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Massachusetts Mental Health Counselors Association Inc

 17 Cocasset Street
 Foxboro, MA 02035
[P] (508) 698-0010
[F] (508) 698-1711
http://www.mamhca.org/
[email protected]
Samantha Dutra
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INCORPORATED: 1999
 Printable Profile (Summary / Full)
EIN 04-3428656

LAST UPDATED: 09/14/2017
Organization DBA MaMHCA
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

--

Mission StatementMORE »

The mission of the Massachusetts Mental Health Counselors Association is to provide professional education, training, and advocacy to Mental Health Counselors in Massachusetts. MaMHCA is a vital and effective organization in advocating for the provision of a broad range of services to meet the mental health counseling needs of consumers in the Commonwealth. MaMHCA is dedicated to our consumers of professional development training, aiding in continuing education in mental health counseling, thereby continually enhancing their ability to provide the highest quality mental health treatment to our communities in Massachusetts. As an organization, MaMHCA is also dedicated to the development of a creative, collaborative and positive approach to reform in mental health service delivery systems to promote the highest quality of mental health treatment throughout the Commonwealth.

MaMHCA membership is open to professional mental health counselors, counselor educators, and counseling students.

Mission Statement

The mission of the Massachusetts Mental Health Counselors Association is to provide professional education, training, and advocacy to Mental Health Counselors in Massachusetts. MaMHCA is a vital and effective organization in advocating for the provision of a broad range of services to meet the mental health counseling needs of consumers in the Commonwealth. MaMHCA is dedicated to our consumers of professional development training, aiding in continuing education in mental health counseling, thereby continually enhancing their ability to provide the highest quality mental health treatment to our communities in Massachusetts. As an organization, MaMHCA is also dedicated to the development of a creative, collaborative and positive approach to reform in mental health service delivery systems to promote the highest quality of mental health treatment throughout the Commonwealth.

MaMHCA membership is open to professional mental health counselors, counselor educators, and counseling students.


FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $334,606.00
Projected Expense $330,804.00

ProgramsMORE »

  • Supervision Training Program

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

The mission of the Massachusetts Mental Health Counselors Association is to provide professional education, training, and advocacy to Mental Health Counselors in Massachusetts. MaMHCA is a vital and effective organization in advocating for the provision of a broad range of services to meet the mental health counseling needs of consumers in the Commonwealth. MaMHCA is dedicated to our consumers of professional development training, aiding in continuing education in mental health counseling, thereby continually enhancing their ability to provide the highest quality mental health treatment to our communities in Massachusetts. As an organization, MaMHCA is also dedicated to the development of a creative, collaborative and positive approach to reform in mental health service delivery systems to promote the highest quality of mental health treatment throughout the Commonwealth.

MaMHCA membership is open to professional mental health counselors, counselor educators, and counseling students.


Background Statement

MaMHCA became a state chapter of the American Mental Health Counselors Association in 1982, to achieve licensure for mental health counselors in MA and provide a network and professional development program for mental health counselors. In 1996 LMHCs became mandated, 3rd party reimbursable providers.

We joined the MA Mental Health Coalition and helped draft MA’s first Mental Health Parity Law, became core providers when that bill was enacted in 2000. Our projects include a Referral Network Directory for consumers, a Job and Career Fair, a scholarship program for graduate students, public service brochures highlighting elder suicide risk, client’s rights and more. Recently, we have added Resources for Consumers to our web page.

We have partnered with and served on DMH/DPH Disaster Services Committee, DMH outcomes research survey project, the CBHI Advisory Committee, MBHP Advisory Committee, MassHealth Advisory and most recently Chaired a Task Force on Integration of Behavioral Health Records with Electronic Health Records for EOHHS Secretary Sudders. We assist the Division of Professional Licensure as the LMHC licensing board-designated entity to approve continuing education for LMHCs.

We served on the BCBS Foundation group, collaborated with Mass Medical Society’s project MassResponds and the MA Chapter of the Red Cross in training mental health disaster relief volunteers.

With have worked jointly with sister professional associations, filing many bills to advance services and protections for consumers.

We meet with the Mental Health Counselor Educators Association, and with individual graduate programs on counselor training needs, and have developed an extensive Licensure Support Program.

We conduct a very strong continuing education program, a clinical supervision training program, a practice development series and publish an excellent, informative newsletter.

