Programs and results
What we aim to solve
While Severe Mental Illnesses (SMI) have no known cure, we know that effective treatment can leads to recovery. And recovery is what McClendon Center provides so our clients are better able to manage their illness and be productive members of the DC community. Since our inception in 1980, McClendon Center's mission has been to prepare people recovering from serious mental illness to improve their quality of life. Over the decades, our programs may have changed but our goals have remained the same: to provide our clients with the skills to live as independently as possible; maintain their physical, as well as, mental well-being; obtain safe and affordable housing; secure employment; manage their finances; and encourage, improve, and increase their social interactions.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Diagnostic/Assessment
When someone with mental illness first arrives at McClendon Center, they begin the Intake process. A clincial professional conducts the intake, which usually takes place at the Core Services Agency. However, it can be conducted anywhere, such as hospitals, detox centers, homeless shelters, etc. The Intake Assessment typically lasts 90 minutes, includes a primary care health screening from a Registered Nurse, and takes place within one week of the client being referred for services. During the Intake Assessment, the client gives background and current information about why they’re seeking services. At the conclusion of the interview, the intake staff member mutually decides with the consumer what services are needed and determines a diagnosis. McClendon Center then assigns a Community Support Specialist (who functions as a case manager) and schedules an appointment with a McClendon Center psychiatrist to assess whether or not the consumer could benefit from medication management. At Intake, clinical staff address any pressing needs the client has, and the client receives an on call phone number to contact the Center if necessary.
Medication/Somatic Treatment
All clients meet with one of McClendon Center’s psychiatrists during their first post-Intake visit to determine if he/she could benefit from medication management. Most clients decide that medications would help them, though the option to take or not to take the medications remains entirely in the hands of the client. After the initial prescriprion(s), psychiatrists schedule a follow-up visit, usually within four weeks, so the doctor can determine how well the medication is working and whether or not there are any troubling side effects. The doctor works alongside the Center’s nurse, who also checks for physical conditions. The nurse often makes referrals to the consumer’s primary care provider and follows up to ensure that the consumer’s health is good. When needed, the Community Support Specialist assists the consumer in filling prescriptions.
When medications are properly managed, the client’s symptoms are controlled with the fewest number of medications and on the lowest possible dose. The client can assist greatly in this process by taking medications in the prescribed dose and at the designated time.
Counseling
McClendon Center clients struggle with a range of issues that involve trauma, conflicts in relationships, and other troubling concerns. As part of their treatment, many clients explore these issued with a trained therapist. Upon request, a client can receive therapy, either from the Center’s therapist or upon referral to an agency with which the Center contracts. McClendon Center's therapist has a caseload of 55 individual clients, plus three groups: Women's Trauma group, Men's Empowerment Group, and a group for former professionals whose mental illness has forced them to miss out on life experiences they expected to have.
Community Support
The Community Support program is an essential part of the services offered at our Core Services Agency (CSA). All clients who receive services at the CSA are assigned a Community Support Specialist (CSS) who goes out into the community to provide clients with home visits, rides to medical appointments, and help as needed with daily activities. Immediately after Intake, the CSS works with the client to develop a Treatment Plan, that guides the services the client receives.
However, veteran mental health practitioners have long known that people who have mental illness, a history of substance abuse, and a spotty employment record do not reliably adhere to their treatment plans. For these reasons, CSSs meet with clients at their homes, or whatever locations the client prefers (approximately 30% of McClendon Center clients are homeless upon intake). A Specialist’s job is to manage all aspects of their clients’ services from McClendon Center, and keep them engaged in their treatment, especially after their symptoms improve, which is when mental health clients have traditionally had high rates of drifting away from continued treatment.
Each Specialist is assigned to one of three teams, and each team consists of one Team Leader and eight Specialists, each of whom serves between 25 and 30 clients. These CSSs are necessary to provide effective mental health services. Clients routinely struggle to navigate the health care system, even at a basic level such as applying for benefits. Specialists provide a solution. They spend most of their time out of the office providing home visits, accompanying consumers to appointments, and helping consumers with numerous activities in the community. In fact, Community Support Specialists are issued cell phones as their office phones. This makes them easy to contact at all times, even after hours and on weekends when they forward their phones to a designated staff member who is on call for McClendon Center. Each consumer is encouraged to call when needed. This is particularly important when clients experience a crisis, which frequently occurs.
