Presbyterian Children's Homes and Services
Programs and results
What we aim to solve
PCHAS serves approximately 4,500 children and families in need annually across Texas, Missouri, and Louisiana. The children it serves have been traumatized by abuse, neglect, or abandonment, or they are at risk of such trauma. PCHAS places children into safe, loving, permanent homes and empowers parents and adults to achieve self-sufficiency. PCHAS believes the best way to help children is by strengthening their families, but it is also available for children who have experienced trauma and adults whose self-sufficiency has failed. As a result, we provide a mixture of preventive and responsive healing programs and services.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Foster Care and Adoption
Our expert staff screens, trains, and supports caring families who give children in foster care a stable and loving home. Some foster parents, through adoption, create forever homes. Further support is provided through church-based initiatives.
Foster Care Village
Previously PCHAS operated group homes for children in foster care. In Itasca, TX, the agency converted one of these communities into the Foster Care Village. Each of the family-style homes serves up to six children between the ages of five and 17.
Each home is managed by foster parents who are carefully screened, trained and supported by PCHAS. They surround the children with love and emotional support, and work hard to help them overcome the traumas they have faced in their young lives. For those that need additional support, PCHAS provides professional counseling services.
When a child's family of origin wants to remain involved in their child's life, the foster parents help facilitate and encourage healthy family relationships and work toward the goal of reunification.
The importance of education is emphasized from the time children enter our care. They attend local schools and receive daily supervised study time and tutoring. Nearly all of the children participate in extracurricular activities and church groups. Some have part-time jobs.
Child and Family (also Family Solutions for Kids)
When facing a crisis such as illness, violence, homelessness, alcohol or drug addiction or when depression or just the pressures of daily life become too much parents feel overwhelmed and need help keeping their families intact. Many parents have difficulty developing an emotional attachment to their children because they did not experience it in their own childhoods.
The Child and Family Program addresses these issues before a crisis results in out-of-home placement of children. Child and Family specialists, all of whom have master's degrees in social work or counseling, work with families to address their physical, emotional, social, educational, spiritual, and financial concerns. They provide individual and family therapy, teach parenting and life skills, including how to build healthy relationships, and help families locate and access community services.
These services are free of charge.
Single Parent Family
The single parent family program provides a much-needed safety net for struggling single parents and their children. In addition to housing, the program offers emotional and spiritual support and family therapy that focuses on building on each family member's strengths rather than focusing on problems.
The Single Parent Family Program specialists teach parenting and life skills, including budgeting and financial management, time management, goal setting, and healthy eating. The program also supports parents in their job search and academic endeavors.
Only when families' physical, emotional, social, educational, spiritual, and financial needs are met can the parents focus on achieving self-sufficiency for the family.
The Single Parent Family Program operates in San Antonio, Houston, and Waxahachie in Texas and Farmington, Missouri, about 90 minutes southeast of St. Louis.
Growing Together
Growing Together is open to any pregnant parent or those with a child 0-5 years of age residing in Navarro County, Texas who desires a stronger attachment with their child. Stronger family attachment during the infant, toddler and preschool years creates a foundation for healthy development and educational success.
We help by providing
· Free, family focused services
· Strength based parenting support using TBRI (Trust Based Relational Intervention) and The Ready Method
· Flexible hours – We meet in the family home at their convenience
· Parents Better Together Support Group - semimonthly social support
Transitional Living for Young Adults and for Youth Leaving Foster Care
The TRANSITIONAL LIVING PROGRAMs are for teens and young adults, including those aging out of foster care. The transition into adulthood and economic independence, which can be challenging for any adolescent, generally occurs over many years and involves substantial support from family and friends. However, some young adults do not have support from family members and friends during this important time.
This program helps 16-24 year old young adults who do not have a family support system as they transition into independence. It helps them graduate from high school, learn life skills such as budgeting and meal planning, find part-time work while in school and plan for full-time employment.
In Texas we have branches of this program in Waxahachie and San Antonio. In Missouri this program is in Springfield and Farmington.
Elevate Mentoring (Therapeutic Mentoring)
PCHAS mentors are specially trained to help children ages 5-19 who suffer with emotional or behavioral disorders and/or learning disabilities. Some common problems they face are abuse, neglect, bullying, truancy, post- traumatic stress disorder, depression, ADD/ADHD, bipolar disorder, delinquency and drug abuse.
Trained, paid mentors work with each child and his/her family to determine goals (such as character, college or career). Mentors then meet with the children at home, school or community locations every week for approximately a year. There is no charge to the participants.
