2021
ANNUAL REPORT
HIGHLIGHTS OF OUR WORK IN 2021 AND HOW WE POSITIVELY IMPACT THE LIVES OF THOSE WE SERVE.
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2021 ANNUAL REPORT
TABLE OF CONTENTS 2021 IN REVIEW 1 AN INSIDE LOOK INTO THE RIVERBEND CONTINUUM OF CARE 2 RIVERBEND: BEHIND THE SCENES 3 MEET RUTH 5 RIVERBEND COMMUNITY MENTAL HEALTH | CONTINUUM OF CARE 9 MEET CAITLYN 11 FINANCIAL REPORT 12 MEET BRAD 13 THANK YOU TO OUR SUPPORTERS 14 MEET DANIEL 17
BOARD OF DIRECTORS & SENIOR LEADERSHIP BOARD OF DIRECTORS
James Snodgrass, Med
John Barthelmes, Chair
Carol Sobelson
James Doremus, Vice Chair
Johane Telgener Kara Wyman
Frank Boucher
EX OFFICIO Lisa K. Madden, MSW
Leslie Combs
Chief Executive Officer Riverbend Community Mental Health
Christopher Eddy Benjamin Hodges Rabbi Robin Nafshi Bradley Osgood Glenn Shepherd
Lisa K. Madden,MSW Chief Executive Officer Chris Mumford, LICSW Chief Operating Officer
John Chisholm
Nicholas Larochelle, MD
SENIOR LEADERSHIP
Crystal Welch Chief Financial Officer Jaime Corwin VP of Human Resources
Sarah Gagnon, LICSW
Robert P. Steigmeyer Chief Executive Officer Concord Hospital
Kevin Irish
VP of Clinical Operations VP of Information Services
Karen Jantzen, CFRE VP of Community Affairs Sheryl Putney VP of Quality Assurance
2021 IN REVIEW A LETTER FROM JOHN BARTHELMES, RIVERBEND BOARD CHAIR Happy New Year, On behalf of the Riverbend Board of Directors, CEO Lisa Madden and staff, we hope this letter finds you and your loved ones safe and well. We are almost two years into the global pandemic and it continues to impact each of us in our personal and professional lives. During these challenging times, Riverbend continues to fulfill its mission of meeting the mental health needs of our community. It is expected that the increasing needs for Riverbend’s mental health services will not diminish in the future, as the residual effects of the pandemic will be with us for a while. The month of March 2020 was pivotal for Riverbend, as the World Health Organization declared the Covid-19 outbreak to be a pandemic. The previous model for delivering mental health services was no longer viable. It required a new way of doing business. The Riverbend team responded, with innovative ways to deliver quality mental health services to our homes, work, schools and community. It is with gratitude and appreciation that I recognize our clinicians and support staff for their courage, compassion and resilience, as they continue to serve the mental health needs of our region. Riverbend’s evidence-based model of treatment provides a comprehensive array of mental health and addiction services. Spanning all levels of care, including prevention and education, outpatient services, community based and intensive services, crisis services and inpatient and residential services. Through our various programs, we aim to meet our clients where they are and help support them, as they move through our continuum of care.
