cornerst neA NEXUS NEWSLETTER

JULY 2015

IN THIS MONTH’S ISSUE Recognizing the Things We Already DoGerard Academy: Creating a Report Card to Measure Performance

Nexus Wins Award for Innovative Bridging ProgramAnnual Fund Raiser Roundups

Opportunityknock s

from the corner office of the

CEO

It’s already the beginning of August. Soon, we will be making plans for back to school. Then we’ll be looking ahead to our annual conference. Then, the holidays. It’s true: “Life is always at some turning point.” We must remember that as we enter the second half of 2015.

For the past eight months, I’ve been talking about Nexus’ transformational change. But change isn’t just limited to 2015. As we look ahead to 2016 and beyond, I want you to know there will be many more turning points ahead.

I don’t say that to scare you. I say that to inform, prepare, energize, and excite you. New opportunities will arise from the opportunities we seize today. New vistas will present themselves from the plans we craft over time.

This cycle of opportunity is all around us. It plays out daily in our personal lives. You get married. That creates a bigger combined income to draw from, which opens up the possibility of purchasing a home. Or, perhaps you complete your college degree. That opens the door to a new job, or a move to a new city. Maybe you discover a new place to shop, and that saves you $100 a month in groceries, which can then go toward that vacation you’ve always wanted.

The same cycle of opportunity exists for Nexus. “You won’t see all of the doors of possibility until you start

walking down the hall,” as blogger Sherryl Frauenglass has said. Our strategic plan helps us be in the position to act upon new opportunities. But we must be diligent in seeing the new doors of opportunity as they present themselves and we must keep learning from each door we open.

I hope the future will put Nexus at the threshold of many more new and exciting opportunities. Why? Because I want Nexus to create even more opportunities to care for youth and families through our residential and community-based care. We must continue to adapt to stay relevant – both today and in the future.

We are now entering second-order change, and that always requires new learning. The National Academy for Academic Leadership defines second-order change as doing “something significantly or fundamentally different from what we have done before.” It is characterized by “a new way of seeing things; shifting gears, and new learning.” Most importantly, second-order change means a “new story is told.”

We have begun to write the first chapter of Nexus’ new story. Together, we will write the book of success for the organization, our staff, our youth, their families, and our communities.

“Life is always at some turning point.”

–Irwin Edman

1 | JULY 2015

David Hutchinson

operations outlook

COOThank You!

JULY 2015 | 2

Brock Wolff

Nexus has experienced so many changes over the past several years that it is often hard to keep up with all of them. We have taken on numerous new services and programs, and that has required us to undergo extensive trainings and learn new approaches for very challenging clients with more complex issues than ever before. We have expanded the scope of our services to include working with families and communities. The pressure to perform at the high level of premier provider, first choice has never been greater, and the demands on our employees grow each and every day.

At the same time, our national and state governments continue to tighten their belts on funding programs like the ones we offer. Navigating the private insurance industry can be very difficult. Our industry, as a whole, is under intense scrutiny from both the public eye and the governmental entities that regulate us.

With these increased expectations, it can, at times, be very discouraging to work in our field. In the hustle and bustle of trying to keep up with industry changes and stay ahead of the performance curve, we can sometimes lose sight of the most important factor in our organization…our staff. We are so blessed to have such a tremendous staff of more than 1,200 loyal and dedicated employees — people who get up every day to meet the multitude of challenges with a smile on their face and compassion in their heart. No matter how many evidence-based programs and new interventions we implement, the reason Nexus is so successful is ultimately because of our amazing employees.

We know our employees work in very difficult jobs with tremendous responsibility. We could never thank you enough for what you do. Know that we are fighting on your behalf for better working conditions and higher pay. We will continue to fight to secure the

resources and honor you and our field deserves. As COO, it is my responsibility to increase the profile of Nexus when it comes to government relations and advocacy. This is something I am extremely passionate about. We will continue to work with key organizations and advocates in each of our states to make our voices heard and to pave the way toward improved contracts and recognition for the outcomes we deliver to improve communities.

In my oversight capacity of Human Resources for Nexus, I want you all to know that I am committed to leaving no stone unturned in our efforts to improve employee retention and recruitment efforts within our budgetary limitations. Jennifer McIntosh, the Human Resources staff throughout Nexus, and I are working together to create a culture of employee support that is flexible and creative. We want to create an atmosphere where people feel they are treated fairly and enjoy coming to work. While there are indeed many challenges, I am hopeful that each of you will feel appreciated for all your hard work.

Nexus is an amazing organization with an incredible future. We should all be so proud to be a part of such a progressive, innovative organization; we really are at the forefront of the industry when it comes to caring for children, families, and communities. We will continue to strive to be an industry leader in how we treat our employees, as well. Once again, thank you for all you do.

3 | JULY 2015

The Clinical View

Recognizing the ThingsWe Already Do

By Dr. Michelle K. Murray, LMFTVice President of Clinical Services

When undergoing any goal-setting process for improvement, it’s good to start by evaluating activities that are already underway. Through this evaluation process, we may discover that our current activities are already designed to promote the improvement or intervention we are highlighting. If those activities are not specifically recognized, named, and categorized as improvement efforts, however, we may fail to recognize them as such.

For example, Nexus has recently focused on improving the delivery of family-driven care, trauma interventions, and outcomes-driven treatment, but those are not new concepts to our teams. Many of our long-standing daily practices already support initiatives; it’s just that sometimes they are not named or recognized as such.

By identifying what we are already doing, drawing attention to those activities that are supportive of our goals, and highlighting/categorizing them, we bring them to greater light. Then we can more clearly see potential gaps in our practices and better identify areas for improvement as we move forward.

This is the very process that we have been undergoing this year. We have been examining our current practices and creating common language around our work. Through this process, we have been able to define which aspects of our current daily practices fall under the categories of family-driven care, trauma-informed interventions, and collection and reporting of data for risk management review. We are simply recognizing, naming, and categorizing the processes already in place. This allows us to present, explain,

train, supervise, and talk about our practices in a consistent way. It also helps us better define how to keep improving upon those practices.

This is the same process being used to design the Nexus Practice Model and to define family-driven care. We are not designing our practice model from a template or as a result of a regulatory mandate to do things differently. The Nexus Practice Model is being written around the values and practices that staff have identified as valuable and important to the work they do.

Our process has involved collecting information from staff; identifying our current practice values; assigning specific language and meaning to those current practices; categorizing our work activities as they relate to our identified values; and naming and presenting those practices as a clear, concise, integrated model.

