Alexander Youth Network

Charlotte, NC   |  http://www.alexanderyouthnetwork.org

Mission

Alexander Youth Network provides quality, professional treatment to children with, or at risk of, serious emotional disturbance. We provide an efficient and effective array of services that allow children to achieve their potential and become positive contributors to society.

Ruling year info

1987

Principal Officer

Mr. Craig Bass

Main address

6220 Thermal Rd

Charlotte, NC 28211 USA

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Formerly known as

Alexander Children's Center

EIN

56-0554413

NTEE code info

Mental Health Treatment (F30)

Children's and Youth Services (P30)

Health Treatment Facilities (Primarily Outpatient) (E30)

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

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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?

Outpatient Therapy Services, Psychiatric Residential Treatment (PRTF), Therapeutic Homes, Multisystemic Therapy, Day Treatment

Alexander Youth Network provides a full array of children's behavioral healthcare treatment options including the 5 listed.

Population(s) Served

Where we work

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Accreditations

Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Behavioral Health Care Accreditation 2010

Awards

Fellow 2010

Child Trauma Academy

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.

1. By 2017, Alexander, in order to provide an effective and efficient array of quality professional treatment services to children with serious emotional and behavioral problems, will:
1.1 Give children and families the services they need
Goal achieved when:
1.1.1 The agency's service array provides all levels of behavioral health services to children and youth, allowing them to remain in or quickly return to their home communities
1.1.2 The agency utilizes formal and informal relationships to link children and families to other community partners (including hospitals and informal supports) that may be better able to meet specific needs
1.1.3 The agency partners effectively with primary health care to ensure the health of the “whole child"
1.2 Serve as many children as possible
Goal achieved when:
1.2.1 Agency services are available in areas where there is an opportunity for Alexander to be among the top 3 children's behavioral healthcare providers
1.2.2 Utilization is adequate to sustain services for children who need them
2. By 2017, Alexander, in order to have adequate resources and support to achieve its product/service goals, will:
2.1 Significantly enhance financial strength
Goal achieved when:
2.1.1 The agency consistently achieves its annual budget
2.1.2 The agency's endowment is equal to at least six months operating expenses
2.1.3 Charitable funds are focused on initiatives and opportunities that are consistent with the mission and strategic plan
2.2 Demonstrate excellence in services
Goal achieved when:
2.2.1 The agency maintains Joint Commission accreditation
2.2.2 The agency consistently produces outcome data indicating positive changes achieved by clients
2.2.3 The agency has protocols for all services and utilizes evidenced-based treatments when possible
2.3 Maintain a competent and committed staff
Goal achieved when:
2.3.1 The agency has a full staff of qualified and credentialed individuals
2.3.2 Every staff member has clear metrics for expected performance (KPIs)
2.3.3 Comprehensive training and development is provided for all staff
2.4 Continuously improve organizational performance
Goal achieved when:
2.4.1 The agency maintains high levels of compliance with expectations of payers
2.4.2 Current data on unit cost, service volume, treatment response, high-risk activities or events, and financial position form the basis for strategic and operational management decision making
2.5 Maintain and improve infrastructure
Goal achieved when:
2.5.1 Facilities positively position the agency with customers
2.5.2 Information systems are adequate to support the work of agency staff across the geographic footprint, including clinical, management, human resources, finance, and resource development
2.6 Enhance community awareness and support
Goal achieved when:
2.6.1 Agency's profile within the community increases charitable support and requests for services

Alexander operates programs serving children from 5 to 18 years of age who are suffering from trauma-related mental and behavioral health problems that affect their ability to function successfully in their homes, schools, and communities. Our current programs and services include Comprehensive Clinical Assessment, Outpatient Therapy and Medication Management, Multisystemic Therapy (MST), Day Treatment, Multidimensional Treatment Foster Care, Therapeutic Foster Care (MTFC), Intensive In-Home Therapy, Psychiatric Residential Treatment (PRTF), and a Crisis Center for homeless and at-risk youth in crisis. The diversity and high quality of services provided give children under the Alexander umbrella the opportunity to progress through a continuum of coordinated programs, with treatment tailored to their individual needs. This continuum eliminates the need for children to break therapeutic relationships as they progress through treatment, and avoids the high costs of multiple starts and stops in assessment and treatment planning. Alexander served 8,878 children in 2015, through its main campus in Charlotte, North Carolina and its other offices and affiliates in more than 10 other counties across the State.