John Barthelmes, Board Chair, Riverbend Community Mental Health
As we look forward to 2022, we do so while building on the successes of the past year and directing our resources toward optimizing access and coverage of both inpatient and outpatient care. This Annual Report highlights our work in 2021 and how we positively impact the lives of those we serve. With gratitude, I thank the Board of Directors, the Riverbend staff and all our supporters. Together we can make a difference. With gratitude, John Barthelmes, Board Chair
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AN INSIDE LOOK INTO THE RIVERBEND CONTINUUM OF CARE Forward: Lisa Madden Lisa Madden, CEO, Riverbend Community Mental Health
In this Annual Report I’d like to introduce Riverbend Community Mental Health’s Continuum of Care, a document illustrating how Riverbend’s many different programs and services - in conjunction with community partners - provide assistance to our clients and other members of our community, falling along a treatment spectrum from mild to severe. This Continuum of Care is aptly named, as the Merriam-Webster defines the word “continuum” as a coherent whole characterized as a collection, sequence, or progression of values or elements varying by minute degrees. Riverbend is an organization made up of many different, unique and specialized services that meet the behavioral and mental health needs of the population we serve. Sprinkled throughout this Annual Report are real case-stories* featuring snapshots of the types of clients we serve. Over the past 59 years Riverbend has grown exponentially. It is our hope that while reading the stories from our programs, you will be able to visualize the intricate system of care that Riverbend has evolved into, and how a client might enter the Continuum of Care and begin treatment. Additionally you’ll see how a client can receive assistance from multiple programs and resources at one time, highlighting the collaborative efforts of these programs. First, we’ll take a look “behind the scenes” at the hard-working teams who support the various clinical functions of Riverbend. We are fortunate to be made up of so many dedicated staff who keep Riverbend flowing. I am so proud of the things we have accomplished in the past two years and I look forward to sharing them with you. Enjoy,
Lisa K. Madden President/CEO Riverbend *Names have been changed to protect our clients 2
2021 ANNUAL REPORT
RIVERBEND: BEHIND THE SCENES THANK YOU TO OUR ADMINISTRATIVE TEAMS
When you hear “essential workers”, what do you picture? For most of us, we’ll picture doctors and nurses dressed in full personal protective equipment. We’ll envision mail carriers, waste collectors, or cashiers at the grocery. We may even picture the many mental health staff who work daily to ensure that our clients’ mental health needs are still being met. It can be easy to forget that essential organizations are comprised of so much more than the front-line staff. In addition to illustrating the important ways our clinical teams work together to serve our community, we also want to highlight some of the teams that work behind the scenes to support our front-line staff.
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Brandon Nelson, Director of Facilities, oversees a team made up of just fourteen individuals, all responsible for ensuring that Riverbend’s ten facilities, housing nearly four hundred staff and over fifty residents, remain sanitized, safe, and welcoming for all. A hands-on supervisor, Nelson can be found working alongside his crew day in and day out. Erin O’Connell, Director of Administrative Operations at Riverbend, oversees a team of thirty-five including Program Assistants, Benefit Specialists, Medical Records Specialists, Admissions Coordinators, and Office Managers. When explaining what her department does, O’Connell shares that, generally speaking, her team covers everything that’s known to the public as “patient access” - from client check-ins and scheduling, to financial services, and medical records - with Office Managers at each site overseeing the administrative functions.
ADMINISTRATIVE OPERATIONS* CLIENT INTERACTIONS 2,200 PHONE CALLS 1,050 NEW CLIENT INQUIRIES: 120
scheduled vacation, exposure to or contraction of Covid, or Covid-like symptoms. They don’t have the luxury of working from home; these guys show up every day. As soon we hear of a staff-person who’s contracted or been exposed to Covid, our guys deploy right away and start disinfecting. Due to all this extra work, they even come in on weekends to make sure other work is getting done,” shared Nelson. “For a lot of my staff, they really have appreciated being in the office, but it has been a challenge when they have needed to be home. Due to Covid protocols it’s more complicated to do their jobs efficiently when they’re not in the office as we become limited with only a certain number of staff on site and what we’re able to accomplish in a day. I think the biggest challenge for us has been the recruitment and staffing, and chronically doing more work with fewer resources,” said O’Connell. “The added work has included basic tasks like conducting Covid screenings and reminding folks of those protocols. Additionally, our scheduling has become a lot more complex since we’ve implemented telehealth. We’re having to manage the details of online appointments, and onboard and orient both clients and staff to those processes that many are just unfamiliar with. Some of
MEDICAL RECORDS SCANNED SINCE MARCH 2020: 68,363 *DAILY AVERAGES
TELEHEALTH & TELECOMMUNICATIONS* USERS: 405
For Nelson and O’Connell’s teams, some of the biggest adjustments they’ve faced in the past two years have been staffing arrangements for a group of essential workers who aren’t able to work from home and, like most organizations, navigating the repercussions of a nationwide staffing shortage. This has caused constant re-prioritization of essential tasks in an attempt to be as efficient and safe as possible with increasingly fewer resources.
MEETINGS HELD: > 19,208 (WITH > 60,000
PARTICIPANTS)
HOURS IN USE: > 47,619 *SINCE MARCH 2020
our work has become more extensive so we’ve had to reprioritize other items that we’d normally be taking care of. I think that’s been another one of the major challenges,” O’Connell explained.