We opened our first office in 1998, centralizing business, and meeting functions, and added the ability to hold workshops in-house, opening our own Conference Center in 2012.

Our most recent history includes celebrating the 10th Anniversary of our Job and Career Fairs for LMHCs and Mental Health Agencies, celebrating our 30th Annual Conference, awarding our 9th and 10th $1000 scholarship, and launching our first Clinical Supervision Training Program for Agencies.

See www.mamhca.org/about/history for a detailed time-line


Impact Statement

Every licensed behavioral health clinician in MA must have 2 years supervised experience in a mental health agency/clinic/hospital setting to obtain their license, be eligible for third party payment, and practice independently. This unfunded mandate impacts patient safety & workforce development.

We enact solution-focused projects:

1- Beacon Hill Legislative Initiatives for Consumer Safety and Protection include A Workforce Development and Consumer Safety Bill (HB1602) establishing a grant system available to qualified mental health agencies/clinics/hospitals, to be used to provide supervision to their clinical staff.

2-Contracted with first mental health agency to provide our Certified Clinical Supervision Training Program to 6 supervising clinicians. A first-of-its-kind post-licensure, 30 CE Clinical Supervision Training Program, has both core and specialty courses. We offer discounts to enable mental health agencies to send supervisors to our program at reduced rates.

3-Reached our 1st financial goal to endow our Graduate Student Scholarship Program. MaMHCA has awarded $1000 scholarships to 9 outstanding graduate students in mental health counseling.

4-Held our 10th Job & Career Fair for Mental Health Counselors. We bring together 35+/- state-wide mental health provider agencies with Licensed Mental Health Counselors (LMHCs) and aspiring LMHCs to support recruiting and retaining highly qualified staff.

5- Achieved 3rd Party Payer acknowledgement of the importance of supervised training –Succeeded in reaching an agreement with major third party payer, to initiate a pilot project paying for the supervision and work-time of LMHC trainees in certain cooperating clinical facilities. Very significant development.

Goals:

1-Bring supervision training program to agencies on-site.

2- Achieve passage of the Workforce Development Legislation

3-Expand Scholarship Program

4-Enact supervision training pilot with 3rd party payer groups


Needs Statement

 

MaMHCA’s 5 Most Pressing Needs

1. Funding resources to recruit & contract with faculty for MaMHCA’s Supervision Training Program.

2. Funding to develop workshop trainings in clinical supervision that support the mission to improve the quality of supervision for behavioral health services and enhance community safety.

3. Funding resources for staff & faculty training in technologies and in supervision studies

4. Funding for improved & expanded technology resources to bring the Certified Clinical Supervision Training Program directly to mental health services agencies via video capabilities; webinar capabilities; and mobile resources: and in-house training facility upgrades

5. Funding for additional staff to support program expansion:

a. Project Coordinator for outreach and coordination with community mental health agencies; oversee operations and manage workshop faculty needs; prepare training materials

b. Videographer

c. Marketer to develop outreach materials

6. Funds to support expansion of the Consumer Services component of our website that provides referral information and advocacy resources information about counseling and clients/patient’s rights and more.

http://www.mamhca.org/consumers/


CEO Statement

MaMHCA faces several challenges in both the mental health services and professional association worlds.

Mental health clinicians (our members) experience the downward pressure of cost containment imposed by third party payers, and state and private mental health agencies. Many of our members can only find employment in the fee-for-service world, as salaried positions are increasingly scarce. Members have limited funds to spend on association dues & continuing education.

MaMHCA has sought innovative ways to defray both membership and education costs for our members. Over half of our association income comes from our member services programs. This is a distinctive accomplishment in the association world! We have established our own classroom setting adjacent to our office to keep continuing education costs down for our members. We would like to expand this setting and also our outreach to the wider community.

Another challenge arises with our desire to provide mental health agencies and staff with inexpensive training programs on-site, including funding for technology in our Conference Center and funding for portable technology resources to bring our training programs directly to agencies.

To accomplish these goals, we need to expand, train, supervise and support additional training staff. Funding this is also a challenge.

As a team of professionals, MaMHCA looks at every avenue to face our challenges. We are innovative in our solutions (e.g. our own training center vs hotel expenses; mulit-year dues options at reduced rates - also unusual in the educational/mental health association world; deeply discounted membership dues upon request, and more). The grant writing project was established to address both training needs (teaching young human services professionals to write grants, while also seeking funding for our projects.)