The program is so successful in seven St. Louis-area school districts that it has expanded to Troy, Columbia and Farmington. PCHAS launched the program in Temple, Texas in 2022.
• 46% less likely to begin using illegal drugs
• 27% less likely to begin using alcohol
• 52% less likely to skip school
• 32% less likely to hit someone or act out violently
Counseling Centers
This program provides mental health services for children, families and groups. Therapists have offices in Houston (Cypress) and San Antonio as well as Farmington, MO. The Texas therapists are able to conduct sessions face-to-face as well as virtually (by video call).
Where we work
Affiliations & memberships
National Council of Accreditation 2021
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children served
This metric is no longer tracked.Totals By Year
Population(s) Served
Family relationships, Children and youth, Ethnic and racial groups
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
We served approx. 4,500 children and youth in 2022. Because of the nature of our programs, in many instances we also served their family members, so the impact of our programs is even wider.
Number of nights of foster care provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
Foster Care and Adoption
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
The PCHAS foster care program comprises various locations in Texas, Louisiana, and Missouri. Children or youth in these programs can be in residential group homes or villages.
Number of youth and adults served in counseling centers.
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Families
Related Program
Counseling Centers
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The counseling center program is comprised of children and adults. The clients may be internal or external referrals. In 2022, 80% of adults and youth improved emotional/mental well-being.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our board-adopted goals include:
Program Outcome Goals
75% of all clients will continue to meet at least two-thirds of their client-created goals
82% of program outcome goals will be met each year.
Program Growth Goal
3% yearly increase of clients served in programs where outcomes are strong, the need is documented, and financial stability is permitted
Be a Great Place to Work Goals
3% reduction in employee turnover
100% of supervisors regularly participate in leadership training
7% increase in the diverse employee population over the next four years (2022-2025) to better reflect the children and families we serve
Financial Stability Goal
Each year, unrestricted net assets available for use will be 3 times the agencys annual expenses.
In summary, PCHAS strives to provide Christ-centered care and support to children and families in need. Our two overarching goals are to secure permanent homes for children and strengthen self-sufficiency for adults.
What are the organization's key strategies for making this happen?
Program Outcome Strategies
Adapt and incorporate the evidence-based Strength Model in all our programs to support our philosophy of care
Develop an online information dashboard for key performance indicators as part of our enterprise data management strategy
Increase focus on client-created goals in our performance and quality improvement program
Continue to evaluate and improve program outcome goals
Program Growth Strategies
Staff will recommend those programs that are anticipated to meet the standards for growth
Program leaders will use the Regional Program Planning and Evaluation Tool to monitor client caseloads in each program and make operational adjustments when necessary
The agency will maintain a balance between program growth and financial stability and focus first on maximizing the impact of current programs
Be a Great Place to Work Strategies
Develop standardized interview tools, training, and recruitment practices to enhance our diversity, equity, and inclusion initiative
Increase employee engagement by promoting work/life balance through flexible work schedules
Shift all staff to goal-based supervision and performance review
Promote employee retention by creating staff growth and advancement opportunities
Continue leadership training and provide it to all supervisors
Financial Stability Strategies
Increase contract revenue through programs that are consistent with our mission and vision while managing the financial risk
Use the Regional Program Planning and Evaluation Tool to monitor the net financial contribution or investment in each region to ensure fund efficiency
Increase the frequency and quality of introductory donor gatherings to grow the number of supporters
Maintain consistent quarterly contact with all major donors
Strengthen brand awareness and donor cultivation among young adults (25-45 years old) by posting on social media at least once per week
Review post-Covid operations for effective use of virtual staff meetings to reduce the wear and cost of travel while maintaining strong relationships
Ensure that adequate administrative and development resources are available to support current and future programs
If the net asset ratio is over or under the goal, staff will discuss implications with the board and make recommendations.
What are the organization's capabilities for doing this?
PCHAS is led by a seasoned, seven-member Executive Staff Team with 197 years of experience. It includes its President, Vice President of Programs, Vice President of Organizational Impact, Vice President of Finance, Vice President of Human Resources, Vice President of Administration, and Vice President of Development.
Each of these leaders, and in some cases, two, are responsible for carrying out the strategies listed below.
