Mental Health, Crisis Intervention

SPIRIT REINS INC

Here you are herd.

aka Spirit Reins

Liberty Hill, TX

Mission

Spirit Reins is healing the past, building hope for the future, and strengthening families and communities. Our unique program partners mental health professionals with horses to work alongside those who have experienced trauma to build a strong foundation for lifelong well-being.

Ruling Year

2005

Executive Director

Ms. Rhonda Smith

Main Address

P.O. Box 368

Liberty Hill, TX 78642 USA

Keywords

Mental Health, Emotional / Behavioral Health, Equine-Assisted Psychotherapy

EIN

06-1692909

 Number

3272097660

Cause Area (NTEE Code)

Mental Health Treatment (F30)

Children's and Youth Services (P30)

Animal Related Activities N.E.C. (D99)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

According to the Texas Department for State Health Services (2013), 200 of the state's 254 counties are designated as Mental Health Professional Shortage areas, especially in rural Texas. The statistics reveal the overwhelming disparity between the need for mental health services in Texas and the distinct lack of accessibility and acceptability to them. Spirit Reins is keenly aware of the relationship between mental and physical health and the detrimental health effects trauma has on a person’s well-being. According to the Adverse Childhood Experiences Study, children who experience childhood trauma are more likely to experience physical and mental illness, chronic unemployment, addiction, incarceration, homelessness and shortened lifespans as adults. Our understanding of the neuroscience of how trauma impacts the developing brain, combined with our rural setting and unique therapy approach, allows us to break down barriers of accessibility and acceptability for mental health services.

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

Reining in Trauma: Mental Health Services for Children and Families

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of youth and families for whom the treatment and support plan is implemented as specified by the therapist

TOTALS BY YEAR
Population(s) served

Families

Related program

Reining in Trauma: Mental Health Services for Children and Families

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of clients served

TOTALS BY YEAR
Population(s) served

Families

Related program

Reining in Trauma: Mental Health Services for Children and Families

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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 they accomplished so far and what's next?

Spirit Reins is committed to breaking the generational cycle of childhood trauma by providing research-based trauma-focused mental health services to children and families, and equipping parents and child-serving professionals to be a part of the solution through trauma-focused training. Our ultimate goal is to become a center of excellence and a national model of trauma-focused care. Nearly half (49%) of our nation's children have experienced one or more types of trauma as noted by the National Survey of Children's Health. The experience of trauma during the prenatal and childhood years disrupts healthy brain development, making self-control, good decision-making and healthy relationships nearly impossible. According to the ACE study, children who have experienced trauma are significantly more likely to be physically and mentally ill, chronically unemployed, addicted, incarcerated, homeless, have teen pregnancies and shortened lifespans. Without an increase in trauma-focused care, societal costs will continue to rise and these children will continue the cycle of trauma. Our goals for the next 3-5 years are centered on strategically increasing our capacity to serve more Central Texas children and families and implementing a rigorous program evaluation and research program to document the effectiveness of our therapy. As our reach increases, the communities we serve will realize the impact. Children will recover from the effects of trauma and grow into healthy, productive adults who have the opportunity to graduate from high school, pursue careers, make friends and have successful family relationships. Parents will be given the knowledge and tools to effectively parent their children and build stable homes. Professionals and communities at large will respond to youth impacted by trauma in effective ways, and taxpayers will save hundreds of thousands of dollars as these youth stay out of prison, avoid frequent hospital visits and are able to hold down jobs.

The key to accomplishing our goals is to continue implementing our multi-faceted strategic development plan, grow our staff and facilities, strengthen our internal systems and expand our comprehensive program evaluations and research. Broad approaches include funding development and diversification by increasing individual giving, private foundation grants and earned revenue. Successful and sustainable funding means we can increase our organizational capacity and improve internal systems. We also employ a generative approach to program development and community engagement, allowing us to create new programs for parents and community partners. Additionally, we are focused on continually building collaborative partnerships with other child-serving agencies for client referrals and other service locations to deepen our reach in under-served communities. Recent activities serving as important building blocks for future success include: 1) exceeding our year one and year two goals for the Benevon model of sustainable funding; 2) significantly increasing special event and philanthropic foundation revenue in 2014 and 2015; 3) forming a research task-force and securing an in-kind comprehensive program evaluation; 4) securing in-kind donations for architectural renderings for facilities expansion; 5) adding two additional therapy office spaces; 6) starting a pilot program with Cenpatico, a national leader in healthcare management, to work towards a value-based payment system; 7) partnering with Williamson County Juvenile Services to provide a group therapy program; and 8) hiring a Clinical Supervisor with over 15 years of childhood trauma experience and an Equine Specialist Supervisor with over eight years of experience using the Natural Lifemanship model of trauma-informed therapy.