We also address systemic financial issues, filing creative legislation to simultaneously bring funds to behavioral health work-force development and mental health agencies. We volunteer to lead research projects for the state (with EOHHS and DMH). We work collaboratively with many partners - graduate programs, state agencies, third party payers, often volunteering to lead joint projects of interest.

Happily and proudly, we have an active and creative Board and we are always seeking member input and participation.


Board Chair Statement

As President of the Massachusetts Mental Health Counselors Association (MaMHCA), I'm writing to discuss the overall organizational development and expansion that would require additional funding through this grant process.


Examples of our efforts include:

A quarterly newsletter highlighting MaMHCA achievements and efforts, as well as, our members achievements and milestones in their careers. Our newsletter has also been used as a template on the national level and utilized in other states to showcase their efforts.

An Annual Conference. On average, we typically house 125-150 attendees, but due to location constraints, we would like to expand out to other locations. We have also ventured into joint conferenced co-hosted by NASW-MA.

Our Annual Job and Career Fair has passed its 11 year Anniversary and has become a very valued mental health community resource and has had over 40 agency representatives. This is a great source of networking, community assistance and revenue for our chapter.

We have an extensive continuing education program that can be found here: http://www.mamhca.org/lmhcs/continuing-education/ In addition to the extensive list, we have developed a Clinical Supervision Training Program which aims to standardize the create uniformity for current and rising supervisors. This is highly successful and we have implemented the MaCCS as a credential that can be obtained once the program has been completed and an evaluation has been assessed. We have begun offering this program to mental health agencies in our Commonwealth (at a reduced rate), as another community service.

Our License Exam Prep Courses have been widely successful since 1995, training over 4000 LMHCs. We have programs that run continuously and provide training and understanding of the NCMHCE and we always have a waitlist. This program has been so successful that other state chapters not only look to adopt our program, but state chapter leaders have come to take the course too.

We have a thriving and active public policy and legislation program. We actively work with a number of mental health groups including the MPA, NASW-MA, MNA, NAMI-MA and others to coordinate efforts and influence mental health legislation and policy. This is a widely successful effort and we continue to make positive changes within the state. In addition, our chapter either chairs or is a member of a number of working groups and tasks forces throughout the Commonwealth.

The MaMHCA has a dedicated group of staff and active membership that makes our chapter the success it is today. We continue to grow and expand upon the already fruitful number of programs, partnerships and advocacy programs we have. MaMHCA will continue to be a driving force for mental health in the Commonwealth and on a Federal level. I am extremely proud of the dedicated members we have and am continually impressed by the overall expertise and dedication that they have shown over time.


Geographic Area Served

STATEWIDE
MaMHCA serves all LMHCs, all graduate students in Mental Health Counseling programs; and all their clients and mental health services consumers in the Commonwealth.

Organization Categories

  1. Education - Professional Societies & Associations
  2. Mental Health & Crisis Intervention - Mental Health Associations - Multipurpose
  3. Health Care - Alliances & Advocacy

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Supervision Training Program

The MaMHCA Supervision training program is a comprehensive program consistent of 30 CE credits obtained through a variety of supervision related courses. This program will help better ensure that clinical supervisors get the appropriate training in dealing with ethical, legal and regulatory and key client care related issues. This program has been conducted in our conference/office location. However with proper funding and staffing, we intend to take this directly on site to community agencies and their supervisors. Supervision training is scare because there is limited funding and limited resources. This program will help better serve agencies, their clients, clinicians and supervisors.

Budget  $50,000.00
Category  Human Services, General/Other Human Services, General/Other
Population Served Adults Other Named Groups US
Program Short-Term Success 

The MaMHCA’s mobile supervision training program will aid supervisors in providing quality supervision to their supervisees. By the end of the 30 CE credit training program, supervisees will report 75% increase in quality of supervision. Supervisee’s will report that supervisors have increased in understanding in areas of ethics and policy by 50% which results in supervisee’s understanding more by 50% reported. Directors and Managers of supervisors will report an increase of 50% in quality control and documentation of supervisors notes by the end of the training program. Both supervisee’s and supervisor’s superiors will report a 50% increase in supervisors ability related to issues of substance use, crisis intervention, diversity, cultural competency, trauma and issues involving children.

