Waves of Change: Nexus Newsletter Highlights Growth and Integration

Wavesof change
A NEXUS NEWSLETTER
MARCH/APRIL 2017
cornerst ne
IN THIS ISSUE
CEO Message 1
Integration & Stabilization 3
Nexus CANS System 4
New Faces at Nexus 6
Welcome PATH 7
Nexus Fundraising:
The Story So Far 9
Handling theTime Squeeze 11
Make your Pitch: Call for
Presenters 12
Homespun Generosity at
Mille Lacs 13
Great Lessons at Gerard 15
Onarga’s Classic 3-on-3
BasketballTournament 17
Indian Oaks Students Learn
in NewWays 19
Woodbourne Practices
Mindfulness 21
KFF Merges with PATH MN 23
Glen Lake and DBT 25

1 | MARCH/APRIL 2017
Brock Wolff
“In the waves of change, we
find our true direction.”
— Unknown
CEO: View from the Corner Office
These last few months have been a very busy and
exciting time at Nexus. Since the retirement of our CEO
and CFO earlier this year, we’ve had a big turnover in
executive leadership. I took over as CEO; we brought
on a new CFO, Hilke
Riechardt-Martinez;
and we added a new
Vice President of
Operations, Curtis
Knutson. Both Hilke
and Curtis bring a
wealth of talent and
experience to the
organization, and I
am optimistic that
they will both have a long and bright future with Nexus.
There have also been several other staffing changes at
the Corporate office, and the team here is really taking
shape.
Our Finance department is finally fully staffed, and
is working extremely well with audits, cost reports,
financial forecasting, and day-to-day activities.
Human Resources is also at full capacity, and has been
able to stay on top of all the HR activity at Nexus.
The Clinical Department has really ramped up its
efforts to help our services improve throughout the
organization, and is very focused on training and CQI
activities.
In addition to Corporate’s role of providing support to
our sites, the Corporate office has and will continue to
focus on fiscal responsibility. With our growth from a
$37-million company to a $100-million company over
the last several years, we have had to change the way
we do business. The processes that worked for us as a
smaller organization no longer work as effectively as
they once did. As a result, necessary changes are taking
place to help us streamline operations, maximize the
resources we have, and gain overall efficiencies.
New internal policies and procedures will enhance our
internal checks and balances and ensure we are being
great stewards with our resources. We know many of the
sites have had to tighten their belts over the past several
years, and Corporate is making a concerted effort to be
more frugal in how we conduct our business operations,
too.
In our continuing effort to position Nexus as a thought
leader and community partner, we have been very active
legislatively. Our fundraising efforts have also continued
to grow and gain positive results.
VPofOperations
CurtisKnutson
CFOHilkeRiechardt-
Martinez

Nexus History
We’vecomealongwayfromourhumblebeginnings
in1972.Nexus,originallynamedPortAlpha,began
aslong-termresidentialrehabilitativetreatmentfor
adultmalesfromtheHennepinCountycourtsystem
indowntownMinneapolis.Today,Nexusprovides
amultitudeofservicesinMinnesota,Illinois,
Maryland,NorthDakota,andIdaho.
1975–PortAlphareincorporatedasNexus.
1977–NexusservicesmovedtoMinnetonka,MN.
1990–NexusopenedOnargaAcademyinOnarga,
IL.
1991–NexusmovedtoOnamia,MN,whereMille
LacsAcademywasborn.
1993–Illinoisprogramsexpandedtoincludea
secondsite,IndianOaksAcademy.
1999–GerardTreatmentProgramsjoinedthe
Nexusfamily.
2011–NexusacquiredMN-basedfostercareand
adoptionagency,FamilyFocus.
2012–NexusaffiliatedwithWoodbourneCenter
andwithanotherfostercareandadoption
agency,KindredFamilyServices.
2014–FamilyFocusandKindredFamilyServices
mergedtocreateoneagencynamedKindred
FamilyFocus.
2015–NexusGlenLakeopensinMinnetonka,MN,
Nexus’firstall-girlsprogram.
April1,2017–NexusaffiliatedwithPATH,Inc.of
NorthDakotaandIdahotoexpandfoster
careandfamilyservicesinthosetwostates.
ThePATHMNarmmergedwithKindred
FamilyFocusservicestobecomethelargest
privatefostercareandadoptionagencyin
Minnesota.
MARCH/APRIL 2017 | 2
We have also had a laser focus on growing our operations
and expanding our continuum of care. For the last several
months, we worked very hard to complete the affiliation
with PATH ND, and merger with PATH MN. We
leaned heavily on the many lessons we learned from our
previous partnerships with Woodbourne, Kindred Family
Services, and Family Focus, and, as a result, this process
went extremely well. Things are on course for a great deal
of success moving forward.
We are continually approached with opportunities to
partner with other organizations or otherwise expand
services. As I have often said, when considering these
options, what we say no to is as important as what we
say yes to. While we want to keep growing as a company,
we do not want to grow too fast or overextend ourselves.
That’s always a fine line to walk.
When we recently heard that St. Cloud’s Children’s home
in St. Cloud, MN, was shutting down its residential
services, we reached out to the state and several counties
to see if we could take over that program and save beds in
the system. We worked very hard within a short timeline
to try to make this happen. In the end, we were not able
to secure an acceptable lease, so we had to walk away.
Currently, we are looking at the possibility of expanding
PATH North Dakota foster care services into Colorado,
and we have an additional opportunity to expand
Woodbourne’s operations to Maryland’s Eastern Shore.
These types of organic and organizational expansion
opportunities will continue to surface, and we will have to
be a flexible and nimble organization to take advantage of
these situations to grow our organization, as they arise.
Never a dull moment as they say, but the future looks as
bright as it ever has.

Dr. Michelle K. Murray
VP of Clinical Services
A Year of Integration
and Stabilization
In the last two years,
we’ve celebrated many
accomplishments related
to the rollout of the
Nexus Practice Model. It
took the hard work and
commitment of many departments and staff across the
organization to develop the Nexus Child and Adolescent
Needs and Strengths (CANS), complete all applicable
trainings, and prepare our programs to utilize the CANS
for assessment and service planning.
With these foundational markers in place, it is time for us
to shore up what we have established to ensure consistent
implementation. The Clinical, Training, and CQI strategic
goals for 2017 were created specifically to support the
integration of what we worked so hard to develop. We will
reach practice stabilization as we start to integrate these
systems and establish consistency.
Two goals in particular will help us align our practice
model principles and activities into existing processes:
1. Revise and update the Residential Treatment Manual
to reflect
• changes that programs made regarding approaches
to working with specialty populations (high-
acuity, sexually problematic, and intellectually
delayed youth);
• our Practice Principles and activities;
• the COA standards.
2. Utilize the rollout of Grovo, our online training
system, to ensure that our training reflects the Nexus
Practice Model by
• supporting the sites in learning the Grovo system
for effective utilization;
• updating current training modules to include
Practice Principle references, where applicable;
• ensuring that we have existing trainings for each
Practice Principle and making them accessible
through Grovo.
The three goals listed below support the successful
implementation of the Nexus Practice Model across Nexus
programming:
1. Rolling out revised versions of existing support
documents and processes that will reinforce practice
model principles, such as our entry-level interview
questions, supervision notes, and clinical peer review
(i.e., clinical audit).
2. Providing ongoing support, training, and education
regarding the Nexus CANS instrument and data usage.
3. Utilizing Nexus CANS information to provide
programmatic and systemic information about client
and family needs and strengths to support the use of
meaningful data to help with service delivery.
These goals are designed to support what is already
developed, and not intended to add additional processes.
Rather, the intent is to replace existing practices with new
ones (i.e., old interview questions with new interview
questions). This still causes a change, and we understand
that change can be difficult. My hope is that the changes
endured now will lead to increased dividends in the future
by providing care that lowers youth symptom acuity,
creating structured and consistent practices, developing
a highly trained and skilled workforce, and providing
meaningful data to guide practice decisions.
Let’s join together to successfully integrate all of our hard
work. Thank you in advance for a successful 2017.
The Clinical View

