Western Youth Services
Advancing awareness, cultivating success and strengthening communities through integrated mental health services for children, youth, and families.
Western Youth Services
EIN: 95-3407054
as of November 2023
as of November 13, 2023
Mission
Advancing awareness, cultivating success and strengthening communities through integrated mental health services for children, youth and families.
Ruling year
1979
Ph.D.
Lorry Leigh Belhumeur
Main address
23461 South Pointe Drive Suite 220
Laguna Hills, CA 92653 USA
Formerly known as
Teenage Resource Center
EIN
95-3407054
Parent-teacher involvement
Mental health care
Child welfare
Youth services
Population served
Children and youth
Adults
Families
Economically disadvantaged people
NTEE code
Children's and Youth Services (P30)
Mental Health Treatment (F30)
Parent Teacher Group (B94)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
1 in 5 children in the United States has a diagnosable mental health condition. Our aim is to move the needle to 1 in 6 in this generation.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
WYS School-Based Programs
The School-Based Program is a scalable school-based collaborative effort that brings to schools and school systems a unique and comprehensive set of solution-focused mental health and wellness services and strategies. Our engaging 3-tiered approach allows us to help individuals, families, and schools with a wide range of needs, from prevention to crisis. We build programs tailored to serve the particular needs of each school that include components from our Prevention, Early Intervention and Intensive Intervention Tiers. Our programs and services are driven by respect for individual needs and strengths and a standard of excellence and efficiency that utilizes evidence-based practices. Our approach to treatment is established, documented and proven to work.
Out Patient Clinics
WYS provides mental, behavioral and emotional health services to more than 4,000 families annually at one of our four outpatient clinics in Anaheim, Fountain Valley, Santa Ana and Mission Viejo. In 2023 we’ve increased capacity by 30% and are opening a second clinic in Santa Ana.
The clients served in these clinics are among the most vulnerable of our local population and are referred to us when facing crises. WYS provides outpatient services primarily for Orange County Medi-Cal eligible clients up to age 21. Individualized and solution-focused services are provided at a level, frequency and duration consistent with each client’s treatment goals. Services include but are not limited to clinical interventions, clinical and psycho-diagnostic assessment, family therapy, crisis intervention, treatment planning, discharge planning, case management, mediation support, Therapeutic Behavioral Services, peer support, and advocacy.
Behavioral Health Training Collaborative (BHTC)
Western Youth Services along with five local area partners formed the Behavioral Health Training Collaborative (BHTC) in December 2019 to work together to provide mental health and wellness trainings at no cost to the Orange County, California community. We offer in-person trainings at various facilities in Orange County and can host trainings virtually through Zoom as well, making it even easier for families, agencies, schools and community groups to attend. One of the many benefits of working as a collaborative is the ability to provide a wide range of topics. Some areas of training include:
• Suicide Prevention
• Mental Health First Aid
• Trauma-Informed Care
• Self-Care for Professionals
• Recognizing and Responding to Client Needs
• LGBTQ+ Training
• Improving Family Communications
• Multi-Cultural Mental Health Training
• Building Trauma-Informed School Communities
• Evidence-Based Clinical Trainings
Where we work
Awards
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsAverage youth self-rating of functioning and coping skills
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
Out Patient Clinics
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
% of all clients reported healthy, improving, or stable mental health or well-being.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
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?
What have they accomplished so far and what's next?