Program Long-Term Success 

MaMHCA’s mobile clinical supervision training program will provide agencies with 100% of our supervision training opportunities which will better serve the agency, the supervisors, the supervisee’s and the most important the clients in the community. We estimate that approximately 90% of all supervisors within agencies we associate our training program with will complete this program. Post completion of the supervision training program, we estimate that 75% of supervisees will report an increase in the overall quality of supervision, assistance with client care, and client safety, and increased job satisfaction and reduced staff turnover. Supervision training programs completed by supervisors will result in 95% certification with successful completion of final paper documentation.

Program Success Monitored By 

MaMHCA uses evaluation forms at the end of each supervision training. The evaluation forms at the end of each training reflect a great desire for more trainings such as these and more time to learn about each topic related to providing adequate and quality supervision to our community clinicians. Upon personal interviews with training attendee’s many report wishing they had trainings like this sooner in their careers and wanting to have more trainings on supervision. The growth and success of the program is reflected in our recent need to seek additional space for these trainings. More agencies have come forward at our May 5, 20017 Career Fair asking when the mobile program for supervision training will begin as potential time-off and travel present a great barrier for them with their staff.

Examples of Program Success 

MaMHCA’s supervision training program has grown significantly as demonstrated by 50% increase in individual sign-up rates and 25% agency sign-up rates. Due to this growth, MaMHCA will now need additional training space which the board of directors and the president is researching currently. Gandara Mental Health, Inc, our first agency group to sign up several supervisors, attests to the absence of clinical supervision training generally provided elsewhere. Gandara Mental Health, Inc is a Latino based community non-profit agency which is to be commended for their recognition of need in the area of training for their clinical supervisors.

Another sign of the effectiveness of our program is that more and more community mental health agencies have heard of our training program and call us for our assistance when they are seeking to hire a qualified, trained supervisors for their staff and we are very happy to comply.


CEO/Executive Director/Board Comments

Some challenges faced with MaMHCA includes our ability to secure adequate technology for our presenters and attendee's within the community. we serve community agencies, local therapists and social workers with providing continuing education classes to help educate on furthering treatment for their patients as well as sustaining their license. There are many times when more technology would help enhance our ability to deliver and transfer education to the community providers thereby better assisting our patients. Another area we are faced with as challenging is adequately supervise new staff that come aboard to MaMHCA. MaMHCA has many various programs that we use to support the community workers, we cannot adequately provide our programs without substantial staff whom are trained and supported.
As a team of professionals, MaMHCA is looking at every avenue to face our challenges. The grant writing project was established to handle some of our lack of funds for what our needs are. We are holding longer business and board meetings. We hold in-between telephone conferences to cover even more material and updates. We have also increased our involvement in policy management and offered proposals to the state.

Management


CEO/Executive Director Ms. Midge Williams
CEO Term Start July 1996
CEO Email [email protected]
CEO Experience

 

Midge Williams, MA, LMHC was a mental health clinician in both agency and private practice in MA since 1976, working with families. She was President of MaMHCA from 1995-1996, after serving in various committee positions. She was responsible for revitalizing the association and its mission, leading the efforts to have three bills related to LMHC practice signed in to law within 5 years, including LMHCs’ third party reimbursement mandate. Under her early leadership, MaMHCA membership rose from 850 +/- members to 1500 members by 2000, and oversaw the income increase from $35,000 to over $350,000 today through innovative educational programming and collaboration with other associations in MA. MaMHCA’s membership is now at 2200+/-.

From 1996-2005 she served on the Board of the American Mental Health Counselors Association, serving as President of AMHCA 2001-2002. She has remained active within AMHCA serving as the AMHCA liaison to The American Association of State Counseling Boards, and chairing the AMHCA Diplomate Task Force. In 2012 she received the “Lifetime Service Award” from AMHCA.

She has guided MaMHCA through its incorporation process (1998) and through obtaining 501c.3 status. She oversaw the opening of the MaMHCA office – a first among the state chapters of the AMHCA. She has helped to develop the MaMHCA Certified Clinical Supervisor Training Program, the LMHC Examination Preparation Workshop series, the MaMHCA/MMCEP Continuing Education Approval Program for the Board of Allied Mental Health & Human Services Professionals, and the Annual Job and Career Fair, now in its 11th year. She has served most recently chairing the Task Force on Behavioral Records and Integration with Electronic Medical Records for EOHHS Secretary Sudders.