Becky Schedin
Director of CQI & Research
The
Nexus CANS
System
We have made great strides since the initial
implementation of the Nexus Practice Model. We selected
the Child and Adolescent Needs and Strengths (CANS)
as our functional assessment measure, which will identify
the needs and strengths of youth and families in our care.
The CANS looks at key domains such as strengths,
trauma, functioning, risk behaviors, emotional and
behavioral needs, and cultural factors to provide a
comprehensive assessment on the challenges and
strengths that youth and families may be experiencing.
The CANS is more than an assessment; the use of the
CANS is grounded in Transformational Collaborative
Outcomes Management (TCOM), and hinges upon
gathering meaningful information that can be used to
engage youth and families, identify shared goals, and
support decision-making.
Engaging youth and
families as we do
every day can result
in transformational
change, and the
work that we do
with individuals
can gradually help
to change our
systems and affect
positive outcomes. A
functional assessment
that measures progress in key domains is crucial to
knowing that change is happening. The CANS gives
us the ability to measure change, and allows us to
communicate with a common language among teams
and work toward shared goals.
In January, we began piloting the Nexus CANS system
at Gerard Academy, and this spring, we are rolling out
the system across other Nexus sites and services. The
CANS system was developed internally with insights
from CQI, Clinical, and IT to serve as the means
to gather data and relay the information back in a
meaningful way.
Months of strategy, testing, and development went
into the CANS system, and it would not be where
CQI: Quality Corner

it is today without the skill and expertise of Nexus’
Database Administrator, Tony Morlan. He worked closely
with teams to develop a customized system that would
provide a straightforward, user-friendly way of gathering
information and using it to support decision-making.
When a user visits the system, they can view a list of
their clients and complete a CANS. This data is prompted
at intake, quarterly, and at the time of discharge from
services. Generally, the individual completing the CANS
is also the person responsible for completing the youth’s
service or treatment plan. After filling out the CANS, the
document is submitted to their supervisor for approval,
and users are immediately shown a customized “Youth
Needs and Strengths Report” that indicates areas of
identified needs and strengths for that particular client.
When the client’s next CANS is entered, users are able to
view the change in their client’s needs and strengths since
the time of the first assessment.
As the system rolls out, users and supervisors will have
access to individual client reports as well as lists of
assessment statuses. As the system continues to evolve in
the coming months, additional reports that look at needs
and strengths and change over time at the client, program,
and site levels will also be developed. There will also be
tools that support decision-making, such as service and
treatment planning guides and acuity reports.
We are very excited to begin using the CANS across
Nexus services and to hear from staff on additional
features, reports, and functions that would be helpful in
supporting practice. Please contact Becky (rschedin@
nexus-yfs.org) or Tony (tmorlan@nexus-yfs.org) with
ideas or to learn more!
SampleCANSNeedsandStrengthsreport,whichshowsacustomizedsummaryofchangingyouthneedsovertime.

On March 3, Nexus COO Brock
Wolff moved into the position
of CEO and President. Shortly
thereafter, Curtis A. Knutson joined
Nexus as the new Vice President of
Operations.
Knutson comes to Nexus with a
range of operational and financial
management leadership positions
at large regional and international
organizations, and has expertise in transforming
organizations through the alignment of business
processes and corporate objectives.
As Nexus Vice President of Operations, Knutson is
responsible for providing leadership and consultation
to all Nexus business units and affiliates to ensure the
mission and core values of the organization are mirrored
across all campuses and sites. He also collaborates with
the Nexus Executive Management team to ensure the
company’s goals and objectives for growth and utilization
are met or surpassed, and works with the Chief Financial
Officer to develop and manage the annual budgets and
financial performance of the sites and affiliates.
CEO Brock Wolff said, “We are fortunate to have Curt
join Nexus. His strong background in operations and
finance will give him a keen perspective in performing
the many duties of Vice President of Operations. His
expertise will help Nexus grow into our next phase of
transformation.
At the end of January, Nexus named
Kent Kogler as the new Director of
Information Technology (IT).
Kogler comes to Nexus with
an extensive background in
information technology, most
recently serving as Director of
Infrastructure at Metropolitan
State University in St. Paul, MN,
where he provided strategic and
tactical direction within the University’s IT Services,
including Helpdesk, Desktop Support, Classroom
Technologies, Network, and Systems, providing support
and technologies for WLAN/WAN/LAN, physical and
virtual server infrastructure, telephony, and related
technology to more than 30,000 users. He also served
as Information Management Project Manager for
the Minnesota National Guard in St. Paul, MN, and
Company Commander for the U.S. Army, Operation
Iraqi Freedom, in Iraq.
In his new position with Nexus, Kogler leads research,
planning, development, and implementation of Nexus’
IT goals and initiatives, and heads a multi-state, site-
based staff of IT professionals to collaboratively attain
goals across the organization.
Brock Wolff, CEO, said, “Kent is a proven, dynamic
and focused leader who can deliver transformational
business solutions that maximize financial, strategic,
and tactical resources. He has the drive and the
knowledge to help Nexus in its continued growth. We
are happy to have him join our mission.”
New Faces at Nexus
VPofOperations
CurtisKnutson
DirectorofIT
KentKogler

PATH Inc. and Nexus have affiliated to provide a greater
continuum of treatment services to North Dakota youth
and families. Under the affiliation agreement, PATH
Idaho operations have also become part of the Nexus
family to provide more foster care, adoption, and home-
based care to Idaho youth and families. PATH Idaho
operates as part of PATH ND, and provides treatment
foster care to Idaho youth and families.
Additionally, PATH MN merged with Kindred
Family Focus to offer more foster care, adoption, and
community-based services to families throughout
Minnesota. This merger makes Kindred Family Focus the
largest private foster care agency in the state.
Both organizations are financially sound and provide
a range of services that strengthen youth, families,
and communities. PATH ND has a 23-year history in
the state and employs nearly 130 staff and more than
650 treatment foster parents across North Dakota
through offices in Bismarck, Grand Forks, Devils Lake,
Jamestown, Dickinson, Minot, Fargo, Williston, and
Turtle Mountain.
Nexus has a 45-year history of providing a continuum
of mental health and behavioral services that range
from in-home counseling to foster care and adoption to
residential and inpatient care. The nonprofit has sites and
affiliates in Minnesota, Illinois, Maryland, and now, in
North Dakota and Idaho.
Nexus added foster care to its continuum in October
2010, and operates Kindred Family Focus foster care and
adoption services in Minnesota and Woodbourne
Treatment Foster Care in Baltimore, MD. Nexus has
been serving North Dakota youth with residential
and foster care services for the past 15 years. The
affiliation with PATH will now allow those services
to be provided in-state.
Dr. William Metcalfe, PATH
ND CEO, said, “This new
partnership will strengthen
and expand the programs that
PATH and Nexus provide to
North Dakota children and
families. I first reached out
to Nexus because of their
commitment to the long-
term success of youth and
families and their reputation
for achieving that success for
children and their families.” Metcalfe will continue
as CEO of PATH ND for approximately 1 year, and
then will transition to Nexus Executive Director of
Community-Based Services.
PATH ND and Nexus share common missions,
values, dedication, and a history and commitment
to serving children and families. PATH ND provides
treatment foster care in North Dakota and Idaho,
family support, WRAP around case management,
independent living, adults adopting special kids, and
family and individual resolution-focused services
and treatment.
Welcome PATH to the
Nexus Family!
PATHNDCEO
Dr.WilliamMetcalfe

PATH & Nexus
What You Need to Know
PATHNDandPATHIDaffiliatedwith
Nexus,meaningweareofficially
connectedorganizations,yetstill
operatingundertheindividual
organizationnames,withseparate
governingboards.
PATHprovides:
• TreatmentFosterCareinNorthDakota
andIdaho
• Familysupport
• WRAParoundcasemanagement
• Independentliving
• AdultsAdoptingSpecialKids
• Familyandindividualresolution-focused
servicesandtreatment
PATHMNmergedwithKindredFamily
Focuscreatingonelargeragency
operatingundertheKindredFamily
Focusnameandleadership.
KindredFamilyFocusnowprovides:
• FosterCareServices
• Short-TermFosterCare
• EmergencyFosterCare
• SpecializedFosterCare
• Whole-FamilyFosterCare
• AlternativetoResidentialTreatment
• Programmingforspecialpopulations
• Adoption
• Children’sTherapeuticServicesand
Supports
• CrisisNursery
• SupervisedVisitationServices
Nexusserviceswillnowreachyouth
andfamiliesinMinnesota,Illinois,
Maryland,NorthDakota,andIdaho.
Magician Robert Ian had the crowd
spellbound.
Nexus CEO, Brock Wolff, said, “The affiliation between
PATH ND and Nexus will not only help North Dakota
youth and foster families through expanded services and
resources, but it will also be an economic driver for North
Dakota. The demand for an expanded continuum of care in
North Dakota and Idaho will spur additional growth in the
care of youth and their families. This growth will lead to the
addition of jobs in direct care staff and foster parents.”
The number of North Dakota children in foster care has
steadily risen since 2011 (908 youth in foster care in 2011,
compared to 1,340 youth in care in 2015, an increase of
33%) and the state of North Dakota has identified a need for
an expanded continuum of clinical services for children and
families as they move between levels of care (foster care to
residential care, residential care to foster care to outpatient
services). The need is especially great for hard-to-place
youth who have medical and behavioral issues, as well as
older youth, sibling groups, and Native American youth.
The affiliation between PATH ND and Nexus is a logical
partnering that creates a larger in-state provider to meet
the growing need for foster care, builds on the strong
foundation of community services provided by both
companies, and adds to the continuum of care.
“IfirstreachedouttoNexusbecauseoftheir
commitmenttothelong-termsuccessofyouth
andfamiliesandtheirreputationforachieving
thatsuccessforchildrenandtheirfamilies.”
Dr.WilliamMetcalfe