Being "out in the community” is fundamental to the Community Support program. By moving services away from an office and to a location of a client’s preference, the Community Support program keeps our clients engaged in their recovery, consistently, over an extended period of time. CSSs also build relationships with clients’ family and friends that facilitate other McClendon services such as counseling and medication management – services that absolutely require consistency in order to be effective.
Day Program
McClendon Center's Day Program provides comprehensive mental health services all day, Monday through Friday, for approximately 80 adults with severe and persistent mental illness, including 10 who are Deaf or hard of hearing. The Day Program revolves around the Expressive Therapy Program, and McClendon Center offers the broadest array of Expressive Therapies in DC.. Whereas traditional psycho-educational approaches stimulate one part of the brain (primarily the areas that deal with language), the Expressive Therapy program allows clients to access psychological information by stimulating non-verbal brain functions. As Expressive Therapies progress, clients make connections between physical, visual, mental, and emotional realms. The result is that these therapies are uniquely effective at increasing social interaction, confidence, and improvement of general mental health.
Engagement Services
In 2015, we partnered with AmeriHealth Caritas DC (AmeriHealth) and launched an innovative program, Patient Discharge Coordination (PDC). PDC transitions patients, covered by AmeriHealth, who are admitted to a psychiatric inpatient unit experience a seamless transition back into the community when they are discharged. PDC now serves high need members with medical issues, but who also have behavioral health concerns, and the success of PDC is evidenced by a reduction in the number of member readmissions and lower costs. In the last year, we have expanded our AmeriHealth collaboration to include Behavioral Health Engagement Services (BHES), which entails using a contract employee to find people in the community who had previously been lost to treatment; and Post Emergency Evaluation Services (PEES), which provides post-discharge assistance to members who have behavioral health concerns and have recently visited a hospital emergency department. We have also entered into a partnership with Beacon Health Options on behalf of Trusted Health Plan, providing PDC and PEES services for their clients with serious mental illness who have been hospitalized.
Where we work
Awards
Scorecard - 5 Stars 2016
DC Department of Mental Health
Scorecard - 5 Stars 2015
DC Department of Mental Health
Scorecard - 5 Stars 2014
DC Department of Mental Health
Scorecard - 5 Stars 2017
DC Department of Mental Health
Affiliations & memberships
Joint Commission 2019
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of meals served or provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, People with psychosocial disabilities
Related Program
Day Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Number of meals served to participants in our Day Program. For some, these meals (breakfast and/or lunch) may be their only source of nutrition for the day.
Number of clients participating in support groups
This metric is no longer tracked.Totals By Year
Related Program
Day Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Average number of daily participants in Day Program counseling groups.
Number of people who received clinical mental health care
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Outpatient clients receiving services (medication management, counseling, health, community support) at our Core Services Agency.
Percentage of clients placed into housing within 6 months
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Economically disadvantaged people
Related Program
Community Support
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Goals & Strategy
Learn 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 overarching goal is for Washington, DC to be a community where people with mental illness have the best possible quality of life and are able to reduce the 25-year gap in life expectancy that they have in comparison to people who don;t have mental illness. Our clients are all diagnosed with at least one severe mental illness, are predominantly African-American adults aged 40-60, and 90% are low-income. As such, they are some of Washington's most marginalized citizens, and providing mental health treatment is the best thing our community can do to improve their lives. Outcomes that further this vision include:
1. Reduced rate of homelessness. 30% of the clients who are homeless upon intake at McClendon Center will find appropriate housing within six months.
2. Increased medication compliance. 70% of clients will take their medication(s) as directed, particularly in the event of symptom improvement, which is when many clients begin to cease their medications, with deleterious results.
3. Increased participation in the healthcare system. 100% of new intakes who need one will have a primary health screening, with follow-up from McClendon Center staff to seek further health care as needed.
4. Decreased rates of hospitalization. Our clients will be hospitalized in psychiatric facilities for 50% fewer days than they were before intake.
5. Increased rates of independent living. Receiving treatment at McClendon Center will be an impetus for clients to live independently as productive citizens.
6. Increased participation in workforce and/or school. Treatment from McClendon Center will be an impetus for clients to secure employment or further their education, including trade schools.
