PLATINUM2023

McClendon Center

Transforming Lives Together

Washington, DC   |  www.mcclendoncenter.org
GuideStar Charity Check

McClendon Center

EIN: 20-0108493


Mission

To support and empower people on the journey to becoming their best selves.

Ruling year info

2004

President and CEO

Ms. Sheandinita Dyson

Main address

1313 New York Avenue, NW

Washington, DC 20005 USA

Show more contact info

EIN

20-0108493

Subject area info

Medical support services

Mental health care

Community mental health care

Population served info

Adults

NTEE code info

Community Mental Health Center (F32)

Health Support Services (E60)

What we aim to solve

SOURCE: Self-reported by organization

While Severe Mental Illnesses (SMI) have no known cure, we know that effective treatment can leads to recovery. And recovery is what McClendon Center provides so our clients are better able to manage their illness and be productive members of the DC community. Since our inception in 1980, McClendon Center's mission has been to prepare people recovering from serious mental illness to improve their quality of life. Over the decades, our programs may have changed but our goals have remained the same: to provide our clients with the skills to live as independently as possible; maintain their physical, as well as, mental well-being; obtain safe and affordable housing; secure employment; manage their finances; and encourage, improve, and increase their social interactions.

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?

Diagnostic/Assessment

When someone with mental illness first arrives at McClendon Center, they begin the Intake process. A clincial professional conducts the intake, which usually takes place at the Core Services Agency. However, it can be conducted anywhere, such as hospitals, detox centers, homeless shelters, etc. The Intake Assessment typically lasts 90 minutes, includes a primary care health screening from a Registered Nurse, and takes place within one week of the client being referred for services. During the Intake Assessment, the client gives background and current information about why they’re seeking services. At the conclusion of the interview, the intake staff member mutually decides with the consumer what services are needed and determines a diagnosis. McClendon Center then assigns a Community Support Specialist (who functions as a case manager) and schedules an appointment with a McClendon Center psychiatrist to assess whether or not the consumer could benefit from medication management. At Intake, clinical staff address any pressing needs the client has, and the client receives an on call phone number to contact the Center if necessary.

Population(s) Served
Adults

All clients meet with one of McClendon Center’s psychiatrists during their first post-Intake visit to determine if he/she could benefit from medication management. Most clients decide that medications would help them, though the option to take or not to take the medications remains entirely in the hands of the client. After the initial prescriprion(s), psychiatrists schedule a follow-up visit, usually within four weeks, so the doctor can determine how well the medication is working and whether or not there are any troubling side effects. The doctor works alongside the Center’s nurse, who also checks for physical conditions. The nurse often makes referrals to the consumer’s primary care provider and follows up to ensure that the consumer’s health is good. When needed, the Community Support Specialist assists the consumer in filling prescriptions.

When medications are properly managed, the client’s symptoms are controlled with the fewest number of medications and on the lowest possible dose. The client can assist greatly in this process by taking medications in the prescribed dose and at the designated time.

Population(s) Served
Adults

McClendon Center clients struggle with a range of issues that involve trauma, conflicts in relationships, and other troubling concerns. As part of their treatment, many clients explore these issued with a trained therapist. Upon request, a client can receive therapy, either from the Center’s therapist or upon referral to an agency with which the Center contracts. McClendon Center's therapist has a caseload of 55 individual clients, plus three groups: Women's Trauma group, Men's Empowerment Group, and a group for former professionals whose mental illness has forced them to miss out on life experiences they expected to have.

Population(s) Served
Adults

The Community Support program is an essential part of the services offered at our Core Services Agency (CSA). All clients who receive services at the CSA are assigned a Community Support Specialist (CSS) who goes out into the community to provide clients with home visits, rides to medical appointments, and help as needed with daily activities. Immediately after Intake, the CSS works with the client to develop a Treatment Plan, that guides the services the client receives.

However, veteran mental health practitioners have long known that people who have mental illness, a history of substance abuse, and a spotty employment record do not reliably adhere to their treatment plans. For these reasons, CSSs meet with clients at their homes, or whatever locations the client prefers (approximately 30% of McClendon Center clients are homeless upon intake). A Specialist’s job is to manage all aspects of their clients’ services from McClendon Center, and keep them engaged in their treatment, especially after their symptoms improve, which is when mental health clients have traditionally had high rates of drifting away from continued treatment.