Prior to 2014, Nexus did not
engage in any coordinated
fundraising efforts. In fact,
we talked ourselves into
believing no one would give
to our cause. We labored
nearly three years to alter this mindset to a more positive
approach—one that said every child deserves a chance at
a better life, and our role is to help them change the arc of
their lives from a downward slope to an upward growth
with enhanced opportunities. In 2013, we obtained
Board and senior staff approval and initiated a plan for a
corporate-wide fundraising effort.
2014
In 2014, Nexus launched fundraising at
Woodbourne Center. Bill Mojica joined as
Nexus’ first Director of Development, and
his efforts yielded grants and contributions
that exceeded $118,000 in his first year.
Since then, the
Woodbourne team has
expanded to include
Sarah Weissman
(Communications and
Fundraising Assistant) and
Kyle Locke (Development
Coordinator).
Bill was instrumental in creating the
Woodbourne Development Committee,
chaired by Perry Bacon, a long-time
Woodbourne Center Board member and
supporter.
2015
In 2015, Joelene Evenson came aboard
to direct fundraising in Minnesota. Her
efforts enabled the creation of the Nexus
Development Committee, chaired by
Nexus Board member and president
elect Natalie McGrady, and invited
other Board members to participate in
fundraising.
2016-17
By the end of 2016, Nexus achieved
100% participation from the Board, and
in 2017, achieved the standards for the
Minnesota Charities Review Council.
Kimberly Sankey, Donor Database
and Stewardship Coordinator, took
on the task of mastering Raiser’s Edge
fundraising software, and has done a
great job organizing this complex system
to track donations, donors, and honoring
donors’ wishes.
Kindred Family Focus
gained two fundraising
team members in the past
year. Alison Sherman
joined the organization
in 2016 to lead Kindred
Family Focus efforts, and
Abby Dahl took over the Crisis Nursery development
and fundraising full-time in early 2017.
the story so far...
Nexus Fundraising
Jack Ewing
Vice President of Business
Development & Marketing
Mojica
Bacon
Weissman Locke
Evenson
McGrady
Sankey
Sherman Dahl

Site communications coordinators also took on new
fundraising duties. Damien Londino-Green (Gerard),
Jeremy Janski (Mille Lacs), Bobbie Ruyle (Indian
Oaks), and Laura Vecchetti (Onarga) embraced this
challenge, and all have made significant contributions to
fundraising at their respective sites.
Another big accomplishment for Nexus development
was the launch of Woodbourne’s capital campaign in
2016. Woodbourne began working to raise $1,500,000
to build a vocational education program on its campus.
So far, this effort has generated almost $700,000 toward
the goal, with another $1,000,000 in grants and requests
submitted. We hope to break ground on this project in
fall 2017.
Altogether, Nexus raised more than $977,000 in
donations and grants in 2016.
Ruyle VecchettiLondino-Green Janski
The Story Continues…
We have set ambitious goals for the future. Our
fundraising goal for 2017 is $1,700,000 (see graph, lower
left).
The recent PATH North Dakota affiliation brings
additional fundraising opportunities in both North
Dakota and Idaho, and pushed Nexus annual revenues to
$100,000,000.
Nexus has grown dramatically in the past eight years, and
our management team and systems have increased to
meet the challenges brought on by growth.
Looking beyond the near horizon, Nexus fundraising
will seek capacity building grants, program and training
grants, grants for technology innovations, contributions
to capital campaigns, and other ways to support the
Nexus mission.
These efforts will invite fundraising, lobbying, business
development, and communications and marketing to
work closely to convey our message and mission to
legislatures, decision-makers, policy-makers, donors,
foundations, and the communities we support with
Nexus services.
Our future abounds with opportunity to serve more
youth and families in more ways and in more places. I
predict Nexus will continue to grow at an exciting pace,
and I look forward to working with you all.

Handling the Time Squeeze
Live Well: Health & Wellness
In today’s fast-paced
world, we all wish we had
more time. Technology
has made it easier to stay
connected to others, but
it has also made life more
complicated. You may
feel that more and more
people seem to expect
you to be available 24/7. If
you’re feeling squeezed by
everything you have to fit
into a day, try a few new
strategies.
First, ask yourself a few questions.
We don’t always realize how hurried and overwhelmed we feel
until we take the time to reflect. Here are some questions to
ask yourself:
• Are you always in a rush? While waiting in line or sitting
at a traffic light are you less patient than you once were?
• Are you trying to pack more and more things into each day?
Is it more than you can realistically handle?
• Are you missing deadlines at home and at work? Are you
forgetting to pay bills or finish assignments on time?
• Do you have little time for friends and family? Have you
forgotten important dates with people you care about?
• Do you always feel you are behind and need to catch up?
Do you feel guilty sitting down and enjoying a cup of tea?
• Are you showing physical or other signs of stress? Examples
include trouble falling asleep; heart palpitations;
headaches, stomachaches, indigestion, irritability, weight
loss or gain; using alcohol or prescription painkillers to
help unwind; overeating, or finding yourself not hungry
because you have too much to do.
If you answered “yes” to some or all of these questions, you
probably are trying to do too much. It’s time to make some
changes in your life.
Make time for the important things. When we’re squeezed
for time, we may neglect the important things — staying
connected with friends and spending time with family.
Clarifying your priorities will help you feel more satisfied and
less squeezed for time. Whatever your values, take a long-
term view. Look for changes you’ll be able to stick with over
time.
Learn to say “no.” If you are a conscientious worker, chances
are you say “yes” to too many tasks. Sooner or later, you
start to feel overwhelmed. While saying “no” is hard, it’s an
essential time-management skill.
About technology, multitasking, and the time squeeze.
With all the ways to stay in touch — cell phones, laptops,
tablets, email, text messages, and social networks — doing
several things at once can become a way of life. But because
each task requires attention, this approach is more stressful,
physically and mentally. That’s true even if you don’t feel
stressed at the time. Avoid multitasking and turn off devices
when you’re off duty.
Take care of yourself. Take care of yourself by exercising
regularly, eating a healthy diet, and taking breaks to help
reduce feelings of stress.
Finally, many of us fall into bed at night thinking of things we
did not get done. Instead of focusing on the things you haven’t
accomplished, give yourself credit for all that you have done.
The LifeWorks program offered to all Nexus employees
provides a network of counselors who can offer in-person
support. The service is free and available 24/7, whenever you
need it, and it’s completely confidential. No one at work or at
home will be told that you’re using the service. You can also
find online resources at www.lifeworks.com, including the
booklet, 10 Ways to Overcome Overload.
If you’re a Nexus employee, call LifeWorks at 888-267-8126 or
visit www.lifeworks.com (username: nexus; password: 1214).

What’s Your Pitch?
Are you an expert on a job-related topic?
Do you want to share your knowledge
with other team members?
Are you free September 27-29?
Yes?!
We’re looking for
breakout session presenters for the
2017 Nexus Annual Conference
and would love to have you lead a session!
Email the proposal form (found under the
Annual Conference tab on Nex-Net) to Amy at
aleach@nexus-yfs.org to express interest.