She is a co-author of the Clinical Mental Health Counselor Handbook and Study Guide, 3rd ed. Used in MA and 28 other states, to prepare for the National Clinical Mental Health Counselor Exam (NCMHCE) which is used for licensure.

 

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Ms. Elizabeth Handley President Elect

As the Professional and Private Practice Development Director since July of 2013, I am responsible for developing and overseeing the Continuing Education Program, which runs from September to June annually. As President Elect, my role is to prepare for role as President and assist President as needed.

Work history

I started my career in 1984 as a classroom middle school teacher. Four years later I became a training coordinator for a home health care company. Four years after that I left the workforce to become an at home parent. In 2004, I entered graduate school and graduated in 2007 with a Masters in Counseling Psychology from Cambridge College in Cambridge MA. From 2007 to 2010, I worked in community clinics during which time I earned my license as a Licensed Mental Health Counselor (MA license #7154).

In May of 2010 I started my private practice which is located in Ashland, MA. (www.elizabethhandley.com

In 2013, I started Blue Brain Training which is an educational service for the management of stress and anxiety. www.bluebraintraining.com

Mr. Joseph Weeks President

 

I have been working in the mental health field for 8 years. Starting as a In Home Therapist and have worked up to Program Director of a Lead Agency working out of the Plymouth DCF office. I've owned a Private Practice for the past 4 years and have been teaching Psychology courses at Bridgewater State University for the past 5 years. I've been involved with MaMHCA for 4 years, all of which, I have been the Director of Public Policy and Legislation. During my tenure as MaMHCA President, I have assisted in the writing and advocacy for a number of legislation including the Supervision bill and Section 12 bill. I have sat on the Mental Health Coalition for 4 years, I've assisted in a number of task forces focused on mental health improvement from practice development to telemental health standards. Nationally, I've assisted in the redrafting the the AMHCA Code of Ethics. For MaMHCA, I've assisted in the development of the MaCCS credential to assist in developing and standardizing supervisors in MA.
Joseph Weeks, MA, LMHC, NCC
American Mental Health Counselors Association - President-Elect
Massachusetts Mental Health Counselors Association -President & Director of Public Policy & Legislation

Ms. Midge Williams Executive Director

Midge Williams, MA, LMHC was a mental health clinician in both agency and private practice in MA since 1976, working with families. She was President of MaMHCA from 1995-1996, after serving in various committee positions. She was responsible for revitalizing the association and its mission, leading the efforts to have three bills related to LMHC practice signed in to law within 5 years, including LMHCs’ third party reimbursement mandate. Under her early leadership, MaMHCA membership rose from 850 +/- members to 1500 members by 2000, and oversaw the income increase from $35,000 to over $350,000 today through innovative educational programming and collaboration with other associations in MA. MaMHCA’s membership is now at 2200+/-.

From 1996-2005 she served on the Board of the American Mental Health Counselors Association, serving as President of AMHCA 2001-2002. She has remained active within AMHCA serving as the AMHCA liaison to The American Association of State Counseling Boards, and chairing the AMHCA Diplomate Task Force. In 2012 she received the “Lifetime Service Award” from AMHCA.

She has guided MaMHCA through its incorporation process (1998) and through obtaining 501c.3 status. She oversaw the opening of the MaMHCA office – a first among the state chapters of the AMHCA. She has helped to develop the MaMHCA Certified Clinical Supervisor Training Program, the LMHC Examination Preparation Workshop series, the MaMHCA/MMCEP Continuing Education Approval Program for the Board of Allied Mental Health & Human Services Professionals, and the Annual Job and Career Fair, now in its 11th year. She has served most recently chairing the Task Force on Behavioral Records and Integration with Electronic Medical Records for EOHHS Secretary Sudders.

She is a co-author of the Clinical Mental Health Counselor Handbook and Study Guide, 3rd ed. Used in MA and 28 other states, to prepare for the National Clinical Mental Health Counselor Exam (NCMHCE) which is used for licensure.

Awards

Award Awarding Organization Year
Membership Development; Services to Members; Lifetime Service Award to Midge Williams; Special Services to Members Award American Counselors Mental Health Association 2015

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts of Mental Health Counselors Association Inc.