Each Specialist is assigned to one of three teams, and each team consists of one Team Leader and eight Specialists, each of whom serves between 25 and 30 clients. These CSSs are necessary to provide effective mental health services. Clients routinely struggle to navigate the health care system, even at a basic level such as applying for benefits. Specialists provide a solution. They spend most of their time out of the office providing home visits, accompanying consumers to appointments, and helping consumers with numerous activities in the community. In fact, Community Support Specialists are issued cell phones as their office phones. This makes them easy to contact at all times, even after hours and on weekends when they forward their phones to a designated staff member who is on call for McClendon Center. Each consumer is encouraged to call when needed. This is particularly important when clients experience a crisis, which frequently occurs.

Being "out in the community” is fundamental to the Community Support program. By moving services away from an office and to a location of a client’s preference, the Community Support program keeps our clients engaged in their recovery, consistently, over an extended period of time. CSSs also build relationships with clients’ family and friends that facilitate other McClendon services such as counseling and medication management – services that absolutely require consistency in order to be effective.

Population(s) Served
Adults

McClendon Center's Day Program provides comprehensive mental health services all day, Monday through Friday, for approximately 80 adults with severe and persistent mental illness, including 10 who are Deaf or hard of hearing. The Day Program revolves around the Expressive Therapy Program, and McClendon Center offers the broadest array of Expressive Therapies in DC.. Whereas traditional psycho-educational approaches stimulate one part of the brain (primarily the areas that deal with language), the Expressive Therapy program allows clients to access psychological information by stimulating non-verbal brain functions. As Expressive Therapies progress, clients make connections between physical, visual, mental, and emotional realms. The result is that these therapies are uniquely effective at increasing social interaction, confidence, and improvement of general mental health.

Population(s) Served
Adults

In 2015, we partnered with AmeriHealth Caritas DC (AmeriHealth) and launched an innovative program, Patient Discharge Coordination (PDC). PDC transitions patients, covered by AmeriHealth, who are admitted to a psychiatric inpatient unit experience a seamless transition back into the community when they are discharged. PDC now serves high need members with medical issues, but who also have behavioral health concerns, and the success of PDC is evidenced by a reduction in the number of member readmissions and lower costs. In the last year, we have expanded our AmeriHealth collaboration to include Behavioral Health Engagement Services (BHES), which entails using a contract employee to find people in the community who had previously been lost to treatment; and Post Emergency Evaluation Services (PEES), which provides post-discharge assistance to members who have behavioral health concerns and have recently visited a hospital emergency department. We have also entered into a partnership with Beacon Health Options on behalf of Trusted Health Plan, providing PDC and PEES services for their clients with serious mental illness who have been hospitalized.

Population(s) Served
Adults

Where we work

Awards

Scorecard - 5 Stars 2016

DC Department of Mental Health

Scorecard - 5 Stars 2015

DC Department of Mental Health

Scorecard - 5 Stars 2014

DC Department of Mental Health

Scorecard - 5 Stars 2017

DC Department of Mental Health

Affiliations & memberships

Joint Commission 2021

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 meals served or provided

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

Economically disadvantaged people, People with psychosocial disabilities

Related Program

Day Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Number of meals served to participants in our Day Program. For some, these meals (breakfast and/or lunch) may be their only source of nutrition for the day.

Number of clients participating in support groups

This metric is no longer tracked.
Totals By Year
Related Program

Day Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Average number of daily participants in Day Program counseling groups.

Number of people who received clinical mental health care

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

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Outpatient clients receiving services (medication management, counseling, health, community support) at our Core Services Agency.

Percentage of clients placed into housing within 6 months

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

Adults, Economically disadvantaged people

Related Program

Community Support

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Unable to track consistently

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 overarching goal is for Washington, DC to be a community where people with mental illness have the best possible quality of life and are able to reduce the 25-year gap in life expectancy that they have in comparison to people who don;t have mental illness. Our clients are all diagnosed with at least one severe mental illness, are predominantly African-American adults aged 40-60, and 90% are low-income. As such, they are some of Washington's most marginalized citizens, and providing mental health treatment is the best thing our community can do to improve their lives. Outcomes that further this vision include:

1. Reduced rate of homelessness. 30% of the clients who are homeless upon intake at McClendon Center will find appropriate housing within six months.
2. Increased medication compliance. 70% of clients will take their medication(s) as directed, particularly in the event of symptom improvement, which is when many clients begin to cease their medications, with deleterious results.
3. Increased participation in the healthcare system. 100% of new intakes who need one will have a primary health screening, with follow-up from McClendon Center staff to seek further health care as needed.
4. Decreased rates of hospitalization. Our clients will be hospitalized in psychiatric facilities for 50% fewer days than they were before intake.
5. Increased rates of independent living. Receiving treatment at McClendon Center will be an impetus for clients to live independently as productive citizens.
6. Increased participation in workforce and/or school. Treatment from McClendon Center will be an impetus for clients to secure employment or further their education, including trade schools.
7. Increased quality of life for our clients. Surveys will reveal that the vast majority of our clients enjoy a better life and have every incentive to continue with their treatment.

