Human Services


Restoring hope, one child at a time

aka RMYA



RMYA creates brighter futures for children in crisis by promoting individual success and healthy relationships in a safe, healing environment, giving children and families the tools to end the cycle of abuse.

Ruling Year


Chief Executive Officer

Mr. William F. Wilkinson III

Main Address



Formerly Known As

Youth Alternatives, Inc.


Emergency Shelter for abused & neglected children; long-term residential programs; counseling for families with children; charter school for at-risk students; transitional living program; drop-in services for child sex trafficking survivors





Cause Area (NTEE Code)

Children's and Youth Services (P30)

Foster Care (P32)

Residential, Custodial Care (Group Home) (P70)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve

The problem we are addressing is much the same as the problem we began addressing in 1976, helping abused, neglected, runaway, trafficked and homeless children and young adults. Unfortunately, there is a shortage of facilities like RMYA in Texas to serve these children resulting in RMYA serving increasing numbers of child victims of violence. An estimated 79,000 children in Texas are sex trafficked. In 2018, more than 2,000 children in Bexar County were removed from their homes due to abuse and neglect. In FY2018, RMYA served 680 community children and their families, and 677 children in emergency, drop-in, transitional living, and long-term foster care programs.

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

RMYA Emergency Services (Bridge Emergency Shelter and La Puerta Emergency Shelter)

RMYA Meadowland campus

RMYA TurningPoint Transitional Living Program

RMYA Family Counseling & Resource Center

RMYA Thrift Shop

RMYA Meadowland Charter District (Oaks Academy and Stepping Stones Academy)

Centro Seguro Drop-In Center

Where we work

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?

Our ultimate goal has not changed since our founding in 1976. We are dedicated to helping children heal from the trauma of abuse and neglect, teaching them to cope with and overcome those traumas to give them a happy, healthy life. Global Strategic Goal 1: Thoughtfully respond to the needs of our service community by actively seeking ways to say "yes." Global Strategic Goal 2: Invest in the hiring and development of a highly trained, diverse, and motivated team of employees. Global Strategic Goal 3: Continue to invest in the financial health and infrastructure of RMYA. Global Strategic Goal 4: Improve the quality and consistency of provided services. Global Strategic Goal 5: Expand services to address key needs in the community as they emerge, and devolve programs that no longer serve a community need or have become unsustainable. Global Strategic Goal 6: Invest in the development of a highly motivated, trained, and diverse Board. Global Strategic Goal 7: Develop and execute an integrated, strategic marketing plan for RMYA.

Much of what RMYA must do is in response to decisions made by regulatory agencies and well-meaning politicians. As a result, we must create an agency that has the capacity and agility to shift the manner in which we work without straying from our values and core beliefs that children and families can be healed from the trauma they have endured, and that well-considered methodologies, consistently applied, provide the key to successful outcomes. Strategic and functional goals will be supported through a series of measurable performance objectives against which progress can be assessed and course corrections can be made.

RMYA has been serving runaway, homeless and abused youth since 1976. We have a strong history of service to the most difficult-to-place children, those other agencies are unable or unwilling to take on. Since 1976, we have served over 82,000 children and their families. We have an impressive history of responding to the changing needs of the community by continuing to develop and expand services to at-risk youth and their families. We have an extremely low turn-over in staff, which means RMYA employees are extremely experienced in working with at-risk youth and are very knowledge about program requirements and the behavior and needs of at-risk children. All staff are trained in Trauma Informed Care and Restorative Practices methods of treating and interacting with children.

RMYA measures the success of our counseling and residential programs by improvements in behavior and family relationships, and discharges to less restrictive environments for children in our care.
Program outcomes include:
80% of children discharged from long-term residential care will demonstrate improved behavior, reflected by: a drop in Level of Care; improved behaviors over a three-month period; and/or improvement in problems identified on the Individual Treatment Plan - resulting in a (positive) discharge to a less restrictive placement.
95% of children/youth in residential programs will participate in Life Skills classes and individual/group counseling.
75% of children/youth in residential programs will have a reduction in behavioral incidents during their stay at RMYA.
When appropriate, children placed at the Bridge Emergency Shelter and Meadowland long-term residential programs will have improved family involvement through visits and telephone conversations.
75% of children referred for psychiatric services will show a 50% improvement in overall functioning based on the appropriate clinical assessments, Individual Treatment Plan goals, and staff observed behaviors and responses.