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

MaMHCA collaborates with state and US – wide associations that make contributions to the mental health community in a similar manner. MaMHCA collaborates with the head chapter of AMHCA – American Mental Health Counselors Association to run according to their regulations. MaMHCA also partners with the Massachusetts Mental Health Coalition to aid in both of our efforts in advancing public policy actions that aid individuals with mental health issues as well as their families.

CEO/Executive Director/Board Comments

MaMHCA has developed a very collaborative governance structure, with excellent communication between the MaMHCA Board and Staff. The current MaMHCA Board is very engaged and productive in oversight functions, and in project production. Board meetings are well attended. Our Agenda format allows us to deal with necessary actions first, then officer and committee reports. Discussions of both policy and projects are lively and both Board members and Staff contribute valuable suggestions. Most project implementation is carried out by the staff, with assistance from Board and/or committee members when needed. Board members are kept appraised of important project due dates and major events’ dates via e-mails and board meeting notices.


We hold transition meetings between outgoing and incoming Board members each summer.

We follow the academic calendar for our “production year” and begin each September with an extended Board meeting - the Annual Planning Meeting - where we review progress and goals from the prior year and do strategic planning for the upcoming year. We review our Board Orientation Handbook, for mission, officer, committee chair, and staff job descriptions, major project descriptions; and review the fiscal budget for the academic year.

We have been alternating in-person Board meetings and conference call meetings on a monthly basis.

We hold our Annual Meeting in conjunction with our Annual Conference, generally each Fall. This meeting includes reports from all the Officers and the Executive Director, with copies to the membership of our financial reports to the Attorney General, and copies of all Board minutes from the current year. We also make our Annual Awards Announcements at this time, also introducing our Haberman-Williams MaMHCA Scholarship winners.

Our Officers are nominated at our March or April Board meetings and take office on July 1. We have recently moved to a two year Presidency which actually involves a 6 year commitment with 2 years for President Elect through Past President activities.

We review/update our By-laws every 3-4 years, and are currently doing so now.

Foundation Comments

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Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 7
Number of Volunteers 8
Number of Contract Staff 1
Staff Retention Rate % 90%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 16
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 14
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 1
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit Exempt
State Registration Exempt

Risk Management Provisions

Renter's Insurance

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Mr. Joseph Weeks
Board Chair Company Affiliation President
Board Chair Term July 2015 - July 2017
Board Co-Chair Ms. Elizabeth Handley
Board Co-Chair Company Affiliation President Elect
Board Co-Chair Term July 2015 - July 2017

Board Members

Name Company Affiliations Status
Deborah Bergstrom Business Manager Voting
Samantha Dutra mamhca Voting
Berna Habberman Founding President Voting
Elizabeth Handley Professional Development Director Voting
Donna Keane Treasurer Voting
Leigh-Ann Larson Membership Co-Chair Voting
David McAllister scholarship committee Voting
Jami Osborne Licensure Support Committee Chair Voting
Evan Schinell Agency Liaison Voting
Kerry-Ann Wagner Secretary Voting
Joseph Weeks Public Policy Director Voting
Midge Williams Executive Director Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 12
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 9
Male: 3
Not Specified 0

Board Information

Board Term Lengths 35
Board Term Limits 210
Board Meeting Attendance % 85%
Written Board Selection Criteria No
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Advocacy
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Diversity & Inclusion
  • Governance and Policy
  • Legislative
  • Membership
  • Scholarship

CEO/Executive Director/Board Comments

MaMHCA has developed a very collaborative governance structure, with excellent communication between the MaMHCA Board and Staff. The current MaMHCA Board is very engaged and productive in oversight functions, and in project production. Board meetings are well attended. Our Agenda format allows us to deal with necessary actions first, then officer and committee reports. Discussions of both policy and projects are lively and both Board members and Staff contribute valuable suggestions. Most project implementation is carried out by the staff, with assistance from Board and/or committee members when needed. Board members are kept appraised of important project due dates and major events’ dates via e-mails and board meeting notices.

We hold transition meetings between outgoing and incoming Board members each summer.

We follow the academic calendar for our “production year” and begin each September with an extended Board meeting - the Annual Planning Meeting - where we review progress and goals from the prior year and do strategic planning for the upcoming year. We review our Board Orientation Handbook, for mission, officer, committee chair, and staff job descriptions, major project descriptions; and review the fiscal budget for the academic year.