“The only time our staff are not working is either for a 4
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MEET RUTH CRISIS SERVICES Ruth, a 71 year old female, was brought to Mobile Crisis by the local police department in response to a call from a concerned family member after Ruth expressed suicidal ideation. Ruth was assessed by a Mobile Crisis Team clinician and a Peer Support Specialist who determined that she was not at immediate risk but would likely need a high level of support to follow up and engage in services. Ruth was provided with a next day appointment with the Behavioral Health Crisis Treatment Center. Upon presenting to the Crisis Treatment Center, she was assessed by a Crisis Treatment Center case manager and APRN, who recognized that she had some physical symptoms that were complicating her overall presentation and recommended she obtain medical clearance at Concord Hospital before further treatment.
INPATIENT SERVICES Over the course of the next two weeks, the Crisis Treatment Center team worked tirelessly with Riverbend Emergency Services staff and primary care to coordinate the client’s movement through medical hospitalization, discharge, Crisis Treatment Center engagement, and returns to the Emergency Department. Ruth had great difficulty with regulating her symptoms and struggled to organize tasks and follow up with providers. Team members provided regular check ins with Ruth over the next two months to navigate medication management, engagement with community support services, and bridge primary care and behavioral health service delivery until longer term services became available.
COMMUNITY BASED SERVICES AND PREVENTION & EDUCATION Ruth was then connected to the Referral, Education, Assistance and Prevention Program (REAP), and to the Community Support Program where she met with a Clinician for intake. Ruth was found eligible for Community Support Program services but required support getting connected with Medicaid to pay for the services she needed. Staff from the Crisis Treatment Center continued to team with her new Community Support Program providers - a Case Manager, Nurse, and Doctor - to support continuity of care while she established services.
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Emily Holland, Director of Accounts Receivable and a selfproclaimed “nerd who likes spreadsheets”, supervises a team of eight who handles the billing process from collecting, batching and sending incoming charges to the insurance companies, receiving and applying incoming payments, handling client statements and incoming payments, and dealing with denied claims.
FINANCE MONTHLY AVERAGE NUMBER INSURANCE CLAIMS PROCESSED: 18,000 60 BILLING CODES OVER 20+ MAJOR INSURANCE PROVIDERS ACTIVE MONTHLY VENDORS: ~200 “Fortunately, the vast majority of our work can be done from home,” Holland shared. “Overall things have been pretty stable in our department. Under the Public Health Emergency, things have been put into place making it easier for clients to maintain their benefits, meaning our team is not required to constantly check a client’s benefits status.” Using the start of Covid as a marker of time passed can sometimes feel as if we’ve been living in a black hole wherein no time has passed, yet so much has happened. Over these last two years though, the Facilities, Administrative Operations and Accounts Receivable teams have been hard at work. Aside from ensuring the buildings are kept safe and clean and sanitized, Nelson’s team can be found working on capital projects at any given time. “Essentially, I’m working on tightening up efficiencies across my department,” Nelson explained. With ten different locations to manage, finding ways to consolidate work flows and minimize unnecessary
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trips to buildings across town is key. Nelson’s most recent projects have involved getting his department technologically up to speed. Recently, he implemented an online ticketing service for maintenance tasks. “I wanted to make it easier for everyone to be able to request something, and I also wanted to create a paper trail for accountability. I’m trying to create a better customer service platform. I want to be transparent with everything we do,” Nelson said. Nelson is also exploring other cloud-based services to allow certain functions to be viewed and controlled from anywhere. “We’re currently bidding proposals for building automation for the HVAC systems. They become computer controlled which opens up the possibility of being able to access them from anywhere. It also includes alarms if there’s loss of heat, or it’s too hot, or the water flow is too high indicating a leak - things that will save our department time and money while also tightening up that energy envelope,” Nelson explained.
FACILITIES* >2,545.75 HOURS OF OVERTIME 20 AIR PURIFIERS INSTALLED 600 LIGHT BULBS CHANGED *SINCE MARCH 2020 For O’Connell, the past two years have allowed her staff to grow professionally. “It’s put us in a position where it’s allowed us to identify opportunities for things like cross-training, so we’ve been able to develop folks and utilize them across departments in a way that we haven’t before which has been really beneficial for staff-satisfaction and meeting the needs of the agency,” O’Connell reflected.
Additional projects for O’Connell’s team have included collaborations with outside agencies like Concord Hospital and the Department of Health and Human Services (DHHS). Sixteen Riverbend staff have been certified by the State to determine an individual’s eligibility for Medicaid benefits, allowing the client to receive limited benefits for up to two months. This is critical in supporting client access to services that are not reimbursed by private insurance, and also grants clients the ability to fill their prescriptions as soon as they’re discharged from hospitals. Another key project that her team has been working on is preparing for the Public Health Emergency (PHE) Unwind.
