C I L B U P E R R O I N U J E G R O GE
ANNUAL REPORT FY 2019 / 2020
ABOUT US George Junior Republic is a 501 (c)(3) nonprofit organization that offers residential and community based programs for at-risk youth and their families. Our residential programs include stateof-the-art living facilities, fully accredited academic and vocational educational programs, leisure and recreation activities, and a broad continuum of medical care and mental health treatment. The affiliate community based programs are designed to keep children and families together through prevention and aftercare services, intensive therapy, and school and community collaboration. We strive to provide a therapeutic environment where youth can experience positive and lasting pro-social development. Annual Report
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MISSION George Junior Republic is dedicated to helping at-risk youth become successful, well-adjusted adults capable of achieving a higher degree of citizenship and a better understanding of responsibility to society, family and self.
BOARD OF DIRECTORS
Mark V. Aletto, Esq. David J. Ayers, Ph.D. Mr. Robert C. Barry, Jr. Ms. Dorothy E. Bellhouse Mr. Edward T. Berti David R. Champion, Ph.D. Mr. Michael E. Clancey The Honorable Maurice B. Cohill, Jr. Ms. Susan M. Cyphert James P. Epstein, Esq. Mr. Mark Ferrara Mr. Philip W. Gasiewicz Brenda K. McBride, Esq. Mrs. Brenda L. McNulty Mary A. Odem, Esq. Ms. Karen L. Palmer Mr. Dale R. Perelman Ms. Nancy Purcell Mr. William H. Romine, Jr. Ms. Janice Snell Mr. Richard R. Stevenson Mr. Daniel Taylor Mr. Roger K. Towle Ms. Megan R. Troxell Mr. Robert W. Wise, Jr. Ms. Gayle M. Young LEADERSHIP TEAM Nathan Gressel Chief Executive Officer Michelle Gerwick Chief Financial Officer John Horgan Vice President of Operations Sandy Dillon-Dick Vice President of Compliance and Treatment Services Andrea Donatucci Vice President of Admissions and Community Based Programs Brandy Stark Vice President of George Junior Republic in Indiana Susan Boland Director of Development Nate O’Lay Director of Business and Clinical Development Bryan Redfoot Director of Information Technology Fred Harris Facility Manager
CREDITS
Designer and Photographer: Kelly Ruder, communications and marketing lead George Junior Republic is a private nonprofit childcare facility incorporated under Pennsylvania law. Gifts and bequests, therefore, are tax deductible. The official registration and financial information of George Junior Republic may be obtained from the Pennsylvania Department of State by calling toll free, within Pennsylvania, 1.800.732.0999. Registration does not imply endorsement.
TABLE OF CONTENTS A LETTER FROM OUR GJR PARENT BOARD CHAIR..... 4 A LETTER FROM OUR CEO.................................................. 6 A LETTER FROM OUR CFO.................................................. 8 FINANCE.................................................................................... 9 GJR IN PENNSYLVANIA........................................................12 A YEAR IN REVIEW.........................................................13 CONTRACTS.....................................................................14 YOUTH DEMOGRAPHICS.............................................15 BARJ COMMUNITY PROJECTS...................................16 WELLNESS CENTER.......................................................17 FINE ARTS....................................................................... 20 CHILDREN AND RESIDENTIAL EXPERIENCE.........22 CARF SURVEY PREPARATION....................................24 GJR IN INDIANA....................................................................26 A YEAR IN REVIEW........................................................28 BY THE NUMBERS..........................................................31 GJR PREVENTATIVE AFTERCARE....................................32 A YEAR IN REVIEW........................................................33 ADJUSTING TO THE PANDEMIC................................36 NEW SERVICES...............................................................36 YOUTH DEMOGRAPHICS............................................37 PROGRAM QUALITY AND EFFECTIVENESS..........39 COMPLIANCE........................................................................40 STAFF DEVELOPMENT........................................................44 HIS STORY: GAIGE NGUYEN.............................................46 BUILDING CHARACTER: LIAM DUNN.............................47 LOOKING AHEAD.................................................................48 OUR PARTNERS................................................................... 50
A copy of the Drug & Alcohol Program Annual Report is available for review through the Chief Financial Officer, whose office is located in the Administration Building on the George Junior Republic in Pennsylvania campus. Disclaimer: all pictures containing individuals without a mask were taken prior to the coronavirus pandemic.
