cornerst neA NEXUS NEWSLETTER

MARCH 2015

IN THIS MONTH’S ISSUE

Thinkingabout Nexus

Change your

Turn Your Definition of Nexus Inside OutThe Next Stage in our Residential TransformationMinnesota and Maryland Fundraising Arms in Place

Creating a Nexus Service Philosophy4th Annual Conference–Call for Presentations

from the corner office of the

CEO“You must always be able to predict what’s

next and then have the flexibility to evolve.”

–Mark Benioff

1 | MARCH 2015

In the last issue of the Cornerstone, I introduced you to the Alliance for Strong Families & Communities’ Residential Transformation project in which Nexus is participating. The project will help redefine the residential services industry.

Because Nexus has been transforming over the past 8 years from a single-service provider to a provider with a continuum of services, we were chosen to help write the blueprint for our industry’s change. That’s quite an honor, but it isn’t a fluke. When you look back at Nexus’ history, you start to see a pattern.

Nexus was founded in 1972 as Port Alpha, a very small, one-site, single-treatment operation. Over the years, we moved from treating adult felons to juvenile males with harmful sexual behaviors. Then we started to expand to more states. We offered education on-site. We started treating girls. We began an inpatient program. We added foster care….

Do you see what I’m seeing?

The very reason that Nexus has survived — and THRIVED — is because we have evolved over the years. But we’ve always done it strategically. That’s the key to

our strength, and that’s what we must leverage in the next 3 years.

The Alliance for Strong Families & Communities sees some significant residential treatment trends that are certain to impact Nexus during the next 3 years. To succeed, we must have a strong plan and be open to change. That calls on each of us to be dedicated and open-minded.

The Alliance sees a movement from campus-based services to community-based services. Nexus identified this trend several years ago, and it propelled us to fill out our service continuum with foster care, Children’s Therapeutic Services & Supports (CTSS), inpatient care, community partnerships, and more.

Second, the Alliance predicts a movement from child-centered care to family-centered care. Again, Nexus identified this movement several years ago, and we met it head-on with our Family Partnership Initiative. Today, we are defining our philosophy of family-driven care.

Third, the Alliance predicts there will be more case-rate contracts, but fewer contracts in all. And, last, the Alliance foresees there will be more performance-

based contracting in the future, which we already see in Illinois, and expect to see soon in Minnesota and Maryland.

Nexus has already begun to address many of these coming changes, but we must do more. We must heed the almost certain changes that will shift our delivery model away from campus-based services. We must prepare with strategic planning and be flexible to shifting conditions. The integrity and viability of Nexus depends on what we do right now.

In 3 years — by 2018 — I want to triple the number of kids and families we serve through Nexus Community-Based Family Services. Today, we serve 362 kids in community-based services like treatement foster care, traditional foster care, Alternatives to Residential Treatment (ART), CTSS, supervised visitation, and a crisis nursery. Three years from now, I want that number to be 1,086 kids — three times as many — served through community-based services.

I realize that change is difficult. But we need to remember that Nexus’ history is based in change. Our ability to predict what’s coming and to evolve to meet current demands has gotten us where we are today — a leader in a transforming industry. Together, we can do this.

operations outlook

MARCH 2015 | 2

I want to focus this month’s column on the various legislative activities going on in the three states in which we do business. Nexus is very active in each state in terms of our advocacy on behalf of children, families, and communities, and we hope our influence in helping shape public policy will continue to grow. Please see Nex-Net to read a more detailed report of these legislative activities.

IN ILLINOIS, we recently contracted with Cornerstone Government Affairs to provide us with lobbying support. ICOY (Illinois Collaboration on Youth) Day on the Hill was March 4. Both Onarga and IOA are members of this group, and Executive Directors, Dennis and Mike, were both in attendance. This was a wonderful event, attended by several legislators.

The Illinois General Assembly has completed nearly two months of the legislative session. The entire session has been, and will be, focused almost exclusively on budget issues. New Republican Governor Rauner has proposed a balanced budget that focuses solely on significant cuts to spending, with no revenue increase. The Democratic Legislature is focused on protecting services. The Governor has signaled a willingness to include increased revenue. That should allow the Governor to find some middle ground with the

Democratic-controlled House and Senate. As a result of the Chicago Tribune series “Harsh Treatment,” there have been several pieces of legislation proposed. To date, none has advanced beyond committee, but we continue to monitor the bills.

IN MARYLAND, newly elected Republican Governor Larry Hogan proposed a $40.7 billion budget. On March 18, 2015, the House of Delegates, controlled by the Democrats, gave their initial approval to the budget. They made significant changes to the Governor’s budget, but there were many points of agreement. Some current background specifically related to the services we provide at WC: Since FY2009, several rate cuts and freezes on provider rates were put into place. During this time, approximately 150 programs have been unable to sustain their programs under these conditions and have closed. For the past six years, there has been a large reduction in the number of children in out-of-home care and, as a result, the State of Maryland has realized significant cost savings every year.

A recent proposal was put forth in the Social Services Administration budget that would have the provider rates for FY2016 revert back to the FY2014 levels. This would amount to a 1.5% cut to provider reimbursements. After a great deal of advocacy work

COOLegislative Update

by providers and supporters, a House sub-committee voted to reject this proposed language.

IN MINNESOTA, Mental Health and Youth services have taken a prominent role this Legislative Session. On March 12, 2015, several of us attended the Mental Health Day on the Hill with other Minnesota Council of Child Caring Agencies (MCCCA). This was a wonderful event and we are hopeful our message asking for more support for mental health services was heard. There are several bills and proposals with potential impact on Nexus that we are keeping our eye on:

l PRTF: A proposal for the addition of Psychiatric Residential Treatment Facility (PRTF) beds. Right now, the proposal is for 150 PRTF beds being added to the system. These would be considered a higher-end service, just below hospital-level acuity. The regulations around PRTF are very complicated. There are negotiations ongoing between DHS and the Centers for Medicare and Medicaid Services (CMS). We will be paying close attention to those discussions.

l Loan Forgiveness: A bill has been proposed that would offer a health professional education loan forgiveness program for

medical residents and mental health professionals agreeing to practice in designated rural areas, underserved urban communities, or specializing in the area of pediatric psychiatry. There would be a 3-year, full-time service obligation.

l Other bills being considered include increasing grant money to various youth and school programs, CTSS reforms, increasing rates to mental health providers by 10%, and clarification on intensive treatment foster care program rules.

As with any legislative session, in any state, there are many things that offer a great deal of promise to help us advance our mission, improve our services, and help our business. There are also many things that have the potential to create a negative impact on those things.

Many things being considered in legislature will not pass this year. It is up to all of us to keep a close eye on the happenings in each of our states and to be a strong voice for children, families, and the communities we serve.

3 | MARCH 2015

Turn Your Definition of Nexus Inside Out

A New Model for Treatment

Residential services are represented as central to our work, and community-based services are depicted as adjunct programs.

But how would your definition and depiction change if you knew that in the next 3 years — by 2018 — we intend to serve 3 times as many kids and families through Nexus Community-Based Family Services as we currently serve? Today, we serve 362 kids daily in community-based services like treatement foster care, traditional foster care, Alternatives to Residential Treatment (ART), Children’s Therapeutic Services & Supports (CTSS), supervised visitation, and a crisis nursery. By 2018, our goal is to serve 1,086 kids through community-based services on any given day.

That means a dramatic shift from our current campus-based services to a future of community-based services.

That model looks like this:

Pop Quiz Question #1: How do You Describe Nexus?

If you’re like most employees, you’ll probably answer something like, “Nexus provides residential treatment and a continuum of services to youth and their families.”

Pop Quiz Question #2: How do you describe the delivery of those services?

Most likely, you see Nexus residential programs as central to the services we deliver to youth and families. A majority of our youth and families come to us through our residential programs. After successfully completing residential treatment, youth step down into progressively less-restrictive care until they can safely rejoin their families or their communities with the support of Nexus aftercare services.