QUALITY ASSURANCE AUDITS FOR COMPLIANCE, QUALITY, AND PRIVACY: - 100 STAFF AUDITS PER MONTH, FOCUSING ON QUALITY OF DOCUMENTATION - 110 CLIENT CHARTS PREPARED/PROCESSED FOR INSURER REVIEWS IN 2021 - 78 MONTHLY TARGETED MEDICAL CHART AUDITS OF RIVERBEND’S ELECTRONIC MEDICAL RECORD TO MONITOR PRIVACY, ACCESS, AND ACTIVITY
“The public health emergency is going to end at some point, and there’s a lot of concern about clients’ Medicaid benefits closing once that happens. Because DHHS has not been closing cases as they normally would, despite the fact that clients may not be providing the level of detail and documentation that Medicaid would normally require of them, once the PHE unwinds lots and lots of cases are going to get
closed. The concern is that we’ll have a large group of clients that are going to be in that situation which is going to cause strain on us, on DHHS - the entire system. What we’ve really done is try to work with DHHS to develop new communication pathways to ensure that we are identifying cases that need addressing to prevent those closures from occurring,” O’Connell explained. O’Connell’s team also has been working closely with Concord Hospital’s revenue cycle team to create streamlined processes to receive data elements that support documentation and billing processes for services rendered on-site at the hospital. They’ve also identified opportunities to improve cross-communication between benefit specialists at Riverbend and Concord Hospital to reduce dropped information or duplication of work efforts in shared clients. Additionally, O’Connell facilitated the implementation of electronic forms and signatures that allows the capacity for forms to be sent and signed electronically, which has been key when clients haven’t been able to come into the office. For Holland’s Accounts Receivable team, they’re constantly working to meet the ever-changing requirements of insurance providers. A Statewide mobile crisis initiative that rolled out on January 1 of 2022 named “Rapid Response” has caused Medicaid to issue completely new billing guidance and different billing codes. This requires Holland’s team to work closely with Riverbend’s Information Technology department to get the proper codes put into place in their billing system. “We’ve also been working a lot on cleanup of old balances and tightening up the way the insurance plans are entered into our system. By doing this we are consolidating and combining steps to make it easier for the administrative assistants to figure out which plan they’re supposed to select when inputting client information,” Holland explained. CONTINUED ON PAGE 11
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RIVERBEND COMMUNITY MENTAL
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2021 ANNUAL REPORT
L HEALTH | CONTINUUM OF CARE
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All-in-all, Nelson, O’Connell and Holland express nothing but gratitude for the hard work and dedication of their staff.
HUMAN RESOURCES*
able to pivot in a heartbeat and also just continue to push through a much heavier workload – a workload that they didn’t have prior to the pandemic – with fewer resources. To be able to push through and manage it and keep a good attitude…I’m just grateful,” said O’Connell.
>1,326 JOB APPLICATIONS >181 TRAININGS >770 HOURS PROCESSING PAYROLL *SINCE MARCH 2020 “It’s been a delicate balance for folks to continue to meet the needs of the agency and at the same time still practice good self-care. We work hard to ensure that they’re building self-care into their life. This year we’re re-prioritizing what folks’ workloads look like and what we’re able to accomplish in a day. The teams have stepped up on their team building activities not only within their teams but also within the programs to lift morale and have lighthearted experiences,” shared O’Connell. “I couldn’t ask for a better crew,” said Nelson of his team. “These people are dedicated; they’ll do whatever is required of them. My guys are all as happy as can be. When you see them working they’re always doing it with a smile. Whenever I have more work, they don’t complain they just come in and do it.” “I’m just really impressed with my team leads,” shared Holland. “They’ve worked really hard on helping to train new staff and getting the department a little more functional, and have done a lot to get our aging numbers down and improving the incoming collection rate.” “There’s been a lot of implication on how the Administrative Operations team navigates their work flow and it’s been really nice that they’ve just been
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In addition to the Facilities, Administrative Operations and Accounts Receivable teams, Riverbend is also supported by Human Resources, Information Technology, Quality Assurance and Community Affairs departments who each have crucial functions. These teams ensure that staff feel supported and their needs are met, adaptation to a virtual technological environment is enabled, clients are receiving excellent care, and that Riverbend is raising awareness and funds in order to remain a successful non-profit organization.