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George Junior Republic
A LETTER FROM OUR GJR PARENT BOARD CHAIR COVID-19 has made this a difficult year everywhere, but George Junior Republic and Affiliates continue to serve the needs of the youth and families in our care with professionalism in these very unusual times. There have been necessary changes in standard protocol, and Zoom meetings have become the norm. But, thanks to the exceptional work of dedicated administration and staff under the leadership of CEO Nate Gressel, George Junior Republic continues to support those in need and fulfill its mission. The deadline for completion of CARF (Commission of Accreditation for Rehabilitation Facilities) certification has been delayed by the pandemic until March 2021. However, the process continues to move forward with the implementation of required changes and improvements in nearly all areas. We look forward to becoming a CARFaccredited organization and all that will mean to our organization and our clients. George Junior Republic in Pennsylvania was approached by the Mercer County Behavioral Health Commission (BHC) several months ago, inquiring whether GJR might be interested in providing
services to an adjudicated adult population via the establishment of a Long Term Structured Residence (LTSR) program. Mercer County BHC represents behavioral health organizations from nine counties throughout northwestern Pennsylvania. Although the men and women served by the LTSR program will be over 18 years old, it requires treatment very similar to that provided to the youth historically served. Since we believed in the project, it further supported our mission, we had the available facilities and trained staff in place, the concept was fully supported by our Board of Directors. If the project moves forward, the adults would receive services in an appropriate location physically separated from the youth. Construction on the new Wellness Center building has recently been completed. This facility, located adjacent to Pew Counseling Center, will allow for all health-related issues to be managed in one location. We are grateful to the many donors and supporters who have made this project possible.
The various specialized programs provided by George Junior Republic in Indiana (GJR in IN) and George Junior Republic Preventative Aftercare (PAC) continue to grow and develop. PAC continues to provide service in 20 counties across Pennsylvania and Ohio. GJR in IN developed two new programs over the past year while providing services in 45 Indiana counties. The Diagnostic and Evaluation program and the Family Preservation program serve those youth and families most in need. While I have highlighted a few of the positive changes taking place, this continues to be a challenging time. However, it remains clear that George Junior Republic and Affiliates are well positioned for the future. The need for our services is perhaps stronger than ever, and our mission is clear. We are strengthened by the commitment and professionalism of those who work here and are the heart of this great organization. As we move forward, sometimes in new and different ways, the vision of those who came before us is still our guide.
Sincerely,
Richard R. Stevenson
GJR Parent Board Chair
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A LETTER FROM OUR CEO A paradigm, in its simplest definition, is a pattern of something. A paradigm shift is a term often used when this same pattern changes or is forced to change. Last year I spoke about significant changes ahead for the organization through growth, innovation, clinical treatment practices, and new opportunities for George Junior Republic and its affiliates. In 2019, the organizations made significant gains and were presented with many opportunities while experiencing a fundamental shift in life and thinking. This shift was marked by many accomplishments that include: • Completion of the GJR in PA Wellness Center, marking a pivot in the context of providing whole health treatment of our youth. • Preparation for CARF (Commission on Accreditation of Rehabilitation Facilities) accreditation, which is scheduled for early spring 2021. Successful accreditation will provide many new opportunities for GJR in PA and enhance the quality of care. • STRTP (Short-Term Residential Therapeutic Program) certification by the state of California for GJR in PA. • Preparation for certification of a Specialized Setting focusing on at-risk
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youth and their emerging treatment needs scheduled for spring 2021 utilizing a trauma informed culture of practice for GJR in PA. • U se of data analytics to drive outcomes and organizational decisions for GJR in PA, GJR in Indiana, and Preventative Aftercare. • E xpansion of GJR in PA’s mission in providing residential mental health services to adults through the Long Term Structured Residence (LTSR) model. • S ignificant expansion of our community based services through GJR in Indiana and Preventative Aftercare. • H ow we engage and support each organization’s most valuable resource – the staff. These examples are merely highlights of some of the most significant shifts in providing treatment, care, and philosophical changes in each organization’s daily practices and underscore a tremendous amount of work performed by the staff. These initiatives focus on the quality of care, outcomes, and, most importantly, preparing George Junior Republic and its affiliates for the next century of service.
None of this would be possible without the commitment made by the Board of Directors and the employees of George Junior Republic and its affiliates. The year 2020 will be marked in the history books as a year that forced significant changes in the way we think, operate, and interact with one another. It emphasizes the need for change and tests us with new daily challenges. The ability to respond to these changes while minimizing their impacts is best supported by the ability to change course systematically. Practicing agility will serve our organizations well and guide us now and into the future.