We have been alternating in-person Board meetings and conference call meetings on a monthly basis.

We hold our Annual Meeting in conjunction with our Annual Conference, generally each Fall. This meeting includes reports from all the Officers and the Executive Director, with copies to the membership of our financial reports to the Attorney General, and copies of all Board minutes from the current year. We also make our Annual Awards Announcements at this time, also introducing our Haberman-Williams MaMHCA Scholarship winners.

Our Officers are nominated at our March or April Board meetings and take office on July 1. We have recently moved to a two year Presidency which actually involves a 6 year commitment with 2 years for President Elect through Past President activities.

We review/update our By-laws every 3-4 years, and are currently doing so now.

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $334,606.00
Projected Expense $330,804.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

Audit Documents

2015 Review 2015

2014 Review 2014

2013 Review 2013

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $351,705 $329,953 $285,057
Total Expenses $275,610 $329,988 $280,582

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $0 $0
Individual Contributions $32,044 $3,780 $3,590
Indirect Public Support -- $0 $0
Earned Revenue $199,409 $211,080 $167,439
Investment Income, Net of Losses $12 $5 $5
Membership Dues $120,240 $115,088 $114,023
Special Events -- $0 $0
Revenue In-Kind -- -- --
Other -- $0 $0

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $187,313 $249,887 $183,793
Administration Expense $88,297 $80,101 $96,789
Fundraising Expense -- $0 $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.28 1.00 1.02
Program Expense/Total Expenses 68% 76% 66%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $83,213 $43,549 $43,446
Current Assets $83,213 $43,258 $42,573
Long-Term Liabilities -- $0 $0
Current Liabilities $6,284 $20,011 $19,291
Total Net Assets $76,929 $23,538 $24,155

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $0.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 12.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose The purpose of the capitol campaign is for the scholarship fund.
Campaign Goal --
Capital Campaign Dates July 2012 -
Capital Campaign Raised-to-Date Amount $9,500.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 13.24 2.16 2.21

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The challenges and opportunities are to promote the healthy financial organization so that members are served with training and development to guarantee best practices in all services provided.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

 

The intended overall goal for this grant is to help ensure the safety and quality of care for mental health services consumers in the state by assisting agencies in providing high quality supervision for their clinical staff.

By expanding our access to technology, increasing the scale and quality of the training presentations offered by our association, both at our training site and out in the community, at the agencies, themselves, MaMHCA would be able to significantly expand our support to community mental health agencies and graduate programs, that are working together to provide much needed services to consumers, while also training the future clinical behavioral health workforce for our Commonwealth.

Success for MaMHCA would be seen in the increased number of workshops we could offer within each of our specific training programs, including our most popular workshop, the Licensure Preparation Courses, as well as our Clinical Supervision Training Program, just two programs among the many others MaMHCA offers to the clinicians of Massachusetts. Success would be seen as more and more agencies see our Supervision training as a positive resource to help them build staff recruitment and staff retention and client safety and progress. More specifically, and immediately, success would also be seen in the number of clinical mental health counselors engaged in Internships and Post-Master’s work experience in community mental health agencies. Mental health agencies would see benefits which could include increased client and staff safety, more productive, positive mental health outcomes, and greater staff loyalty and less staff burn-out and turnover.

Longer term success would be seen in the increasing recognition by all the “stake-holders” in the mental health community and the wider community, of the importance of clinical supervision to the safety of the public, and its relevance in ensuring a robust clinical behavioral health workforce for the Commonwealth. These factors would be relatively easy to measure through an examination of a projected decrease in incidences of negative outcomes in mental health agencies, rates of staff turn-over and increased rates of more staff stability. This is particularly relevant to those agencies which serve children and adolescents, in both the public and private sectors. A study done by the Blue Cross and Blue Shield of Massachusetts* Foundation, found a projected loss of 50% of the entire child behavioral health workforce in the next 5 years, due to factors relating to burn-out and the lack of training and ongoing support (e.g. supervision) for this challenging work. This would be a devastating blow, to an already depleted workforce.

LMHCs in Massachusetts are very public-service driven. 65-75% of our members would continue to work at least part time in mental health agencies if agencies could sustain the supports that would help prevent burn-out and also enrich their ongoing learning. Many of our members are very excited about our Clinical Supervision Training Program and see it as a way to enhance their skills and make a contribution to the profession and to the community.