The current model looks like this circle:

OLD NEW

Residential Treatment

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Support for

Kinship Homes

Foster Care

Juvenile Justice

DiversionAlternatives toIncarceration

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Day Treatment

Programs

New Model for Treatment

MARCH 2015 | 4

In the new model, Nexus residential treatment doesn’t go away; it will always be an important component of our continuum of services. However, we anticipate residential services will be redefined in the next 3 years. Length of stay will likely average from 6-8 months, and durable outcomes for kids and families will be expected. Therefore, in our new model, residential treatment becomes one of many options Nexus offers to youth and families. And in this future model, residential treatment is likely a short-term intervention program that stabilizes youth before they move into community-based services.

It’s a strikingly different way to view Nexus services. But that is, in fact, the transformative plan in place for Nexus in the next 3 years.

The Alliance for Strong Families & Communities has identified the following industry trends that are sure to impact all residential treatment providers in the near future.• There is a movement away from campus-based

services toward more community-based services. • There is a movement from child-centered care to

family-centered care. • There will be more case-rate contracts, but fewer

contracts in all. • There will be more performance-based

contracting in the future.

The root of these trends lies in studies that show youth do better in treatment when family is involved. Concurrently, family is more involved when youth

are treated closer to home. As a result, referral agents are pushing to have youth treated through community-based services, whenever possible, and to involve families as much as possible. And they want to see lasting, positive outcomes from those services. Providers that are able to meet these conditions are the ones that will get the contracts. We want to ensure that Nexus is one of those providers.

Nexus began preparing for these coming changes more than 6 years ago, when we moved from a residential-only to a continuum-of-services provider. We already have some of the pieces in place — a focus on family-driven care and community-based family services, but we are on the precipice of even more change.

Last year, Nexus joined the Alliance for Strong Families & Communities Residential Transformation project as a Cohort. Through that project, we developed a 3-year Transformational Plan, which focuses on goals closely aligned with our 10 Priorities: • Engaging families and leading them to stability• Training and supporting staff, and• Working in and with communities

In the next three years, our Alliance Transformation Goals will help take our services and goals to the next level. • We will provide more services in the community;• Our services will be strength-based;• Care will be individualized;• Practices will be Family-Driven and Family-

Centered;• Services will be trauma-informed and trauma

sensitive; and • We will focus on outcomes.

These are not small changes. This is a cultural shift in how we deliver services. Part of that shift starts with envisioning our future model. We must strive to be the best, and our Transformation goals will help us get there.

Nexus’ history is built on a tradition of adapting, changing, and thriving. It is the secret to our decades-long success. Together, we can do this.

In 3 years — by 2018 — we aim to serve

1,086 kids through Nexus Community-Based Family Services — three

times our current number.

5 | MARCH 2015

Funding the Future

Maryland and Minnesota Arms of Nexus Fund Raising & Development in Place

community support and visibility. In 2010, Joelene became a Major Gift Officer with Courage Kenny Foundation (formerly Courage Center), a $100 million rehabilitation organization. Joelene worked collaboratively with program staff, organizational leaders, board members, volunteers, and clients in developing strategies and outreach activities that increased donor support for the organization.

Joelene says she is excited to join the Nexus team. “I can’t wait to begin working with the amazing people who do the critical — and certainly not easy — work of strengthening lives, families, and communities,” she said. “I am dedicated to the mission of Nexus and know that in working together with staff in all areas of the organization, we can reach out and engage the community in investing in our life-changing work.”

Nexus Fund Raising and Development made a major acquisition in February when it hired Joelene Evenson as Minnesota’s Director of Development.

Joelene comes to Nexus with 25 years of direct service, management, and fundraising experience in the nonprofit human services and health care field. She started her career at Anoka-Metro Regional Treatment Center supporting adults with serious and persistent mental illness. She continued this work in community-based settings for several years as a mental health worker, home health aide, and aftercare provider. Joelene later became involved in victim advocacy services, first as a sexual assault advocate with Blue Earth County, and later as Director of Violence Prevention and Intervention Services for then Community Action Council in Dakota County. In both settings, she worked directly with survivors of abuse as well as representatives from child protective services and the criminal justice system.

Joelene transitioned to nonprofit fundraising as Director of Development for another Dakota County nonprofit (DARTS) in 2001. For nearly nine years, she created and administered a comprehensive development program that enhanced the agency’s

Joelene EvensonMinnesota Director of Development

MARCH 2015 | 6

Development

The addition of a Minnesota Director of Development is the second arm of the Nexus Fund Raising and Development plan. Last year, Bill Mojica was hired as Director of Development for Woodbourne Center, kicking off those efforts with a program called Gifts for Growth.

That program is going strong. In its first year, the Woodbourne Development Department raised $114,015 in cash, grants, and in-kind donations.

“We have generated tremendous momentum and reestablished connections with past donors,” said Woodbourne Development Director, Bill Mojica. “Recently, Woodbourne received a generous donation from the estate of Ann Miller, in the amount of $75,580. Ms. Miller was part of our foster care department years ago and was a member of the Woodbourne Advisory Board. Her gift will certainly benefit the entire Woodbourne Campus. A plaque in her honor will be placed in Tivoli, and the Treatment Foster Care program will recognize a Woodbourne foster parent with the Foster Care Parent of the Year award in Ms. Miller’s honor.”

The next stage of Nexus’ Development program will involve Illinois. There are plans to hire a Director of Development for Indian Oaks Academy and Onarga Academy sometime this summer.

A coordinated Fund Raising and Development effort is a new endeavor for Nexus. The organization has hosted

long-established site efforts that include golf tournaments, a tool bash, holiday appeals, and local outreach, but there hasn’t been a full-scale, organization-wide fund raising and development effort until now.

Now is the right time, says Vice President of Business Development Jack Ewing.

“We have all seen our rates level off,” Ewing said. “Unfortunately, our expenses continue to grow. At some point, our expenses will outpace our revenue. Launching an organization-wide fund raising and development effort will help ensure we have funds to develop new programming, build new structures, and remain fiscally strong as the environment of residential treatment evolves,” he said.

Since Nexus fund raising and development is still in its initial phases, it’s difficult to predict what the program will look like 5 years from now, but we aim to have a larger community presence in terms of events and name recognition. In fact, Nexus has already contracted a public relations firm to help raise our public profile. Pocket Hercules in Minneapolis has put together a name awareness campaign that will launch in 2015.

“Nexus is a great organization,” Ewing said. “We know that people will want to support the positive changes we create. There will be many ways for staff and the public to get involved as donors.”

Bill MojicaDirector of DevelopmentMaryland

Now is the right timeto launch a coordinated

Fund Raising & Development effort for Nexus.

The Clinical View

7 | MARCH 2015

The First Steps for 2015Dr. Michelle K. Murray, LMFT Vice President of Clinical Services

Just a few weeks ago, David Hutchinson, CEO, met with our sites’ core program leadership to lay out the vision and direction for the organization. Not only did he indicate Nexus’ continued commitment to expand the continuum of care to include more community-based family services, he also indicated that the organization will focus on transforming our services to be•Strength-based,•Individualized,•Family-Centered,•Trauma-Informed,and•Outcomes-Based.

It is important to recognize that these are not new concepts to most people within the organization. All of our sites have been integrating several of these practices within their services to some extent or another. But David’s presentation provided a challenge for us to take these concepts to a higher level; we must now truly integrate them so they are well-embedded into the fabric of our work, regardless of the level of service.

In order to meet David’s challenge, we must first define what each of these concepts means to Nexus. Then we will have to outline what it means to implement each concept to ensure we are all operating from the same playbook. Third, we will need to identify the ways we are already implementing the defined concepts, as well as the areas that need improvement. We can then develop individualized plans for each service and make any necessary improvements.

Because we cannot possibly accomplish all of these tasks at the same time, it becomes necessary to outline where we will start. Nexus leadership will first create

a “Nexus Service Philosophy,” which will become the vehicle through which the above concepts will begin to be operationalized. Such a declaration will clearly outline our commitment to integrate the above concepts across our services, and will keep us moving in the same direction.

With a Service Philosophy in place, we will focus our energy on several key areas for 2015. Specifically, we will define family-driven care and identify the specific activities that represent such practices. Then we will develop a plan to integrate those activities into our everyday practice.

We will also pay particular attention to meaningful data, and organize our practice around outcomes as they relate to permanency, child well-being, and family stability. As an organization, we will define the key practice indicators that will be collected and tracked, and establish consistent tools to track and measure the above-stated outcomes.