McClendon Center believes that if we fulfill these goals, we will allow people with mental illness to have an optimal quality of life, which will make our Washington, DC community a better place to live and work.

To fulfill our mission, McClendon Center programming revolves around the following strategies:

1. Community Support. All clients are assigned to one of our 24 Community Support Specialists, who have Bachelor's degrees and go out into the community to visit clients and proactively keep them engaged in their treatment. For example, our clients take their medications more consistently with the help of Community Support. This is particularly important when clients experience symptom relief, which is when many cease taking their medications, with harmful results. Community Support helps clients remain on their medications so their treatment can continue.
2. Expressive Therapies. Expressive Therapies such as Art Therapy, Dance/Movement Therapy, and Music Therapy deliver uncommon results for clients at our Day Program, which provides services for people with severe mental illness Monday through Friday from 9 am until 4 pm. Expressive Therapies stimulate different parts of the brain than talk therapies and medications do not, leading to unique benefits.
3. Client Engagement. Our Consumer Advisory Board (CAB) CAB provides a forum for clients to provide McClendon Center staff with direct feedback regarding our services. At the same time, the CAB helps to keep our clients actively engaged in their treatment.
4. Adjusting to a changing healthcare landscape. Since 2015, the organization has been looking for ways to partner with Managed Care Organizations (MCOs) and other projects in order to diversify our revenue sources. This not only addresses our financial strategic goals, it also allows us to serve a population that are not in our current network. For example, providing care coordination for AmeriHealth Caritas DC members who are either lost to (psychiatric) care, need to connect to mental/behavioral services after being discharged from the ER, or who may need some other type of (mental health or behavioral health) care .

McClendon Center is an exemplary provider of mental health treatment for three main reasons:

1. We have recently earned the highest, and only 5-Star Rating from the DC Department of Behavioral Health. For the past four years, we have consistently earned 4 stars and earned highest overall scores.
2. We are accredited by the Joint Commission on Accreditation of Healthcare Organizations (www.jointcommission.org), and we are the only independent mental health provider in DC to be so accredited.
3. We are attuned to our community needs — in 2015, we launched two new programs: Patient Discharge Coordination, which coordinates continuity of care and treatment services for patients who are discharged from psychiatric hospitalization. Counseling at Dupont, a Board initiative, that offers affordable counseling and therapy for individuals with insurance. In addition, rather than focus on mental health care, we provide wraparound services that include health assessments, medication management, and coping/socialization skills.

In summary, McClendon Center strikes an ideal blend of effectiveness, efficiency, and accountability. This culture is crucial to our being able to fulfill our mission.

McClendon Center operates with an eye towards the next five years. During that span we hope to either purchase or rent a new facility. The fact is, we are already serving as many clients as our two facilities have the capacity to serve, but there remain thousands of DC adults with mental illness who are not getting treatment, even though that treatment would benefit both those with mental illness and the larger DC community. In order to serve more clients and improve DC's quality of life even further, we will need a new facility. In order to operate a new facility, we will require start-up cash on hand of at least $1,000,000.

Fortunately, we maintain a culture of effectiveness and efficiency, and have every confidence that we will be able to grow while still providing optimal treatment for our clients.

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 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 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

  • 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 demographics (e.g., race, age, gender, etc.), 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 share the feedback we received with the people we serve, 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?