“The year 2020 w i l l b e m a r ke d i n the history books as a year that forced significant changes in the way we think, operate, and interact with o n e a n o t h e r.�
- Nathan M. Gressel
I extend my thanks and gratitude to all staff and board members for their commitment to the organizations and those we serve. Respectfully,
Nathan M. Gressel CEO
George Junior Republic
A LETTER FROM OUR CFO Two themes come to mind when I think about this past fiscal year - unanticipated change and decisiveness. While one could argue we all deal with these two issues daily on various levels, a year ago the possibility of a pandemic was not on the radar of many. I believe you would agree the coronavirus pandemic was quite unexpected as it put the world on a path of uncertainty. With contingency plans previously in place, George Junior Republic was prepared to address this new crisis, and through the work of many, the organization was nimble in its decision making to confront the issues of this pandemic. Our boards of directors and board committees provide oversight and continued support to ensure that our organization has the ability to make rapid decisions and provide the proper infrastructure where needed. In this past year, George Junior Republic invested over $440 thousand in related medical and personal protective equipment and screening/sanitization areas, as well as hazard pay for staff as the result of the coronavirus pandemic. While we are not operating in a ‘business as usual’ environment and times continue Annual Report
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to be a challenge, our organization continues to focus on the safety and security of both our youth as well as staff charged with carrying out our mission every day. We continue to look at these challenges as opportunities to evaluate and expand funding streams, operational systems, and strategic objectives. As we work through this pandemic, the organization is committed and focused on introducing the Long Term Structured Residence program, the pursuit of CARF accreditation, and the implementation of a new Electronic Health Record. This past year, our fundraising efforts of $1.1 million supported the construction of a Wellness Center where the physical, mental, and psychosocial needs of youth will be addressed under one roof. To that end, the organization continues to move forward while remaining decisive at all levels to continue fulfilling its purpose and mission. Sincerely,
Michelle Gerwick CFO
FINANCE REVENUE SPECIALIZED RESIDENTIAL
SERVICES
53%
21%
IN-HOME SERVICES
DRUG & ALCOHOL
19%
OLDER YOUTH SERVICES
5%
OUTPATIENT SERVICES
2%
ENTITY
13%
PENNSYLVANIA
14% 73%
INDIANA
PREVENTATIVE AFTERCARE
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FINANCE EXPENSES PERSONNEL
SERVICES
YOUTH/CLOTHING/FOOD/SUPPLIES 8%
73%
YOUTH/FAMILY TRANSPORTATION
3% YOUTH HOUSING/OCCUPANCY 5% FACILITIES/OPERATIONS 11%
11%
PENNSYLVANIA
ENTITY
11% 78%
INDIANA
PREVENTATIVE AFTERCARE
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FINANCE COVID-19 EXPENSES SANITATION 3% $12,000
PPE
7% $31,000
HAZARD PAY 90% $400,000
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GEORGE JUNIOR REPUBLIC IN PENNSYLVANIA
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A YEAR IN REVIEW This year has been both challenging and invigorating. COVID-19 significantly impacted the day to day operations of campus. Family visitation, home visits and schooling are three of the areas most affected by the pandemic. The organization’s Infectious Disease Outbreak Response Plan (IDORP) has guided our response to managing and mitigating the spread of COVID-19 across campus. Balancing the need to return to normal operations while ensuring the safety of our persons served and staff has been a daily focus. Throughout the pandemic, the organization has been agile in its response to health and wellness situations while continuing a person-centered approach to care. Through a partnership with Analytics, the organization is now collecting and assessing real-time data specific to defined key performance indicators. The implementation of improved outcome measurement, workflow automation, dashboard development and performance evaluations help to drive performance improvement efforts. With over 25 operational dashboards, the analysis of data assists the leadership team in identifying performance gaps and ensuring successful outcomes for our persons served. Finally, GJR in PA has partnered with CARE (Children and Residential Experiences) from Cornell University. CARE is an evidence based approach that is also trauma informed. This is a framework for creating change with the persons we serve. CARE proposes six basic principles of working with children in residential care. Interventions should be developmentally focused, family involved, relationship based, competence centered, trauma informed, and ecologically oriented. It is anticipated that GJR in PA will have full implementation of these trauma informed principles over the course of the next four years. At the end of this process, the organization will have internal experts and trainers in the model.
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CONTRACTS
64
107
IN-STATE
43
TOTAL CONTRACTS
OUT-OF-STATE
CONTRACTS BY STATES
TOTAL ADMISSIONS Annual Report
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364
YOUTH DEMOGRAPHICS RACE 6% 3% 6%
50%
CAUCASIAN AFRICAN AMERICAN HISPANIC MULTIPLE RACES OTHER
35%
AVERAGE LENGTH OF STAY BY DAYS 350
333
313
300
263
250 200 150 100 50
FY
2017-2018
2018-2019
2019-2020 15
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BARJ COMMUNITY PROJECTS ADAPT TO COVID-19 Before the onset of COVID-19, the Balanced and Restorative Justice (BARJ) program maintained a full schedule. The weekly list of community service projects included a variety of activities. Each project allowed for youth to get a good sense of doing their part to support and make a difference in the community. Twice weekly, staff and youth traveled to the City Rescue Mission in New Castle, Pennsylvania, to prepare and serve lunch to those in need, providing several youth an up close and personal view of the difficult challenges faced by many of the local community residents. On Thursday mornings, BARJ staff and youth picked up donations to support the local food pantry from approximately ten locations. While this activity was taking place, other staff and youth worked on the Food for Kids program for the Grove City Area School District. Also, support continued with the bimonthly Military Share program in conjunction with the Mercer County Community Food Warehouse. In the spring, the team set up and served at the Empty Bowls fundraiser.