RMYA has made significant strides to establishing its future direction over the past five years since the hiring of Bill Wilkinson, only the third CEO in the 43-year history of the agency. While the agency benefited greatly from the influence of its steady leadership, it also suffered from organizational atrophy in a number of critical areas. As a result, the focus of RMYA during the past five years has been to engage in a transition strategy to better articulate our mission and value proposition; update infrastructure, both facilities and technology; policies and procedures; program and evaluation plans; staff training and retention; and outreach, branding, and development. A more explicit organizational structure has been implemented that uses a seven-person executive team to address broad issues at RMYA. Training continues to be a key component of our effort to build capacity for the future development of RMYA. Notable progress has been made regarding external communications. RMYA is now viewed by many local news outlets, elected officials, and government agencies to be trusted experts when it comes to issues involving the foster care system, homelessness, child abuse, child sex trafficking, family dynamics, and mental health. The agency, including its charter schools, is being more widely recognized by state and federal agencies and associations and staff are regularly called upon to testify before the Texas legislature and present at professional conferences. The revised RMYA website and expanded social media presence have built increased awareness of RMYA and our programs. Fundraising events have been diversified to attract a new and broader donor pool and relationships have been expanded with funding organizations, chambers of commerce, and the broader nonprofit community in San Antonio and leveraged RMYA in creative ways. Additionally, RMYA has begun making in-roads into engaging the Boerne community to increase awareness of the agency and school, and seek new donors. Processes and procedures are being reviewed and continue to be updated in all functional areas and program development and evaluation plans are being reviewed as well. Of critical import is the integration of the clinical and programmatic elements of what we do and why, and an improved articulation of the agency’s relationship with the charter school and how that relationship contributes to successful academic and therapeutic outcomes. Finally, the organization has been addressing resource issues ranging from staffing, retention, and compensation to infrastructure and technology utilization, including a February 2019 move away from our proprietary client management system to KaleidaCare.

How We Listen

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

Source: Self-reported by organization

the feedback loop
check_box We demonstrated a willingness to learn more by reviewing resources about feedback practice.
check_box We shared information about our current feedback practices.
How is the organization collecting feedback?
We regularly collect feedback through: paper surveys, focus groups or interviews (by phone or in person), constituent (client or resident, etc.) advisory committees.
How is the organization using feedback?
We use feedback to: to identify and remedy poor client service experiences, to identify bright spots and enhance positive service experiences, to inform the development of new programs/projects, to strengthen relationships with the people we serve.
With whom is the organization sharing feedback?
We share feedback with: our staff, our board, our funders, our community partners.
What challenges does the organization face when collecting feedback?
It is difficult to: it is difficult to get the people we serve to respond to requests for feedback, we don’t have the right technology to collect and aggregate feedback efficiently, the people we serve tell us they find data collection burdensome, it is difficult to find the ongoing funding to support feedback collection, staff find it hard to prioritize feedback collection and review due to lack of time, it is difficult to get honest feedback from our clients, it is difficult to identify actionable feedback.
What significant change resulted from feedback
Due to the COVID-19 pandemic, the RMYA Family Counseling & Resource Center had to implement a telehealth program to continue serving clients with children. This has received positive feedback from clients. We are now gathering feedback on when to go back to face-to-face sessions only.

External Reviews


Council on Accreditation 2020


Innovative Practices Award 2012

Council on Accreditation

2013 Non Profit of the Year 2013

Greater Boerne Chamber of Commerce

Affiliations & Memberships

United Way Member Agency 1978




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The people, governance practices, and partners that make the organization tick.

Need more info?

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.

See what's included

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


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?



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



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?


Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization


This organization reports that it does not collect this information for Full-Time Staff and Part-Time Staff.

Race & Ethnicity

This organization reports that it does not collect this information for Senior Staff, Full-Time Staff and Part-Time Staff.

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.


This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

We track retention of staff, board, and volunteers across demographic categories
We track income levels of staff, senior staff, and board across demographic categories
We track the age of staff, senior staff, and board
We track the diversity of vendors (e.g., consultants, professional service firms)
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan
We use other methods to support diversity
Diversity notes from the nonprofit
Harassment of any kind will not be tolerated at RMYA, including that based on race, sexual orientation, gender, gender identity (or expression), religion or national origin. RMYA program populations consistently mirror that of the San Antonio population and our outreach methods continue to target the needs of all high-risk youth, including LGBTQ. Ongoing cultural diversity training and experiences allow staff and youth the opportunity to recognize personal biases and appreciate the inherent value of all individuals regardless of differences. Outreach methods are based on written policies and procedures that consider diversity, and RMYA employs many bilingual staff. Staff are as diverse as the community and resident population, currently representing 19% African American, 26% Caucasian, 46% Hispanic, and 8% multi-racial.