MILLE LACS ACADEMY YOUTH AND FAMILY SOLUTIONS
A FAMILY MEMBER
SAVE THE DATE
Land Home Financial Services donates $600 on behalf of MLA Staff
It’s rare to undergo a business transaction where everyone comes out
a winner, but this was certainly the case for Mille Lacs Academy and
two staff members.
Youth Care Professional Vanessa Anson put her home on the market
so her family could move into a home to fit their growing needs.
Vanessa thought her home would be a perfect fit for friend and
colleague Berinda Christensen, Case Manager at MLA, and she was
right. Berinda and Vanessa agreed to terms and enlisted Land Home
Financial Services to secure their respective home loans.
As part of a generous program, Land Home Financial Services donates
$300 to a client’s charity of choice. In this case, both women chose
Mille Lacs Academy as their beneficiary. With the $600 donation,
MLA was able to purchase new recreational equipment for each of
its four programs! The youth were beyond excited to play with all the
new gear.
PleasejoinusforMLA’s22nd
AnnualGolf
TournamentonFriday,June2,atStone’sThrow
GolfCourseinMilaca,MN.
Watchwww.MilleLacsAcademyEvents.orgfor
moreinformation.
Homespun Generosity
MLApurchasednewrecreationequipmentwiththedonationfromLandHomeFinancialServicesonbehalf
ofstaffmembersVanessaAnsonandBerindaChristensen.
TIMBERWOLVES
CONNECTION
Agroupofboysrecentlyhadtheopportunity
toattendaTimberwolvesgame,thanksto
thepersistenceofVocationalManagerStacey
Carlson.Shewasabletosecurealargeblock
ofticketsthroughtheTimberwolves’Tickets
ForKidsprogram.Ofthe36youthwhowent
thegame,32wereattendingagamefor
thefirsttime.ThankyoutotheMinnesota
Timberwolvesformakingthisopportunity
possibleforouryouth!
Thegamewasagreatfollow-uptoourfall
basketballclinicwithTimberwolves’practice
coachTroyPearson.Wehopetocontinuethis
partnershipandofferclinicsatMLAeveryyear.

Director’s Report
“Winter is coming,”has become a popular
phrase in mainstream culture these days
due to the popularity of theTV show,
Game ofThrones. At MLA, we prefer to
celebrate that Spring is coming!
Over the past few months, we’ve
addressed some of our systems, and
through our collective efforts, have made
plans to plant new solutions for the upcoming months.These
solutions will allow us to continue to grow in several areas,
including the following:
• Enhancing our Parent Partner role through identifying family
needs and working with other agencies to find best practices
that we can build from to effect healthy growth for our youth
and families.
• Revitalizing our training for working with sexually problematic
behaviors to establish common language and approaches
across our programs.
• Identifying, developing, and recording trainings for Grovo,
the online training system, to allow staff to enhance their
skills in different areas and unify training efforts across all
departments and programs.
• Unifying our efforts on coaching and supervision practices to
review the work on shared goals, celebrate successes, and offer
redirection for performance success.
• Participating in various community service projects, including
assisting with a local arts festival and working with a food
shelter.
While the above projects — and many more — keep us busy,
everyone’s work is vital to the overall success of the Academy
and the youth and families we serve. EVERYONE matters in
this pursuit of growth, and everyone’s contributions create a
compounding impact of legacies of change.
As such, one of the trainings for our team is Service Excellence.
When we understand that we are always serving others and that
we are all each other’s customers, then doing the right things in
the right way becomes easier, causing the right results to happen.
We live in a reputation-based economy, where the quality of
our services is judged by our most recent actions, instead of our
history of actions. By understanding this, we know that every
action matters and that every interaction causes either growth or
withdrawal in a relationship.We know that showing appreciation
of others in a genuine and caring manner can ignite feelings of
worth and value that is often passed on. Please take the time to
express your gratitude and appreciation to those who serve you,
and take the time, energy, and effort to serve them in return.
Jason Donahue
Executive Director
NEW PARENT PARTNER
At MLA, our services are family-
driven, meaning that our beliefs
and approaches are family-centered
and strengths-based for the benefit
of our youth and families. Families
are encouraged as decision-makers
to help guide the development
of services, treatment goals, and
decisions for their child.
That is where MLA’s Parent Partner, Chrissie Veerkamp,
comes in. As a parent of a youth who went through
residential treatment, Chrissie helps MLA families gain
insight into the process, services, and feelings that arise
from having a child in treatment.
Chrissie says, “I want to help parents find their voice.
Remember the saying, ‘It takes a village to raise a child?’
My goal is to help this village, which includes — but
is not limited to parents, grandparents, foster parents,
aunts and uncles, etc. — I want to answer their questions
and concerns. I will be their partner during their child’s
journey with us.”
As a Parent Partner, Chrissie supports caregivers in a
variety of ways, from simply answering their questions
and concerns to bringing those concerns to management.
Chrissie also acts as a liaison between caregivers and
treatment staff. Caregivers can interact with Chrissie as
their Parent Partner in monthly support groups, quarterly
progress meetings, and through individual meetings
when looking for resources and support. Her work also
includes planning family events, both on and off campus,
and facilitating parent trainings.
When families get ready to navigate their child’s
transition out of residential care, Chrissie also helps
connect them to community resources that can help
following treatment.
ParentPartner,Chrissie
Veerkamp

GERARD ACADEMY YOUTH AND FAMILY SOLUTIONS
A FAMILY MEMBER
CEO SEND-OFF
CELEBRATING BLACK HISTORY MONTH
In celebration of Black History Month, the elementary students from New
Dominion School participated in the Hormel African American Resource
Group’s (HAARG) sixth annual Dr. Martin Luther King Jr. Essay Contest. This
year’s contest focused on “What Dr. Martin Luther King Means to Me,” which
set the theme for each student’s essay. New Dominion School is one of 20
schools to participate nationwide.
New Dominion School Administrator Danielle Theis says, “I am so grateful
that New Dominion School students were chosen to participate in this
contest! They worked hard on their essays and were very proud of the result.”
On February 2, Harold Burden, Manager of Demand Planning at Hormel
Foods and HAARG Communications Officer, along with colleagues Alvin
Dent and Robert Magambo, visited New Dominion to hand out awards and
listen to each winner read their essay.
Burden says the purpose of the program is threefold: “Our ultimate goals for
this event are to promote Martin Luther King’s Legacy, encourage young kids
to aim high and give them exposure to minority professionals in corporate
America, and to create a lasting partnership between Hormel Foods and
schools for future mentoring and support opportunities.”
The student with the winning essay received a $50 gift card and a framed
certificate. Four entries were runners-up, and those students received
certificates and $25 gift cards. The entire class received a celebratory pizza
party. New Dominion School was also presented with a Staples gift card for
new school supplies.
“New Dominion School students do not always have ‘traditional’ heroes in
their lives,” says Theis. “It is important for them to learn about heroes who
have worked and sacrificed to protect and celebrate the diversity that enriches
our lives and our country. Their essays reflected their acknowledgment of
Martin Luther King’s courage, and their gratefulness for his contributions.”
Hormel’s African American Resource Group and Cargill’s Ebony Council
(CEC) have worked together over the past several years to sponsor schools
for the MLK Essay Contest. Cargill’s CEC provided the awards that the kids
received this year.
On a snowy January day, Gerard Academy said
goodbye to Nexus CEO David Hutchinson with
lunch and a short program. Hutchinson spent
his first seven years with Nexus as Executive
Director of Indian Oaks Academy in Illinois
before being named CEO in 2007. Despite
growing the company at a record rate, he
may be remembered more for the culture he
created.
Gerard Academy Executive Director Brent
Henry says,“A significant part of David’s
legacy lies in the culture that he created.”He
adds,“Leadership is about setting up people
to succeed.That’s what David did for Gerard
Academy.We had the freedom to make our
decisions, and David was always looking for
ways that he and the Corporate office could
support those decisions.”
Over his entire career with Nexus, David says he
enjoyed the memories that he made with the
great people at Nexus, but most importantly
he values,“the difference we made in the
young lives we served.”
Great Lessons