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While maintaining a regular schedule of community service projects, oncampus duties remained. During the winter months, salt bins and cleaning product bottles were filled and delivered and shoveling was completed. Based on the need for a larger space, the BARJ department also moved to a new campus location prior to COVID-19. The BARJ department adjusted to new routines once mitigation efforts began on campus and in the community. Over time, the BARJ staff and youth are reengaging in participating in a few community service projects. The team has been working on the PLARN/ sleeping mats for the homeless project, and a few youth have been able to leave campus to maintain the “Welcome to Grove City� signs. Although COVID-19 created limitations in assisting with community service projects, youth participating in BARJ still had many opportunities to learn the skills needed to be successful at landscaping and completed several hours of weed whacking, hedge trimming, and mowing.
618
Number of Pennsylvania youth participating in the BARJ program
11,401
BARJ
Total number of hours worked by Pennsylvania youth
BY THE
NUMBERS
560 180
$88,813
Total number of youth participating in Victim Awareness Groups
Total number of Pennsylvania youth whose fines and restitution were paid in full
TOTAL AMOUNT PAID IN RESTITUTION BY PENNSYLVANIA YOUTH
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WELLNESS CENTER Over the past several years, George Junior Republic in Pennsylvania has been working with both foundations and individuals to raise the funds needed to build an on-campus Wellness Center. In early September 2020, the 9,900 sq ft. project was complete. Although most of the journey to the new center was a straight path, there were certainly twists and turns along the way. “When I began my tenure here in May 2020, we were not anticipating COVID-19 and the impact that the shutdown would have on the project. We are pleased with the hard work and effort provided by our contractors to complete this project,” states Facility Manager Fred Harris. The Wellness Center will be home to medical services (e.g., primary medical care, psychiatric care, mental
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health treatment supervision, dental, and vision), records maintenance, and admissions screening. The benefit of co-located services includes improved treatment communication across physical and behavioral health services. The psychiatrists will have easy access to nursing and supervisors responsible for the oversight of the residential program. The collaborative environment will provide a framework for outcomes assessment and management. “Discussing the interplay between the physical and behavioral health needs of youth will be improved with all departments under one roof,” states Director of Health Services Laura Stull, RN. “The Wellness Center is a bright, spacious facility that allows ample room to provide the necessary treatments for our youth.”
APPROXIMATELY
800
MEDICATIONS ARE DISTRIBUTED DAILY APPROXIMATELY
APPROXIMATELY
24,000
288,000
MEDICATIONS ARE DISTRIBUTED MONTHLY
MEDICATIONS ARE DISTRIBUTED YEARLY
MOST COMMONLY PRESCRIBED MEDICATIONS: CLONIDINE, MELATONIN AND TRAZADONE
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FINE ARTS During FY 19-20, youth used their talents and creativity while participating in the Fine Arts program, which offered 2D and 3D classes, Book Club, and the Annual Student Art Show. Youth designed sculpture pieces for the Grove City campus and the community. Community partners include the Grove City Area School District, Grove City College, Grace United Methodist Church, Grove City Food Pantry, Community Food Warehouse of Mercer County, The Hoyt, Calvin Presbyterian Church, HOPECAT, Eagle Nest Butte Children’s Center, and Rivers of Steel (working with internationally known sculptor Jim West).
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To expand art into the units and cottages on campus, Fine Arts Director Glen Sanders developed The Art Box project. The Art Box is designed to help staff and youth build positive relationships through art. Using a variety of art materials and supplies, youth work with staff on art projects that support the development of rapport and understanding. To date, youth in Special Needs 7 and 17 and the Pew Counseling Center are engaging in dialogue through art. Art projects are created that align with the therapeutic focus of counseling groups, such as the drug and alcohol group. The fine arts director utilizes trauma art narrative therapy to work with therapists to help our youth.
USING ART TO SUPPORT THERAPY Fine Arts Director Glen Sanders recently completed his Level 1 Trauma Art Narrative Therapy (TANT) certification. To put his newly learned skills to practice, he has been working with two young men currently in the Intensive Supervision program. Over a six-week period, youth drew out their narrative of a specific trauma that impacted their life. Through weekly sessions, one youth was able to reach into his nonverbal memory and bring his thoughts into a verbal context. He then drew pictures that were placed
end to end on a table and examined for meaning. Youth work with a counselor using visualization and sharing to make meaning from their experiences, leading them to a resolution. “Although TANT is new to the organization, both those served and therapists have appreciated and find the value in the process,� states Sanders. TANT was developed by Dr. Lyndra Bills. To learn more, visit learntraumaart.com.
