Restoring hope, one child at a time

aka RMYA   |   SAN ANTONIO, TX   |


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 info


Chief Executive Officer

Mr. Blair Thompson III

Main address



Show more contact info

Formerly known as

Youth Alternatives, Inc.



NTEE code info

Children's and Youth Services (P30)

Foster Care (P32)

Residential, Custodial Care (Group Home) (P70)

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

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. RMYA's strategic plan is to serve youth recovering from trauma through the financial stability of the organization, improvement of facilities, and best practices to sustain safe children, safe staff, and safe campus.

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?

RMYA Emergency Shelter Services

Emergency residential, counseling & psychiatric care for troubled youth age 5-17 years.  The licensed emergency shelter provides short-term 24 hr. care for children in crisis age 5-17 years. Over 200 children a year stay at least one night in RMYA emergency shelter care.

Population(s) Served
Children and youth
At-risk youth

Meadowland is a long-term residential program providing 24-hour care for up to 80 children (age 6-17 years) who are in state care (foster care, juvenile probation, and Dept. of State Health Services). Children at Meadowland are suffering from severe behavioral and emotional issues, often stemming from abuse, neglect and abandonment.

Population(s) Served
Children and youth
At-risk youth

TurningPoint is an Independent/Transitional Living Program for young adults age 18-22 years. It is open to former foster youth as well as community youth struggling to succeed on their own. Participants receive shelter, life skills, job training, assistance with community resources, and more.

Population(s) Served
Homeless people

This program provides counseling services, to children and youth in our San Antonio residential programs as well as community children and families. RMYA clinicians work closely with psychiatric residents from UT Health San Antonio serving community and residential children and youth at the RMYA Family Counseling & Resource Center.

Population(s) Served
Children and youth

The RMYA Thrift Shop coordinates in-kind donations for use by our children's programs as well as for sale to the community, to raise funds for the residential and counseling programs.

Population(s) Served

An Open Enrollment charter school on RMYA's Meadowland Campus in Boerne, TX, the Oaks Academy serves at-risk youth in 1st-12th grades, who live at the long-term residential program or reside in the Boerne ISD catchment area. All teachers are dual certified in Special Education and counseling services are available on campus. Stepping Stones Academy opened in August 2018 for at-risk 4th-12th graders living at RMYA's emergency shelters or receiving services through RMYA's Centro Seguro Drop-In Center.

Population(s) Served
Children and youth
At-risk youth

RMYA Centro Seguro is a 24/7 Drop-In Center for child sex trafficking survivors and runway, homeless or other at-risk youth in crisis up to 24 years of age.

Population(s) Served
Children and youth
Victims and oppressed people

Where we work


Innovative Practices Award 2012

Council on Accreditation

2013 Non Profit of the Year 2013

Greater Boerne Chamber of Commerce

Steve Wick Innovative Program Award 2019

TNOYS (Texas Network of Youth Services)

Affiliations & memberships

United Way Member Agency 1978

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 children served

This metric is no longer tracked.
Totals By Year
Population(s) Served

Victims of crime and abuse, Children and youth, Homeless people

Type of Metric

Output - describing our activities and reach

Direction of Success


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.

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 secured Blair Thompson as the 4th CEO of the organization in over 46 years on September 1, 2021. Since that time, most of the leadership team has been realigned to steer the organization toward the goals outlined in the strategic plan. Salary increases for staff have been put in place, improvements in facilities, and updates to policies and procedures that will keep children and staff safety are underway. Best practices within programs include trauma-informed-care, higher staff-to-child ratios, and extensive staff training to prepare for success.

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 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 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, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    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 the people we serve, It is difficult to identify actionable feedback



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


Connect with nonprofit leaders


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Connect with nonprofit leaders


Build 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.


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

Ms. Karen Cannon

Impact San Antonio, Masters Leadership Program, Blue Skies of Texas, San Antonio Cancer Council

Term: 2021 - 2022

Carolyn Alley

Blanco Cnty Child Welfare Board, Coker United Methodist Church

Shirley Bratton

Dept. of Defense (civilian), Optimist International, Iota Philambda Sorority

Allen Guidry

Optimist Club of San Antonio

Mark Morkovsky

Morkovsky + Associates, Bulverde Lions Club, Hill Country Optimist Club

Manuel Ruiz

Society of St. Vincent de Paul, St. Luke's Catholic Church

John Roach

Valero Energy Corporation

Josh Loden

Real Estate Financial Society of San Antonio, Stone Oak Rotary Club

Bruce Stroup

Platinum Wealth Solutions of Texas, Independent Cattlemen's Association of Texas, South Texas Area Farm & Ranch club, NAIFA-San Antonio, MDRT

Russell LeDay

Optimist Club of San Antonio, Rotary Club & Omega Psi Phi

Karen Cannon

Impact San Antonio, Master Leadership Program, Blue Skies of Texas, SA Cancer Council

Clay Goar

NuStar Energy

Lea Freemyer

community volunteer/philanthropist

Roxi McCloskey Morris

Impact San Antonio, GaitlQ, Master Leadership Program

Michael McCray

Maggie Singer

Chi Omega Make a Wish Fundraising, Wounded Warriors, NEISD Leadership Council, Bexar County Medical Society Alliance

Earnest Jones

OptumRX, National Association of Realtors

Bill Johnson

Keller Williams Heritage (Real Estate), Optimist Club of San Antonio

Rick King

Crosspoint Inc., Knights of Columbus, Master Leadership Program

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? No

Organizational demographics

SOURCE: Self-reported; last updated 7/27/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 07/27/2022

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

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • 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 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.