Director’s Report
Lately,Ihavebeenthinkingalotabout
diversity—thenotionofaccepting
othersastheyare,regardlessofrace,
gender,religion,orwhateverelsemakes
usdifferentfromoneanother.Itis
apparenttomethattheuniverseloves
diversity;that’swhynotwoofusare
alike.Thisisonmymindbecause,inmy
lifetime,Ihaveneverseenamoredivisive,angrynationthan
wecurrentlylivein.Itissobadthat,incertaingroups,wecan’t
evenadmitwhowevotedforinthepastelections.Righthere
inAustin,someindividualsarestoppedbecauseofthecolor
oftheirskin.OnegentlemanfromSomaliawasstoppedby
anofficerinhisownneighborhoodandtoldhedidn’tbelong
there.
Ibroughtthisupinourmanagementteam,attemptingto
createurgencyfortheneedtoprovidemoretrainingforour
staffandyoutharoundthisissue.DanielleTheis,ourprincipal
atNewDominionSchool,sharedaninterestingexercise.She
askedthequestion,“Whatpercentageofyourlifeisimpacted
byrace?”
Now,keepinmind,everyonearoundthemanagementtable
isCaucasian.Answersgivenrangedfrom5%,10%,and
even50%.Daniellesharedthatthisquestionwasaskedata
workshopsheattendedbyGlennSingleton.Atthisworkshop,
shesatnexttoanAfricanAmericanwoman,whoanswered
that100%ofherlifewasimpactedbyrace.
Everymomentofeveryday,raceimpactedherlifebecauseof
thecolorofherskin.Thatanswerwaseye-openingtothose
ofusaroundthetable!Hence,theneedfornotjustatraining
tomeetcompliancewiththeDepartmentofHumanServices
ortheCouncilonAccreditation,butadeep,meaningful,life-
changingtrainingthatgetsustolookatourselvesandourown
biasesandprejudices.
ThisisgoingtobeapriorityatGerardAcademy!Theworldthat
wearesendingouryouthbackintodemandsit,anditiscrucial
thattheadultsintheirworldmodelappropriateresponses.Dr.
MartinLutherKinghadadream.AtGerardAcademy,itistime
tobringthatdreambackintofocus.
Brent Henry
Executive Director
Excerpts from the winning essays:
“Martin Luther King Jr. is a good man because he helped get
black people equal rights in the United States of America. He is a
pioneer in the black community.”
“Martin Luther King Jr. was a good example for all people to
follow. He was a really good role model. He promoted non-
violent actions. He was a good role model for peace. He did good
things when he was told he couldn’t and kept being positive even
when bad things happened.”
“Martin Luther King Jr. did amazing things for the black people.
He told his friends not to fight with violence. When they bombed
his house he was able to forgive the people who bombed his
house. He is a big inspiration to me and my friends.”
REAL HOPE FOR THE HUNGRY
Youth from Gerard Academy give
back to the community through
various activities. Some clean cages
at the local Humane Society, some
make blankets for children of
struggling families, and others help
out at Real Hope For The Hungry.
Real Hope For The Hungry is a nonprofit organization based in
Austin, MN, that is dedicated to feeding kids across the world.
Youth volunteers go to the organization’s packing site and put
together packaged meals for starving and hungry children and
their families. In early February, Gerard Academy volunteers
packed 3,240 meals.
A representative from Real Hope For The Hungry said, “Students
from Gerard Academy have been regular volunteers, helping
us pack our meals almost monthly since we first began here in
Austin. In fact, over the years, they have helped us pack over
104,000 meals! Many of those meals have been placed on local
food shelves such as the Salvation Army here in Austin and in
Albert Lea, as well as through Channel One in Rochester. Some
of the meals that they packed have been sent overseas to the
Philippines, to Thailand, to Afghanistan, to Malawi, to Liberia, to
Haiti, and to several other counties. What an impact these girls
have had!”

ONARGA ACADEMY YOUTH AND FAMILY SOLUTIONS
A FAMILY MEMBER
Another tournament is in the books. The Onarga
Academy Classic 3-on-3 Tournament was a grand
success! With community support, we were able to raise
more than $6,000 to benefit Onarga Academy youth.
The Onarga Academy Classic 3-on-3 Basketball
Tournament was held on Friday, March 24, and
Saturday, March 25, 2017, in Onarga Academy’s
recreation center. The funds raised directly benefit
our youth by providing them with recreational
opportunities and other resources. We value teaching
our youth sportsmanship and positive peer interactions
through recreation; sports are a fun and offer a
therapeutic outlet for many of them. Recreation is an
essential part of our youths’ routines, boosting their
self-esteem and confidence.
Onarga Academy would like to thank our Gold and
Silver Sponsors for making this tournament possible.
Classic 3-on-3 Tournament
Gold Sponsors
• Alexander Lumber
• Angel Services
• Best Supermarket
• Casey’s General Store
• Central Illinois Disposal and Recycling, Inc.
• Don and Debbie Adams
• Fashion Shop
• Federated Bank
• Gibson Area Hospital
• Gilman Auto Sales
• Grand Prairie Seminary
• Hasselbring Accounting Inc.
• Heritage FS
• Holohan Heating & Sheet Metal Inc.
• Hometown Family Foods
• Kingdon’s Home Center
• Knights of Columbus
• Linda Harris
• Martin Development & Construction, Inc.
• Martin Whalen Office Solutions
• MATCO Fire Protection, Inc.
• McMillan Insurance Services, Inc.
• Midstate Spring Tite, Inc.
• Nexus
• ProComm Inc.
• Reichert Spice Co
• Shagbark Golf & C.C.
• Tim Marriott Insurance Agency/Country
Financial
• Wasmer’s 66, Inc.
• Watseka B & D Electric
OnargaAcademystaffsaythankyoutoourgreatsponsors!

Director’s Report
OnargaAcademyhasalways
valuedthe“ittakesavillage”
conceptasamajorcomponent
ofourtreatmentphilosophy.
Wehavestrivedovertheyears
topreventpolarizingthe
Academyprogramsandyouth,
whichwould,inessence,deny
usthemanyclinicalandreal-lifebenefitsthat
communityinteractionoffers.
Thoughthereareobviouseconomicbenefitsfor
childwelfareproviderswithintheirrespective
geographiclocations,communitiesinheriting
“troubledyouth”aretypicallyresistanttothe
openarmsapproach.Sotrusthastobeearnedin
manydifferentways—beingsensitivetosafety,
communicatingproactively,sharingresources,and
findingwaystogivebackareonlyafewexamples
ofintegration.
And,youneverknowhowanorganizationoran
individualmaybeneededtoprovidesupport
withouthesitation—acceptingourresponsibility
toteachanddemonstratetheCornerstone
Valuesatanygiventime.Recently,aShagbark
CountryClubadvocateandsupporterofthe
Academyexperiencedamedicalemergency. Our
maintenancesupervisor,JimKearney,quickly
organizedanAcademyresponsebycoordinating
agolfcourseclean-upcrewof37youth.This
wasasinceredemonstrationofourvaluesof
responsibilityandcareandconcern.
AllAcademyyouthwillatsomepointjoinorreturn
totheirrespectivecommunities.I’mconfidentthat
thesebeyond-the-normtreatmentexperiences
provideopportunitiesforlifelessons,andouryouth
willhaveinternalizedthevalueofareciprocal
healthycommunityrelationship.
DennisWiley
Executive Director
Silver Sponsors
• Alignment Unlimited
• Bambini, Inc.
• Cissna Park State Bank
• Cloverleaf Farms Distributor
• Compass Insurance Partners
• Crop Production Services
• Farmers Pioneer Mutual Insurance Co.
• Farmers-Merchants National Bank
• First State Bank of Forrest
• Gilman Auto Parts, Kraft Inc.
• Gilman Fertilizer Co.
• Gilman Star
• Illiana Insulation
• K & H Truck Plaza
• Knapp Funeral Home
• N&T Firearms
• PEMCO Service Co., Inc.
• Pool and Sons
• Rodney E. Yergler DOS PC
• Simutis Law Offices, P.C.
• Smith, Koelling, Dykstra & Ohm PC
• Terminix Services, Inc.
• Terry Schuldt Insurance Agency, Inc.
• Warehouse Direct

INDIAN OAKS ACADEMY YOUTH AND FAMILY SOLUTIONS
A FAMILY MEMBER
FRIENDLY MONSTERS TEACH MORE
THAN SEWING
Life Skills teacher Kathy Lytle likes
to sew. It’s a coping skill of sorts.
Set aside the obvious benefits of
knowing how to sew on a button,
mend a hole in your jeans, or
repair a ragged hem. There’s one
more overwhelming reason why
picking up a needle and thread is a
good thing to do.
At its most basic, sewing requires
us to focus both physically and
mentally on a task. It’s hard to sew if you are not paying
attention. “If you’re concentrating on your sewing, you
can’t be worrying about other things,” said Lytle. “The
hand-eye coordination is good for the brain and for
keeping fingers nimble. Plus, being able to make and
mend does wonders for self-esteem.”
Lytle knew her students could benefit in more ways
than one from sewing, but she needed an incentive for
the kids to pick up a needle and thread — enter little
monsters.
Created from pieces of felt, the friendly monsters are
personalized with eyes, mouth, and other accessories
before being stuffed. The students create their own
designs, cut them out and sew it up.
Before actual sewing, Lytle covers safety basics for
handling needles and scissors. “We practice the Boy
Scout method of keeping the scissor blades closed except
when using them, and how to pass them to another
person.” Needles and supplies are checked out at the start
of class, and returned at the end.
“My goal is to teach the students some very basic sewing
skills, so they can sew on a button, or mend a small tear
in their clothing,” explains Lytle. “Making something
fun is a sneaky way to practice sewing by hand.” During
first semester, the students sewed fabric pumpkins and
Christmas tree ornaments.
The kids are in love with their little monsters, and there’s
something wonderful about a student pointing to his
work and saying, “I did that.”
STEM COMPETITION MOTIVATES
STUDENTS
When it comes to engaging students in science,
technology, engineering, and math — or STEM —
competitions are leading the way.
These aren’t your grandfather’s science fairs. Today,
students of all ages compete in robotics building
competitions and coding contests, to name just a few.
These competitions have become a more effective way to
get students excited about STEM fields than traditional
classroom learning.
Learning in New Ways
KathyLytleexplainsthereal
purposebehindfeltmonsters.
Bothboysandgirlstacklesewingbasicsandlearnhowtomakefeltmonsters.