CHILDREN AND RESIDENTIAL EXPERIENCES (CARE) Over the next 12 months, George Junior Republic in Pennsylvania, in partnership with Cornell University, will be implementing the CARE model. The CARE model was developed by the staff at the Bronfenbrenner Center for Translational Research located on the Cornell University campus in Ithaca, New York. The CARE model is listed on the California Evidence Based Clearinghouse as a level 3 promising practice with high relevance to the field of residential care. Children and Residential Experiences: Creating Conditions for Change (CARE) is a multi-level program model for improving services for children in residential care (See Holden, 2009). This model enables residential care agencies to organize and deliver quality care of children according to research-informed principles based on the best interest of the child. The CARE program model reflects the following six practice principles
• • • • • •
Developmentally focused Family involved Relationship based Trauma informed Competence centered Ecologically oriented
Relationship between the CARE principles and a congruent system of care Congruence based on a set of common principles that address the child’s best interests is an essential ingredient in effective and high-quality residential care (Anglin, 2002). Within an organization, care workers, support staff, and administrators must be congruent in their application of core principles that advance the best interests of children. If staff at all levels of an organization make decisions based on CARE’s common principles and if they are congruent, then the experiences of children and families are likely to be more positive and associated with improved outcomes. CARE lends itself to such congruence since its principles apply to various levels of an organization’s structures and processes and to all of its units of service delivery such as foster family care, group living, residential
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treatment, and other educational and therapeutic settings. Finally, adherence to CARE principles by placement agencies will increase congruence since it unifies child assessments and services decisions, demands services in the child’s best interests, and expects positive child outcomes. Implementing the CARE program model The CARE program model incorporates research-informed findings from the social sciences literature, specifically, from the fields of developmental psychology, residential care and treatment, social work, youth development, clinical psychology, and organizational development. The model is implemented through research-informed strategies such as organizational and personal self-assessment, active and targeted data analysis, and training and technical assistance. Research has identified several aspects of organizational climate (e.g., fairness, role clarity, cooperation) that promote effective, innovative, and high-quality service and ultimately result in positive child outcomes (Glisson & Hemmelgarn, 1998). Thus, the CARE implementation strategies work to facilitate activities and mechanisms that improve the organizational climate at all levels of the agencies. Active data collection and analysis is continually fed back to agencies throughout implementation in order to further promote service quality and to improve child outcomes. Questions regarding the CARE model should be directed to Thomas Endres (te24@cornell.edu) at Cornell University.
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CARF SURVEY PREPARATION The Commission on Accreditation of Rehabilitation Facilities or CARF, as it is known, is one of five major accrediting bodies. GJR in PA decided to seek accreditation in 2018. Accreditation signifies quality and achieves other value-added benefits. Becoming accredited and maintaining accreditation necessitates an organization to commit to quality improvement, focus on the unique needs of the persons who are served, and monitor the results of these services. The process requires the organization to complete a thorough examination of all program and business practices, followed by an on-site survey by a team of experts chosen by CARF. The organization must demonstrate it conforms to a set of internationally recognized CARF standards to attain accreditation. Once accreditation is achieved, requirements must be met in given time frames to maintain accredited status.
Spring 2019Summer 2019 and Ongoing
Four internal teams of GJR in PA employees reviewed all CARF standards to assess for applicability and organizational readiness. Team one, led by Susan Boland, tackled ASPIRE standards that are basic operational expectations applicable to all facilities seeking accreditation. Team two, led by John Horgan and Sandy Dillon-Dick, took on general standards for children and youth programs. Team three, led by Andrea Donatucci, reviewed core service-specific standards to ascertain applicability to GJR in PA. Team four, led by Nathan Gressel, examined specific population standards for juvenile justice and medically complicated populations. Findings from each team were presented to all team members. An accreditation oversight committee (comprised of many of the employees involved in this process) meet weekly to support survey preparation planning.
All program-specific policy and procedure manuals were evaluated and combined into six topic-specific areas with shared policies that were reviewed and approved by the Board of Directors in September 2019. Procedures were added, revised, and removed to meet organizational needs. These processes will be ongoing to ensure all areas of policies and procedures are accurate and timely.
June 2019 February 2020
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Spring 2019 Summer 2020
Videos 5-10 minutes in length highlighting various CARF accreditation topics were placed on the intranet to support staff training. One-page written summaries of the key elements for each video were included as resources. Staff members were encouraged to discuss the videos and handouts in team and staff meetings to assist in learning. Videos remain available on the intranet (under the CARF tab) for staff to revisit as an educational tool.
Standing committees, including Compliance, IMPACT Performance Improvement, Policies and Procedures, Restraint Elimination, and Safety, adopted a standard format for minutes with task assignments. All committee minutes with attendance documentation are maintained in printed binders and on an electronically shared standing committees file. Meeting information will support compliance with CARF standards.
Fall 2019
Mock CARF surveys occurred in all residential and work buildings. Teams of two trained staff conducted internal safety inspections using a standardized tool and asked CARF standard questions specific to GJR in PA operations. Data was tracked, trended, and used in the October all-staff training.
All staff participated in training sessions focused on the rationale for accreditation, the accreditation process, and an overview of the CARF standards. Ten two-hour-long sessions were offered to staff on varying days and times to accommodate work schedules. One-hour CARF overview training is provided to all new employees during their initial orientation.
January 2020 and Ongoing
October 2019
The CARF administrative oversight team (Nathan Gressel, John Horgan, Susan Boland, Nathan O’Lay, Erin Speer, and Sandy Dillon-Dick) began to meet in January 2020. This group is actively driving organizational readiness and preparing materials for submission to CARF prior to the onsite CARF survey team’s arrival. The information supports conformance to each applicable CARF standard.
