2-1-1 Big Bend, Inc.

With Help Comes Hope

aka 211   |   Tallahassee, FL   |  http://www.211bigbend.org

Mission

Our vision is to be the preferred 24/7 gateway to community services and support with a commitment to excellence. The agency mission is to provide assessment, emotional support, crisis assistance, education, training, and referrals with accurate, up-to-date information. We provide suicide prevention and intervention services as part of our crisis hotline program. 2-1-1 Big Bend is a private, nonprofit organization that has been serving Tallahassee and the Big Bend area in Florida since 1970. Originally established as a program at Florida State University, the agency was incorporated as an independent 501(c)3 agency in 1976. A volunteer Board of Directors provides leadership and accountability for the agency.

Ruling year info

1978

President

Mr. Randall S. Nicklaus

Main address

PO Box 10950

Tallahassee, FL 32302 USA

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Formerly known as

Telephone Counseling and Referral Service, Inc.

Telephone Counseling Service

EIN

51-0201771

NTEE code info

Human Service Organizations (P20)

Hot Line, Crisis Intervention (F40)

IRS filing requirement

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

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Individuals and families often need information and support to deal with a crisis or problem that may eventually become a crisis. They don't know where to turn for help or they don't have the resources to pay for that help. These issues could be related to financial distress, mental health challenges, alcohol or substance abuse, health, pregnancy, child development, housing and shelter, depression, grief or suicide. These and other similar problems are addressed by the hotline programs and information services provided by 2-1-1 Big Bend, Inc.

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?

Helpline 2-1-1

24/7 hotline offering crisis intervention, suicide prevention, information and referrals for human services. Callers can dial the 2-1-1 three digit number in Franklin, Gadsden, Jefferson, Leon, Liberty, Madison, Taylor and Wakulla counties.

Population(s) Served

Prenatal, infant and parenting information, referrals and counseling support for anyone in the State of Florida

Population(s) Served

Help Me Grow Florida - providing developmental screening for families with children 0-8, referrals for interventions, follow-up and care coordination, community outreach and education to child health care providers.

Population(s) Served

Offers crisis counseling, information, and referrals for HIV, AIDS, & other communicable diseases.

Population(s) Served

Where we work

Accreditations

Alliance of Information and Referral Systems (AIRS) - Accreditation 2003

American Association of Suicidology (AAS) - Certification 2002

Awards

Finalist in the Nonprofit/Association of the Year Category 2012

The Greater Tallahassee Chamber of Commerce

Non-Profit Organization of the Year 2013

The Greater Tallahassee Chamber of Commerce

Affiliations & memberships

Alliance for Information and Referral Systems 1980

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.

Provide 24/7 crisis and information hotline services with skilled counselors and answer 92 percent or more of our hotline calls; provide suicide prevention education and training to our counselors and community members; provide suicide intervention services and successfully resolve 80 percent or more of high risk suicide calls; achieve a 75 percent or more effectiveness rate for referrals to address callers needs; achieve a 80 percent or higher rate of connection to appropriate services for Help Me Grow callers/ children screened with a developmental concern; increase the number o new cleared hotline volunteers by 10 percent; increase the use of 2-1-1 texting services by expanding awareness of that modality; implement a software-based resource data exchange with the community's Continuum of Care to prevent homelessness; install a back-up power generator for the agency facility to help ensure 24 hour services without interruption; develop an enhanced community referral and care coordination system to help people access mental health services; increase community awareness of 2-1-1 Big Bend programs that leads to more service provision (e.g., more calls, texts and/or searches of the online agency resource database.

Recruit capable volunteers and provide high level counselor training; provide supervision, support and on-going training to hotline staff; increase the number of Applied Suicide Intervention Skills Training (ASIST) workshops for agency staff and community members; collaborate with community partners to build more effective systems of care so that more people are able to access services and get their needs met; use more social media and other avenues of promotion to increase awareness of agency services and the new texting modality; increase levels of discretionary funding via fundraising activities, grant acquisition, sponsorship, and fee for service; partner with health care providers to increase their referrals to Help Me Grow for child development screening; partner with health care providers and other organizations to increase referrals for mental health counseling assistance and to provide care coordination/ navigation for those seeking those services.

Our current staff, volunteers and board are committed and well trained to provide services and to help expand programs and address the agency goals. Funding sources are stable and there is potential for more funding contracts through new partnerships. Two staff were recently trained to be ASIST trainers and are ready to implement 3-4 ASIST workshops in the upcoming year. Volunteer recruitment efforts have been consistently strong and new social media strategies to recruit new volunteers are being implemented. 2-1-1 texting services were recently initiated and there is great potential to increase the use of this service. New call center software was implemented in early 2017 that is the same software used by the Continuum of Care (CoC) for Homeless Prevention; an API is being developed by the software vendor to allow exporting 2-1-1 resource data records to the CoC system. A grant application for a back-up power generator has passed two reviews and continues to move forward; an award is anticipated that will fund 75% of the cost of the generator, but the organization will be required to raise 25% of the generator cost (about $13,000). The agency will need to raise an additional $65,000 in contributions for general operating expenses in the upcoming budget year. Furthermore, more discretionary funds are required to provide staff raises so staff turnover is reduced.

Agency technology was updated in 2017 including a new server, new cloud back-up application, new email system and new call center software. Texting was implemented in Spring 2017. A new website design was launched in September 2016. New funding was acquired in 2017 to implement a Housing Specialist position to work with callers who were at-risk of homelessness. The City of Tallahassee and Leon County Emergency Management offices put our agency on the critical facility list and endorsed our application for an emergency back-up generator. Both local governments agreed to increase their help to promote our 2-1-1 services via their public information offices. A proposal to add a mental health navigator part-time position to our hotline team was verbally approved by the United Way of the Big Bend board. Next steps are to implement that program. The 2-1-1 Big Bend board and staff conducted a strategic planning workshop in July 2017 and is developing a tactical plan to address two strategic objectives: 1) to increase community awareness and branding of the agency, and 2) to increase discretionary funding.

Financials

2-1-1 Big Bend, 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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  • 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.

2-1-1 Big Bend, Inc.

Board of directors
as of 8/17/2017
SOURCE: Self-reported by organization
Board chair

Mr. Jason Fuqua

Inspired Technologies

Term: 2016 - 2018

Charles Belvin

Charles Belvin Productions

Carol Gagliano

Center for Health Equity

Casey Smith

Krispy Kreme

Quincee Messersmith

FSM Associates

Jason Fuqua

Inspired Technologies

Katrina Boone

Florida State University College of Social Work

Dana Brooks

Barrett Fasig & Brooks

Lucia Esquivel

Washington County School Board

Harbria Gardner

College Student - Florida A&M University

Wilnick SaintCharles

Citizens Property Insurance Corp.

Josh DeSha

Hancock Bank

Will Davis

Centennial Bank

Justin Sharpe

Tallahassee Memorial HealthCare

Julia Cunningham

Area Agency on Aging of North Florida

Ahmad Daraldik

Student, Leon High School

Tori Skinner

Russ Tech Language Services

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? No
  • 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? No