COMMUNITY AFFAIRS* $2.8 MILLION IN CHARITABLE SUPPORT 12 EVENTS HOSTED IN-PERSON/VIRTUALLY 9 PUBLICATIONS, 56 E-BLASTS, 1,262 SOCIAL MEDIA POSTS *SINCE MARCH 2020
MEET CAITLYN PREVENTION & EDUCATION Caitlyn, a 38 year old female, initially came into the Doorway where she met with a Case Manager and a Recovery Support Specialist to complete an assessment. Caitlyn shared that she had suffered significant trauma since age 5. She disclosed that she had been in multiple relationships where she was verbally and physically abused and that she was currently living with one of her abusers. The Doorway referred her to the Choices program for services and scheduled an initial meeting to develop a treatment plan with the Recovery Support Team Manager. Shortly before the appointment, Caitlyn called her Clinician from the Doorway to report that she had just escaped her abuser. Caitlyn explained that earlier that day, her abuser had physically harmed her and that she had locked herself in a public bathroom to protect herself. The Case Manager from the Doorway reached out to the Recovery Support Team Manager who offered to meet with Caitlyn whenever she could get to Choices, no matter what.
OUTPATIENT SERVICES Caitlyn arrived at Choices a short time later with all of her belongings. After hearing more of her story, the Recovery Support Team Manager felt that Caitlyn was in enough danger that immediate action needed to be taken before she left the office. Choices reached back out to staff from the Doorway to problem-solve as a team. With help from The Doorway staff, Caitlyn reached out to Domestic Violence shelters and was able to find a bed at a sober living facility in a nearby town, and Caitlyn was later transferred to a sister facility closer to home. At her next appointment with Choices staff, Caitlyn presented in a much better place. She had not seen or been around her abuser since that day and the team was also able to supply her with a gift card to get new clothes through the Doorway. Caitlyn has continued her treatment with the staff at Choices and is attending groups with Clinicians and Peer Support Specialists. She also receives bridge counseling and support from staff at The Doorway.
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FINANCIAL REPORT FOR THE FISCAL YEAR ENDING JUNE 30, 2021
Public Support Revenues Government Charitable Support Insurance Contracted Services
$4,047,322 $1,622,965 $28,766,679 $4,049,036
Total Public Support & Revenues
$38,486,002
Program Expenses Children & Adolescents Psychiatric Emergency Services Adults Residen�al Choices (Substance Use Disorder Services) Administra�ve & Other
$5,652,779 $4,287,400 $14,386,095 $2,928,737 $2,255,202 $4,621,701
Total Program & Administra�ve Expenses
$34,131,914
NET OPERATING INCOME/EXPENSE
Public Support
State of NH
$3,233,066
Federal
$814,256
In-Kind Contribu�ons
$170,784
Dona�ons
$119,565
Other Public Support TOTAL
$5,670,287
Program Revenue Medicaid/Medicare
$4,354,088
$1,332,616
$25,443,104 $2,924,264
Private Insurance
$399,311
Net Client Fees Contracted Services
$4,049,036
TOTAL $32,815,715
Last year, Riverbend closed the year with an unanticipated positive operating margin due two factors: 1. Riverbend’s PPP loan was forgiven to grant status in June 2021, the close of the fiscal year, in the amount
Children & Adolescents
$5,652,779
of $5 million dollars.
Psychiatric Emergency Services Adults
$4,287,400
2. Riverbend worked closely with the state MCO’s to maintain our full funding despite the challenges presented by the pandemic. This saved Riverbend over 2 million dollars. Combined, the result was an unprecedented positive operating margin which is being re-invested into staff, IT infrastructure, deferred maintenance in facilities, and a new electronic health record.
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Program Expenses
2021 ANNUAL REPORT
$14,386,095
Residen�al
$2,928,737
Choices (Substance Use Disorder Services) Administra�ve & Other
$2,255,202 $4,621,701
TOTAL $34,131,914
MEET BRAD OUTPATIENT SERVICES Brad was a client of the Children’s Intervention Program working with staff for Therapeutic Behavioral Services and case management, a Clinician for individual therapy, and a Doctor for medication management. He was referred to the Adolescent Choices Program by his clinician due to concerns of significant marijuana use that seemed to be getting in the way of his daily functioning. Once the referral was successfully made, a Child and Family Therapist completed an intake with Brad to assess his level of use. The Child and Family Therapist then arranged for weekly sessions to start. Brad worked with both his Therapist and Clinician for individual therapy until it was time for the client to be transferred to adult services due to aging out. Children’s Program staff utilized the monthly Community Support Program/Riverbend Counseling Associates transfer meeting with staff from the two programs to discuss the client, assess his needs, and determine the best setting for Brad to continue services.