As one of only four flagship programs in the country offering programs structured around the Neurosequential Model of Therapeutics (NMT), Alexander consults regularly with well-known experts in the field of child trauma and the Child Trauma Academy (NMTs creators), to support the use of this revolutionary clinical treatment approach in its programs. All of Alexander's programs adhere to the philosophy that, in treating children with histories of severe neglect and abuse-related trauma, healing occurs when we nourish the “whole child" from all perspectives: social, emotional, cognitive, and physical. NMT is a developmentally sensitive, neurobiology-informed approach to treating children with histories of trauma experiences, and provides the blueprint for putting our philosophy into action. This clinical approach helps staff determine the strengths and vulnerabilities of each child and create individualized interventions, enrichment, and educational plans designed to address each child's unique needs. The goal is to find a set of therapeutic activities that meet the child's needs in all pertinent, daily life-functioning domains.

Alexander employs close to 400 full- and part-time staff, and partners with over 300 foster parents. Over 1300 volunteers support the agency by serving as lunch buddies, mentors, or tutors; providing in-kind gifts; performing administrative duties; or supporting miscellaneous projects. The 26-member Board of Directors, which provides strategic direction and fiduciary oversight, is a dynamic group of involved and dedicated professionals from various industries and businesses around the Charlotte area.

Alexander's PRTF program is staffed by a large, but closely-coordinated team of direct-care behavioral health counselors, Registered Nurses on-site 24 hours per day, licensed therapists, and licensed teachers; under the direction of a Board Certified Child Psychiatrist. Alexander also consults with well-known experts in the field of child trauma, the Child Trauma Academy (CTA), to support the use of NMT. Dr. Dawn O'Malley, Fellow of CTA, has been instrumental in operationalizing NMT concepts into a cohesive process of treatment, individualized for each child's needs. Mr. Jonathan Hardin, Vice President & Chief Operating Officer, and Executive Director, Leonard Shinhoster are responsible for directly managing program operations, budgets, and regulatory compliance. Both Mr. Hardin and Mr. Shinhoster are also long time Alexander Employees. Ms. Sarah Bishop Cummings, NMT/Education Coordinator, coaches, supports, and supervises behavioral health counselors and teachers to deliver academic and therapeutic interventions in line with NMT.

In 2015
o Alexander Served More Children: 8,878 children received treatment and services in 2015 compared to 7,670 the prior year – a 15% increase.
o Children Went Back to School: 71% of kids discharged from Psychiatric Residential Treatment and Day Treatment transitioned to a more traditional school setting.
o Children Went Home: 81% of kids leaving our Psychiatric Residential Treatment, Day Treatment and Therapeutic Foster Care programs were able to return to a more traditional home setting
o Children Got The Right Treatment: 28% of all the children we served participated in Outpatient Services which includes office based evaluation, psychotherapy, and medication management provided by licensed clinicians, psychiatrists and nurse practitioners. This program often serves as the evaluation and entry point for other services within our array.
o CGAS scores showed 75% of children in Day Treatment improved, 71% of children in Intensive In Home services improved, and 92% of children in our Psychiatric Residential Treatment Facility (PRTF) improved.
o According to pre and post- Brain Maps, over 90% of children in PRTF improved in all five categories tested.
o Of the children enrolled in our Multi-Systemic Therapy, 82% were able to stay in their home, 82% were able to stay in school, and 70% experienced no new criminal charges.


Financials

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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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Alexander Youth Network

Board of directors
as of 6/14/2016
SOURCE: Self-reported by organization
Board chair

Mr. Bill Crowder

Crowder Constructors, Inc.

Term: Oct 2015 - Sept 2016

Rick Bange

King & Spalding

W.T. (Bill) Crowder

Crowder Construction Company

Craig Parkin

TIAA

Dillon Bowles

RBS Citizens

Chris Latta

Claridge Capital, LLC

Lynn Crutchfield

Community Volunteer

Chip Dillman

Tanner Pharma Group

Jane Hunter

Mythic Agency

Doug Miller

Premier Healthcare Alliance

Anne Schleusner

Community Volunteer

Evangeline Talbert Sifford

Bank of America