A particular focus on family-driven care and meaningful data and outcomes will not be an easy task; this will take commitment, focused energy, and a lot of collaboration. In particular, the Clinical Department and the CQI Department will work together to create a shared plan, since both departments must work in tandem to realize goals.

As we implement family-driven care and goals related to outcomes, our focus on strength-based individualized care and creating practices that are trauma-informed at the direct service level will naturally follow, thus lending to our focus for 2016. This is an exciting time for our organization. We are afforded the opportunity to do what we do best: change and adapt our services and practices to meet the needs of the youth and families we serve.

MARCH 2015 | 8

CTSS

New CTSS Director Brings Good Mental Health Home

program from September 2014 until January 2015, when her new position became full-time.

Barb also has experience assisting with the oversight of the Northwest Region’s foster care and adoption programs, including supervision of the licensing social workers, recruitment of foster/adoptive families, and assisting in licensing investigations.

Her other experience includes staff psychotherapist in the adult partial hospitalization program for Centracare Health, an adjunct instructor at St. Cloud State University, a facilitator for Family Group Decision Making with Family Prospective Resources, a Trainer with the Department of Human Services training curriculums in foster care and trauma-informed care, operating her own private practice, and a foster care provider to teen girls for more than 13 years.

Barb is a Licensed Independent Clinical Social Worker and an Approved Clinical Supervisor through the MN Board of Social Work. She received her Master’s degree at the University of St. Thomas/St. Catherine’s and is currently enrolled in a Doctoral program at the Institute for Clinical Social Work in Chicago.

Barb Jochum has been named Mental Health Director for Kindred Family Focus, and will be working to develop a strong foundation for the statewide expansion of Children’s Therapeutic and Support Services (CTSS) in Minnesota, as well as developing outpatient mental health services.

CTSS is an important component of Nexus family-driven care. The program delivers in-home, in-office, and in-community counseling with youth and families.

CTSS professionals provide diagnostic assessments, and individual and family therapy. They also teach at-risk youth new skills to improve their ability to function independently. Program components combine rehabilitative skill-building services and individual and family therapy interventions to target youth and family needs regarding symptoms and/or behaviors.

Kindred Family Focus therapists and skills workers help youth and families with many concerns, ranging from improving communication and relationship skills, emotional regulation, and anger management skills, to managing symptoms from depression, anxiety, and trauma.

In addition to expanding CTSS services statewide, Barb will also be responsible for developing CTSS and outpatient therapy services in relation to other Nexus programming, as well as developing and implementing an in-home and outpatient therapeutic model. Barb will call on her 19 years of experience in the field to bring mental health services to Minnesota. Before joining Kindred Family Focus in 2014 as the Fergus Falls Regional Director, she was Clinical Director at another agency. She temporarily supervised the CTSS

Barb Jochum named Kindred Family Focus Mental Health Services Director

Barb JochumKFF Mental Health Director

9 | MARCH 2015

excellence and integrity in delivering services and running a business, constantly pushes to get out ahead of the curve and stay relevant, does what it says it is going to do, and —first and foremost — is in it for the kids,” Mark says.

Born and raised in Illinois, Mark spent his career working in Chicago, where Julie, his wife of more than 30 years, still works as a Research Coordinator for the Cystic Fibrosis Clinic at Lurie Children’s Hospital. Mark and Julie have four children, who are “wonderful, on their own, and gainfully employed with their heads screwed on fairly straight” for which Mark gives Julie full credit.

Outside of the office, Mark enjoys listening to music, catching a good concert, and playing guitar. He and his wife also have a “real estate bug”; the Nufers raised their kids on Sunday open houses, frequently watch HGTV, and even built their last home.

As Associate VP of Finance, Mark’s vision for the department includes maintaining the standards of excellence and integrity that have already been established and ensuring that Nexus has the financial resources necessary to carry out its mission and be the employer of choice for those who make it their life’s work to help children and families. Maintaining open and transparent lines of communication between finance staff and staff throughout the organization to help make the complex understandable is another one of his goals, as well as ensuring that Nexus has the business systems and financial capacity to adapt and grow as the child and family welfare field changes.

Mark is excited to be part of Nexus and to try his hand as a Minnesotan. “I am cut out of the Midwestern cloth and feel right at home. I am living in a beautiful city, working for an outstanding company in a challenging job, and am surrounded by talented and welcoming folks. What more could I ask for? ...Well, maybe springtime!”

Nexus added a few new positions to its Corporate team this past January, including an Associate Vice President of Finance. To fill

this position, Nexus CEO David Hutchinson and CFO Alan Nordby sought out Mark Nufer, an acquaintance from various projects within the youth treatment services arena.

Looking past the Minnesota snow and frigid arctic wind chills, Mark says “the opportunity to join an agency that I have such respect for could not have been more welcome. To be a part of and, hopefully, contribute to, such a forward-thinking, stable, and well-run organization is a blessing for me both personally and professionally.”

Mark holds a Bachelor’s degree in Accounting from Lewis University and earned his CPA shortly after completing college. Starting out in a CPA firm in Chicago, Mark worked his way up to CFO. In 1990, he moved into the nonprofit world as CFO of Treatment Alternatives for Safe Communities (TASC). Mark later accepted the role of CFO for Lawrence Hall Youth Services (LHYS) in 1996, where he stayed for 18 years before moving to Minnesota to join the Nexus Corporate office.

His experience in the nonprofit arena, as well as in youth treatment services with LHYS, and his extensive background in finance make him a great addition to the Nexus family.

Prior to joining Nexus, Mark had crossed paths with various members of the leadership team through different committees and projects related to youth treatment services.

“Through these touchpoints, I developed a great respect for the organization and its leadership. I saw an organization that establishes a high standard for

A Financial GainWelcoming Associate Vice President of Finance, Mark Nufer

Welcome, Mark!

Mark NuferAssociate VP of Finance

MARCH 2015 | 10

Call for Presentations

Nexus 4th Annual Conference Call for Presentations!

Planning for the Nexus 4th Annual Conference, to be held September 23–25, 2015, at the Hyatt Lodge, McDonald’s Campus, in Oak Brook, IL, is underway.

This year’s theme is Agents of Change, and we are seeking presenters for our breakout learning sessions. We would love to have you share your expertise with us!

If you are interested in being a presenter, please go to the Annual Conference tab on Nex-Net to submit your idea. We are open to your ideas. Selected presenters will be notified by email.

We look forward to seeing you at the conference!

Are You an Agent of Change?

Be a PresenterPlease consider sharing your expertise on a subject at the Nexus 4th Annual Conference. The gathering offers a unique opportunity for Nexus staff to share information across sites.

To submit your idea, go to the Annual Conference tab on Nex-Net and fill out an application.

If you need a few suggestions for presentation topics, review the list below:• Change management• Family-driven care• Working with families in the community• Shifting residential focus from being

successful in the residential setting to being successful in the community

• Trauma-informed practices in the treatment milieu

• Your suggestions!

11 | MARCH 2015

CQI Corner

Spotlight on Woodbourne CenterClient Satisfaction and Treatment Goals

Becky SchedinDirector of CQI and Research

Co-author: Steven SchreiberWoodbourne Center QI Supervisor

A youth’s treatment plan is the blueprint for the progress that the youth, family supports, and treatment team build during the course of a youth’s involvement with Woodbourne Center in Baltimore, MD. It is based on a comprehensive understanding of the youth’s behavioral, emotional, educational, medical, cultural, and family histories, and outlines the steps that each person involved in the youth’s life will take to help ensure the achievement of his treatment goals. The youth’s agreement with, and understanding of, his treatment goals is paramount in making effective progress in treatment.

The relationships that Woodbourne’s therapists cultivate with the youth have always been one of the greatest strengths in treatment. It takes hard work to build trust with youth and their families, given that the process entails talking about difficult issues and gaining a mutual understanding of the root causes of problematic behaviors. For those therapeutic insights to become truly valuable, they must be integrated into the multiple arenas of the youth’s life.

In an effort to systematize that process, Woodbourne Center, with the guidance of Dr. Michelle Murray, VP of Clinical Services, implemented Choice Theory at the

core of its residential programming — where treatment meets real-life practice.