COMMUNITY SUPPORT PROGRAM At the Community Support Program, a clinician completed Brad’s intake and determined that he would be best served on a specialized team for those with dual diagnoses. Both this team and Brad’s Children’s Program staff worked to transition care, with a long stretch of overlap in order to allow Brad to settle in at the Community Support Program. Brad began individual therapy with a Clinician and received psychiatric care from a Doctor and APRN. His Clinician supported Brad with engaging in Dialectical Behavior Therapy (DBT) and he joined the Pre-Dialectical Behavior Therapy group. Brad expressed interest in working, so his Case Manager referred him to the Supported Employment program within the Community Support Program. It was eventually determined that Brad no longer needed the transition care of his specialized team, and Brad moved to a different team. He began case management services and completed Pre-Dialectical Behavior Therapy and began the full DBT program. Brad has now been a Community Support Program client for two years, during which time he has continued to work with his Child and Family Therapist for substance use treatment and has successfully decreased his use of marijuana and has recently become employed.
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THANK YOU TO OUR SUPPORTERS THANK YOU TO THE FOLLOWING INDIVIDUALS, FAMILIES, BUSINESSES, FOUNDATIONS, AND COMMUNITY ORGANIZATIONS FOR SUPPORTING OUR MISSION BY INVESTING IN OUR PROGRAMS AND LENDING EXTRA SUPPORT THROUGH THIS EXTRAORDINARY TIME. THESE LISTS ACKNOWLEDGE GIFTS MADE TO RIVERBEND BETWEEN JANUARY 1 AND DECEMBER 31, 2021. PLEASE LET US KNOW IF YOUR NAME – OR THAT OF YOUR COMPANY, FOUNDATION, OR ORGANIZATION – IS MISSING OR PRINTED INCORRECTLY.
RIVERBEND LEADERSHIP CIRCLE Our leadership circle recognizes those who make cumulative gifts of $1,000 or more throughout the calendar year. Visionary $20,000+ Cogswell Benevolent Trust Sarah Dorste New Hampshire Charitable Foundation
Steward $2,500-$4,999 Anonymous New Hampshire Healthy Families Northeast Delta Dental** WB Mason Co., Inc.
Collaborator $10,000-$19,999 Merrimack County Savings Bank*** Rolfe and Rumford Donor Advised Fund of the New Hampshire Charitable Foundation*
$1,000-$2,499 Mr. and Mrs. John Barthelmes* Peter and Peg Blume** Frank and Debra Boucher* Dr. Dennis Card and Dr. Maureen McCanty* William L. Chapman Steve and Jane Cohen* Leslie Combs* Concord Female Charitable Society* Concord Hospital* Elvira F. Downs, MD** Finisterre Fund of the New Hampshire Charitable Foundation* First Baptist Church of New London
$5,000-$9,999 Anonymous (2) Arthur Getz Charitable Trust Borislow Insurance Concord Hospital - Community Services Fund*** Benjamin W. Couch Trust Dartmouth-Hitchcock Concord*** Harvard Pilgrim Health Care Janssen Pharmaceuticals, Inc**
FRIENDS $500-$999 Anonymous (4) Catholic Charities New Hampshire The Colony Group** Barry Cox and Nancy Kane Glenn and Susanne Currie** Dragonfly Fund of the New Hampshire Charitable Foundation Episcopal Church of New Hampshire
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James Fitts Franklin Savings Bank*** Unitarian Universalist Church Erling Jorgensen Ph.D. Gayle Kimball and Paul Silberman Daniel Luker and Karen Slick* Mason & Rich Allan Moses*** Allison S. Moskow Donald Pfundstein and Roberta Brunelle Jeffery and Jill Savage***
Genoa Healthcare Karen Green Benjamin Hodges Karen Jantzen*◊ Dr. Bryce Lambert*** Nicholas Larochelle Heidi and Jerry Little Melinda Tobie Charitable Trust*** David and Mary Ruedig Family Fund of the New Hampshire Charitable Foundation* Duane Scott and Jennifer Hess* Gary and Carol Sobelson* JH Spain Commercial Services, LLC* Sharon Sweet*** Glenn and Leslie Walker* Cinde Warmington