    We don't have any major challenges to collecting feedback

Financials

McClendon Center
Fiscal year: Oct 01 - Sep 30
Financial documents
2021 McClendon Center
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

5.01

Average of 5.80 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

2.1

Average of 4.6 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

27%

Average of 21% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

McClendon Center

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

McClendon Center

Balance sheet

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

McClendon Center

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of McClendon Center’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 $716,009 $1,215,907 -$587,716 $193,372 $497,943
As % of expenses 11.0% 16.7% -8.1% 2.9% 6.8%
Unrestricted surplus (deficit) after depreciation $658,765 $1,176,948 -$653,702 $139,704 $433,920
As % of expenses 10.0% 16.1% -8.9% 2.1% 5.8%
Revenue composition info
Total revenue (unrestricted & restricted) $7,206,615 $8,438,173 $6,597,153 $6,736,211 $7,859,881
Total revenue, % change over prior year 11.4% 17.1% -21.8% 2.1% 16.7%
Program services revenue 97.7% 98.4% 97.1% 96.3% 72.5%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.1% 0.3% 0.3% 0.2% -0.7%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 1.7% 1.3% 2.3% 2.9% 0.7%
Other revenue 0.5% 0.0% 0.3% 0.6% 27.5%
Expense composition info
Total expenses before depreciation $6,505,232 $7,264,600 $7,254,287 $6,605,227 $7,361,938
Total expenses, % change over prior year 10.1% 11.7% -0.1% -8.9% 11.5%
Personnel 74.8% 72.3% 75.4% 67.8% 74.8%
Professional fees 11.7% 12.9% 10.4% 16.6% 1.7%
Occupancy 5.5% 6.2% 6.2% 6.7% 6.1%
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 8.0% 8.6% 8.0% 8.9% 17.4%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $6,562,476 $7,303,559 $7,320,273 $6,658,895 $7,425,961
One month of savings $542,103 $605,383 $604,524 $550,436 $613,495
Debt principal payment $0 $0 $0 $0 $2,095,214
Fixed asset additions $0 $96,169 $0 $0 $2,262,523
Total full costs (estimated) $7,104,579 $8,005,111 $7,924,797 $7,209,331 $12,397,193

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 4.6 6.0 6.5 9.0 2.1
Months of cash and investments 4.6 6.0 7.4 10.2 3.1
Months of estimated liquid unrestricted net assets 5.4 6.7 5.6 6.5 3.0
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $2,507,429 $3,604,773 $3,902,033 $4,932,710 $1,300,363
Investments $0 $0 $571,243 $698,444 $606,385
Receivables $683,543 $711,099 $484,150 $390,351 $292,410
Gross land, buildings, equipment (LBE) $449,861 $546,031 $587,420 $594,376 $2,856,899
Accumulated depreciation (as a % of LBE) 85.6% 77.7% 82.1% 90.2% 21.0%
Liabilities (as a % of assets) 9.9% 8.5% 31.3% 40.7% 9.7%
Unrestricted net assets $2,982,044 $4,158,992 $3,505,290 $3,644,994 $4,078,914
Temporarily restricted net assets $0 $0 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $2,982,044 $4,158,992 $3,505,290 $3,644,994 $4,078,914

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
Form 1023/1024 is not available for this organization

President and CEO

Ms. Sheandinita Dyson

Sheandinita Dyson is the President and CEO at McClendon Center, one of Washington, D.C.’s top-rated, community-based health providers, having provided critical programs and services to residents with mental and behavioral health challenges for over 40 years. A proven, compassionate, and respected leader, Sheandinita has extensive compliance and management experience across the behavioral healthcare industry and a nearly two-decade-long track record of successfully helping to meet the needs of some of DC’s most vulnerable residents. She has ascended the leadership ranks since joining the McClendon Center over a decade ago, becoming the first woman to lead the organization since its founding in 1980. Sheandinita is mother of three daughters and a 2007 alumna of Howard University.

Number of employees

Source: IRS Form 990

McClendon Center

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
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McClendon Center

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

McClendon Center

Board of directors
as of 09/05/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Caitlin Gritt

Partner, Bisceglie & Gritt, PLLC

Term: 2022 - 2024

Steve Michael Lucas

U.S. Department of Housing and Urban Development

Sophie Stern

KPMG US

Elizabeth Sternberg

Housing & Community Development Consultant

Porter Daughtry

The Daughtry Group

Alex Korobkin

JLL

Jahmal Lake

Office of the Comptroller of the Currency

Melanie Stargell

Anchored Counseling & Consulting

Neil Hamilton

CPA

Dawn Abel

Smithsonian Institution

Amy McKee

Parexel

Geremy Mahn

Riparian Capital Partners

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? Not applicable
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 7/17/2023

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
Black/African American
Gender identity
Female, Not transgender
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 07/17/2023

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

Data
  • 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.

Contractors

Fiscal year ending
There are no fundraisers recorded for this organization.