Director’s Report
Marchmarkedanimportantmonthfor
Chrysalis,ourgirls’inpatientpsychiatric
unit.TheChrysalisProgramwentatotalof
61daysrestraint-freewhilemaintaining
afullcensusofeight,whichisunheardof
foraninaptient,locked,psychiatricfemale
program.KudostoClinicalSupervisorJack
Flightandhisteamfortheirhardworkto
reachthisnever-beforeachievedmilestone.
Jacksupervisesbothourgirls’andboys’inpatientpsychiatric
programs,andofferedthefollowingexplanationfortheirsuccess:
“Itisreallydifficulttoseparatethetwoprogramsbyanything
otherthangender,soIwillstartbysayingthatbothunitshave
respondedtothechallengesofchangeexceptionallywell.Iwas
extremelyfortunatewiththisassignmentbecausetherewas
alreadyagreatteaminplace,andtheprogramwasconsideredby
someasthebestinthestate(stillis,bytheway).Whilesomeof
thestaffthoughttrauma-informedcare(TIC)wasanewidea,the
programwasoriginallybuiltontheprinciplesofTIC,specifically
TheSanctuaryModelofSandraBloom.Wejustneededtobe
remindedofthoseprinciples.
Theapproachwe’vedevelopedasateamismodifiedfromseveral
differentapproaches,andinfluenceseveryaspectofourworkin
groups:howweorganizetheenvironmentanddailyroutine;the
waywerunourprogram;howwetalkabouttheyouthandone
another;and,ourrelationshipwithothershereatthehospital.
Ourtheoreticalapproachisinfluencedbysensoryintegration
strategies,relationaldynamics,psychodynamicpsychology,
attachmenttheory,andneurobiologicaltraumatheories.Because
ofthis,wetakeintoaccounteachindividual’spsyche—thesocial,
thespiritual,andthebiologicalaspectsofwhotheyareinorderto
createaholisticandintegratedapproachtocareandtreatment.
Wedrawupontheconceptsthathavebeendevelopedsincethe
programbegan,andhavecombinedthatwithadvancesmade
intheneurobiologicalandtraumaresearchonchild/adolescent
development.
Thiscoherenttheoreticalmodel,combinedwithanever-increasing
toolboxoftrauma-informedinterventions,enablestheentireteam
tohaveasharedunderstandingoftraumaandtheapproaches
used.Weusethesametrauma-informedlanguage,andprovide
theconsistencyandstructurethatissoimportantfortraumatized
youth.Wehavemadeitaprioritytoshifttoatrauma-informed
culture,lookingatourprocessesandensuringthatourleadership
andmanagementstylesarecompatiblewithourtherapeutic
approach.”
Greatjob,Chrysalisteam!
Mary Ann Berg
Executive Director
That’s largely because the competitions go
beyond static science and math lessons,
and instead force students to focus on
teamwork, communication, and time
management — skills that are vital to any
career.
While robots and science fairs tend to get
all the attention, the underlying principles
are the same for math. The main message
is that mathematics is not about numbers
and figures; it’s about figuring things out.
Whenever you’re figuring something out,
you’re doing something mathematical.
And, most importantly, it’s about helping
students understand how mathematics
can provide a foundation for any type of
career. If you want to be a city planner, if
you want to be an architect, if you want
to be a designer, you have to know about
mathematics.
Safe Harbor School teacher Katelynn Papineau and her
boys’ class held a weeklong STEM competition. “It’s
interdisciplinary, with our main goal of getting the kids to
think outside of the box.” Students made rafts from straws and
tape, with the caveat they had to be strong enough to float a
large stress ball. They also worked to answer whether a human
can move through paper. The week culminated with the classic
egg-drop challenge, where students designed egg contraptions
to protect a raw egg when dropped.
“It is not about winning the competition,” she said. “The
winning is great, but it’s about the journey.”
Provinghumanscan
movethroughpaper.
Raftcompetition
FacilitiesTechTimAscherclimbedtheladdertodropeggs.Thisparticular
contraptionsuccessfullyprotecteditsegg!

WOODBOURNE CENTER YOUTH AND FAMILY SOLUTIONS
A FAMILY MEMBER
“Breathe in all the love and positivity life has to offer,” the
instructor tells staff and teens as they head from yoga into
meditation. “Picture someone you love as you breathe
in and send them love. Picture someone you don’t like
so much, or who may not like you, and send them love,
too.” For youth who have been impacted by trauma, these
images take on a different meaning.
The instructor is one of the founders of Baltimore
City’s Holistic Life Foundation (HLF), an organization
specializing in serving youth from underserved
communities with trauma-informed yoga and
mindfulness work. Woodbourne’s youth are now among
the thousands who enjoy the benefits of Holistic Life
Foundation’s work, thanks in part to a grant from the
Charles Crane Family Foundation.
The organization focuses on poses, breathing, and
meditation, and helps “children develop their inner
lives through yoga, mindfulness, and self-care. HLF
demonstrates deep commitment to learning, community,
and stewardship of the environment,” states their website.
“We wanted to offer the kids something other than
the traditional talk therapy, where there’s movement
and understanding that they could gain control, and
not worry too much about the past or the future,”
says Clinical Director Dr. Donna Beck, who has been
practicing yoga for about a year and a half. “I’ve found
it to be beneficial with regulating stress and compassion
fatigue.”
Dr. Beck was inspired by her personal experiences, and
the extensive research that shows practicing yoga and
mindfulness can lead to a decrease in stress, aggressive
behavior, and anger. The American Counseling
Association reports that boys who participated in yoga
and relaxation exercises showed significant decreases in
behavior and reduced stress. The clinical team saw this
as a great way to provide youth with an additional skill to
replace their aggressive tendencies, and to train staff in the
practice for future use.
HLF is working with Woodbourne staff to make this
practice a consistent tool even after HLF classes are
complete. “They facilitate programming by training
the staff on breathing and mindfulness and stretching
and posturing, and teach the kids to infuse it into our
programming,” says Dr. Beck.
Staff participation piques the curiosity of the youth, Dr.
Beck explains. “It’s important for staff to participate, not
only to teach the residents, because it has been proven that
there is 80-90% more engagement from kids when staff are
involved.”
HLF is training 15 staff members to learn the biology,
movements, breaths, and postures, and providing a
curricula and app for different practices as a go-to manual
for staff.
The organization offers a unique teaching experience for
the residents, as well, allowing youth who have completed
the class to work with a trained staff member in teaching
the 12-week class to other youth.
Woodbourne plans to offer this program to families
so it can benefit youth even after they discharge from
treatment.
Practicing Mindfulness