Nearly every weekday, a brief email entitled “CARF Moment” is shared with all employees. This email explores a CARF standard and how it is met in our everyday practices. We celebrated our 100th CARF Moment in late August with a CARF terminology word scramble. The 70 correct entries were placed in a drawing, and a staff member won $100. Staff is encouraged to use CARF Moments as a basis for discussion of accreditation preparation in team and staff meetings.
Fall 2020
July 2019 and Ongoing
March 2020 and Ongoing
A second CARF mock survey and an internal safety evaluation are being completed in all units/cottages and work buildings as groundwork for a February or March 2021 initial accreditation survey. Tracking and trending of the findings will be used for additional training and actions before the actual accreditation visit. On September 18, 2020, CEO Nate Gressel conducted a Zoom meeting for all employees to provide additional information regarding CARF accreditation, which included a discussion clarifying the role of employees in preparing for and during the survey process. The session was recorded and made available to employees on the agency intranet.
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GEORGE JUNIOR REPUBLIC IN INDIANA
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GJR IN INDIANA: A YEAR IN REVIEW George Junior Republic in Indiana (GJR in IN) had a significant year of growth in 2020 as programs continued to expand. The organization now serves approximately 1,200 children and families. Although COVID-19 presented challenges, GJR in IN employees overcame obstacles to meet the needs of every youth and family using (in some cases) creative ways to complete the assigned tasks. During FY 19-20, GJR in IN added four new services: Diagnostic Evaluations, Parenting Assessments, Substance Abuse Assessments, and Family Preservation Services. Also, Older Youth Services are now offered in 13 additional counties. Older Youth Services (OYS) The OYS program helps youth who turn 18 in foster care to develop successful adulthood skills and a plan for education,
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housing, and employment. The program is designed to help youth successfully transition to adulthood regardless of whether they age out of the foster care system, are adopted, enter a guardianship, or are reunified with family. The OYS program provides youth in foster care (aged 16-23) with opportunities to gain skills required to live healthy, productive, and responsible lives as self-sufficient adults. GJR in IN has provided these services in 21 counties for the past eight years. In 2020, the organization was awarded the contract to provide these services in 13 new counties in the southwest corner of the state. Based on this expansion, the program now services 300 youth. Utilizing the Broker of Resources model, the program focuses on connecting youth with services in their community
or through a natural, unpaid connection to the youth. This model promotes youth developing into productive individuals within their community by the acquisition and maintenance of gainful employment, the achievement of educational/ vocational goals, and the receipt of financial skills training. Youth are given the chance to build and strengthen their social capital through interactions with family, peers, caring adults, and communities. The building of social capital gives youth the opportunities to achieve relational permanency, which results in heightened positive brain development and a chance at a higher level of success after leaving foster care. Youth are encouraged to participate directly in designing their program activities, accept personal responsibility for achieving interdependence, and take advantage of opportunities to learn from both positive and negative experiences. Results of this program are significant and include a positive education rate. The organization provides multiple learning and pro-social activities. In 2019, OYS had its sixth annual Christmas party, with over 150 people in attendance. Every youth went home with a special gift personalized for them, thanks to our generous donors! In 2020, GJR in IN had its fifth annual graduation party that was provided virtually and in person. GJR
in IN and Department of Child Services employees visited the graduate (while in their home environment) to participate in a celebration. The celebrations were commemorated with pictures presented during the subsequent virtual party. The year was also marked with the second annual GJR in IN sponsored Moving Forward conference. This conference was held virtually and included a resource fair with educational breakout sessions created specifically for older youth. Sessions and education included parenting and pregnancy prevention information, budgeting, meal preparation, and healthy living. Family Preservation On June 1, 2020, the organization began serving families through a new per-diem program called Family Preservation Services. This contract and the service it entails grew out of the Family First Prevention Services Act of 2018 that overhauled federal child welfare financing. On December 20, 2019, as a part of the Further Consolidated Appropriations Act of 2020, the Family First Transition Act became law. Family Preservation Services offer Indiana families in-home services coordinated by a single provider. This process promotes clear communication, enhanced stability, Continue 29
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and measurable data. A full array of services aimed at keeping children in the home with their caregivers when it is safe to do so is offered. Under Family Preservation Services, more Indiana children will grow up with their families who will be better prepared to offer loving, safe care. Family Preservation Services are provided to 30 families using a combination of interventions including but not limited to; motivational interviewing, trauma focused cognitive behavioral therapy, cognitive behavioral therapy, seeking safety, and other approved interventions. Early data provided by the Department of Child Services showed that as of August 2020, less than one percent of the families involved had a new substantiated allegation, and only one percent had been removed from their home. Diagnostic Evaluations GJR in IN now offers psychological and neuropsychological evaluations to children and parents. Diagnostic evaluations are provided in an office setting by a licensed clinical psychologist. Since the program’s inception in October 2019, 167 referrals have been accepted. The goal of a comprehensive psychological evaluation is to develop a holistic view of each individual to improve understanding of the daily difficulties the person is facing and identify family or individual strengths and resiliency factors. Evaluations are conducted using a biopsychosocial model, which incorporates the biological, psychological, and social information for each individual.