In terms of defining family-driven care, we have simply been creating a definition that supports and reinforces our current values and beliefs. As we outline our family-driven activities, we have started by simply identifying the practices we already do and compiling them into a coherent whole. This process gives us recognition for what we already to that supports our goals.

It is important for us to recognize and value our teams and the consistently great work they do in support of our mission to strengthen lives, families, and communities through our cornerstone values. That daily effort makes our positive outcomes a reality.

JULY 2015 | 4

Fund Raising

Fore! Tips for Maximizing the Impact of Fund Raising Events

Joelene Evenson, Minnesota Director of DevelopmentBill Mojica, Maryland Director of Development

Golf season is underway, and so are the golf events that raise support for Nexus programs. Mille Lacs Academy, Gerard Academy, and Onarga Academy all have tournaments this summer. Indian Oaks Academy and Crisis Nursery Serving Wright County were active early in the year with Tool Bash and the Annual Spring Fund Raiser.

Special events play a key role in raising dollars for Nexus programs; in 2014, special events netted more than $65,000 — a number likely to be matched or exceeded in 2015.

Events are an important part of a comprehensive development program which also includes• Individual annual gifts,• Corporate funding and sponsorships,• Foundation grants, • Major gifts, and• Planned gifts.

Special events offer great opportunities for awareness, engagement, and they are an entry point for donors to begin a relationship with our organization. Plus, they provide an interesting and fun reason to get people together.

Events can also be very time-consuming and costly; it typically costs far more to raise a dollar through an event than through grant proposals or direct mail appeals. Therefore, it’s important to maximize the impact of events by looking beyond the dollars raised and considering how they can be a key component of a larger strategy that includes• building awareness of our work,• engaging people to be part of our mission, and • providing an opportunity to cultivate relationships that lead to increased future support.

Incorporation of the following tips allows for further success and offers long-term opportunities to grow

community support for our mission and the youth and families we serve.

• Clarify your goal – Identify monetary, visibility, and contact goals that you’d like to achieve; plan the program, venue, guest list, and strategies accordingly.

• Expand event committees – Include community members and prospective donors to build relationships, expand networks, and bring fresh ideas.

• Consider your guests – Choose a venue, date, and type of event to attract your key audience.

• Mission rules – Integrate mission into all aspects of the event (e.g., print materials, visual displays, program, speakers).

• Save the date – Secure the venue 9-12 months in advance, and communicate the event date as soon as possible to prospective guests. Get it on their calendars early!

• Strategize for sponsorships – Review prospects early, create compelling sponsorship packages, and remember that corporate sponsorship budgets are often made in the fall of the prior year.

• Prompt and personal follow-up – Follow-up is as critical, if not more so, than soliciting gifts and sponsorships. Receipts, personal notes, and thank you calls should be completed within one week of the event. Add personal touches (such as a photo from the event), and make each attendee feel important. They will remember you and come back again – maybe with their friends!

• Stay in touch, keep engaged – Add attendees to your mailing lists. Invite them to tours and on-site events. Offer volunteer opportunities. Encourage them to bring family or friends to future events. Increased engagement leads to increased support.

• Ask again – Unless specified by the donor, it’s okay to invite guests to make an additional gift to the organization between events. Most will respond positively – if we’ve done the hard work noted above.

CQI Corner

5 | JULY 2015

For this Cornerstone’s CQI Corner, we chatted with Theresa Jacobs, CQI Coordinator at Gerard Academy, about their development and use of a report card across their programs.

What is the report card? The report card is an outcomes and performance measurement tool that we developed to evaluate and track how well we are performing in terms of stakeholder satisfaction, service delivery, and youth outcomes. The philosophy behind the report card is that it is essential to keep our focus on the satisfaction of our customers and the services we provide. It helps to keep our fingers on the pulse of what makes us who we are and tells our story, and serves as a compass to show if we’re moving in the right direction.

How did you decide what to measure and how to reflect the information? We really wanted to get to the heart of what we do at Gerard and asked ourselves what we thought are some crucial things: Are we meeting our customers’ needs? Are our kids getting better? Are we doing what we say we do in terms of service delivery?

Since most people are familiar with report cards, we thought that it would be a concrete way to meaningfully measure what we’re doing. The report cards are something that everyone can relate to, and keep our high-achieving staff striving to reach a perfect 4.0 GPA!

What information do you use? We use three different sources of data. First, we use referral agent satisfaction surveys because we see referral agents as our “repeat” customers, who have multiple

Gerard Academy Report Card Measures Program Performance and OutcomesBy Becky SchedinDirector of CQI & Research

experiences with our services. We focus on what they tell us when a youth is new to our services and when they discharge, so we get a fuller picture.

The other data we use are drawn from our electronic health records system, Procentive. We look at whether youth completed their treatment or assessment service successfully during each time period. We also look at the program services provided, including skill-building workshops and activities, and the number and percentage of youth receiving at least one hour per week of individual therapy, two hours per week of group therapy, and the prescribed amount of family therapy.

A snapshot of Gerard’s most recent report card. If you would like additional detail about exactly how the report card is calculated and used, please contact Theresa Jacobs: tjacobs@nexus-gerard.org.

CQI Corner

denominators, and identify things that we can do differently in the future.

We have the most control over our ability to provide the therapy and skills services we promise to parents and referral sources; and our information shows that we are very successful at delivering those services. If we fall short, the clinical supervisors step in to make sure their team is providing the necessary services.

What challenges did you encounter when developing the report card?Making the report card user-friendly and easy for people to interpret and respond to was a tremendous piece of the puzzle. We worked very hard to make the information clear and meaningful, and to provide it in a timely fashion. Thankfully, our staff really supported the process.

We also needed to be aware of the limitations of the data. For example, being cognizant of the quality and amount of data was really important. If a small number of youth were discharged in a certain time period, or if data was messy, it could really affect our overall GPA.

What are your plans for the future?To extend our effectiveness in treatment beyond the walls of our facility, we will measure and grade our post-discharge success rate at three months. To be considered successful, the youth will have to be at the same or lower level of restrictiveness as the discharge placement, such as the parent’s or relative’s home, or a foster care placement. We’re really excited to see the results; we think it will tell us a great deal about youth well-being and permanency.

JULY 2015 | 6

Every month, we look at the information at both the program and unit level, as well as Gerard as a whole. Then, we look at a quarterly summary that shows trends and changes over time. We compile the information into a summary, and create different graphs that show the changes. We now have about two years’ worth of data to compare.

