TRANSITION HOUSE INC

1 TRANSITION HOUSE , INC. WE LISTEN. WE RESPECT. WE SUPPORT. WE EMPOWER. Table of Contents NARRATIVE INCLUDING GOALS AND OUTCOMES PAGES 1-2 TH IMPACT AND OUTCOMES PAGE 3-5 TH OVERVIEW FY'84 - FY'16 PAGE 6 TH PARTICIPATION OVERVIEW PAGE 7 TH CLIENTS SERVED FY'16 PAGE 8 TLP OUTCOMES & DEMOGRAPHICS FY'16 PAGE 9 TLP DIAGNOSIS AND CLIENT CHALLENGES OVERVIEW PAGE 10 COP OVERVIEW FY 16 PAGE 11 TH WELLNESS PROJECT PAGE 12 TH MONTHLY REPORT SUMMARY FY'16 PAGE 13 TH FINANCIAL OVERVIEW PAGE 14 TH YEAR END FINANCIAL STATEMENT FY 16 PAGE 15 TH FINANCIAL COMPILATION REPORT FY 16 FROM BECKY FLEMING, CPA PAGES 16-17 Please Note: TH = TRANSITION HOUSE TLP = Transitional Living Program COP = Community Outreach Program 700 Asp, Ste.

2 2, Norman, OK 73069 405-360- 7926 405-360-2339 (fax) TRANSITION HOUSE , INC. Changing Lives by Creating Pathways for Mental Wellness. We Listen. We Respect. We Support. We Empower. It has been 30 years since I began as Executive Director at TRANSITION HOUSE . Though many things have changed, there are some constants. At TH, we believe in people. We believe recovery is possible and there is hope. We reluctantly accept that we cannot cure mental illness, force acceptance and/or impose the desire for recovery onto to anyone. Over the years, we have continued to find new ways to share support and information with people on their journey to wellness. Our approach has been one that requires active listening, mutual respect with healthy limits, kindness and support while maintaining integrity and honesty - all with a focus on empowering individuals to live a more well and joy filled life.

3 The services have developed and evolved based on the needs of the people. The results - people who come to TH recognize that when they are ready, TH is the place that provides education, support, opportunities and hope for recovery from mental illness and advancement of wellness. In addition, we now provide opportunities for prevention and early intervention for community members and OU students through the TH Wellness Project. KEY ACHIEVEMENTS: Two years ago, TH was facing a significant funding deficit. Thanks to ODMHSAS (Department of Mental Health and Substance Abuse Services), our funding cap was increased and we were able to balance our budget. Since that time: PEOPLE SERVED: TH has increased the number of people served by 59% - serving 92 people in FY 14 to 146 in FY 16 COSTS: Overall cost per unit of service decreased from $70/unit to $58/unit.

4 This was significant growth during a time when we were re-establishing our clinical team. As the number of people served increased, our cost per unit of service decreased. Yet another reminder that when adequate funding is provided, staff can focus their time and energy on training, service delivery and program development. OUTCOMES: Also important are the outcomes. The following numbers reflect the average percentage of clients who had improvements/maintenance in: Mental Illness Management: 77% Social/Recreational Skills: 78% Work Related Skills: 81% Community Living Skills: 81%. GOALS FY 16: Agency Stabilization and Development o Providing adequate salaries, benefits, training and support to staff to strengthen service development and reduce turnover.

5 O Stabilization of resources to allow focus on ways to better serve clients and the community. o Creating practices that align with the TH Culture. Community Visibility o Expanding TH s community presence. o Further development of Transitionisms to increase social media presence while providing meaningful wellness related messages. o Further develop Gifts of Hope Project to share a gratitude component of the clients recovery work with those who support TH. Community Outreach o Continue to develop the TH Wellness Project to broaden opportunities to educate and support community members and students seeking healthier ways to advance their holistic wellness. OUTCOMES FY 16: Staff members received a salary increase at the beginning of FY 16.

6 Additional training opportunities were provided to the staff since the TH training budget was increased. In addition to outside trainings, training DVD s were purchased to increase training opportunities at a reduced cost. Clinical staff participated in more routine consultation from their supervisor, plus received bi-weekly consultation with our COCMHC consultant. Board members and community volunteers took a more active role in fund raising efforts. This allowed staff to focus more clinical work and program development. As a team, we worked together to hold each other more accountable to the agency s culture. Staff achievements were recognized and celebrated: o Clinical Director Mary Hopkins, MHR led the Clinical Team s development.

7 In addition to her routine job responsibilities, Mary was active in community networking and outreach and contributed to the development and implementation of the TH Wellness Project. She also completed her Masters in Human Relations. o Recovery Coordinator (TLP focus) Kaitlyn Goodson supported clients who had multiple challenges related to their illness and enabled them to complete the Transitional Living Program requirements. Kaitlyn also created artwork for TH with our new logo and culture statement that is now on display. o Recovery Coordinator (COP focus) Colton Snead, MHR increased support and services to Community Outreach Program clients. Using the book project as a tool to increase and strengthen connections, Colton was able to develop relationships with clients who had been hesitant to connect with him since to them, he was new to TH.

8 Completing the contents of this book project was something that has been attempted multiple times but never completed. He also completed his Masters in Human Relations. o Business Manager Ilene Dicksion continues to develop new methods that allows the business aspects of TH to be well organized and efficient. Ilene continues to provide efficient and timely information and reports that helps keeps the agency running smoothly. o Executive Director Bonnie Peruttzi, MHR has been able to return to being more active in the community taking on a leadership role with the CCHIP Mental Health Task Force as co-chair. Bonnie has worked closely with Mary and Dr. Katie Barwick-Snell on the development of the Wellness Project. She also develops and routinely posts Transitionisms on social media.

9 TRANSITION HOUSE Annual Report FY'161 IMPACT ON PEOPLE: The entire Clinical Team has done an outstanding job working with COCMHC staff to maintain the Treatment Team approach in working with our mutual clients. This has helped clients advance in their recovery while being more fully supported by those involved in their treatment. The ADDITIONAL HIGHLIGHTS: Our Clinical Team gained experience and learned from challenging situations. We were reminded that when we work with each other, keeping focus on our vision, mission and culture - people can advance their recovery and wellness. The following are some FY 16 highlights: Treatment Teams: Treatment Team work with COCMHC (Central Oklahoma Community Mental Health Center) is happening more than ever and the cooperative team approach is effective.

10 TH clients receive routine therapy from COCMHC staff which has been an important tool client s recovery process. In addition, TH staff receives routine consultation from a clinician from COCMHC. Connections: Community connections and collaboration continues to increase. TH continues to be involved with the CCM (Coordinated Case Management) meetings. Thanks to a Health Department initiative, the CCHIP (Cleveland County Health Improvement Plan) Mental Health Task Force has formed. TH is actively involved in the Task Force. In addition, TH hosted community networking luncheons and to help promote wellness, combined them with Wellness Project gatherings so participants were able to benefit from the networking while learning ways to advance their personal wellness.