Choice Theory helps harness a youth’s ability to nurture relationships and process the effects that his behavior has on others. It also means that the youth’s day-to-day experience in his residential setting is related back to the reasons he is in treatment and the goals he needs to achieve to be successful. At the beginning of every week, youth discuss with their staff where they are in their treatment goals and what steps they want to take toward meeting those goals during the week. Based on their progress, youth can take part in off-campus recreational activities, earn allowance, and other privileges in their residence.

This new residential programming was implemented in November 2014. Since then, scores on client satisfaction survey questions relating to treatment goals have improved. Youth rated their satisfaction higher than average with a 3.3 or above (on a 0 to 4 scale, with 4 being most positive) for each question. For the question, “My therapist explained my goals,” the score was 3.67—significantly higher than the trend.

Another successful area was the youth’s satisfaction with their treatment goals. Youth are asked to rate how they view their goals, from great (4) to poor (0), with the question “I think my treatment goals are…”. The score of 3.3 on that item corresponded to a general rating of good to great on the survey. This was the highest rating for that category in more than two-and-a-half years.

A youth’s family can see that every team member is invested

in the youth’s success.

MARCH 2015 | 12

Part of the reason for this area’s continued improvement may be attributable to a more concentrated emphasis on the process for reviewing the treatment plan for each youth.

Once a month, the Woodbourne treatment team, including the youth, his family, the caseworker and any other external stakeholders, the Therapist, Psychiatrist, Unit Coordinator, Clinical Supervisor, Clinical Director, and representatives from nursing and the school, come to discuss the youth’s progress toward his goals and what they must do to ensure his successful discharge from the program.

Dr. Donna Beck, Woodbourne’s Clinical Director, has said that one of the major benefits of this collaborative approach is “that the youth’s family can see that every team member is invested in the youth’s success and that we’re all on the same page. They can trust that while their child is with us, we’re going to take care of their child.”

A concerted effort has been made to show that each youth has the consistency and solidarity of the entire Woodbourne interdisciplinary team, which results in a shared vision for treatment — one that the youth can be confident about, too.

The client satisfaction survey remains a useful source of information about areas where Woodbourne is strong and where we should focus our efforts. Youth tell us what we can do to better serve and partner with them whenever we give them the opportunity. The lessons are always instructive, and, often, the information affirms the work we are doing. As programming continues, Woodbourne expects to not only see sustained client satisfaction in these areas, but also improved outcomes through working together with youth on their treatment goals.

Spotlight on Woodbourne

13 | MARCH 2015

The term “side effects” is often tied to medications and a long list of horrible outcomes, but when it comes to kindness, the opposite is true. Studies show that kindness/kind acts give off positive side effects that can help make you happier and healthier, not to mention the impact it has on those around you!

KINDNESS MAKES US HAPPIERAn act of kindness causes us to feel good on a spiritual level and on a biochemical level. Spiritually, we feel better about ourselves when we do something kind for another person because it’s what most of

us feel is the right thing to do. Biochemically, it is believed that this good feeling is due to elevated levels of the brain’s natural versions of morphine and heroin, known as endogenous opioids. These opioids cause a release of dopamine creating a natural high, often referred to as “helper’s high.”

KINDNESS GIVES US HEALTHIER HEARTSAccording to Dr. David R. Hamilton, acts of kindness create emotional warmth, which releases the hormone oxytocin in the brain and throughout the body. Oxytocin causes the release of a chemical

called nitric oxide, which dilates the blood vessels. This reduces blood pressure, making kindness good for your heart.

Even when you experience kindness and compassion, your heart benefits. Receiving an act of kindness stimulates the vagus nerve; when the vagus nerve is active, it produces that feeling of warm expansion in the chest — for example, when we are moved by someone’s goodness

The Side Effects of KindnessHow small acts can make a big difference

or when we appreciate a beautiful piece of music. This nerve’s reaction reduces heart rate and helps reduce inflammation, and can also ward off depression.

KINDNESS SLOWS AGINGTwo culprits that speed the process of aging are free radicals and inflammation, both of which result from making unhealthy lifestyle choices. But research shows that oxytocin (that we produce from emotional warmth) reduces levels

of free radicals and inflammation in the cardiovascular system and can slow aging at the source. Incidentally, free radicals and inflammation also play a major role in the development of heart disease — another reason why kindness is good for the heart!

KINDNESS CREATES BETTER RELATIONSHIPSThis is one of the most obvious points. We like people who show us kindness; this is because kindness reduces the emotional distance between two people, causing us to

feel more connected. These bonds increase the sense of trust and good will, and combat feelings of loneliness and depression. Sonja Lyubomirsky, Ph.D., Professor of Psychology at University of California, Riverside says, “Kindness can jumpstart a cascade of positive social consequences. Helping others leads people to like you, appreciate you, to offer gratitude…. Helping others can satisfy a basic human need for connecting with others, winning you smiles, thankfulness, and valued friendships.”

Live Well, Everyday

Side Effects of Happiness

MARCH 2015 | 14

Random Acts of KindnessLet someone go ahead of you in line at the store, post office, etc.

Put a few coins in a parking meter if you see it’s close to, or already, expired.

Write a thank you note, leave a sticky note on a coworker’s desk, or send a letter to a friend. Notes can easily make someone’s day.

Volunteer or take part in a fund raiser for a cause you care about.

Help someone learn something new or accomplish a task.

Give up a parking spot to the car behind you.

Share your umbrella when you see someone stuck in the rain.

Help your neighbor shovel snow, rake leaves, etc.

Bring a refreshing treat to share on a hot summer day.

Surprise someone with a cup of coffee, or try paying for the person behind you in line.

Be a friend who listens. Think of the times you wish you had someone to talk to. Be proactive and be that person for someone else.

Leave quarters near a vending machine or at the laundromat for a stranger to find and use.

KINDNESS IS CONTAGIOUSWhen we are kind, we inspire others to be kind; studies show that kindness creates a ripple effect that spreads outward to three degrees of separation — to our friends’ friends’ friends.

A recent scientific study reported than an anonymous 28-year-old person walked into a clinic and donated a kidney. It set off a “pay-it-forward” ripple effect wherein the spouses or other family members of kidney recipients donated one of theirs to someone else in need. The “domino effect,” as it was called in the New England Journal of Medicine report, spanned the length and breadth of the United States, where 10 people received a new kidney as a consequence of that one anonymous donor.

An act of kindness does not have to be as huge as giving away a kidney; a simple gesture is all that is needed to keep you healthy, happy, and inspiring on a day-to-day basis.

Resources:http://drdavidhamilton.com/the-5-side-effects-of-kindness/http://downloads.randomactsofkindness.org/RAK_Media_Kit/RAK-Science-of-Kindness-FAQ.pdf

Mille Lacs Academy

Mille Lacs Academy

15 | MARCH 2015

Inviting Parents In

Pre-admission family visits at MLA began a couple of years ago, as an idea conceived by MLA Ad-missions Supervisor Joe Rubado. It started when one parent had a great deal of questions regarding her son’s placement at Mille Lacs Academy, and she, unfortunately, could not attend the admissions

meeting. She was very concerned about where her son was going and what things were like at Mille Lacs Academy. Rubado happened to be in the family’s area and offered to meet with the family to discuss concerns prior to transporting their son to Mille Lacs Academy. Rubado answered the moth-er’s questions and brought the family copies of the Nexus Family Handbook and the Family Welcome Packet to give them tangible materials to further ease their nerves.

As of October 2014, Rubado has offered parents/guardians that cannot attend the admissions meeting the opportunity to connect at a location of their choosing. This meeting serves multiple purposes: 1. Creates a contact for them — someone they

can associate with Nexus/MLA; 2. Ensures that MLA has its “ducks in a row,” in

terms of paperwork;3. Gets the family’s questions and concerns

answered in person.

Families have said that meeting prior to admission helps them become comfortable with MLA and the admissions process.

At this point, Rubado estimates he has met with more than a dozen families prior to having their child admitted to MLA.