How is the report card used by internal and external stakeholders? Internally, we use this information to monitor trends and changes over time. We collect a lot of data, so we focused on some key areas that can provide meaningful information to support decision-making and adjustments. We share this information at the CQI quarterly meeting, and send it out to the clinical supervisors on a monthly basis, who then share it with their teams. If programs get scores of less than 3.1, or 90% in any areas, they follow up with a plan on how to improve it.

We also shared our report card with our Hennepin County auditors, and they were very impressed. We plan to showcase it to DHS in the future. The report card was also included in our COA reaccreditation as an example of how we use data to inform decision-making.

What has the information told you?The report card has really helped quantify our work and outcomes, and has told us that overall, our referral agents are very satisfied with our work. It has told us that kids are receiving the right services during treatment and that we have a very high success rate of kids who complete treatment.

It also helps us focus on the kids that we are not successful with; we can see if there are common

It is important to us at Gerard Academy to constantly strive to be a premier provider

and to be the first choice of our customers. In order to accomplish that, there are

certain things that, regardless of how busy we get, we cannot afford not to focus on.

The report card helps us maintain that focus.

Brent Henry, Executive Director

Gerard Academy’s quarterly report card GPA trend.

Agents of Change

7 | JULY 2015

Are YOU an Agent of Change?

Every organization has those individuals who propel an organization forward, despite facing the same constraints and odds as others in their organization and industry.

For whatever reason, these individuals seem to be able to do more with the same number of resources. They seek new solutions, and they are leaders within their groups and units.

These individuals share common characteristics that help them — and their organizations — succeed. It’s a special blend of qualities that come together to create an Agent of Change.

Agents of Change are vital to all organizations, but especially to those undergoing transition. They are so vital to Nexus’ transformation that we’ve named our 4th Annual Conference, coming up in September, after them.

While Agents of Change are special, they are not rare. Each of us has the potential to become an Agent of Change. How? By fostering the following characteristics in both ourselves and our coworkers.

Who is an Agent of Change?Google “Agent of Change,” and you’ll find lots of definitions. The following characteristics of an Agent of Change are expanded from an article on Toolbox.com:

1. An Agent of Change Lives in the Future, Not the Present. An Agent of Change sees things as they could be; not just as they are. He or she is constantly evaluating his or her job, processes, industry, and organization to see what can be improved. They are driven to make things better and to become the best.

2. An Agent of Change is Fueled by Passion and Inspires Passion in Others. Agents of Change are passionate about their jobs. They are driven to deliver their best — even when that means changing the way they do things. Their drive and dedication pays off with success, and that drives others to follow their lead.

3. An Agent of Change is Self-Motivated. Let’s face it: Change is hard. An Agent of Change understands that, but knows that change is part of growth. Rather than

being deterred by the challenge of something new, an Agent of Change is energized and motivated to keep learning.

4. An Agent of Change Understands People. All change is about the people involved. An Agent of Change connects with coworkers and helps them understand and embrace transformation.

How are Agents of Change Different?

• They think and act differently. Agents of Change have a clear understanding of where things are headed and what steps need to be taken. They may not have all the answers, but they are open to the process of change. More importantly, they are able to communicate that understanding to their coworkers. Agents of Change are not necessarily executives in the organization, but they are leaders among their coworkers. They are able to make the most of their situation and elicit change in others.

How to be a Positive Deviant!

Agents of Change

JULY 2015 | 8

6 Steps to becoming aPositive Deviant

From “Your Company’s Secret Change Agents,” by Richard T. Pascale and Jerry Sternin, Harvard Business Review, May 2005.

1. Be a Guru. Positive deviants identify problems, take ownership for making things better, and create a plan of action to begin the process.

2. Be Curious. Positive deviants think outside the box. First, they identify the problem. Then they investigate whether there are any people/organizations who are coping well with the same situation. Next, they ask the tough question: “How are they able to overcome (insert problem), given the same circumstances as me?” That shifts their perspective from anger to curiosity and learning.

3. Be Brave. Positive deviants feel safe talking about topics that are traditionally “off the table.” Discussing things openly invites others to help find solutions that can lead to real change.

4. Be Clear. Positive deviants state things concretely so they can have real discussions. Focused discussions lead to concrete actions. Concrete actions lead to real change.

5. Be an Example. Positive deviants know that for many, “seeing is believing.” They aren’t afraid to take the first steps and show others that change can work. Their example gives others the courage to follow.

6. Be a Force of Positive Change. Positive deviants understand that the idea of “change” often creates avoidance and resistance in staff. Rather than saying “we have to do it,” they build on positive momentum already found in their organizations. Positive deviants instinctively know that “people are much more likely to act their way into a new way of thinking than to think their way into a new way of acting.”

• They look at the situation from the clients’ perspective. When faced with transformation, Agents of Change ask the question: “What’s best for the kids and families?” Using this simple tool allows them to step back and see the situation from a new perspective, unclouded by personal emotion. They instinctively know that, while transformation is hard, sometimes it’s necessary to provide the best care for the clients.

• They are constantly learning and lead by example. Agents of Change keep abreast of industry changes and news. They see the bigger picture, and they share their knowledge with coworkers. Because they are knowledgeable, they become a resource for coworkers. Their professional growth serves as a powerful example for others.

• They build trust. When faced with difficult choices or tough questions, Agents of Change choose to do what’s right, even when that is hard. They build trust by being approachable, respectful, and reliable. Their personal approach creates a culture of leadership and learning that draws coworkers to them.

Agents of Change are vital to all organizations, but especially to those undergoing transition.

Live Well, Everyday

Find the Health Assessment Online

To access the health assessment, go online to www.managewell.com. Log in to your account, and click on the link for the health assessment. This will take you to the Mayo Clinic site where you can begin answering questions about your health and lifestyle. Your answers and your individual results are all completely confidential.

The health assessment is open now through December 31.

Login to ManageWellLogin with your email and password.

Forgot your login information?Contact your site HR office.

New UsersClick “Sign Up”

Enter nexus followed by your employee file number (nexus123456*)*Find your employee file number on your ADP pay statement, or get it from your HR office.

Enter your birthdate and click “Next”

View your results and use the health tools at myhealthyliving.mayoclinic.org

Now through the end of the year, Nexus employees can take the Mayo Clinic Health Assessment to learn more about their overall wellbeing, any potential health risks, and steps they can take to lead a healthier life! There is absolutely no cost to take the health assessment, and results are completely confidential.

If you took part in the biometric screenings completed this past spring, many of the questions will already be filled in for you, and you will receive a more accurate report of your overall health. Questions range from family history and lifestyle choices, to general health questions about cholesterol levels and physical activity. The assessment typically takes about 15-20 minutes to complete. Results will post on the ManageWell site within 48 hours.

At the end of the assessment, you receive a personalized action plan generated by Mayo Clinic that details your strengths and weaknesses in nutrition, tobacco, and alcohol consumption, stress management, physical activity, sleep, and weight. You’ll get access to wellness plans to help manage your current strengths and improve on areas of concern. The site also has a calorie counter, a meal planner with a variety of recipes, and weight, fitness, and measurement trackers to help you gauge your progress.

To take the assessment, all you have to do is log on to your ManageWell account and click the health assessment link, which will redirect you to the questionnaire. To revisit your results and use all the great tools the site has to offer, click on the Mayo Clinic link on your ManageWell page, or log on to myhealthyliving.mayoclinic.org.

It’s a Win-Win! Employees who participate in a Nexus health plan and complete the health assessment will receive $50 back on their medical premium in the first quarter of 2016. You get free information about your wellbeing, and money back in your pocket!

See How You’re DoingTake the Health Assessment

9 | JULY 2015

Eureka! Award

JULY 2015 | 10

Nexus received Minneapolis/St. Paul Business Journal’s 2015 Eureka! Award for the Gerard Academy Bridging Program in collaboration with Dakota County.

The annual award honors Minnesota companies who are “bringing new ideas to the table to better serve their clients, employees, and communities.” Nexus took honors over four companies in the nonprofit category.

Overall, 26 companies were nominated this year for their innovative efforts, and 12 were selected by a panel of judges as the winners in their individual categories.

Award-winning Bridging Program Serves Kids Faster, Delivers Durable Outcomes, and Saves Counties Money

In 2010, Dakota County approached Gerard Academy with data suggesting a program that provided intensive, continuous services to at-risk youth and their families could send young people home faster, with better outcomes. Gerard Academy stepped up.

Loren Nerison, admissions coordinator at Nexus’ Gerard Academy, said, “What we brought to the table to make this successful was our willingness to adapt.”

The Bridging program assigns a community-based therapist to work with a youth in residence at Gerard Academy from start to finish, meeting with the child and family on Gerard’s campus and with the family in their home.

Success is reliant on several factors:• A high level of family involvement in family

therapy, visitation, and decision-making regarding the youth’s course of treatment

• Focused goals and therapeutic interventions that develop skills in both the family and youth

• Effective safety planning• Effective discharge planning• Comprehensive aftercare planning• Intensive care coordination/case management• A high level of accountability

“We’ve learned that to get durable outcomes for kids, we have to put as much effort into working with families and stabilizing those families as with the kids,” David Hutchinson, CEO, said.

The results of the program have been outstanding, and Gerard’s success with Bridging is now being emulated by Mille Lacs Academy and Woodbourne Center.

Congratulations to the staff at Gerard Academy and to Nexus for receiving this honor. It is a shining example of Nexus’ commitment to innovative programming that strengthens lives, families, and communities.

Eureka! Nexus wins an award for the innovative Bridging Program

COMPARISON YOUTH0-12 months post-RTC discharge $385,410.79

13-24 months post-RTC discharge $283,014.99

TOTAL $668,425.78

BRIDGING YOUTH0-12 months post-RTC discharge $151,281.03

13-24 months post-RTC discharge $50,848.23

TOTAL $202,129.26

Mille Lacs Academy

Mille Lacs AcademyBreaks Ground

Pederson Pavilion Groundbreaking

On July 10, Mille Lacs Academy hosted a groundbreaking ceremony for a pavilion adjacent to the playground area on campus. A group of approximately 40 people gathered to break ground on what will become the Pederson Pavilion at Mille Lacs Academy. This project was made possible in large part by a generous donation made by the Delores Pederson Trust.

Delores Pederson was recognized during the ceremony for her wonderful service to the community and to Mille Lacs Academy. David Hutchinson, Nexus CEO, stated that “as a nurse, Delores’ entire professional career was dedicated to helping people.” He went on to say that, “The desire and passion she had for people, she brought to Mille Lacs Academy.”

MLA’s Executive Director, Jason Donahue, added, “Delores had two unique gifts — one was sight, and one was vision. They are two different things: sight deals with what you can see; vision deals with what you can be. She believed in the power of individuals, the power of families, and the power of communities.”

The pavilion and its design will be used to create a space that will promote healing for MLA youth and families. It is hoped that construction will be completed by late August.

11 | JULY 2015

MLA’s Groundbreakers (left to right): Jeff Sharp, MLA Facilities Supervisor; Michael Asher, Michael Asher Construction; Chris Kotsmith, Milaca Building Center; Jason Donahue, MLA Executive Director; David Hutchinson, Nexus CEO; Steve Leach, Leach Electric.

Nexus CEO and MLA Executive Director start the digging.

MLA youth jumped in to help break ground.

Jason DonahueExecutive Director

20th Annual Golf Tournament

Director’s ReportMLA has been busy focusing on the foundation of our service and care operations in our programs, as well as with the families and communities we serve.

Previously, I’ve outlined our work in shifting away from a “playing-not-to-lose” to a “playing-to-win” mentality — to stop thinking about playing it safe, and start thinking about transforming our services to meet the changing needs of our youth, staff, families, and communities.

This movement has us dealing with paradigms where we may be “playing to cruise,” and doing things in ways that are comfortable and familiar and don’t present risks or problems. There are also mentalities where we work to improve our services to be better than the competition and become the overall best, but these methods often don’t lead to sustainable success.

As we move to “playing to win,” our teams look at our practices and ask, “How can we do this better to be the best that we can be?” This question helps identify the talents of our teams at the youth and staff levels, and helps align our efforts toward change.

The playing-to-win mentality includes the following ideas:• Redesigning the treatment planning to further address the

individual needs of youth and families.• Transitioning our billing codes and completing the DSM-5

documentation required for billing. • Revamping our New Employee Orientation to provide

a greater training in trauma-informed care and milieu management.

• Continuing the interest in our vocational program by getting input from our youth on what they’d like to learn, and structuring activities to reach various interests. Youth feedback is very positive; many find the power of compassion and service with others, eye-opening.

• Using the Family Collaborative Model during a youth’s admission process and for follow-up sessions with the family throughout treatment. We continue to yield positive feedback from families and various workers involved in this initiative.

• Enhancing our younger special needs program by utilizing creative solutions and best practices from other programs. Staff from all departments are assisting program staff in creating enhancements.