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BY THE NUMBERS HOME BASED PROGRAM
RACE 9% 6%
84%
1%
CAUCASIAN AFRICAN AMERICAN HISPANIC OTHER & MULTIPLE RACES
GENDER
AVERAGE SATISFACTION RATING
59% MALE 41%
96%
98%
YOUTH
PARENTS
REFERRAL SOURCE
FEMALE
OLDER YOUTH SERVICES
95%
92%
of youth were able to identify at least one supportive relationship by six months after the initiation of service.
93%
of youth could identify two or more supportive relationships by the end of one year of services. 31
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GEORGE JUNIOR REPUBLIC PREVENTATIVE AFTERCARE
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GJR PREVENTATIVE AFTERCARE: A YEAR IN REVIEW The George Junior Republic Preventative Aftercare program (GJR PAC) provides in-home, community based services to dependent, neglected, adjudicated delinquent, and non-court involved youth deemed at risk within their communities. The program’s philosophy is to provide intensive services in the least restrictive environment. Services are trauma informed and interactive and engage youth and their families in achieving success in multiple areas of life, including home, school, employment, pro-social activities, and health and wellness. The primary objectives of GJR PAC programs are: • Prevent youth from being placed outside of their homes. • Reduce the length of placement should out-of-home care become necessary. • P ositively impact the juvenile justice and child protection and welfare systems by reducing the overall dependency of clients/families on state and private social service organizations. GJR PAC provides 61 contracted programs in 20 counties throughout Pennsylvania and Ohio. Collectively, in FY 19-20, 1,003 families and youth received services. With the anticipation of the Family First Prevention Act in July 2021 and the high level of success GJR PAC has experienced with youth and families, GJR PAC was targeted to significantly increase programming in FY 19-20. Although the current pandemic has hindered this growth, the following service contracts were added based upon a highly supported need for these services: • Warren County Intensive program • York County Truancy Prevention program • York County Drug and Alcohol Wellness program • F ranklin County, OH expansion for Intensive programming from 7 to 10 programs with two additional programs pending.
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FY 19-20 CONTRACTED SERVICES IN PA AND OHIO County Bradford Chester Cumberland Dauphin Delaware Fayette Indiana Juniata Lebanon Mercer Montgomery Montgomery Family Based Northumberland Philadelphia Snyder Susquehanna Warren Westmoreland York Franklin, OH Madison, OH TOTAL PROGRAMS
Number of Programs 1 2 3 2 3 1 1 4 2 2 1 4 1 1 1 2 1 7 13 10 (+2) 1 61 (+2)
Type of Programs 1 Intensive 2 Intensive/Diversion 2 Intensive, 1 Prison Visitation 2 Reintegration 3 Intensive/GPS 1 Intensive /Reintegration 1 Intensive 1 Intensive, 2 Independent Living, 1 Reunification 2 Intensive 2 Intensive 1 Intensive 4 Teams - Family Based Mental Health 1 Intensive 1 Reintegration 1 Intensive 2 Intensive/Independent Living 1 Intensive 7 Intensive/Reintegration/Truancy 6 Intensive, 5 Truancy, 2 D&A 10 Intensive (+2 pending) 1 Intensive
YOUTH SERVED BY COUNTIES Bradford Chester Cumberland Dauphin Delaware Fayette Indiana Juniata Lebanon Mercer Montgomery Montgomery Family Based Northumberland Philadelphia Snyder Susquehanna Warren Westmoreland York Franklin, OH Madision, OH
22 55
8 7
41 15 30 22
4
50 40 102
7 14 8
20 133 146
17
50
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68
100
150
194
200
YOUTH SERVED BY AGENCY TYPE 1% 65%
34%
DELINQUENT DEPENDENT OTHER
YOUTH SERVED BY PROGRAM 10%
2% 3%
67%
1% 7%
INTENSIVE PRISON VISITATION REINTEGRATION REUNIFICATION
6%
TRUANCY
1% 2% 1%
DIVERSION DRUG & ALCOHOL WELLNESS FAMILY BASED MENTAL HEALTH GPS
GJR PAC provided ten service levels throughout FY 19-20. Each service and contract is individualized based upon areas of risk or need identified within the county of service delivery.
INDEPENDENT LIVING
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ADJUSTING TO THE PANDEMIC The coronavirus pandemic has significantly impacted the methods and manner in which treatment interventions are provided to youth and families. In March 2020, GJR PAC staff began work at home modifications providing services to youth and families via telecommunications and focused on ensuring families had access to necessities while assessing their wellness. As Pennsylvania counties moved into yellow and green phases of readiness and Ohio systematically determined its phases, considerations were made for the gradual re-entry of in-person treatment interventions. Service delivery into homes resumed in May 2020, with a majority of programs re-opening in June. Some programs continue to be delivered under modifications. To ensure the health and safety of youth, families, and staff, health and wellness screenings have been and are currently implemented and integrated into the daily expectation for services.