Jason Donahue Steps Into Executive Director RoleJason Donahue officially took the helm as MLA Executive Director on February 21, 2015. Jason joined Nexus in June 2011 as Associate Director. In his former role, he was responsible for oversight of Mille Lacs operations, and worked to streamline processes and improve services. Jason follows Jan Gibson Talbot who retired as MLA Executive Director in February 2015.

Nexus CEO David Hutchinson said, “Jason has shown strong leadership at Mille Lacs Academy in the past three years. He knows the staff, and is well positioned to grow site operations. I am confident he will guide Mille Lacs Academy to a broader array of services.”

Donahue recently stated, “I look forward to the further enhancement and expansion of Mille Lacs Academy’s programs and influence with families and youth. The Academy continues to focus on ways we can help the young men that we serve be successful with their families and communities, and I am very proud of the teams we have to move this important mission forward. I anticipate that the further alignment of our team member’s gifts, talents, and strengths will create an amplified impact with those we serve by helping them achieve higher levels of success in their lives and create legacies of positive influence that they can share with others.”

Donahue holds a Bachelor’s Degree in Psychology and a Master’s Degree in Business Administration. Before Nexus, he served in a number of residential treatment leadership positions in Iowa, Missouri, Texas, Alabama, and Tennessee, working with youth with emotional and behavioral disturbances, and populations exhibiting harmful sexual behaviors.

MLA Admissions Supervisor Joe Rubado

Rubado holds Pre-admission Family Visits

Jason DonahueExecutive Director

MARCH 2015 | 16

Mille Lacs Academy

Dr. James Worling visits MLAOn March 3 and 4, Dr. James Worling, a renowned Clinical and Forensic Psychologist, presented to nearly 40 Nexus clinical staff from Gerard, Mille Lacs, Corporate, and Kindred Family Focus. Dr. Worling’s two-day workshop offered an Introduction to the Assessment and Treatment of Adolescents who have Offended Sexually.

“Helping adolescents have healthy, satisfying lives is really what we do,” Dr. Worling said. He went on to stress that “adolescents who have offended sexually are unique individuals — each with their own strengths, risks, and needs.”

Among the myriad subject matter that Dr. Worling covered were topics including the following: • Using the tools at your disposal, with the most important

tool being staff and the relationships they form with youth• Celebrating success and breaking away from the “problem-

focused outlook”• “Sexual media” being a major trigger for many of our youth• The importance of treating trauma• Practicing emotional regulation• The concept of shame versus guilt• The need to increase accountability• Staff working on their “parental reactions”

MLA Training Coordinator, Denise Dallas, said, “The training provided staff with a review of our skills as well as new approaches and ideas, ways to help our clients share more information, resources, and research — all peppered with Jim’s great sense of humor and support for our mission and our work.”

“It was a great two days with Jim,” said MLA Clinical Supervisor Roy Neumann. “He gave us plenty of information about the current research in the field that applies directly to the work and the planned endeavors we currently are pursuing, including the Affinity, Vicarious Sensitization, and the use of polygraph. He also updated us on trends in juvenile sexual offending and recidivism, as well as trends in the treatment of children who exhibit sexually harmful behaviors,” Neumann said.

Dr. Worling has worked extensively with adolescents who sexually offend and their families since 1988. He has presented many workshops internationally, and has written a number of professional articles and book chapters regarding the etiology, assessment, and treatment of adolescent sexual offending behaviors. As part of his full-time consulting and clinical practices, he is presently an associate faculty member at the University of Toronto, and serves as an associate editor for Sexual Abuse: A Journal of Research and Treatment.

Director’s ReportMLA is striving to move beyond the idea of being special to the reality of being uncommon. In looking at the landscape of legislation, customer feedback, and our internal drive as an Academy and as part of Nexus, we are making paradigm shifts to be the uncommon provider of services that will help counties, parents, and other referral sources see us as a premier provider.

Choosing to be uncommon is simple, but not easy. Some agencies wait until they hit bottom or survive a major incident to make this choice. We are choosing not to wait. We believe that we have the ability to improve and have the support from all of our stakeholders to do so — referring partners, our parent and youth partners, community and corporate partners, and our internal team. We understand that the stakes are higher than in the past, and we embrace those decisions. The decision to be uncommon must be followed by action; here are some actions we are currently taking to become uncommon:

• We initiated an intake process based on the principles of the Family Group Decision Making model, which allows for the youth, family, and other involved community system members to develop treatment goals and timelines while working from the strengths and protective capacities of the family, in addition to widening the circle of support to meet the needs of the youth and family being served. This process is targeted as part of the pre-admission timeline to define clear goals and timeframes so that all stakeholders are heard and understand their roles in helping the family and youth further succeed in their next steps within the community.

• We are redesigning our therapist role and consolidating the sexuality and family therapist roles to allow for each therapist to be a true expert for each youth and family. This allows for a deeper therapeutic relationship and positions us for future possibilities in overall program design. Furthermore, this change allows for a higher degree of individualized treatment planning for each youth and family and directly relates to the efforts of the Family Group Decision Making intake process model.

• We are increasing the toolboxes of our direct care staff and clinical teams. The Residential Child and Youth Care Professional Course from the National Resource Center for Youth Services will be offered to our direct care staff teams. We are also expanding our family-centered and trauma-informed care models to all teams to enhance our work with youth and families and to maintain a focus on treatment success beyond the Academy.

• We are designing systems to help attract and retain talent. With the recovery of the economy, we are not only in competition with other residential or community-based providers, but also with other service sectors to find valuable teammates while focusing on retaining the great talent that we currently have.

We look forward to these transformations as they will ultimately help the youth, family, and communities we serve. Please cheer us on in this drive to be uncommon.

Gerard Academy

Gerard AcademyIn 1969, Gerard Academy — or Gerard School, as it was known as then — was founded in Austin Minnesota. Four years later, Gerard of Iowa opened in Mason City and two people hired for that program would significantly alter the future of Gerard. “I was the third person hired at Gerard of Iowa,” says Brent Henry, Executive Director at Gerard Academy. “There’s no way I could have predicted that I would still be with Gerard 40 years later.”

Brent began his career as a child care worker, working overnights for the newly started program, and eventually became the head of group living. Gerard’s then Clinical Director, Dick Hardin, served as a mentor to Brent early in his career, teaching him many of the things that remain a part of his philosophy today.

“He taught me to create a milieu that engages kids. Not to sit back and wait for stuff to happen; that you engage people if you’re going to affect somebody’s life. That relationship (with Dick) defined to me what Gerard should be, with that kind of connection and that kind of investment.”

Kay Stiles was a student at North Iowa Community College when she first started work as a fill-in secretary at Gerard of Iowa in January of 1974. “Someone called the college and asked if there was someone available to fill in for the administrative assistant, and I was selected. It was supposed to be temporary.”

In 1976, Brent left Gerard to attend college in Utah. He had plans to become a special

education teacher. However, two-and-half years later, he got a phone call from Gerard asking if he wanted his old job back. “I sure did,” says Henry.

Meanwhile, the program was growing, but lacking the resources to hire new personnel, and Kay began taking on additional responsibilities. “That’s what made it fun. It was always a challenge, always learning something new.” She went back to school and got her accounting degree. “I grew as Gerard grew. It’s been a special opportunity.”

Century Healthcare bought Gerard in the mid-80s; however, after suffering financial setbacks, they planned to close one of the programs. In 1992, Brent and Kay, along with five other employees, decided to purchase Gerard. “We didn’t want Gerard to disappear,” says Henry. The Austin program was suffering, and not just financially. Morale was low, and Brent

40 Years of Commitment and Connection

17 | MARCH 2015

Gerard Administrative Services Director Kay Stiles and Executive Director Brent Henry share a 40-year history of serving youth and families at the Academy.

Brent HenryExecutive Director

40 Years of Commitment & Connection

was brought in to run the group living part of Gerard. He became the Program Director, and remained in that position until Nexus purchased Gerard in 1999 and named Brent Executive Director in 2001.

“The reason we sold Gerard to Nexus was the same reason we bought it. We wanted Gerard to be here long after we’re gone,” Brent said.

In 2006, Gerard of Iowa was sold, and Kay figured that was the end of her time with the organization she’d grown-up with. However, Brent and key leaders at Nexus had plans to bring her to Minnesota. Kay now serves as Gerard’s Administrative Services Director.

