Mental Health, Crisis Intervention

Vail Place, Inc.

Hopkins, MN

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

1983

Principal Officer

Ms. Vicky Couillard

Main Address

23 9th Ave S

Hopkins, MN 55343 USA

Keywords

Mental illness,mental health,mental health recovery,clubhouse model,depression,schizophrenia,bipolar,community support

EIN

41-1394766

 Number

5866881377

Cause Area (NTEE Code)

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 + Results

What we aim to solve New!

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Our programs

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

SOURCE: Self-reported by organization

Clubhouse Community Support Program

Targeted Case Management

Where we workNew!

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Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

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.

QUALITY ASSURANCE – Vail Place utilizes six quality assurance tools to ensure the effectiveness of services, including 1) use of program Logic Models; 2) Consumer Satisfaction surveys; 3) Recovery-based documentation practices and goal planning; 4) Internal client file re-views and payer file audits; 5) Client input in staff evaluations; and 6) Clubhouse Program Accreditation, with formal audits conducted by Clubhouse International every three years.

PROGRAM IMPROVEMENT – Vail Place's program management practices incorporate the use of an electronic health records system to monitor performance and track progress towards program and agency goals. Vail Place management analyzes key program performance data on a regular basis to ensure the consistency and quality of services provided. Performance data is disseminated internally, and data is submitted to funders according to their reporting schedules. An in-depth program review occurs annually, incorporating a combination of quality assurance practices and evaluation data to analyze program activities. Key stakeholders from across the agency engage in conversation about what the results mean, and determine how we will use the information to continuously improve our programs.

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.

External Reviews

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Financials

Vail Place, Inc.

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Operations

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

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FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2015 and 2014
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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?

Not Applicable

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable