PLATINUM2022

Tri-County Mental Health Services, Inc.

Kansas City, MO   |  www.tri-countymhs.org

Mission

To provide prevention and recovery-oriented mental health and substance use services which are quality assured and person-centered, with increased attention to the “whole person.”

Ruling year info

1991

Principal Officer

Mr. Tom Petrizzo

Main address

3100 NE 83rd Street Suite 1001

Kansas City, MO 64119 USA

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EIN

43-1556416

NTEE code info

Community Mental Health Center (F32)

Children's and Youth Services (P30)

Mental Health Disorders (F70)

IRS filing requirement

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

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Communication

Blog

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?

Prevention Services

The goal of Tri-County Mental Health Services prevention services is to reduce alcohol, tobacco, and other drug use and abuse by minors, and irresponsible use of legal substances by adult, as well as violence behaviors. It also includes leadership training for both youth and adults. Community-based prevention coalitions are utilized to meet the unique needs of each community. Prevention staff are certified in numerous trainings and regularly attend and present workshops and conferences that provide cutting edge prevention research and strategies. Our community coalitions, with staff support from Tri-County, have received national recognition for effective outcome-based prevention services. Our prevention coalitions have received three prestigious national awards for our measurable outcomes. We have also established a total of 12 permanent sites across 3 counties for unused/unwanted medications, located in area law enforcement facilities, and joined in community drug disposal programs.

Population(s) Served
Family relationships
Health

Tri-County Mental Health Services offers a broad continuum of services for children and youth with behavioral health challenges. Services include individual and family therapy, psychiatric medication management, intensive in-home community support, day treatment and adolescent substance abuse treatment, and after-hours crisis services. Tri-County Mental Health offers many evidence-based treatments including: Adolescent Dialectical Behavioral Therapy; Trauma Focused Cognitive Behavioral Therapy, and Eye Movement Desensitization and Reprocessing Therapy.

Population(s) Served
Age groups
Family relationships
Social and economic status

Tri-County Mental Health Services provides comprehensive alcohol and drug treatment services for adolescents and adults and provides recovery services uniquely tailored to persons experiencing co-occurring disorders. A flexible combination of clinical services, living arrangements and support services are individually tailored for each client. Adolescent substance abuse program meets the unique needs of young people between the ages of 12 and 17, involving the family, schools and juvenile court system when needed. Additionally, Tri-County Mental Health provides community-based treatment for first time substance use offenders in Clay, Platte, and Ray counties through a structured Treatment Court program.

Population(s) Served
Adults
Children and youth

Employment Services provides a link in the holistic approach to mental health,wellness and recovery. The program assists mentally ill persons to obtain and retain jobs, helping them to live as independently as possible. Holding responsible jobs also allows individuals to improve their self-esteem and to function as productive members of the community.

Population(s) Served
Adults

Case managers coordinate community resources to assist clients to access housing, legal issues, transportation and employment services. Client eligibility is based on diagnosis, disability and duration of symptoms, providing weekly face-to-face support or less intensive monthly monitoring. Day Program services are conducted five days a week at three different locations, providing a variety of social, recreational/educational activities specific to the needs of the individual. Increasingly care management follows evidence-based integrated practices for clients diagnosed with co-occuring mental and substance disorders.

Population(s) Served
Adults

Where we work

Accreditations

Commission on Accreditation of Rehabilitation Facilities (CARF) - Behavioral Health - 3 Year Accreditation 2018

Commission on Accreditation of Rehabilitation Facilities (CARF) - Employment and Community Services - 3 Year Accreditation 2018

Commission on Accreditation of Rehabilitation Facilities (CARF) - Employment and Community Services - 3 Year Accreditation 2018

Awards

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of people who received clinical mental health care

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

Tri-County is aiming to accomplish its mission: "To provide prevention and recovery-oriented mental health and substance use services which are quality assured and person-centered, with increased attention to the 'whole person.'" More specifically, Tri-County exists to provide the highest level of prevention and treatment possible for the communities located in Clay, Platte and Ray counties. These services must be delivered efficiently to serve our entire service area, and Tri-County needs to remain innovative and creative in meeting the needs of a geographically diverse Northland, including rapidly expanding suburbs, established, densely urban areas, and rural areas. Lasting, meaningful change over the next three years will include more people with current needs served and those people will be identified and helped earlier in the progress of their condition. Additionally, lasting, meaningful change will come about through a wide range of community outreach, education and prevention activities, ranging from helping the aging population understand that depression is not a normal part of aging, to helping youths help each other avoid suicide, drugs and alcohol. All of this will involve destigmatizing mental health and substance use issues and helping members of our community help each other recognize, prevent and address mental health issues.

In the short term, TCMHS is directing its efforts toward Work Environment, Community Engagement, Service Delivery, and Financial Strength. Under Work Environment, TCMHS has three goals. First, TCMHS is remodeling to increase the ease and privacy of service delivery. Second, TCMHS seeks to maximize the utilization of current wellness applications. Third, TCMHS is working to ensure adequate training opportunities for its staff. Under Community Engagement, TCMHS has two goals.Develop at least three new partnerships with wellness experts in the Northland.Identify and engage community partners who want to help meet specific community needs.Under Service Delivery, TCMHS has identified five goals.Identify gaps in therapeutic specialty areas,Become a Trauma Informed culture.Work with the CCBHC formula.Explore feasibility of "Just in Time" services for MD/APN.Determine plans for large service delivery initiatives, including Zero Suicide and On-Site Primary Care services.Finally, in the area of Financial Strength, TCMHS has established two goals.Create an active Foundation Board as part of a separate supporting organization.Identify grant opportunities to meet specific, prioritized needs.

Because of its history of working through a network of providers, and its heritage of far-sighted, careful leadership, TCMHS is a strong organization with a sterling reputation. The solidity of the organization has provided it with the ability to recruit an excellent board and strong, stable staff leadership. TCMHS does not lurch from crisis to opportunity to crisis; it identifies areas of need and grows to meet the needs. Located in a rapidly-expanding portion of the greater Kansas City metropolitan area, TCMHS sees that its work load will continue to expand and its importance to the community will remain obvious. TCMHS is a strong and respected organization with reasonable financial reserves and a needed service.

Reflecting on the areas reported in answer 2, we have reviewed our facility needs and launched a redesign project that is currently underway. We have improved training on applications, and will continue to do so. We have developed new partnerships with wellness experts in the Northland, and have taken a leading role in the Kansas City Mental Health Alliance. We are implementing Trauma Informed Care and are implementing the CCBHC system. We have adapted our intake procedures to move to walk-in access, and we have welcomed Swope Health Center to our facility to provide clinic services. We have not yet fully relaunched our Foundation, though we are working on that, as well as working to identify more grants to meet our prioritized needs.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email,

  • 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,

  • What significant change resulted from feedback?

    We have worked toward having gender-neutral bathrooms for consumers.

  • 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?

  • What challenges does the organization face when collecting feedback?

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

Financials

Tri-County Mental Health Services, 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.

Tri-County Mental Health Services, Inc.

Board of directors
as of 11/30/2022
SOURCE: Self-reported by organization
Board chair

Ms. Jan Kauk

Melissa Boyd

Netsmart

Tom Brown

Retired

Maria Theoharidis

Mid-America Law Firm, LLC

Kristen Guillaume

North Kansas City Hospital

Joe James

Country Club Bank

Dan Haley

Kansas City Police Department

Jan Kauk

Amy Ashelford

Asst. Prosecutor

Rosemary Salerno

Troy Rust

Equitable

Marcus Smith

City of Kansas City

Bruce Cramer

Financial Advisor, Cramer Capital Management

Rick Sims

Michele Plumb

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 11/22/2022

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
White/Caucasian/European
Gender identity
Male

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 02/16/2021

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 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 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.