“Kay offers so many things to Gerard. She’s brought a class to our organization that hadn’t been there. Our gymnasium and our new unit are as beautiful as they are because of her,” says Henry.

Since Kay moved to Minnesota, her business partnership with Brent has yielded a new gymnasium and a new 16-bed unit. They are now working on creating an outpatient program with Clinical Directors Karen Wolf and Pam Retterath.

The growth of Gerard’s campus isn’t the only improvement. “We can offer kids so much more now than we could back then. It’s incredible,” she says. “With Nexus, we have the ability to truly be a premiere provider for the families and youth we serve.”

What has kept both Kay and Brent at Gerard for this long is a passion for what they do and a love for the people they do it with. “It’s all about connection,” Brent said. “It doesn’t get much better than working with people that you love. I’ve had a fortunate career here. I hope it’s not done yet,” he added laughing.

“Gerard has been a godsend,” says Kay. “The opportunity for growth, both personally and professionally, has been amazing. My whole life has been intertwined with Gerard. Brent and I have grown-up together,” she said.

“And now we’re growing old together,” adds Henry, not missing a beat.

Director’s ReportIn January of this year, The Mower County Family Services Collaborative— which includes Mower County, Mower County Health and Human Services, SEMCAC, Independent School District 492 Austin, Independent School District 495 Grand Meadow, Independent School District 499 Leroy-Ostrander, Independent School District 500 Southland-Adams and Independent School District 497 Lyle—solicited proposals from agencies that have the necessary qualifications to provide mental health services for children who have been identified for potential need of service in Mower County. Approximately 20 RFPs were distributed. Since this request aligned perfectly with Gerard Academy’s vision for the future and our strategic plan, we decided to throw our hat into the ring. Clinical Director Pam Retterath wrote Gerard’s response for this request. With her excellent writing skills and exceptional clinical knowledge, Pam wrote a response that was second to none and resulted in Gerard Academy being awarded the RFP.

Then the work really began. What we thought we had months to accomplish, now had to be accomplished in a matter of weeks, as the RFP went into effect March 1, 2015. There were, and still are, countless questions and tasks that need to be completed. So Pam, Theresa Jacobs, and Kay Stiles and her team kicked into high gear to try to get us ready. Barb Jochum from Kindred Family Focus was also a valuable resource for us, and we had several residential therapists step up to be a part of this. We simply could not have done it without them!

It has been said that luck happens when preparation and opportunity meet. Gerard Academy was awarded this contract not simply because we responded to an opportunity; many other agencies responded to this opportunity, as well. We were awarded the contract because of the hard prep work that was done, the outstanding reputation we have in the community, the relationships that we’ve developed, the connections our key staff have made with key players in the community, the high level of customer satisfaction, and the list could go on. It seems the more we prepare, the luckier we get.

MARCH 2015 | 18

Onarga Academy

Onarga AcademyCelebrating 25 Years

25 Years of Strengthening Lives, Families, and Communities

“We’ve come a long way from our humble beginnings…not only in size — with beautiful modern buildings, growing staff and residents —but also in the depth and breadth of our expertise in the programming and services that we provide these young men,” said Clinical Director Mike Simpson.

Throughout the past 25 years, Onarga Academy surpassed many milestones and created a culture that continually strengthens lives, families, and communities.

Onarga Academy opened March 18, 1990. With only one program offering, the Academy was originally housed in a single residential building. The Academy started with only 8 staff members who served 10 youth residents. Today, there are 200 employees who serve 90 youth on campus. Since the doors opened 25 years ago, Onarga has served 1,086 youth, and expanded to offer 7 programs, 2 Therapeutic Foster Family Homes, and an Independent Living Program.

The campus has grown and adapted since it first opened its doors, with many new buildings and renovations, and additions of programs and services.

• March 18, 1990: Onarga Academy opened.• Fall 2000: Bradshaw building added to

campus; becomes home of 3 residential treatment programs.

• Spring 2003: Razed original building; opened the newly built OMS Hall, which houses 2 residential treatment programs, staff offices, conference rooms, and cafeteria. Added a large parking lot where the old building stood.

19 | MARCH 2015

Original on-campus school building.

OMS Hall was built in 2003 after the original residential building was razed.

The Bradshaw building was added to campus in 2000. Onarga Academy’s original residential treatment facility.

Dennis WileyExecutive Director

Celebrating 25 Years

• Winter 2008: Cornerstone Café opened to the public in the old Onarga Town Hall building (built in 1897) to provide Academy youth with business management and customer service experience by working in the café and gallery.

• Fall 2008: New Transitional Living Program home added to the program mix.

• Summer 2010: New Group Home built on campus.• Fall 2011: New Expressions Day School for Students

on the Autism Spectrum opened.• Spring 2012: Grand Prairie School’s new building

opened.• Summer 2013: Two Therapeutic Foster Homes are

built and opened near campus; new Industrial Arts classroom opened.

• Fall 2014: Expressions Day School moved on campus; Auditorium renovation completed.

Dennis Wiley, Executive Director said, “Our 25 years have proven that the journey requires a lot of patience, a lot of perseverance, a great deal of knowledge, and a great deal of teamwork. You also must have the desire to be better, to be able to self-reflect and raise the bar as much as you can. If you can do that, you can realize your vision; whatever that vision is.”

Director’s ReportMarch 18, 2015, marks Onarga Academy’s 25th anniversary. Our journey began in 1990 on the campus of what was originally the home of both Grand Prairie Seminary and Onarga Military School. Both were prestigious educational facilities sharing a commitment to offering quality education, with a focus on the well-being of students.

Our early days were spent in one building (built in the 1860s) that combined resident living quarters, staff offices, and a cafeteria. During that time (about the first 10 years), we became clinically strong, despite our lack of a state-of-the-art facility. Our focus became that of building the right infrastructure (clinical and educational) to create quality programming. We were fortunate to have a good foundational start by bringing our first residents from Nexus in Minnesota and adding Mike Simpson (now Clinical Director) as a seasoned staff member, trained in the Nexus Treatment Culture.

Throughout our 25 years, we have experienced great growth, from campus development to an increase in professional staff and the number of youth in our care, expanded programs and services, and phenomenal community support. We are planning celebrations throughout the year and welcome you to visit us. I would like to take this opportunity to thank all who have supported us as we Strengthen Lives, Families, and Communities Through Our Cornerstone Values.

MARCH 2015 | 20

2012: New Grand Prairie School building

Onarga Academy’s Most Recent Additions

2013: Two Therapeutic Foster Care Homes

2010: On-campus Group Home

2008: Transitional Living Program Home

Indian Oaks Academy

Indian Oaks AcademyOutside the Lines

“I would have loved to have something like this available to me when I was in junior high and high school!” That’s how Redeploy Youth Mentor

Matthew Hedding-Hess feels about Outside the Lines, the new community group he’s establishing for Lesbian, Gay, Bisexual, Transgender, and Questioning (LGBTQ) youth in Kankakee and Iroquois Counties.

Hedding-Hess has been part of the Indian Oaks Academy family for eight years, first as a counselor and now as a youth mentor with Redeploy Illinois (which serves Kankakee and Iroquois Counties, and is administered by IOA).

He recently started the Outside the Lines group in Kankakee and Iroquois Counties. “It’s a community-based and community-focused youth group,” explained Hedding-Hess. “We offer a safe place for youth to meet and collaborate, discuss, create, and learn by networking with a variety of community resources.”

The goal is to develop these young people as leaders and advocates in their homes, schools, and workplaces as they find their place in their community.

As a counselor at IOA, Hedding-Hess knew the effort it took to get those services for many clients. “Being an hour south of Chicago, we’re just out of reach of many resources available for the LGBTQ community,” said Hedding-Hess. Both IOA and Redeploy youth can participate in Outside the Lines.

According to Hedding-Hess, growing up in Kankakee and Iroquois Counties can be challenging for LGBTQ youth. Many move away, often to a more accepting and diverse city, the first chance they get. And, LGBTQ youth are disproportionately overrepresented in mental health services, juvenile justice systems, and homeless youth numbers. Outside the Lines aims to provide a safe place for support, information, and fun, as well as to create a network of resources specific to LGBTQ youth.