It is exciting to watch our transformation continue as we reshape our thinking to embrace learning and growth. I am very grateful for the hard work of our team members as we strive to find creative solutions and foster uniqueness.

JULY 2015 | 12

MLA Hosts 20th Annual Charity Golf Tournament

Since 1995, Mille Lacs Academy has invited golfers to help raise funds for MLA youth, while enjoying a day out on a local course. On June 18, MLA hosted its 20th Annual Charity Golf Tournament at Stones Throw Golf Course in Milaca. After two years on soggy golf courses and rainy weather, golfers were finally lucky to enjoy a gorgeous sunny day out on the greens.

We tried out a few new things this year, and all changes made positive impacts on the event. Unlike previous years, this year’s tournament was held in a different city, at a new golf course, and the event was on a Thursday, instead of our usual Friday tournament. This was our first time at the Stones Throw Golf Course, just outside the Milaca city limits. Golfers enjoyed the course and the change of scenery, and many appreciated the shorter drive from the Twin Cities. Coincidentally, the course features the Rum River, which is sourced from MLA’s hometown of Lake Onamia.

The tournament brought in four additional teams than last year’s total, and also raised more than $7,000 toward the next phase of our ongoing playground project. We owe great thanks to all of our golfers, volunteers, supporters, and our two sponsors – Lee F. Murphy and Bremer Bank.

Our title sponsors were Lee F. Murphy and Bremer Bank.

The event was held at Stones Throw Golf Course in Milaca, MN.

MLA Vocational Coordinator Stacey Carlson won one of many prizes.

Wayne Bogatzki of Lee F. Murphy scored a shirt from the raffle drawing.

Gerard Academy

Gerard AcademyTalent Show Winner

The students at Gerard Academy’s New Dominion School held a talent show to showcase some of their skills to their peers. At the end of the show, students had the opportunity to vote for their favorite performance, and this year’s first place winner was Asher A. with his speech on recognizing the difference between positive and negative life situations. Here is his winning speech.

A TragedyBy: Asher A.

I considered a lot of different subjects while I was deciding what to do for this speech. I wanted it to be something meaningful, something real, something that wasn’t cheesy. What finally gave me this idea is a book I’m currently reading called The Beginning of Everything by Robyn Schneider. There’s a point that the main character consistently brings up; his point is that everyone gets a tragedy. This makes sense. Everyone has that moment, that period of time in which they have that big struggle.

Everyone here [at Gerard Academy] is going through something — family problems, trauma, depression, anger management…something. And yet, this is not our tragedy. That is not to say that what we are going through right now isn’t tough, that some of the things we’re dealing with now won’t be the hardest things we’ll ever have to deal with. The reason I’m saying that this isn’t our tragedy is because being here, being away from people, away from things, is not bad.

Have you ever noticed those cool kids in the schools outside of here? The ones that are mean, rude, shallow — they’re the ones that haven’t learned to deal with things in the positive ways that we are learning. I’m not saying that all people who haven’t learned to deal with these things are jerks, just that people who have made it out successfully seem happier.

Another thing that this reminded me of was something a friend of mine once said. I was sitting on my bed, crying, and my roommate came over and asked what was wrong and I said, “I hate this. I hate my life, myself, everything.” I sighed and said, “Life sucks.” She just sat there for a moment, and then she started giggling. I looked up at her, thinking perhaps she was mocking me. She saw the hurt look in my eyes and said, “Life does NOT suck. Life is a crazy, beautiful ride full of joy and wonder and awe.” I continued to stare back at her, and as she stood to go to group she said, “No, life doesn’t suck, the situation does.” And for days, I could not get that thought out of my head. In fact, still not a day goes by that I don’t remember that wisdom.

I also want to talk about labels. Labels can be nasty things as well as simple facts. “Crazy,” “stupid,” “nerd,” “jock,” those are all hurtful things that some people are labeled. Then there are labels that are simply facts – “teenager,” “artist,” “scientist” – these are just categories in which we

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“

“Life is a crazy, beautiful ride full of joy and wonder and awe.

Brent HenryExecutive Director

Director’s ReportI recently watched a DVD on The Wrecking Crew, a group of studio and session musicians that played anonymously on many records in Los Angeles during the 1960s. The crew backed dozens of popular singers like Elvis, Frank Sinatra, and The Monkees, and was one of the most successful groups of studio musicians in music history. Whether you know of The Wrecking Crew or not, you have heard their music.

The Wrecking Crew was the best at what they did, not just because of their individual talent, but also because of the synergy they created between themselves. In a recent interview, I was asked about the creative process at Gerard Academy and how it worked. The magic at Gerard Academy does not lie in our individual talents, but between two or more people when they come together. I explained that most of our lasting ideas do not come from formal meetings, but when small pockets of people get together and create a synergistic experience. Interestingly enough, the interviewer told me that my answer was similar to the response from leaders at 3M.

Fast approaching is the time to begin work on our 2016 strategic plan. Gerard Academy’s “Wrecking Crew” will meet to engage in a creative process to design our future. When Napoleon was asked, “How are things under the circumstances?” his response was, “I create circumstances!” That is the spirit in which we approach our strategic planning. Our Wrecking Crew has been fortunate enough to have some hits. We’ve added beds, we’ve created a short-term residential program, a Bridging program, and now an outpatient program – and the list goes on. We look at current trends, pay attention to what our customers need, and engage in brainstorming activities; and out of that process, we discover our strategic plan.

While our Wrecking Crew is comprised of individual talent, we are all united by the desire to not just be the best at strengthening lives, families, and our community, but to also be different. Gerard Academy is ready to rock ‘n’ roll!

Talent Show

fall. Everyone labels each other, whether we realize it or not. For instance, you might be labeling me as a member of Marseille right now, or maybe as a writer, or simply just as a person giving a speech. It’s not necessarily a bad thing. It’s the stereotypes, the assumptions, and the rude things we label people that aren’t okay.

So, to wrap this up, there are three important things to remember: One, this is not our tragedy. Two, life doesn’t suck. And, three, some labels are okay.

My name is Asher, and my life doesn’t suck. I am a teenager, an artist, a writer, a musician, a student, a helper, a reader. I am intelligent, kind, strong, hopeful, caring. My name is Asher, and I refuse to be a tragedy.

JULY 2015 | 14

““My name is Asher.... I am a teenager, an artist, a writer,

a musician, a student, a helper, a reader. I am intelligent, kind,

strong, hopeful, caring. My name is Asher, and I refuse to be

a tragedy.