Program Outcome Strategies
Adapt and incorporate the evidence-based Strength Model in all our programs to support our philosophy of care VP of Organizational Impact
Develop an online information dashboard for key performance indicators as part of our enterprise data management strategy VP of Administration
Increase focus on client-created goals in our performance and quality improvement program VP of Organizational Impact
Continue to evaluate and improve program outcome goals VP of Programs
Program Growth Strategies
Staff will recommend those programs that are anticipated to meet the standards for growth VP of Organizational Impact
Program leaders will use the Regional Program Planning and Evaluation Tool to monitor client caseloads in each program and make operational adjustments when necessary VP of Programs & VP of Finance
The agency will maintain a balance between program growth and financial stability and focus first on maximizing the impact of current programs VP of Programs & VP of Finance
Be a Great Place to Work Strategies
Develop standardized interview tools, training, and recruitment practices to enhance our diversity, equity, and inclusion initiative VP of Human Resources
Increase employee engagement by promoting work/life balance through flexible work schedules VP of Human Resources
Shift all staff to goal-based supervision and performance review VP of Human Resources
Promote employee retention by creating staff growth and advancement opportunities All VPs
Continue leadership training and provide it to all supervisors VP of Human Resources
Financial Stability Strategies
Increase contract revenue through programs that are consistent with our mission and vision while managing the financial risk VP of Programs and VP of Finance
Use Regional Program Planning and Evaluation Tool to monitor the net financial contribution or investment in each region to ensure fund efficiency VP of Finance
Increase the frequency and quality of introductory donor gatherings to grow the number of supporters VP of Development
Maintain consistent quarterly contact with all major donors VP of Development
Strengthen brand awareness and donor cultivation among young adults (25-45 years old) by posting on social media at least once per week VP of Development
Review post-Covid operations for effective use of virtual staff meetings to reduce the wear and cost of travel while maintaining strong relationships VP of Finance
Ensure adequate administrative and de
What have they accomplished so far and what's next?
Adapt and incorporate the evidence-based Strength Model in all our programs to support our philosophy of care PCHAS has incorporated The Strength Model and Trust Based Relational Intervention (TBRI) into all 12 of its programs
Develop an online information dashboard for key performance indicators as part of our enterprise data management strategy In progress and expected to be completed in 2024.
Program Growth Strategies
Staff will recommend those programs that are anticipated to meet the standards for growth Programs are identified annually, and when finances are likely, programs have expanded.
Program leaders will use the Regional Program Planning and Evaluation Tool to monthly monitor client caseloads in each program and make operational adjustments when necessary Programs are monitored closely and this has caused some to be closed (like Austin Foster Care; Columbia Elevate Mentoring; Farmington After School) while others have expanded (like Counseling, Single Parent Family, and Child & Family).
The agency will maintain balance between program growth and financial stability and focus first on maximizing the impact of current programs Several factors come into play when programs are started, such as local need, non-duplication of services, local support, sustainability
Be a Great Place to Work Strategies
Increase employee engagement by promoting work/life balance through flexible work schedules Flexible work schedules are available to all staff, except select positions wherein a program requires regular hours (such as at our Foster Care Village)
Shift all staff to goal-based supervision and performance review This was accomplished in 2023.
Continue leadership training and provide it to all supervisors PCHAS University includes supervision and skills training for all position types at PCHAS.
Financial Stability Strategies
Use Regional Program Planning and Evaluation Tool to monthly monitor the net financial contribution or investment in each region to ensure fund efficiency This is being done and will continue.
Increase the frequency and quality of introductory donor gatherings to grow the number of supporters 2023 gatherings far exceeded 2022 gatherings in frequency and quality resulting in greater funds raised in 2023.
Maintain consistent quarterly contact with all major donors Development Officers have maintained 100% contact with all of their major donors in 2023.
Strengthen brand awareness and donor cultivation among young adults (25-45 years old) by posting on social media at least once per week The Marketing and Communications Team post on social media three times per week in 2023.
Review post Covid operations for effective use of virtual staff meetings to reduce the wear and cost of travel while maintaining strong relationships 2023 travel expenses are below 2022 travel expenses and the agency retired numerous agency vehicles.
Ensure the adequate administrative and development resources
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
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
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- 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.
Presbyterian Children's Homes and Services
Board of directorsas of 01/11/2024
William "Bill" Parker
Presbyterian Children's Homes & Services Board Chair and Exec. Committee Chair
Term: 2022 - 2024
Lawson Calhoun
Gloria L. Lewis
Keith Whittemore
Beth Bellamy
John Hamm
Scott Simpson
Jesse C. Swanigan
Monica Isabel Martinez
William "Bill" Parker
Ruth Roman-Meza
Joyce Wilks-Love
Bruce Williams
James "Jim" Pitts
Fancy Jezek
Bridget Kenlee
Chrissy McCartney
Bernice Thompson
Joe Brandt
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 11/07/2023GuideStar 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
- 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.
- 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.