7. Increased quality of life for our clients. Surveys will reveal that the vast majority of our clients enjoy a better life and have every incentive to continue with their treatment.
McClendon Center believes that if we fulfill these goals, we will allow people with mental illness to have an optimal quality of life, which will make our Washington, DC community a better place to live and work.
What are the organization's key strategies for making this happen?
To fulfill our mission, McClendon Center programming revolves around the following strategies:
1. Community Support. All clients are assigned to one of our 24 Community Support Specialists, who have Bachelor's degrees and go out into the community to visit clients and proactively keep them engaged in their treatment. For example, our clients take their medications more consistently with the help of Community Support. This is particularly important when clients experience symptom relief, which is when many cease taking their medications, with harmful results. Community Support helps clients remain on their medications so their treatment can continue.
2. Expressive Therapies. Expressive Therapies such as Art Therapy, Dance/Movement Therapy, and Music Therapy deliver uncommon results for clients at our Day Program, which provides services for people with severe mental illness Monday through Friday from 9 am until 4 pm. Expressive Therapies stimulate different parts of the brain than talk therapies and medications do not, leading to unique benefits.
3. Client Engagement. Our Consumer Advisory Board (CAB) CAB provides a forum for clients to provide McClendon Center staff with direct feedback regarding our services. At the same time, the CAB helps to keep our clients actively engaged in their treatment.
4. Adjusting to a changing healthcare landscape. Since 2015, the organization has been looking for ways to partner with Managed Care Organizations (MCOs) and other projects in order to diversify our revenue sources. This not only addresses our financial strategic goals, it also allows us to serve a population that are not in our current network. For example, providing care coordination for AmeriHealth Caritas DC members who are either lost to (psychiatric) care, need to connect to mental/behavioral services after being discharged from the ER, or who may need some other type of (mental health or behavioral health) care .
What are the organization's capabilities for doing this?
McClendon Center is an exemplary provider of mental health treatment for three main reasons:
1. We have recently earned the highest, and only 5-Star Rating from the DC Department of Behavioral Health. For the past four years, we have consistently earned 4 stars and earned highest overall scores.
2. We are accredited by the Joint Commission on Accreditation of Healthcare Organizations (www.jointcommission.org), and we are the only independent mental health provider in DC to be so accredited.
3. We are attuned to our community needs — in 2015, we launched two new programs: Patient Discharge Coordination, which coordinates continuity of care and treatment services for patients who are discharged from psychiatric hospitalization. Counseling at Dupont, a Board initiative, that offers affordable counseling and therapy for individuals with insurance. In addition, rather than focus on mental health care, we provide wraparound services that include health assessments, medication management, and coping/socialization skills.
In summary, McClendon Center strikes an ideal blend of effectiveness, efficiency, and accountability. This culture is crucial to our being able to fulfill our mission.
What have they accomplished so far and what's next?
McClendon Center operates with an eye towards the next five years. During that span we hope to either purchase or rent a new facility. The fact is, we are already serving as many clients as our two facilities have the capacity to serve, but there remain thousands of DC adults with mental illness who are not getting treatment, even though that treatment would benefit both those with mental illness and the larger DC community. In order to serve more clients and improve DC's quality of life even further, we will need a new facility. In order to operate a new facility, we will require start-up cash on hand of at least $1,000,000.
Fortunately, we maintain a culture of effectiveness and efficiency, and have every confidence that we will be able to grow while still providing optimal treatment for our clients.
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
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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.
McClendon Center
Board of directorsas of 02/08/2022
Mr. Steve Lucas
Council of Large Public Housing Authorities
Term: 2019 - 2020
Gayle Neufeld (Secretary)
Psychiatrist, Private Practice
Xavier Baker
Crowell and Moring, LLP
David Harris
Song Dog Distillery
Hugh Franklin (Treasurer)
TD Bank
Steve Michael Lucas
Council of Large Public Housing Authorities
Adam Coile
NeighborWorks Capital
Caitlin Gritt
Bisceglie & Walsh
Sarah Barclay Hoffman
Children’s National Health System
Divya Moolchandani
KPMG Inc.
Sophie Stern-Barrowman
Best Practices Institute
Elizabeth Sternberg
Housing & Community Development Consultant and Chef
Mohini Venkatesh
National Council for Community Behavioral Healthcare
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