Director’s Report
“Growthisneverbymerechance;itis
theresultofforcesworkingtogether.”
-JCPenney
Whatagreattimeoftheyearthis
is.Ourteamisworkingveryhardat
creatingopportunitiesforpositive
changeoncampusforourkidsand
ourstaff.
I’dliketothankTaraWilliamsofHRandmembersofour
ManagementTeamfortheireffortstoattractnewstaff.
TheyhavedoneanexcellentjobrepresentingWoodbourne
ontheirtouroflocaljobfairs.Thiskindofeffortgivesus
anopportunitytobringnewenergyandcreativitytoour
teamandprovidesuswithgoodpublicityforourprogram.
Inthesummerandearlyfall,Tarawilljoinafewotherstaff
membersinrepresentingWoodbournemonthlyatthe
GovanstowneFarmer’sMarket.Themarketisaninitiative
ofLoyolaUniversityMaryland,GovanstowneBusiness
Association,andtheYorkRoadPartnership,whichoffers
localnonprofitstheopportunitytopromotetheirbusinesses
eachmonthatthemarket,atnocost.
IalsocommendWoodbourne’sLeadershipTeam.Wehave
severalinitiativesinmotionthatcouldn’thappenwithout
theirskillsandabilities.Iappreciatealloftheirextraeffort.
Ourteamhasshowntremendousflexibilityandopenness
toaddingdutieslikewritingprogramdescriptions,
developingbusinessplans,meetingwithrepresentatives
fromthestate,testifyingintheSenate,completingneeds
assessments,researchingnewprogramrequirements,
allwhileperformingtheirnormaljobduties.It’sbeena
learningprocessforourteam;thisiswhatteambuildingand
growthisallabout.Everyprogramoptionthatwe’reworking
onismission-drivenandexpandsourcontinuumofcare,and
thesehighbutcalculatedriskscancreatehighrewardforour
youthandstaff.
InconjunctionwiththeYorkRoadPartnership,wewelcomed
Dr.SonjaSantileses,CEOofBaltimoreCitySchools,toour
campus.Shediscussedthechangesthatareoccurringwithin
theBaltimoreCityschoolsandthemajorinitiativesplanned
forthisyear.Wesharedwithherourvisionandplanfora
vocationalprogram,whichalignsperfectlywithhergoals
inBaltimoreCity.Welookforwardtoournextmeetingwith
hertofurtherdiscusshowWoodbournehopestoprovidea
solutionforthecity’syouth.
Finally,we’rereallylookingforwardtoourComedy
FundraisercomingupinApril.Wehavefourprofessional
comedians,includingheadlinerMickeyCucchiella,taking
thestageinanefforttogeneratefundsforourkids’summer
programs.Itshouldbeaveryfunevent!
AnthonyWilson
Executive Director
INSPIRING VISITOR
Woodbourne Center’s Executive Director from 1957 to 1966, Harry
Finkelstein, recently visited campus. Finkelstein started at Woodbourne
in 1955 as the first Master’s level social worker, responsible for racially
integrating Woodbourne’s population.
“For me, it was not a big deal,”
he says, while his son Rick
lists it at the top of his father’s
accomplishments. Rick speaks of
how his father made the campus a
more inclusive place for people of
different religions and races. “He
arranged for a minister, priest, and
rabbi to visit on alternate weeks to
talk with the kids and answer their
questions.”
Finkelstein made a number
of large changes at Woodbourne, even starting the conversation for a
name change. Woodbourne Center was actually called the Children’s
Home of Baltimore at the time, and Finkelstein thought the name was
“old-fashioned and institutionalized.” After the merger with The Child
Study Center of Maryland in 1970, the organization reincorporated as
Woodbourne Center, Inc.
Finkelstein became the first Executive Director of Woodbourne Center,
changing the title from Superintendent. Rick says, “He felt that made the
institution sound like an old-fashioned orphan asylum, and asked to be
called Executive Director.”
His work changed the culture in many ways. “Dad instituted formal
casework treatment. He hired social workers who saw the kids on a
regular basis. He also arranged for the social workers on staff to meet for
an hour a week individually with a psychiatric consultant to discuss their
cases.”
During his time as Executive Director, Finkelstein also wrote a few
articles that were published in journals such as Social Casework, Crime
& Delinquency, and Journal of Religion and Health. At 96 years old,
Finkelstein is still writing, and recently had an article published. He says
the article speaks to how we do the best with the information we have at
the time, but there will always be new information to learn.
“You can’t know everything, but at least know that you can’t know
everything.”
ExecutiveDirectorTonyWilson(L),FormerExecutive
DirectorHarryFinkelstein(C),andAdmissions
SupervisorTomFitzgerald

KINDRED FAMILY FOCUS YOUTH AND FAMILY SOLUTIONS
A FAMILY MEMBER
PATH MN has merged with
Kindred Family Focus to
provide more foster care,
adoption, and home-based services to Minnesota’s
youth and families.
The merger is a strengths-based union that allows
both organizations to continue to grow and develop
new programs under the Kindred Family Focus brand.
The partnership will also build on the community
services currently offered by both organizations, and is
a logical pairing that creates a larger in-state provider
to meet Minnesota’s growing need for foster care and
continuous care as youth transition from foster care to
residential care, and from residential care to foster care
to outpatient services.
The State of Minnesota has identified a need for an
expanded continuum of care that allows for treatment
closer to home communities. The merger positions
Kindred Family Focus as the largest private foster and
adoption agency in Minnesota, offering expanded
services in every part of the state.
PATH MN and Kindred Family Focus share common
missions, values, dedication, history, and commitment
to serving Minnesota children and families.
As a merged agency, Kindred Family Focus has 10
offices and provides foster care services, Alternative
to Residential Treatment, short-term foster care,
emergency foster care, whole-family foster care,
specialized foster care, programming for special
populations, supervised visitation services with a
therapeutic component, and Children’s Therapeutic
Services and Supports (CTSS) mental health services
for youth with emotional and behavioral disturbances.
Kindred Family Focus also operates the Crisis Nursery
Serving Wright County. Kindred Family Focus
contracts with the Department of Human Services
to provide adoption services to Minnesota youth and
families; these services are free to those receiving
Expanding Services
PATH MN merges with Kindred Family Focus
Thepurplemarkersrepresentthelocationsofallthe
KindredFamilyFocusofficesthroughoutthestate,with
theadditionofthePATHMNoffices.Thetealshading
indicatesourcurrentcountieswithactivefosterhomes.

Director’s Report
AKindredfosterhomewasrecently
burglarized;thevandalsnotonly
violatedthehome,butspray-painted
racialslursontheinteriorand
exteriorofthehome.Thefamilyhas
dedicatedthemselvestofostering,
advocatingforbothyouthandother
parentswhoservethispopulation.
ManyhaveaskedwhatweatKindred
coulddotosupportthefamily,especiallybecausetheyfeel
unsafeintheircommunity.Kindredemployeesplantohelp
thefamilymove,usingKindredCAREStocoversomeofthe
movingcosts.ThehomebuildersetupaGoFundMepageto
alsohelpthefamilywithmovingexpenses.
Ihavebeeninthechildwelfaresystemfor40years,
personallyprovidedfostercarefor20years,andhavenever
witnessedapersonalattackonanindividualfamily.Their
experiencewaswellchronicledonlocalmediaoutletsand
theMNGovernorevenweighedin.Whatwasn’taddressed
wasthetraumaassociatedwiththeexperience,bothforthe
familyandthefouryouthintheircare.
Ourmissionistoassistyoungpeopletoovercomelife
traumas,oftenassociatedwithahomeenvironmentthat
wasunabletosupportthesimplestofdailycareneeds.
Whenwelearnthatachildhassufferedahorrificevent,we
trytounderstandtheimpact,oftenunderestimatingthe
result.
Thedifferencewiththisexperienceisthatsomeonefrom
thecommunityhadtheaudacitytopurposelyattackthe
home,thesafetyofthefamily,andthesenseofbelonging
thatthefamilywasseeking.Thisissomethingeachofus
takesforgrantedinourdailylives.Weexpectthingsto
bepredictableandwithinourcontrol,andwedependon
otherstocreatethatpredictability.
Thefamilyisfeelingtraumaandemotionssimilartowhat
theyouthinourcareexperience.Thetraumamayimpair
theiradjustmenttoanewneighborhood,muchlikea
youth’sadjustmenttoanewhome.Weknowthereisno
magicfix;theywillcarrythisexperiencewithsomegood
daysandsomenot-so-gooddays.
Iaskthatwereflectonourwork,theneedtoembraceall
people,andrespectourdifferences. Eachofusdeserves
tofeelsafe,appreciatedforourcontribution,andmost
importantly,respectedasanindividual.
George Hendrickson
Executive Director
services under the contract. The agency also contracts
with the Dave Thomas Foundation for Adoption and
employs three adoption recruiters through the Wendy’s
Wonderful Kids program.
The newly consolidated Minnesota agency will operate
under the leadership of George Hendrickson, Kindred
Family Focus Executive Director. Jay Kimball, PATH
MN Executive Director, will assume the role of Eastern
Operations Director for Kindred Family Focus.
Nexus CEO, Brock Wolff, said, “We know that kids do
better when they can be served closer to home. This
merger between Kindred Family Focus and PATH will
give us expanded opportunity to deliver home-based care
to more kids and families in all parts of the state.”
George Hendrickson, Executive Director of Kindred
Family Focus, said, “This merger will allow us to expand
and strengthen many of our programs and offer more
services to our foster youth and bio-families. The need
for foster care is greater than ever, and we are so pleased
to have such a strong partner for growth.”
“Theneedforfostercareisgreaterthan
ever,andwearesopleasedtohavesuch
astrongpartnerforgrowth.“
GeorgeHendrickson