Onarga Academy

Onarga AcademySummer Snippets

Employee Wellness: The Ultimate Loser Challenge is a Winner

Onarga Academy’s Wellness Committee has organized the Ultimate Loser Challenge. “This is no ‘Biggest Loser’ campaign,” says Human Resources Manager,

Sheri Ritchie. “This is the Ultimate Weight Loss challenge!” We had 49 participants start the eight-week challenge.

Besides the biweekly weigh-ins, participants have multiple incentives to stay on track. For example, at the recent kickoff presentation, a nutritionist and a fitness expert were present to discuss simple techniques and tips to stay on track.

The goal is to lose three pounds per weigh-in. Participants who lose three pounds as planned, they

receive a small prize. The participant who loses more weight than all the other challengers during a 2-week period wins an additional prize.

With each weigh-in, participants are given additional information to add to the wellness planner they received during the kickoff meeting. The planner includes sections for inspirational quotes, recipes, fitness tips, food and fitness logs, and so much more.

During the non-weigh-in weeks, participants can attend a “Quick Check-In” meeting, where they have a chance to discuss any roadblocks they’re facing and share any successful tips or recipes they’ve discovered.

At the end of the eight weeks, the Ultimate Losers will be announced at a special Ultimate Loser Finale Celebration. Two participants will take home the winning title: one for most percentage of body weight lost, and one for most inches lost.

Six months after the finale, all remaining participants will have one last weigh-in. The participant who has maintained his/her weight loss or lost the most since the finale wins a prize.

The Wellness Committee really wanted to maintain accountability during the challenge, to help participants develop healthy lifestyle changes and maintain their weight loss after the challenge.

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Ashley Mathewson, Dietitian from Iroquois Memorial Hospital, led a healthy eating discussion at the Ultimate Losers Challenge Kickoff.

Dennis WileyExecutive Director

Director’s ReportIn early July, a high-ranking member of the senior leadership team for DCFS asked me if I would be willing to share information about Onarga’s programs with two visitors, Laura Arnau and Josefina Sala from Spain’s University of Barcelona, Research Department.

Their goal was to learn as much as possible about Illinois’ systems in conjunction with collaborative work at Chapin Hall-Chicago. We introduced them to all levels of programs here, and compared notes, as well as experiences, with our two countries’ approaches to child welfare. They were bright, insightful, and full of enthusiasm. The following day, Laura sent this email to the DCFS administrator who set up the visit:

“All Onarga’s staff were so nice with us. We are so impressed with the programs and the services they offer to the youth; how they work step by step with the youths’ growth and their emancipation process... And also the way they work, how they train all the staff, they are always innovating... The implementation of the learning organization they have. Really impressive! Thank you for this great visit.” – Fina and Laura

This is just a reminder and validation of the great work Onarga Academy staff do on a daily basis. Thanks for being so hospitable and welcoming to our international colleagues.

On another note, I want say thanks again to Onarga Academy staff for a job well done! We exceeded the DCFS contractual Medicaid services for fiscal year 2015. Even though state documentation requirements can be overwhelming, our team works hard to meet the clinical service expectations for all youth in our care.

Summer Snippets

Thursday Grill Works with Chef Woody

Since mid-June, summer has gotten much hotter at the Cornerstone Cafe’ and Gallery! With extended hours every Thursday, from 11 a.m.-1 p.m., the Cafe stays open to offer a delicious lunch from the grill. The Thursday lunch special includes Chicago-style hotdogs, bratwursts, chips, soda, and cookies, as well as café favorites like iced tea, coffee, and smoothies.

The grill is manned by Chef Woody – Onarga Academy’s Vocational Specialist, Woody Cowan – and the meal is prepared by the Cafe’s youth employees. The Thursday lunches are a big hit with Onarga Academy staff and community members.

Upcoming Events at

Onarga

JULY 2015 | 16

August 6: Treatment Program Graduation

August 20: Employee Recognition Celebration

Sept. 17: Employee Health Fair

Indian Oaks Academy

Indian Oaks AcademyChanges on Campus

Lighthouse Group Home is Final Piece of IOA’s New Campus

Indian Oaks Academy’s group home for girls opened this past April, with room for eight young women between the ages of 12 to 21. The Lighthouse is designed much like a family environment, with a shared sense of independence and community.

Single bedrooms are located on the second floor, and common areas including the kitchen, family room, and study areas make up the first floor. Meals, decisions, cleanliness, and learning are focused on a sense of community and healthy living practices. Clients must attend school at our on-site Safe Harbor School or a community school.

The Lighthouse group home is a step down from residential care, but still maintains structure and culture that supports a therapeutic environment. Clients typically reside at the Lighthouse for 12 to 18 months, with the goal of moving to a more independent living option like a transitional living place, or the return home to a client’s family.

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A sailor’s (client) private bedroom at the Lighthouse.

The kitchen adjoins the first-floor great room.

First-floor computer and study room. Lighthouse Case Managers Koree Read (L) and Jordi Fry (R) in their new office.

Mike ChaversExecutive Director

Director’s ReportStarfish Family Homes (the foster care arm of IOA) held a foster family appreciation event at the Perry Farm in Bourbonnais on July 21. The free family fun day was open to all foster families in Kankakee County, and provided a great opportunity for siblings to have a play date. Starfish provided free pizzas, and the event was capped off with a free concert in the park at the Perry Farm.

One of IOA’s MVP (Mission, Vision, Purpose) committees also wrapped up the Christmas in July New Toy Drive that benefits the Annual Spirit of Starfish Giving Event. Participants could drop off gifts at several locations this year, including four public libraries, three banks, and at Riverside Medical Center’s Mental Health Unit. The Spirit of Starfish Giving Event takes place every December and provides Christmas gifts to youth in foster care in Kankakee and Iroquois Counties.

Changes on Campus

JULY 2015 | 18

New Places in Old SpacesWhen campus construction of new program cottages was completed last year, the original IOA buildings ended up with some empty spaces that were repurposed to meet our commitment to our kids and families.

Two former classrooms in the old Safe Harbor School wing are now part of a family center, featuring the Beattie and Rookey Family Rooms. Youth and their families have access to the rooms during and after hours for family visits, with vending machines nearby.

The rooms were named to honor two men who made great contributions to Nexus: founder Jim Beattie, and former Vice President of Clinical Operations, Patrick Rookey (now retired).

Also getting a makeover was the Nursing Department. Work was recently finished that revamped the nursing office, and added a new exam room for physicians seeing our kids. Doctors also have a newly refurbished office for private sessions.