Hedding-Hess planned a drop-in support group that would meet every other week in the beginning. Without advertising or outreach other than word of mouth, the group grew from 3 to 20 participants by the third meeting. Community stakeholders are already being identified to form an advisory committee for fundraising and guidance purposes.

In addition to the support group, Outside the Lines will offer safe, fun group activities that integrate the youth into their communities and provide positive recreational outlets. A curriculum of educational topics specific to LGBTQ youth is being created to include LGBTQ youth coming out; homophobia

21 | MARCH 2015

Mike ChaversExecutive Director

Outside the Lines

Director’s ReportIndian Oaks Academy will open the new Lighthouse Girls’ Group Home in mid-April. “This is the third time in the past three years that DCFS has come to IOA and asked us to expand services,” said Mike Chavers. “It speaks volumes about their trust in Nexus and IOA.” The group home will serve eight girls, ages 14 to 17, and will be housed in a new campus building that was formerly planned for TLP use.

While the entire campus waited for the spring thaw, IOA was busy with indoor activities. Safe Harbor School’s annual celebration of Black History Month included poetry readings, choreography, plays, artwork, models of inventions, speeches, and more.

Safe Harbor School Spirit Week wrapped up the last week of school before spring break. The new school halls were decorated with a spirit wall, where staff and youth could leave messages, and the entire campus took part in random dance breaks to show their IOA pride.

and heterosexism; acceptance and change; safety; physical, psychological and social health, and more. The group will also provide comprehensive sex education specific to LGBTQ youth, which is most often not included in school sex education programs.

Long-term goals will focus on providing advocacy and community service opportunities for the youth, as well as providing community-based mentoring services for youth who need it.

Outside the Lines has its own public “Outside the Lines LGBTQ Youth Group” Facebook page, where community members can join and keep updated on activities, services, and advocacy in the community. The Facebook page contains a fund raising opportunity at www.gofundme.com/OutsideTheLines. “We’re currently raising funds to participate in community events, the first of which is the Rainbow Run,” said Hedding-Hess. “It’s a local version of the Color Run, sponsored by Kankakee Community College’s Gay-Straight Alliance.” Outside the Lines is off to an exceptional start, with almost their entire $1,000 goal raised and a support group that is growing in numbers. Redeploy Illinois officials have noticed as well, with plans to make this type of support group a budget priority.

“It’s exciting,” said Hedding-Hess. “I can’t wait for this group of young people to make an impact, and help create a new presence in our community.”

MARCH 2015 | 22

Banners decorated school halls for Spirit Week.

One class made a replica quilt when they discussed the slave quilt code during Black History Month.

Another class project involved studying prominent African American athletes, authors, and more.

92% of LGBTQ youth report hearing negative messages about LGBTQ people in school, on the Internet & from peers.

Woodbourne Center

Woodbourne CenterBlack History CelebrationWoodbourne Center presented a day of Black History Month programming on campus. This

year’s theme was “A Century of Black Life, History, and Culture.” The event began with a short musical selection; students and staff alike played drums, xylophones, and more.

The educational portion of the day focused on cultural and civil rights history. Each unit rotated through four stations, and talked about the impact of the historical movements on today’s world.

In one classroom, three student volunteers portrayed some of the young men involved in the sit-in movement in Greensboro, NC. Audience members were given signs either supporting or opposing the sit-in movement and were asked

what each sign meant to them, or how they would feel if the words on the sign were spoken to them. The idea of peaceful protest was emphasized.

Another session was in a game format, and students played Truth, False, or Myth to win prizes for correct answers.

The third station had students reenacting the historical bus boycott. Students and staff designed a bus to see how many people Rosa Parks had an impact on with her boycott.

At the final station, the classroom recreated the March on Washington. One student played Martin Luther King, Jr. and performed one of King’s speeches. Challenging the standard lecture format, Woodbourne Center staff gave their students an interactive and engaging form of education.

New Staff Spotlight: Christy Delgrolice

We happily welcome new Clinical Supervisor Christy Delgrolice to Woodbourne Center. She comes to us after serving as Clinical Therapist at Chesapeake Treatment Center.

“I was drawn to Woodbourne Center to expand and grow professionally by taking a supervisor role,” Delgrolice says. “I enjoy the field because I feel that everyone needs support and help in life.” Delgrolice originally pursued the criminal justice realm, but discovered social work suited her better.

Delgrolice has interned and worked in Maryland since 2007, when she began working toward her Master’s in Social Work from Salisbury University. She graduated in 2009 with a 4.0 GPA; she was also a member of Phi Alpha Honor Society. Delgrolice received her undergraduate degree in Criminal Justice from Buffalo State College in New York.

Prior to working at Chesapeake Treatment Center, Delgrolice worked as a therapist at Diagnostic Unit at Arrow Project and Family Ministries. In addition to her work at Woodbourne Center, Delgrolice is also a mobile crisis intervention specialist at Affiliated Sante Group.

Delgrolice is enjoying her time on our campus. “My favorite part about working at Woodbourne Center is growing and developing new skills while having a supportive administration, unit coordinator, and team,” she says.

Ann Miller DonationLast month, Woodbourne Center received a donation of $75,580 from the estate of Ann Miller, a former member of Woodbourne’s Advisory Board. Ann was no stranger in supporting youth in difficult situations, as she spent many years working in foster care. Prior to her estate gift, Ann had donated approximately $1,000 to Woodbourne Center. We are grateful that she included us in her legacy of generosity.23 | MARCH 2015

Woodbourne staff played drums to kick off the Black History Month celebration.

Tony WilsonExecutive Director

Woodbourne Center

Because we all springfrom different trees

does not meanwe are not created equally

Is the true beauty in the treeor in the vast forest in which it breathes

the tree must fight 2 breedamong the evils of the weeds

I find greatness in the treethat grows against all odds

it blossoms in darknessand gives birth 2 promising pods

I was the tree who grew from weedsand wasn’t meant 2 be

ashamed I’m not in fact I am proudof my thriving family tree

Grounds MaintenanceOver the past few weeks, Mother Nature has certainly put Baltimore to the test! We’ve gotten temperatures in the single digits, almost half a foot of snow, and plenty of ice. We simply wanted to commend the facilities staff, led by Facilities Director Russell Murray, for all of their great work keeping the campus safe. They have worked hard to make sure the grounds are safe and easy to navigate.

PoetryFor three years, Thomas (alias) was involved with the Department of Social Services and the justice system. He was admitted to Woodbourne at age 16, after unsuccessful treatment attempts at an outpatient program and a non-secure residential program. He began his time at Woodbourne’s Children’s Diagnostic Treatment Center, and then progressed to the Special Behaviors Unit at the Residential Treatment Center. After his two years at Woodbourne, and in collaboration with Baltimore County’s Department of Social Services, Thomas successfully reunified with his mother and sister at home. He left behind a packet of poetry to help welcome new residents to campus. These are his poems.

Director’s ReportWinter and spring have been busy for us at Woodbourne! Here are some of the accomplishments we’ve made in the past few months:• We are in the beginning stages of

developing a vocational program on campus to provide our residents with training, skills, and experience they can use after they leave our program. We currently offer carpentry to our young men and are working with Baltimore City Schools and the Pathways Program (national) to get the program accredited. Our goal is to expand the program and offer automotive maintenance in the future. This will set us apart in the Baltimore area, while providing practical skills for the young men in our programs.

• We were awarded the Maryland Energy Association (MEA) grant for installation of an energy-efficient HVAC system and appliances that will reduce our energy use and our future costs. The grant also supplies us with an energy auditor. We will be collaborating with Baltimore’s Healthy Neighborhoods program in the upcoming months to see how we can best personalize the grant to Woodbourne’s needs.

• We are exploring potential partnerships with other nonprofits and/or other treatment opportunities to add to our continuum of care and make effective use of the former Children’s Diagnostic Treatment Center space. We are exploring new treatment opportunities that will positively affect the outcome of our kids.

• Congratulations to our Treatment Foster Care team! They recently underwent a very successful Documentation Compliance Review audit and were praised for having much-improved treatment plans for the youth in care. Congrats also goes to the TFC team as they’ve met and exceeded their budgeted census for the first time in years. There are nine more families that will soon be certified and ready to admit more kids needing services.

