Vail Place, Inc.

Hopkins, MN   |  www.vailplace.org

Mission

Our mission is to help people with serious mental illnesses avoid crisis, achieve stability, and pursue active, fulfilling lives based on their individual abilities. We do this through a work- and relationship-oriented approach that empowers each person to take control of his or her recovery. Vail Place follows the internationally-replicated Clubhouse Model, which is based on a holistic approach to recovery; respects the dignity of each individual; and engages each person to actively manage and take control of their recovery.

Ruling year info

1983

Principal Officer

Ms. Karina Forrest Perkins

Main address

23 9th Ave S

Hopkins, MN 55343 USA

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EIN

41-1394766

NTEE code info

Mental Health Treatment (F30)

Human Service Organizations (P20)

Health Support Services (E60)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Clubhouse Community Support Program

Community services and resources to support a wide range of members' [Clubhouse for clients] needs, including employment, housing, social connectedness, and health and wellness.

Population(s) Served

Guidance and support for people at the greatest risk and needing the most assistance. Ensures continuity of care, coordination and monitoring of services, discharge planning, housing support, and intensive goal planning

Population(s) Served

Where we work

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Awards

Charities Review Council 2012

Meets Standards

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. Empower people to successfully manage complex mental, physical, and social needs so they can live independently in the community.

2. Provide preventive/proactive health management strategies that reduce overall costs of care for people with serious mental illnesses, a typically high-risk, high-cost population

1. Reduce isolation/promote recovery through social support services –
a. Clubhouse Work Ordered Day (WOD) and Reach-out
b. Social Activities
2. Improve mental and physical health through wellness education/support
a. Wellness education classes and groups
b. Clubhouse-based wellness support
c. Individualized wellness support
3. Help members obtain/maintain safe, affordable housing
a. Housing search assistance
b. Housing support
c. Independent living skills (ILS) assistance
4. Help members achieve vocational goals
a. Clubhouse prevocational work readiness activities
b. Job seeking skills development
c. Job search assistance
d. Employment support
e. Education support

Organizational Capacity

OUR EXPERIENCE – Vail Place has 35 years' experience providing community based services for adults with SPMI (serious & persistent mental Illness). The agency has specific proficiency as a provider of Clubhouse Model programming and is recognized by Clubhouse international (the organizing/accrediting body of this Evidence Based Program) as a leader in the movement nationally.

GOVERNANCE AND MANAGEMENT – Vail Place has a dedicated engaged board of directors made up of community members (bringing a broad range of expertise) and program participants (representing various agency services). Board members participate in monthly committee meetings. The agency Committee structure (Board, community volunteers, staff and clients) supports achievement of strategic goals and stakeholder engagement. The agency is managed by an experienced Executive Director and Senior Management Team. The Ramsey County site will have an on-site Program Manager under the direction of our Clubhouse Program Director – both part of Senior Management.

FINANCIAL MANAGEMENT – Our Executive Director provides overall direction for all financial management, accounting, and budgeting functions – managing business and accounting staff. Management analyzes financial performance monthly, with an in-depth review per-formed by the Finance Committee on a quarterly basis. Annual budgets, audited financials, and 990 tax returns are reviewed and approved by the Finance Committee and Board of Directors.
Together with the Board Treasurer and Finance Committee, the Executive Director en-sures efficient and effective management of financial and capital resources in such a manner as to accomplish the objectives of the organization; for example:

• Diversified revenue sources, including: Private Funders (individual, institutional), Healthcare Providers/Payers, Public Funders (Federal, State, County), United Way, etc.

• Managed growth in accordance with the strategic vision; examples include: 30% in-crease in individual donors and 15% increase in revenues, expansion of Targeted Case Management program by 30% in 2013, and acquisition of 6,000 sf building to address capacity growth needs.

• Planned capital investment in assets as owner/manager of four buildings (two pro-gram sites, an apartment building – all debt free – and the newly acquired office building); sustained investment of approximately 2% annually in reserves.

Progress in reaching goals
• Total members served 1,898 (1,731 in 2014).
o Average served per day:
 159 on-site agency-wide and in the community
 90 at both Clubhouse CSPs (32 Hopkins; 58 Minneapolis)
• Building Capacity and Relationships:
o Grand Opening of Renovated Clubhouse (H1) and New Office Building (H2)
 Last December's event not only marked the successful completion of our capital capacity-building campaign, but highlighted important community relationships. Among the speakers were State Senator Ron Latz, State Representative Cheryl Youakim, Director of the Adult Mental Health Division of DHS, Alice C. Nichols, NAMI Executive Director, Sue Abderholden, and Wells Fargo (key funder) representative Katrina Bucknell.
 H2 now houses Administration and Case Management teams in a flexible and collaborative work environment that also includes educational and training space.
 H1 now includes:
• A complete, commercial kitchen, upgraded snack bar, and expanded dining area. We soon saw an increase in daily attendance – because of greater capacity and functionality – and an increase in capacity to provide food service related training and interest by members in food service
• Upgraded and expanded office and program space, including an Exercise Room, a Music Room, and private space for doctor visits and other confidential appointments and meetings.
• A lift that has make the entire building handicapped accessible.
 H1, H2 and our Minneapolis Clubhouse have all received upgraded audiovisual technology for improved collaboration, communications, and efficiency.
o Restructured Overall Management Team:
 Further restructuring of management team, begun the previous year, to provide more effective supervision and development of CSP, Case Management, and Collaborative Community programs. Among the changes was assigning two Case Management Tead Leads to provide administrative and program oversight to coordinate with the clinical supervisors.
o Expanded Case Management and Employment programs
 Added five case managers as part of the North Memorial North Case Management Team. Our Employment Program expanded with the addition of a new Transitional Employment (TE) site at Coastal Seafood, and the planning and development of a Social Enterprise to provide unique, new job opportunities for members in the oversight and day-to-day operations of a business.

o Expanded our focus on Integrated Care
 Joined Minnesota Practice Facilitation Program
• The National Council for Behavioral Health received a grant to provide intensive coaching and facilitation for practice change that amplifies existing state integrated health, e-health and accountable care efforts. This project offers customized coaching, organization-specific consultation and access to resources for community health centers and/or community mental health centers between November 2015 and November 2016. Vail Place is one of 16 participating organizations.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    3,000

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Case management notes, Community meetings/Town halls,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

Vail Place, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Vail Place, Inc.

Board of directors
as of 10/21/2022
SOURCE: Self-reported by organization
Board chair

Mr. Amy Browne

Prime Therapeutics

Term: 2024 - 2022

Amy Browne

Cardiovascular Systems

Scott Kerssen

Safenet Consulting

Cindy Theis

Minneapolis College of Art and Design

Char Chmielewski

OPTUM

Nick Paluck

Xcel Energy

Sharon Oswald

Delta Dental

William Long

KPMG

Cheryl Collins

Retired

Justin Burleson

SPIRE Credit Union

Jacque Bonnesprise

Consultant

Kristy Krueger

Icario

Ted Schatz

Schatz Real Estate Group

Mark Jensen

Vail Place

Kevin Fillips

Vail Place

Fatuma Ali

Vail Place

Ephrem Asfaw

Vail Place

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 10/21/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Native American/American Indian/Indigenous
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 10/21/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.