services include: individual, family and group counseling, supportive counseling, psychological and psychiatric testing and services. Pre-COVID, the majority of these services were performed exclusively through face-to-face in person interactions between the clinician and the child/client and their family. Although YHS has been utilizing tele-medicine technology for nearly 10 years, the majority of services continued to rely on seeing our clients in person; reasons for this need include the age of our clients, the availability of the technology to the larger population, the availability of internet and insurance reimbursements the restricted some use of the technology. Although we have been able to continue providing services (everyone has been pushed to become comfortably with technology and insurance restrictions have lessened), many of our clients still struggle with the availability of the technology, including internet access. Our clinicians are currently billing at about half the capacity resulting in about half of the revenue compared to last year.
Q11. Top Three Concerns:
Bringing in half the revenue as pre-covid, we are concerned about our ability to maintain our services at the same level, more specifically…we are concerned about the long-term effects on our financials and how long we can continue to employ the same number of people.
Given the work we do being mental health, we are very concerned that if a cut in personnel is necessitated because of cash flow deficits we will not be able to meet increasing needs for mental health services.
Overall cash flow is a worrisome topic that keeps us constantly evaluating our expenses and use of resources; while we feel we have always doen this well, it seems exceptionally exhausting with the inability to predict how long COVID will impact our services, and how long it will take us to recover from it once things begin to bounce back.
How Participation in Program Will Address Concerns:
As an Executive Co-Director with the agency, I hope that with our participation in the ARC’s TA and Training to Persevere program for non-profits we will be better able to plan for our long-term financial success and sustain not only our business but (perhaps most importantly) the programs we provide to the communities we serve. While we feel that we are managing the day-to-day in an acceptable manner, I am concerned that the longer COVID impacts the world we’re living in, the more we’re going to lose sight of the long-term financial impacts on our agency.
I am hopeful that by participating in this program our agency will be better poised to manage this crisis for the unforeseeable future, respond quickly to cash flow deficits and plan for our future.
Q12. Applying as a Proposed Cohort? No
Q13. Executive Director or CEO Will Participate in the Program? Yes
Q14. Top Two Choices for Cohort Instruction:
Course #1 Choice: 1-Long-term Financial Management
Course #2 Choice: 2-Mission & Operations
Q15. Desired Course Schedule for Cohort Instruction:
#1 Desired Course Schedule: 1-Winter 2021: 10-Week Course (Jan. 25. 2021 – Apr. 4, 2021)
#2 Desired Course Schedule: 2-Winter 2021 A: 5-Week Course (Jan. 25, 2021 – Feb. 28, 2021)
APPLICATION SUBMITED BY:
Name: Tammie Rizzio, Executive Co-Director
Application Approved by Organization Director or CEO? Yes, Approved by Executive Director/CEO