• Lastly, our Traveling Trophy and Pizza Party celebration for staff and kids for safety is underway! We track the number of elopements, restraints/seclusions, assaults, and staff injuries. Congratulations to the Lynx unit for having the best safety outcomes for January! Congratulations to the Free Agents unit for their outstanding results in February!

MARCH 2015 | 24

celebrate lifethrough the music

through the spoken wordthrough the splatter of

color on paper or wood or iron or canvas

but celebrate your lifecelebrate your ability to feel

joy and sadnesscelebrate your ability to feel

only then will we be free to Feel

Kindred Family Focus

Kindred Family FocusNo Child Deserves a Trash Bag

Carisa Hoveland of East Grand Forks is in the process of adopting a child out of foster care, but she struggles with the fact that the adoption will only help one child. “We can only adopt one, but there are so many kids that need us,” she said.

But Hoveland has found a way to help many others. She has established an online fund raiser to collect duffel bags for foster youth switching homes. Many only have trash bags to pack their belongings, she said.

“If we can give them a bag, it seems so small, but it can be so helpful to them,” Hoveland said.

Children in foster care, most of whom have suffered abuse or neglect, usually have little notice before packing up their belongings and leaving their homes with authorities, said Gina Stender, social worker at Kindred Family Focus in Bemidji, Minnesota. Because they usually don’t have luggage, they’re often given trash bags for their belongings, she said.

“It’s not the most home-like or the most comfortable when your belongings are in a trash bag,” Stender said. “It can be symbolic, like ‘I’m trash,’ or ‘What I own is trash.’”

Hoveland’s fund raiser can be found online at www.gofundme.com/notrashbags. The website invites people to donate $10 for a new duffel bag for a foster youth. All donations are matched with a second duffel bag donated by I Design in Rugby, North Dakota — a partner in the project. Duffel bags are distributed throughout North Dakota and Minnesota, Hoveland said. The project has already raised $410 online.

Hoveland is also collecting used luggage through the fund raiser, but she said she’d like to give all the kids a brand new item to show them they are valued.

“There’s a big stigma that these kids are all juvenile delinquents, and they’re not,” she said. “They’re just in a bad situation.”

Hoveland, who is the mother of two biological daughters, ages 6 and 2, works as a photographer in East Grand Forks. She said her own childhood inspired her to reach out to foster children.

“I didn’t grow up in a great home,” she said. Her oldest sister raised her and her siblings. “I always wanted to do foster care to give kids a better chance,” she said.

Now, she’s doing just that. Hoveland is in the process of adopting a teenage boy through Kindred Family Focus in Bemidji.

HOW TO HELP:To donate a $10 duffel bag to foster children, visit: www.gofundme.com/notrashbags

Adapted with Permission from the Grand Forks Herald, “East Grand Forks woman collects bags for foster children,” C. Hayley, Feb. 4, 2015.

25 | MARCH 2015

Carissa Hoveland and her daughters check out some of the donated bags collected for local foster children.

Director’s Report

George HendricksonExecutive Director

MARCH 2015 | 26

Given the often negative coverage of foster care, I thought I would share a story that is dear to my heart. During our 20 years as foster care providers, my wife and I took in one particular boy named John (alias) after a social worker told us he would be a perfect fit for our home. We met John two days later, and agreed to a pre-placement visit; then John moved in.

John was 2 ½ years old; he was a victim of severe physical and emotional abuse; his family had long-documented history of neglect with the county; his father was diagnosed as a paranoid schizophrenic and a frequent drug user, with regular law enforcement contact; his mother was borderline MR and a frequent drug user; John had been hospitalized several times for “failure to thrive”; at 2 ½, he had no language and did not attempt to speak to others; he witnessed his 4-year-old sister suffocate when she pulled the top dresser of two stacked dressers onto herself, pinning her neck on an open drawer; he was unable to accept touch, had a violent temper, and spent most of his time alone.

We started regular visits to his therapist, who said, “People will learn to hate John.” Needless to say, we switched therapists. Traditional therapy methods didn’t seem to be working. A coworker recommended a therapist who was certified in Sand Therapy. As his foster parents, it finally felt like we were working with someone who understood his trauma and was patient. Finding a therapist that let John direct his own pace/work was instrumental in his recovery. For one project, John created a shoebox filled with items he picked from the therapist’s toy collection. He would repeatedly bury the plastic people he’d chosen and slowly began to explain why; we were lucky to find the right therapist with the right approach.

Despite our family’s work to provide supervision, there were times when he would climb our six-foot fence and run. The neighborhood kids were a huge help, as they knew to inform us if they saw John somewhere other than our yard. He often had no idea where he was going, let alone why. We were frustrated with his lack of common sense, but he did make us laugh and appreciate the fact that even he couldn’t make sense of his actions. We began forming attachments with one another as he experienced life as part of our family. There was dynamic changed as John learned to share us.

Two years into his placement, the county took custody of his younger brother from a South Dakota hospital (failure to thrive,

severe fetal alcohol syndrome) and placed him in our home. With these two boys, we learned that foster care is much more than caring for someone else’s child. We learned to truly share our family and love someone else. Our biological children still talk and laugh about the many goofy stories.

When John was 7, the county began looking for an adoptive home for the boys. Plans were made, and the boys left. We continued to see them and were available to support their new parents. Unfortunately, challenges arose within the adoptive family, and our involvement with the family was cut off. The parents divorced, and the boys were passed around to relatives. The boys felt vulnerable and unsure of their future. The adoptive mother burned the pictures we had provided; anything that meant something to them was destroyed. She eventually moved out of the state and ended contact with them. The adoptive father had medical and mental health issues of his own.

The long and short of the story: John left our home when he was 7½ years old; he is now 28. Last summer, he, his brother, and John’s significant other came to visit. It was great! During his visit, he announced that he was getting married this spring and asked my wife and I to serve as his parents in the ceremony. We were thrilled!

It’s been over 20 years since John left our home. There is no better reward for us as foster parents than to know that this “throw-away” youngster made it. He graduated high school, and has been working with the same company for the past ten years. John is proud of himself, has plans for his family, and has made a commitment to help his brother find his way in life.

I cringe when I hear the comment that foster care doesn’t create permanent relationships; I have seen wonderful things in my many years with the agency, and I have also personally experienced it. Foster care does work; relationships are key to encouraging kids to risk and trust. My family certainly learned a great deal about ourselves, our limits, and our definition of success as foster parents. We learned that we had to be willing to invest in the result.

There are no throw-away kids. There are only wonderful opportunities when we give kids the chance to experience life and overcome their trauma.

Have an idea for a story? Contact Nancy Baldrica, Cornerstone editor nbaldrica@nexustreatment.org763-551-8671

Nexus: Strengthening Lives, Families, and Communities Through Our Cornerstone Values

Nexus is a national, nonprofit organization that helps youth rehabilitate and reintegrate through a continuum of diversified services from residential to in-home counseling.

Nexus offers residential treatment programs, group home living programs, transitional living programs, treatment foster care, inpatient acute psychiatric care, in-home counseling services, alternative to residential

treatment services, adoption, referrals to other treatment providers, and ongoing support to youth in our care.

The Nexus Family of Treatment Programs is a group of programsoffering diverse programs and services for children and families that is operated by Nexus, a Minnesota nonprofit corporation and its subsidiaries: Gerard Treatment Programs, LLC. While these programs are operated by separate and

distinct legal entities, they share an underlying adherence to the Nexus Cornerstone Values and Guiding Principles and enjoy the efficiency and economy of coordinated management functions.

Nexus locations include Mille Lacs Academy, Gerard Academy, Onarga Academy, Indian Oaks Academy, Woodbourne Center, and Kindred Family Focus.

Cornerstone is published bi-monthly by Nexus. All articles are copyrighted by Nexus. Reproduction of any part of this publication is prohibited without written consent.

Editor: Nancy Baldrica 505 Highway 169 North, Suite 500 Plymouth, MN 55441-6447

Corporate: 763-551-8640 Editor: 763-551-8671 nbaldrica@nexustreatment.org www.nexustreatment.org

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