 


2. What are your strategies for making this happen?

 

 

The strategies MaMHCA would seek to employ to achieve our overall goal to increase the safety and quality of care for mental health services consumers in MA through assistance to agencies with developing high quality supervision for their clinical staff, follow our successful model of collaboration with other partners, and expanding upon already successful programs.

We have already begun implementing strategies through collaboration on several fronts:

1-increasing our outreach to agencies by creating an agency liaison position on our Board,

2-partnering with ABH, the professional association for mental health agencies, on their advocacy efforts on state and national level, and seeking their support for our legislative initiatives to provide funding for supervision at the agency level (HB….) and

3-through our work with third party payers to increase their support and funding for supervision services, and

4-through serving on state committees/advisory boards to raise awareness about supervision and safety.

5-We have also initiated a safety committee which is developing an assessment tool regarding safety issues for clinicians and clients in the “In Home Therapy” arena.

We have increased partnering with graduate training programs to bring some of our trainings to underserved areas e.g. Licensure Examination Preparation Workshops now held at 2 different colleges in Western MA, Fall and Spring semesters.

We’ve also bolstered our Licensure Support Counseling Program by adding more trained counselors, and also working with agencies to expand their support for clinicians engaged in the licensing process by demonstrating and instituting model “LMHC Licensure Support Clinics” at several agencies.

Our overall Professional Development Workshop series have been expanding as well. Each semester, we have added one or two Supervision Training Workshops to our Program, as well as new topics for our more general Practice Development Series. Our workshops have been so successful that we are exploring finding additional space so we can expand our offerings.

We are working on marketing and outreach materials that emphasize Clinical Supervision Training as a positive resource to help agencies see benefits which could include increased client and staff safety, more productive, positive mental health outcomes, and greater staff recruitment and retention/loyalty and less staff burn-out and turnover.

Additionally, in the marketing realm, we are using social media platforms to engage members and the behavioral health community with our training and outreach programs. As proof positive, our 11th Annual Job and Career Fair is attracting more new agencies, adding to the substantial roster of our returning mental health agency exhibitors.

Given this trend, we are expecting to see the number of clinical mental health counselors engaged in Internships and Post-Master’s work experience in community mental health agencies.

Our multi-pronged strategies, in collaborative mode, all further the goal of increasing recognition by all the “stake-holders” in the mental health community of the importance of clinical supervision to the safety of the public, and its relevance in ensuring a robust clinical behavioral health workforce for the Commonwealth.

We plan to propose projects and mechanisms to relevant state agencies (EOHHS departments), community agencies and third party payers to assess outcomes of increased supervision training such as a:

· projected decrease in incidences of negative outcomes in mental health agencies,

· projected decrease in rates of staff turn-over, and

projected increase in rates of staff satisfaction, stability, and professional growth.

3. What are your organization’s capabilities for doing this?

MaMHCA’s capabilities to achieve the outlined goals with the assistance of this grant, would be aided with the help of the MaMHCA staff and volunteers who help run the association’s normal activities. With the help of our small, dedicated staff we would be able to help research and reach out to the members and presenters we would be looking to enlist to help us toward our goal of expansion in technology and the number of presentations we are offering to professionals as well as students.



MaMHCA has a comprehensive budget plan which board members review quarterly together. MaMHCA will be tracking all outlined goals with using our chair members and policies in place. With our partnerships with several sister organizations, we will strengthen our goals and plans towards professional development, technology resources and community outreach. With our members as support, we will continue to strengthen our work as a non profit.


4. How will your organization know if you are making progress?

MaMHCA will know if we are making progress by comparing our current workshop and membership numbers to those of the future if we receive funding from this grant. Key milestones would include an increase at certain, established intervals of how many workshops we are looking to add to help us toward our goal of offering more educational opportunities and services to members and non-members alike. A key milestone for the association would be somewhat along the lines of being able to completely fill our workshop season – from September to June respectively – with new and exciting workshops that generate large amounts of interest from the members. Another key milestone would be that so much interest is generated from the new workshops that we run with the assistance of this grant that MaMHCA would have to consider getting a larger workshop space to accommodate the increase in interest.

5. What have and haven’t you accomplished so far?