Spirit Reins has strong core assets, providing a firm foundation to achieve our strategic goals. We employ a professional staff, highly trained in their respective fields. Our therapy program is supervised by the founders of the Natural Lifemanship model of therapy—a model endorsed by Dr. Bruce Perry, a world-renowned clinician and researcher in the childhood trauma field. Our therapists are licensed mental health professionals, trained in various types of therapy to meet our clients' individual needs. Our therapy program supervisors have 23 years of combined experience providing trauma-informed services to children and families. Our board is comprised of successful, dedicated professionals with diverse backgrounds and is committed to our therapy service expansion goals and the sustainability of the organization. Over the past two years, we have significantly increased our individual, special event and philanthropic foundation funding and have implemented a proven sustainable funding model. We were one of the first mental health nonprofits in Central Texas to implement a system for billing Medicaid, private insurance and employee assistance programs. This has created an earned revenue stream, which accounts for approximately 26% of our current budget. Additionally, we have transitioned to a widely used client management system to collect and track detailed client information and program data. Our long-term capacity goals are supported by a team of architects and engineers who have donated their services for facility expansion planning on our existing 125 acres. Our extensive network of collaborative partners, including Center for Child Protection, Communities in Schools, Texas Baptist Children's Home, Williamson County Juvenile Services and Bluebonnet Trails Community Services, allows us to have a great reach into the community. Spirit Reins is also a founding member of the Travis County Collaborative for Children and part of the Trauma-Informed Care Consortium.

Spirit Reins employs a number of metrics to assess our progress in achieving our goals. The first step towards recognition as a state, and eventually national, leader in trauma-informed mental health is to consistently provide effective therapy services that allow our clients to meet their individual goals. Our goal is for 70% of clients to show significant improvement toward therapy goals within six months in the program. By using recognized outcome measurement tools, child, caregiver and clinician surveys and information from session notes, we are able to measure our progress towards this goal and make program improvements where needed. Development successes will be measured by the number and size of philanthropic grants secured and key indicators from the Benevon model of sustainable funding. Through the Benevon model, we are able to track the number of information session attendees, donor retention and acquisition and the amount of money raised each year. This information allows us to gauge our reach in the community and helps us refine our fundraising approach. Additionally, a successful increase in earned revenue will be determined by the reimbursement rates we are able to negotiate with insurance providers and contract organizations, as well as our success in growing the overall percentage of our budget from these sources. Our capacity growth can be determined by the development and execution of a facilities and staff expansion plan for our existing location. Spirit Reins' contribution to the knowledge base of trauma-informed care is measured by our dissemination of research findings through publications, presentations and trainings. As part of a growing consortium of trauma-informed care organizations, our impact on the field of trauma-informed care can also be measured by the growth of our partnerships. Key collaborative relationships allow us to serve more children and families and deepen our impact on the community at large.

In 2013, we implemented an ambitious strategic plan to move us toward achieving our short-term goals of sustainable funding and increased organizational capacity and our long-term goal of becoming a nationally recognized model of trauma-focused therapy. We revised and clarified our organization's five-year roadmap. We learned in order to increase our capacity we must first focus on strengthening our infrastructure and that scaling our services is a slower process than anticipated. While we are ahead of our peers in establishing a billing system for third-party reimbursements for our services, we were behind in individual and grant funding. Implementing the Benevon model of fundraising in 2014 allowed us to address this issue and engage donors who are committed to our long-term financial sustainability. Last year, we also hosted our most successful fundraising event in Spirit Reins' history resulting in $230,000. Additionally, our new pilot program with Cenpatico is providing us with the possibility of permanently increasing Medicaid reimbursement rates. Towards our goal of increasing organizational capacity to serve more clients, we implemented a more efficient staffing structure and hired two full-time therapy staff who supervise our program in addition to providing services as well as two part-time therapy staff. We also added two more therapy spaces with a 2014 grant from St. David's Foundation. Additionally, a team of architects and engineers has developed renderings for a master plan to better serve existing clients and increase the total number of children and families we can serve. We are making progress in gaining statewide visibility with our recent rebranding and our growing list of collaborative partnerships such as Bluebonnet Trails Community Services and Williamson County Juvenile Services. Conducting comprehensive research takes time, but to date we have a sophisticated data tracking system in place, widely used program assessments, and an external program evaluation team who is continually evaluating our program. All of these recent activities are moving us towards sustainability, dramatic growth in our therapy programs and positioning Spirit Reins to become a Center of Excellence and a nationally recognized model of trauma-focused therapy.

External Reviews

Financials

SPIRIT REINS 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 2018, 2017 and 2016
  • A Pro report is also available for this organization.

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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?

Yes

CEO OVERSIGHT

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

Yes

ETHICS & 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