Clients eligible for Nexus Glen Lakes’ (NGL)
intensive treatment often exhibit behaviors that are
considered “difficult to treat” in more traditional
residential programs. Nexus Glen Lake clients
specifically struggling to manage patterns of
impulsivity, interpersonal problems, emotional
dys-regulation, self-harm, and suicidal behaviors.
Dialectical Behavior Therapy (DBT) has shown
remarkable effectiveness in treating these patterns of
behavior. Many of the interventions unique to DBT
are used with clients at NGL.
DBT is a treatment model originally created by Dr.
Marsha Linehan and is supported by significant
research. DBT is a cognitive behavioral treatment
developed to treat chronically suicidal individuals
diagnosed with borderline personality disorder. In
addition, research has shown that DBT effectively
treats a wide range of other disorders, such as
substance dependence, depression, post-traumatic
stress disorder (PTSD), and eating disorders.
NGL utilizes many of the behavior skills highlighted
in DBT treatment in our day-to-day support of
clients. These skills help change unwanted behaviors,
emotions, thinking, and events that can cause misery
and distress for clients.
Mindfulness Skills:
Mindfulness skills help us focus attention on the
present moment, noticing both what is going
on inside and outside of ourselves, and staying
connected. It also teaches how to observe and
experience reality as it is, to be less judgmental, and
to live in the moment with effectiveness.
Interpersonal Effectiveness Skills:
Interpersonal effectiveness skills help us maintain
and improve relationships. These skills teach us how
to deal with conflict situations, to get what we want
and need, and to say no to unwanted requests and
demands in a way that maintains our self-respect and
others’ liking and respect of us.
Emotion Regulation Skills:
Emotion regulation skills enhance control of
emotions, even though complete emotional control
cannot be achieved. To a certain extent, we are who
we are, and emotionality is part of us. But we can get
more control and perhaps learn to modulate some
emotions by using these skills.
Distress Tolerance Skills:
Distress tolerance skills help increase our ability to
tolerate and survive crisis situations without making
things worse. These skills teach us how to accept
and fully enter into a life that may not be the life we
hoped for or wanted.
Using DBT in
Residential Care

At NGL, clinical and direct care staff work together to enhance
client skills in all of these behavioral areas. Our therapists help
clients create DBT diary cards to track the behaviors that clients
are trying to decrease and the skills they are trying to increase.
Direct care staff then encourage and support the use of these
cards throughout day-to-day interactions with clients.
Staff at NGL are also encouraged and trained to utilize the DBT
skills themselves in an effort to better serve the clients. Staff
participate in weekly mindfulness skills groups, where they
learn and practice various DBT skills.
NGL is committed to breaking the cycle of
institutionalization for the young women
we serve. In order to do this, we strive to
explore a variety of empirically supported
treatment interventions such as those
included in DBT.
For more information about DBT visit
www.linehaninstitute.org
FAREWELLS
This month, we say farewell to two core staff members who
were integral to the start-up and current progress of Nexus
Glen Lake, Associate Director Lynn Starr and Milieu Supervisor
Kourtney De Vos.
Lynn Starr has been the spirit and wisdom of this program since
we opened the doors in September 2015. Program Therapist,
Ann, sums it up best by saying, “Lynn has been an amazing
leader for our start up. She has a way with staff and clients that
is supportive, yet challenges us all to do better and work harder.
She is humble in all ways and serves all who encounter her. She
will be deeply missed!”
Kourtney De Vos began this program as a Youth Care
Professional, but her tenacity, courage and dedication quickly
moved her into the role of Trainer and then Milieu Supervisor.
She has been a rock for the direct care team. We wish her the
best in her future career and offer a heartfelt congratulations on
her acceptance into the Master’s of Social Work program at St.
Kate’s-St. Thomas.
Director’s Report
NexusGlenLakeisseveralmonths
intothesecondyearofoperation!We
areveryproudoftheadvancements
wehavemadeinestablishingan
innovativeandhigh-qualityprogram
thatservesacomplexclienteleof
adolescentgirls.Iamsteppingoutof
myroleasAssociateDirectorsoon,
andIamexcitedtosharetheplanfor
thenextchapteratNexusGlenLake.
MichaelFranke,MA,LP,ourcurrentClinicalDirector,has
beenpromotedtoResidentialProgramDirectorandwilltake
overleadingtheprogram.MichaeljoinedNexusGlenLake
shortlyaftertheprogramopenedandhasbeenanintegral
partoftheprogramleadershipandsuccess.Hehasmore
than25yearsofexperienceinthisfieldandisanexpert
inadministeringandlicensingresidentialprograms.His
experiencehasmadehimanexcellentclinicianandarole
modeltostaff.Hedemonstratesunwaveringcommitmentto
ourclientsandtothestaff,andhispositiverelationshipswith
communityprovidershasbeenahugehelptotheprogram.
IamthrilledthatMichaelhasacceptedthispositionforthe
continuityitprovides,butespeciallybecauseoftheskillsand
commitmentMichaelbringstoNexusGlenLake!Wehave
foundanexcellentcandidatetofillMichael’sClinicalDirector
position.
We’vealsoaddedsomenewmemberstoourteam!
AngelaBellmontjoinedNexusGlenLakeastheQuality
ImprovementSpecialistinJanuary.AngelahasaBachelor’s
degreeinBusinessCommunicationsfromtheUniversity
ofSt.ThomasandaMaster’sdegreeinPublicPolicyfrom
theUniversityofMinnesota,HubertH.HumphreySchool
ofPublicAffairs.PriortojoiningNexus,Angelaservedasa
FamilyFosterCareQualityImprovementSpecialistandas
aCaseManager.Herexperiencealsoincludesresearchand
programdevelopment.
MeredithBilse,LMFT,recentlyjoinedourteamasa
Therapist.MeredithholdsaBachelor’sdegreeinPsychology
andSpanishfromtheUniversityofSouthDakota.She
earnedaMaster’sdegreeinCounselingfromMinnesota
StateUniversity–Mankato.Meredithhasgreatexperience
providingindividual,group,andfamilytherapytoawide
rangeofclients.
Thetruesuccessoftheprogramcomesfromthecompassion
andcommitmentofourentiregroupofstaff,whocometo
workreadytobepresentineverywaynecessaryforourvery
specialclients.
Lynn Starr
Associate Director

Have an idea for a story?
Contact Amy Leach, Cornerstone editor
aleach@nexus-yfs.org
763-551-8666
Employee Anniversaries
Nexus is a national nonprofit, 501(c)(3) organization and provider of
youth and family solutions. Our continuum of care includes community-
based family services, assessment programs, residential treatment
programs, foster care and adoption programs, and on-site education
programs.
Nexus, Gerard, Kindred Family Focus, and Woodbourne Center are legal
entities. They are all nonprofit corporations under their respective state’s
law and are qualified for state and federal tax-exemption under Section
501(c)(3) of the Internal Revenue Code. Mille Lacs Academy, Indian Oaks
Academy, Onarga Academy, Nexus Glen Lake, Gerard Academy, and
Kindred Family Focus programs are not themselves entities; they are part
of the entity that operates them. All of these programs share an underlying
adherence to the Nexus Cornerstone Values and Guiding Principles.
Cornerstone is published bi-monthly by
Nexus. All articles are copyrighted by Nexus.
Reproduction of any part of this publication is
prohibited without prior written consent.
505 Highway 169 North, Suite 500
Plymouth, MN 55441-6447
Corporate: 763-551-8640
www.nexus-yfs.org
Follow “Nexus: Youth and Family Solutions”
on Facebook, LinkedIn, Google+, and Twitter!
3 YEARS
Corporate
Heather Sellors
Gerard Academy
Heather Schmit
Ryan Gallagher
Julie Lowe
Indian Oaks Academy
Courtney Westover-
Nelson
Creanna Fobbs
Ashleigh Godwin
Connie Bach
Mille Lacs Academy
Stacee Athmann
Josey Bain
Onarga Academy
Kelsy Kerrigan
Jeremy Hamann
Reed Anderson
Jessica Schroeder
Karen Perez
Lisa Davis
PATH
Allison Bitz
Woodbourne Center
Migao Cooper
Jami Hicks
Emmanuel Fitzgerald
Elaina Martin-El
Edwin Young
5 YEARS
Gerard Academy
Heather Aarsvold
Mille Lacs Academy
Jackie Demars
Onarga Academy
Danny Hubner
PATH
Jill Grotluschen
Blaine Geiger
10 YEARS
Gerard Academy
Laura Graff
Indian Oaks Academy
Matthew Hedding-Hess
Onarga Academy
Laura Wade
Woodbourne Center
Charles Rice
15 YEARS
Gerard Academy
Joseph Baldus
Tina Kirk
Indian Oaks Academy
Rachel La Gesse
Sara May
20 YEARS
Indian Oaks Academy
Helen Jackson

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