Formed the Behavioral Health Training Collaborative (BHTC) to coordinate training of community agencies and members. With funding from HCA, we created the "Resilience: Essential Social Emotional Trainings (RESET) Toolbox", a collection of no-cost trainings and resources that build resilience to help the kids and families of OC cope with living in the age of COVID-19. In addition to our Adverse Childhood Experiences work, we implemented use of the Pediatric ACEs and Related Life-events Screener (PEARLS). In response to COVID-19, we pivoted our agency to provide some mental health services via telehealth, where contractually permitted, to increase success. We will continue enhancing our agency's ability to effectively serve the community by continually increasing competency in the area of Diversity Equity and Inclusion through training and clinical initiatives.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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 make fundamental changes to our programs and/or operations, 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
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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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.16
Months of cash in 2022 info
1
Fringe rate in 2022 info
16%
Funding sources info
Assets & liabilities info
Financial data
Western Youth Services
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of Western Youth Services’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $41,497 | -$159,235 | -$76,912 | $1,356,166 | $458,496 |
| As % of expenses | 0.2% | -1.0% | -0.4% | 5.9% | 2.2% |
| Unrestricted surplus (deficit) after depreciation | -$20,057 | -$221,787 | -$193,132 | $1,185,946 | $292,025 |
| As % of expenses | -0.1% | -1.4% | -1.0% | 5.1% | 1.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $17,198,283 | $16,100,321 | $18,349,175 | $24,270,552 | $21,227,627 |
| Total revenue, % change over prior year | 1.9% | -6.4% | 14.0% | 32.3% | -12.5% |
| Program services revenue | 99.9% | 99.9% | 99.8% | 90.1% | 99.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 0.1% | 0.1% | 0.2% | 9.9% | 0.1% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $17,106,698 | $16,319,644 | $18,426,087 | $22,914,386 | $20,769,131 |
| Total expenses, % change over prior year | 3.3% | -4.6% | 12.9% | 24.4% | -9.4% |
| Personnel | 81.2% | 81.4% | 83.4% | 71.1% | 81.1% |
| Professional fees | 0.7% | 0.3% | 3.6% | 15.0% | 6.6% |
| Occupancy | 7.3% | 7.7% | 6.9% | 6.0% | 6.8% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 10.8% | 10.6% | 6.1% | 7.9% | 5.6% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $17,168,252 | $16,382,196 | $18,542,307 | $23,084,606 | $20,935,602 |
| One month of savings | $1,425,558 | $1,359,970 | $1,535,507 | $1,909,532 | $1,730,761 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $368,585 | $0 | $0 |
| Total full costs (estimated) | $18,593,810 | $17,742,166 | $20,446,399 | $24,994,138 | $22,666,363 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 0.6 | 0.7 | 1.8 | 0.5 | 1.0 |
| Months of cash and investments | 0.6 | 0.7 | 1.8 | 0.5 | 1.0 |
| Months of estimated liquid unrestricted net assets | 1.0 | 0.9 | 0.5 | 1.1 | 1.4 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $807,200 | $990,040 | $2,832,037 | $949,270 | $1,751,214 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $1,886,250 | $1,848,365 | $1,982,626 | $2,681,302 | $2,400,513 |
| Gross land, buildings, equipment (LBE) | $899,403 | $827,044 | $1,195,629 | $1,293,241 | $1,422,445 |
| Accumulated depreciation (as a % of LBE) | 52.6% | 58.0% | 49.8% | 59.2% | 65.5% |
| Liabilities (as a % of assets) | 43.4% | 53.4% | 75.0% | 41.5% | 40.0% |
| Unrestricted net assets | $1,812,373 | $1,590,586 | $1,397,454 | $2,583,400 | $2,875,425 |
| Temporarily restricted net assets | $60,088 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $60,088 | $0 | $0 | $0 | $0 |
| Total net assets | $1,872,461 | $1,590,586 | $1,397,454 | $2,583,400 | $2,875,425 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Ph.D.
Lorry Leigh Belhumeur
Dr. Lorry Leigh Belhumeur has been the CEO of Western Youth Services for over 17 years and has worked for the organization for more than 20. In her current position, she oversees the full range of mental health services for over 74,000 children, youth and families all over Orange County per year. She received her Ph.D. and M.A. degrees in Education from UCLA. She is a Licensed Psychologist. With the perspective of an educator and a psychologist, she is a fierce advocate for youth and families, especially those experiencing adversity. She is committed to a community where youth and families have access to resources to make them safe, healthy and happy. She has lived in San Clemente with her husband and two daughters for more than 20 years.
Number of employees
Source: IRS Form 990
Western Youth Services
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Western Youth Services
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Western Youth Services
Board of directorsas of 09/29/2023
Board of directors data
Darren Kerstein
US DLA Piper
Term: 2022 - 2025
David Lechuga
The Neurobehavioral Clinic and Counseling Center
Lorrayne Leigh Belhumeur
Western Youth Services
Csilla Kopanny
La Habra School District
Elizabeth Garcia
Sandra Renner
Retired Educator
Jill Dominguez
CEO, Mary's Path
Ryan Gregory
Entrepreneur
Darren Kerstein
US DLA Piper
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 09/29/2023GuideStar 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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- 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.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
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- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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