Cats at IOAVocational Manager Jim Shrove and Job Coach Counselor Gary Burnette put our kids to work for the community’s Acting Out

Theatre Company. The group is putting on an open-air production of Cats near the IOA campus. Vocational students built the entire stage for the production, and IOA is lending building space for costumes and dressing rooms.

(Left) Case Manager Dominic Catalano observes a family visit in the Beattie Family Room.

The Rookey Family Room.

Nurse Allison Stirling (L) and Admin Assistant LaCretia Thompson (R) in the new nursing office.

Vocational students built the Cats stage.

The foster family appreciation event took place at Perry Farm in Bourbonnais.

Woodbourne Center

Woodbourne Center

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Woodbourne VolunteersWoodbourne students are delving into the community by volunteering with local organizations like Habitat for Humanity of the Chesapeake, Urban Forest, and Civic Works.

The youth working with Habitat for Humanity rehab homes for single mothers in Woodbourne Center’s neighborhood. Other students clean up and plant trees for Urban Forest in the Govans-York Road area, a short ride from the Woodbourne campus.

In August, students begin volunteering with Civic Works, a nonprofit that “strengthens Baltimore’s communities through education, skills development, and community service,” reads the Civic Works website.

Addie Johnson, Interim Principal of Woodbourne School, coordinated these efforts when she noticed many students developed handy skills, to which she credits the carpentry program led by Mr. Bartholomew “BJ” Jackson. She believes volunteer opportunities benefit not only the young men’s resumes, but also their mindsets. They learn humility, she says, to be grateful for what they do have, as well as what it’s like to be appreciated for little things you do for others.

Volunteering is new to many Woodbourne Center youth. “A lot of our children have never been exposed to these opportunities,” Johnson says. “Once they are, it really helps with their self-confidence. It lets them know, ‘I can achieve. I can do this.’”

“Teachers have said the boys seem a little more calm, a little more focused, a little more humble and grateful,” says Johnson. “You’re not going to destroy anything you’ve helped build. Really, we’re helping to rebuild Baltimore.”

Our Daily BreadFor the past six years, students and staff from Woodbourne Center have remained a stable presence at Our Daily Bread

Employment Center. A Catholic Charities organization, Our Daily Bread serves hot lunches to 500-800 people daily, and also offers job coaching, case management resources, shelter application assistance and resources, as well as an intensive residential program for homeless men in Baltimore. Unlike most soup kitchens, Our Daily Bread is unique in that volunteers actually serve the guests.

At the core of its operation, Our Daily Bread relies heavily on volunteers; to make the day successful, it requires a minimum of 30 volunteers. Our crew volunteers twice monthly and has a tremendous impact on the assistance of this great program. One Woodbourne youth remarked, “I enjoy helping others. It’s nice to make someone’s day.”

Healing DrumsAs Dorothy Adamson “Dr. Dot” Holley plays African drums and chants original verses of self-love and encouragement, her clinical background is not obvious, but the passions are deeply entwined.

“The decision to integrate drumming into clinical practice was a direct result of having personally experienced the healing power of the drum. African drumming offered a perfect balance to my tendency to intellectualize, to analyze, to plan, and to control,” Holley says. “African drumming took me out of my head, into my body, and into my feelings, inviting me to release pent-up emotions and helping to restore much-needed balance. Understanding and

Our Daily Bread soup kitchen

Tony WilsonExecutive Director

Community Connections

Director’s Report“Our only security is our ability to change.” – John Lilly

Woodbourne Center continues to make positive changes. In July, we implemented a complete restructuring plan of our clinical team and unit leadership; we can already see improvements in our seamlessness, communication, and continuity. Credit goes out to Dr. Beck and her work with her team to keep the ship steady. Also, Steven Schreiber was promoted to HR/CQI Manager because of his excellent work as CQI Supervisor. We have total confidence in his ability to excel in his role where he can blend CQI and HR to help move us forward.

We have adopted and adapted the Bridging Program, which allows us to integrate community-based, intensive, in-home services with a 60-day residential intervention for kids and families that meet the criteria. Competition to admit clients is very high in Maryland, and implementing this program sets us apart from other facilities in the state. Several Maryland stakeholders agree that this program could potentially meet and exceed their initiatives to decrease lengths of stay and the recidivism rate, all while saving the state money in the process.

We met with the Governor’s Office for Children where we expressed our ability to meet the needs of kids and families and adapt when necessary. We also shared our vision for our kids, which included the development of a vocational program. Our team also met with the DJS Secretary, Sam Abed, in late July. Mr. Abed oversees and manages the functions of the Department of Juvenile Services in Maryland. We are excited to share our mission, vision, and values.

Our Treatment Foster Care program, led by Chaya Caine, continues to do an amazing job! They continue to show positive outcomes for the youth in their program and have been very successful in recruiting families, while also supporting current foster families. On June 30, the foster care team recognized families at the Annual Parent Appreciation Banquet. It was a tremendous success, and feedback from the families affirmed that the program keeps getting better.

Lastly, we have withdrawn our membership with MARFY, the local advocacy group for nonprofit agencies, and acquired the support and services of a lobbyist and former Maryland Senator, Mr. John A. Pica, Jr. Pica retains an immense number of relationships and influence among the people that make decisions within the state.

JULY 2015 | 20

experiencing the therapeutic benefits of drumming, I felt compelled to share this ancient, sacred art practice to clients who might also benefit from the drum’s healing potential.”

A former clinical director, Holley continues her relationship with Woodbourne Center by acting as a clinical consultant, which she has done for the past eight years. Her company, Rhythmic Healing Circles specializes in a method called Drumetry™ – the combination of drumming and poetry – which she believes offers its own unique form of healing.

“We discover our unique, authentic voice and learn to give that voice full expression,” she says.

“When our experiences and emotions are allowed full creative expression, we give voice to our pains, our fears, our suffering, and our hope, opening ourselves in ways never before imagined. Giving creative voice to our experiences and emotions reduces our potential to express them in harmful, destructive ways.” Holley says. “Drumetry™ is a potent, viable vehicle for exploring and transforming our pain, and it can be brought into individual and group therapy sessions to serve as a meaningful support to the treatment process.”

Holley aims to create a safe atmosphere that welcomes creative and emotional expression to aid healing. “Creating poetry and music is medicine,” she says. “The medicine is in the music!”

Making WavesThroughout June, Executive Director Tony Wilson and Director of Development Bill Mojica met with former Senator John A. Pica, Jr., Delegate Maggie McIntosh, Delegate Mary Washington, and City Councilwoman Mary Pat Clarke.

