Mental Health, Crisis Intervention

Oregon Council On Problem Gambling

Portland, OR

Mission

To promote the health of Oregonians by supporting efforts to minimize gambling-related harm.

Ruling Year

1998

Executive Director

Julie Hynes

Main Address

PO Box 30118

Portland, OR 97294 USA

Keywords

public health, advocacy, health education, behavioral health

EIN

91-1757244

 Number

5632762874

Cause Area (NTEE Code)

Gambling (F54)

Alcohol, Drug and Substance Abuse, Dependency Prevention and Treatment (F20)

Management & Technical Assistance (R02)

IRS Filing Requirement

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Programs + Results

What we aim to solve

Promoting health through reducing gambling-related harm.

Our Sustainable Development Goals

Learn more about Sustainable Development Goals.

3

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

Awareness Building

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?

Enhance organization infrastructure development Provide high-quality services Provide high-quality research Advocate for problem gambling services

• Develop and publish content on current data and emerging trends related to problem gambling and community health • Continue to provide robust workforce development programs • Partnership • Development • Leverage collaborative partnerships to facilitate a shared project agenda • Facilitate dialogue across agencies and the industry while seeking common ground • Establish research agenda • Identify data sharing opportunities • Administer research projects • Educate policy makers on issues related to problem gambling and public health • Educate general public on issues related to problem gambling and community impact • Develop and provide tools to enable other stakeholders to engage with policy makers and the general public • Evaluate and support effective organization governance structure • Ensure financial stability • Create fundraising plan to increase self-generated funds • Provide ongoing internal training for board and staff

• High quality staffing • Board development • Fundraising • Grant writing

• Strategic plan performance indicators

Primary Activities: 1. Work closely with a stakeholders group consisting of representatives from the Council, Lottery (includes several key employees including RG manager, Public Relations manager, Research manager, and product managers), Health Authority (including the PGS manager and the Prevention manager along with their sub-contracted data manager/evaluator and helpline director), and Voices of Problem Gambling Recovery. This group (known as the "Partners Group") meets face to face monthly for three hours to review and vet advertising and marketing and to develop mechanisms where data from all partners can be merged to better understand, monitor, and improve the statewide efforts for prevention and treatment. One of the products of this group has been the development of the Oregon Problem Gambling Resources, a branded effort to centralize information and resources on a website for partners, consumers, and the general public. 2. Through a workforce development contract with OHA/PGS, the Council continues to subcontract with Lewis & Clark College to continue to develop and implement two educational curricula (basic and advanced) that are 30 hours each to provide opportunity for Oregon counselors to obtain and maintain their certification. These courses are a combination of on-campus and on-line modules facilitating statewide access. Additionally, the College has been contracted to develop a minimum of nine hours of online training to help inform and certify clinical supervisors who do not have specific gambling education/experience to meet state minimum standards. 3. Through the Workforce contact the Council continues to provide highly experience local consultants that are used to support agencies where there are new employees or where there are organizational development needs identified. 4. The Council is also contracted by OHA/PGS to assist in the design, preparation, and implementation of conferences and the distribution of scholarships to individuals in the smaller, rural agencies where training and travel funding is severely limited. 5. During the past year there has been little statewide political activity regarding gambling consisting of only a few inquiries from legislators. The Council has also reached out this year to federal legislators a few times during the year in support of NCPG efforts (military and DFS). 6. It should be noted that the Council did not have a very active role in Problem Gambling Awareness Month this year since all of our partners (and Board Member agencies) were very active in every county in the state. 7. It must be noted that Oregon has a very active help line that officers IM, Chat,Text, Phone, etc., but under a contract to the provider and not through the council. In 2019, OCPG provided over $190,000 in workforce development funding and scholarships to train Oregon problem gambling service treatment and prevention providers throughout the state.

External Reviews

Financials

Oregon Council On Problem Gambling

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Operations

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

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  • Forms 990 for 2019, 2018 and 2017
  • A Pro report is also available for this organization.

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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

BOARD ORIENTATION & 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?

Not Applicable

CEO OVERSIGHT

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

Not Applicable

ETHICS & TRANSPARENCY

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

Not Applicable

BOARD COMPOSITION

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

Not Applicable

BOARD PERFORMANCE

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

Not Applicable