Jackie and Neal Stephany** Robert and Mary Bryan Terry** USI New England Michael and Janet Ward Wesley United Methodist Church $250-499 Anonymous Dr. Hilary Alvarez and Alex Streeter◊ Roland Berube ◊ C. Thomas and Margaret Brown CGI Business Solutions
*For Every 5 Years Of Consecutive Support; Bolded Multi-Year Leadership Giving Society; ◊365 Club
John Chisholm Jeremy and Jaime Corwin**◊ Anthony and Martha D’Amato** James Doremus Christopher Eddy* Denise Fairbank Erin Greene Dr. Randy Hayes and Mrs. Martha Clark*** John and Roberta Hollinger Honorable Sylvia B. Larsen and Mr. Robert Larsen Mary Levesque* Wayne Locke Irrevocable Trust Douglas Lyon** Lisa K. Madden Thomas M. Madden Skip and Carolyn McKean NH Automobile Dealers Association Robin Nafshi* Donna Palley and Steven Scudder Rodney and Carolyn Patenaude*** B&J Rosenfield Family Fund of the New Hampshire Charitable Foundation Seabrook Truck Center David Souter** Temple Beth Jacob Robert Thomson and Lucy Hodder*
Up to $99 Anonymous (3) Mary Ann Aldrich Paula Booth Marlene Brooks Renda Brooks Katie Burns Tracy Byers Emily Carrara Nancy Cassidy Dellie Champagne Kenneth Chenette Russell Conte Jordy Cornog****◊ Tim Cronin◊ Justin Cutting Sharon W. Czarnecki Mark Doyle Davis Dwayne Eddie Edwards Kathleen Egan Abi Fisher Leo and Lorraine Graciano Grappone Management Company Greater Concord Interfaith Council Linda Haskins David Hilts Iere Pizza North, Inc Councilor Linda Kenison Eleanor Kimball Mackenzie Lahousse Sandra Lambert
Deering Community Church Roger and Susanne Desrosiers Todd Donovan Nancy Egner BJ Entwisle Brian Graf Kathleen Hall◊ Dr. Christian Hallowell and Ms. Cindall Morrison Doug and Judy Hatfield Harry and Chris Kirsch*** Robert and Audrey Knight Richard and Layla Lord Naomi Mashburn The Honorable Howard Moffett Margaret E. Morrill NAMI New Hampshire New Hampshire Bowl & Board New Hampshire Center for Nonprofits Bill Norton Bradley Osgood Ruth and Nick Perencevich* Robert Rabuck William and Gail Rider Michael Sheehan and Virginia Symmes Sheehan James Snodgrass St. Paul’s Episcopal Church Terry Sturke and Tom Bell Sarah Sweet Kurt and Elaine Swenson Johane Telgener Annmarie Timmins Diana and Eric Weiner Hope Zanes Butterworth
$100-249 Anonymous Angel View Realty Dr. and Mrs. Percy Ballantine Andrea Beaudoin Corey Belobrow and Donna Rice
Franklin
Northfield
Boscawen
Pi�sfield
Other Concord Hillsboro Pembroke
Weare
Clients by Town Concord (2,092)
Pi�sfield (249)
Hopkinton (149)
Canterbury (61)
Danbury (28)
Other (858)
Weare (220)
Henniker (118)
Dunbarton (56)
Wilmot (14)
Boscawen (718)
Northfield (218)
Chichester (83)
Sailsbury (34)
Su�on (9)
Franklin (563)
Epsom (179)
Warner (74)
Hill (32)
Pembroke (527)
Loudon (175)
Bradford (70)
New London (32)
Hillsboro (290)
Bow (165)
Andover (61)
Newbury (29)
*For Every 5 Years Of Consecutive Support; Bolded Multi-Year Leadership Giving Society; ◊365 Club
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Friends, up to $99, cont. Kim LaMontagne Steven Lavoie John Marasco Marta Modigliani Robin Moore and Susan Deforest Meghan Morgan Tara Nelson Tim and Pam Neville Nathan Noyes Paul Raymond, Jr. Sheryl Reasoner◊ Sarah’s Art From The Heart Patricia Saunders Gary and Susan Seidner Glenn Shepherd Andrew Supplee Sean Toomey Debra Walsh Crystal Welch Rebecca Wolfe Larry and Susan Wolfe
IN KIND DONORS We want to give a special thanks to all the individuals, businesses and community organizations that donated groceries, personal hygiene items, household supplies, and warm winter clothes for our clients. Beefside Jeremy and Jaime Corwin Stuart Frankel Hemlock Haven Arts Hermanos Cocina Restaurant Karen Jantzen Live Juice S&W Sports Lee Shaikh Speedy Printing & Copying
HONOR & TRIBUTE GIFTS In Honor of Rebecca Wolfe Larry and Susan Wolfe In Honor of Fran Cohen Debra Walsh In Memory of Beth Sweet Anthony and Martha D’Amato Gayle Kimball and Paul Silberman Harry and Chris Kirsch Sarah Sweet Sharon Sweet