These meetings provided valuable insight on education, foster care, and the current state of the city and its budgetary process. Delegate McIntosh has a keen focus on education and supports our efforts to serve more students, while Delegate Washington offered her help in creating a story for our future mission. We introduced our initial plans for a vocational program, which Councilwoman Clarke was very passionate about. She also discussed how to make Woodbourne Center the premier choice for referrals.

Woodbourne is scheduled to meet with Senator Joan Carter-Conway to focus on education and moving forward with a vocational program, and with officials from the Department of Juvenile Services where longtime supporter, Delegate Curt Anderson, will join the discussion.

Dr. Dot teaches healing through Drumetry.

Kindred Family Focus

Kindred Family FocusAnnual Fund Raisers

This past April, the Crisis Nursery Serving Wright County held its 17th Annual Spring Fund Raiser at the Buffalo Civic Center, marking another great year, thanks to volunteers, donors, and supporters.

The Annual Spring Fund Raiser consisted of a live and silent auction, with theme baskets from various organizations and donors, along with larger items like event tickets, spa packages, and loads of other goodies. Guests were also treated to a delicious barbecue buffet from Red’s Catering of Montrose, and Red’s donated $1 from every drink purchased to the Crisis Nursery.

With the great turnout at this year’s event, the Crisis Nursery raised more than $24,000. The program also received a generous $1,000 donation from the Buffalo Kiwanis at the event.

Staff from the Crisis Nursery shared their gratitude by saying, “We are so thankful for all of our ongoing business and individual donors. We are also glad to see new donors step forward each year to join us in helping families in our community.”

Contributions from the fund raiser go directly to the Crisis Nursery to help serve children and families in the Wright County community, and to support the Nursery’s work to prevent child abuse and neglect.

The Crisis Nursery provides emergency support services and childcare, along with essential supplies for children – diapers, wipes, etc. – to families experiencing a crisis situation.

A representative of the Crisis Nursery said, “It’s no secret that when times get tough for families, they need support. They need their family, friends, and neighbors; and when those resources aren’t available, we hope they will reach out to other supports, such as the Crisis Nursery, to help keep their children safe. The Crisis Nursery is able to work with each family’s individual needs to help the family grow healthier and stronger – every child matters, every family matters!”

21 | JULY 2015

The Buffalo Kiwanis gave a generous $1,000 donation to the Crisis Nursery program at the Spring Fund Raiser.

George HendricksonExecutive Director

Director’s ReportFor those who have worked with the child welfare system over the years, it may seem unrecognizable to you these days. I’m hopeful that the new DHS practices and federal mandates will result in better outcomes for our clients. Here are some recent updates and concerns.• The state reviewed its child protection

practices, and recommended multiple changes to county child protection and law enforcement expectations; for example, law enforcement is now notified in all child protection reports.

• Both county and private programs’ number of available foster homes is diminishing. Many seasoned foster homes are retiring, and along with the retirements go expertise, wisdom, advice, and a sense of what our model was developed on. Today’s families are much busier, and finding time to care for another person often doesn’t fit into their schedules.

• Two factors have significantly affected our ability to recruit and retain families: 1) MN DHS implemented the MAPCY program, changing foster parent reimbursement. Often, the same client is re-assessed in the same home and will receive a significantly reduced reimbursement level. 2) Many families question why KFF investigates all allegations/complaints. Our agency role has changed over the years, and we have no choice but to investigate, even though we know that clients can and do make false allegations. This change creates a tension between foster parents and the agency.

• The county often makes permanency plans for youth without input from those conducting daily care. The following info comes from a recent Star Tribune article about this issue.

• Since 2007, more than 8,000 children in Minnesota have been considered foster care “re-entry. The Federal Children’s Bureau is withholding more than $755,000 in child protection funding because Minnesota’s re-entry rates are too high. Only four counties in the state had acceptable re-entry rates. The national standard is no more than 10% of children re-entering foster care within a year, yet 58 counties had rates double the standard. Three counties had rates of 40% or more. In 2014, about one in every four foster kids returned to out-of-home care.

Many of the changes don’t seem to work well together. We expect additional child protection investigations will result from the recent review, causing an increase in the number of children and families needing service, and an increase in the number of children entering foster care. But, many families are retiring, and recruiting new families is tough, especially with the state using a reimbursement system that families find unsupportive. It feels like we are working against each other. This will be an interesting journey.

Annual Fund Raisers

The Crisis Nursery’s 6th annual Timber Dash 5k Trail Run/Walk and Kid’s Run at Lake Maria State Park in Monticello, MN, is set for Saturday, October 3 at 9:00 a.m.

Last year, the Timber Dash drew 300 attendees and raised more than $8,000 for the Crisis Nursery. This year’s race is expected to draw anywhere between 250 and 500 attendees. The Crisis Nursery is hopeful that proceeds will top $10,000. Besides running in the Timber Dash, supporters can also contribute by becoming an event sponsor, making a donation, or just by spectating.

To join the Timber Dash festivities, call 763-271-1681 or go online to www.timberdash.com.

JULY 2015 | 22

Runners dashed through the starting line at last year’s race.

knock s

Have an idea for a story? Contact Nancy Baldrica, Cornerstone editor nbaldrica@nexustreatment.org763-551-8671

Nexus: Strengthening Lives, Families, and Communities Through Our Cornerstone Values

Nexus is a national, nonprofit organization that helps youth rehabilitate and reintegrate through a continuum of diversified services from residential to in-home counseling.

Nexus offers residential treatment programs, group home living programs, transitional living programs, treatment foster care, inpatient acute psychiatric care, in-home counseling services, alternative to residential

treatment services, adoption, referrals to other treatment providers, and ongoing support to youth in our care.

The Nexus Family of Treatment Programs is a group of programsoffering diverse programs and services for children and families that is operated by Nexus, a Minnesota nonprofit corporation and its subsidiaries: Gerard Treatment Programs, LLC. While these programs are operated by separate and

distinct legal entities, they share an underlying adherence to the Nexus Cornerstone Values and Guiding Principles and enjoy the efficiency and economy of coordinated management functions.

Nexus locations include Mille Lacs Academy, Gerard Academy, Onarga Academy, Indian Oaks Academy, Woodbourne Center, and Kindred Family Focus.

Cornerstone is published bi-monthly by Nexus. All articles are copyrighted by Nexus. Reproduction of any part of this publication is prohibited without written consent.

Editor: Nancy Baldrica 505 Highway 169 North, Suite 500 Plymouth, MN 55441-6447

Corporate: 763-551-8640 Editor: 763-551-8671 nbaldrica@nexustreatment.org www.nexustreatment.org

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