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In Honor of Carol Sobelson Naomi Mashburn
RESTRICTED GIFTS Acute Care Liaison, Franklin Office Concord Hospital – Community Services Fund Beth Sweet Fund Anthony and Martha D’Amato Gayle Kimball and Paul Silberman Harry and Chris Kirsch Sarah Sweet Sharon Sweet Children’s Program Concord Hospital – Community Services Fund Elvira F. Downs, MD Unitarian Universalist Church Choices Addiction Treatment and Recovery Services Concord Hospital – Community Services Fund Karen M. Jantzen Community Support Program Concord Hospital – Community Services Fund Gayle Kimball and Paul Silberman Information Technology Services Concord Hospital – Community Services Fund Food Insecurity Catholic Charities InShape Janssen Pharmaceuticals Moses Endowment Allan Moses Parenting & Prevention Benjamin W. Couch Trust Merrimack County Savings Bank Rolfe and Rumford Donor Advised Fund of the New Hampshire Charitable Foundation Psychiatric Emergency Services Cogswell Benevolent Trust The Doorway Episcopal Church of New Hampshire Greater Concord Interfaith Council
Iere Pizza North, Inc. Eleanor Kimball St. Paul’s Episcopal Church Temple Beth Jacob Wesley United Methodist Church Twitchell House Gazebo Arthur Getz Charitable Trust
CHAMPIONS FOR MENTAL HEALTH ANNUAL SPONSOR Dartmouth-Hitchcock SIGNATURE SPONSORS Borislow Insurance Harvard Pilgrim Merrimack County Savings Bank NH Healthy Families HOST Northeast Delta Dental CHAMPION SPONSOR W.B. Mason ADVOCATE SPONSORS Concord Hospital Genoa Pharmaceutical Janssen Pharmaceutical JH Spain Commercial Services MENTOR SPONSORS The Colony Group Franklin Savings Bank Mason + Rich USI ASSOCIATES SPONSORS Peter and Peg Blume Leslie Combs NH Automobile Dealers Association Jeffery and Jill Savage Seabrook Truck Center Robert Thomson and Lucy Hodder FRIENDS Todd Donovan BJ Entwistle New Hampshire Bowl & Board Norton Asset Management William and Gail Rider Diana Weiner
MEET DANIEL COMMUNITY-BASED INTENSIVE SERVICES Daniel is a 35 year old male who was referred by his attorney to apply for Merrimack County Drug Court. Daniel was assessed by the Clinical Manager and was found eligible for Drug Court, meeting the High Risk of re-offense and High Need for his substance use disorder. Daniel began to engage in clinical services with a Drug Court Clinician as well as case management services. Daniel engaged with Drug Court services to address his substance use needs, however, in his sobriety other mental health needs related to psychosis began to appear and became the primary concern. A call was made to Emergency Services when Daniel reported wanting to harm himself to remove a tracking device he believed was embedded in his body.
PSYCHIATRIC EMERGENCY SERVICES Daniel was assessed by Emergency Services staff who believed that Daniel would meet eligibility for Community Support Program services, and referred him to the Franklin office as he was homeless and living in the area.
OUTPATIENT SERVICES AND COMMUNITY-BASED INTENSIVE SERVICES Daniel was assessed by a Clinician at the Franklin Office and found eligible for services. Daniel was seen soon after by the Psychiatrist for medication management and was able to be prescribed a medication for his psychosis. Daniel began to stabilize and was monitored by the Franklin Psychiatric Registered Nurse. With Daniel’s psychosis being properly addressed, Daniel began to engage further with the Drug Court team. Daniel is currently living in his own apartment, working a full time job and successfully graduated Drug Court in January, 2022 and continues to receive counseling services from the Franklin Office.
2021 ANNUAL REPORT
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