NEW SERVICES Drug and Alcohol Wellness Program The Drug and Alcohol Wellness program was developed in collaboration with York County Juvenile Probation to provide support and interventions to youth with status offenses involving substance abuse. Youth are repeat offenders (male or female, 14 to 17 years of age). Recognizing the urgent need for intervention, the services are immediate, interactive, and intensive. Coordination of the delivery of support services is highlighted and actively engages all areas of a youth’s environment. Individualized treatment and relapse prevention plans are developed in conjunction with individual, family, and group counseling. The desired outcome is to impact the substance use patterns as well as support a path to recovery. Parenting with Love and Limits (PLL) The GJR PAC program, in collaboration with Snyder County, will begin offering the evidence based program entitled Parenting with Love and Limits. Snyder County offered GJR PAC an opportunity to train and integrate the PLL program into its currently contracted service line. Adolescents (10-18 years of age) who display severe emotional and behavioral problems are identified and engaged in the evidence based program. Through a 12-week interactive session, the evidence based program offers parents/guardians a method to identify the source of a youth’s negative behaviors and teaches the skills necessary to re-establish authority through consistent limit setting and improved communication while maintaining or reclaiming a loving relationship with their child. Annual Report
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YOUTH DEMOGRAPHICS Youth and young adults of varying ages are provided services through the GJR PAC programs. All service levels promote and support the attitudes, behaviors, knowledge, and skills necessary to work effectively and respectfully with culturally diverse clients. GJR PAC counselor/social workers reside in the geographical area of the contracted service and are expected to integrate into the community to ensure age appropriate and ethnic/cultural resources of the service area are effectively utilized.
YOUTH SERVED BY RACE 66%
Caucasian/Non-Hispanic
17%
African American
12%
Hispanic/Latino
1%
Asian American Indian
<1%
Pacific Islander
<1% 4%
Other 0
10
20
30
40
50
60
70
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YOUTH SERVED BY AGE 2% 5%
0-4
3% 8%
34%
5-8
48%
9-12 13-16 17-21 22+
YOUTH SERVED BY IDENTIFIED GENDER
62% MALE 38% FEMALE Annual Report
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STAFF EDUCATION LEVELS
Based upon service levels provided in each county, GJR PAC employs counselors/ social workers with varying backgrounds, degrees, and certifications.
10% 32%
58%
MASTER’S BACHELOR’S LICENSED
PROGRAM QUALITY AND EFFECTIVENESS GJR PAC programs meet promising practice standards and are evidence supported. Outcomes have been formally and independently researched and are monitored internally. Most recently, ten GJR PAC programs in two counties have been monitored for quality and effectiveness through the Standardized Program Evaluation Protocol (SPEP). SPEP is a data driven rating for determining how well a program service matches the effectiveness for a particular intervention for reducing recidivism of juvenile offenders. The GJR PAC Intensive programs in York County and the Intensive and Family Based Mental Health Services program in Montgomery County have undergone the SPEP process. Both programs received the maximum rating for quality of services. This rating encompasses written protocol, staff training, staff supervision, and organization response to drift from the protocol. By providing quality services, GJR PAC continues to have a positive impact on the reduction of recidivism. Through SPEP data outcomes, GJR PAC will continue to enhance services and collaborate with the juvenile justice agencies to optimize outcomes for youth. 39
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COMPLIANCE GEORGE JUNIOR REPUBLIC IN PENNSYLVANIA New employees receive education on the compliance program upon hire as part of their orientation. This training involves defining fraud, waste, and abuse and the legal bases for compliance activities. Licensing requirements are also reviewed. The elements of the compliance program required by federal law are delineated. Each employee’s role in completing accurate and timely documentation and reporting potential compliance concerns with anonymous reporting options is presented to support full organizational compliance. Annual compliance training for staff is completed online using the Relias Training System. This training consists of a review of the compliance program elements from the orientation training. Any new requirements and expectations are included in the annual compliance training. Annual compliance training usually occurs in the spring of each year. LICENSURE AND CERTIFICATION The Compliance Department oversees most licensing and certification activities. GJR in PA is licensed as a Child Residential Treatment Facility (55 PA Code Chapter 3800 and approval by the Office of Mental Health and Substance Abuse Services), Drug and Alcohol Non-hospital Inpatient Rehabilitation (28 PA Code Chapter 709), and Outpatient Mental Health Clinic (55 PA Code Chapter 5200). Further, the programs are certified under the Prison Rape Elimination Act (PREA) and by the state of California as a Short-term Residential Treatment Program (STRTP). The following areas were licensed or certified in the past year:
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1. October 2019 - Residential Treatment Facilities (Special Needs 7 and 17) by the Office of Mental Health and Substance Abuse Services. 2. D ecember 2019 – Child Residential (Chapter 3800) by the Office of Children, Youth and Families in 43 homes and units. 3. M arch 2020 – Drug and Alcohol Inpatient Non-hospital Rehabilitation by the Department of Drug and Alcohol Programs. 4. J une/July 2020 – Outpatient Mental Health by the Office of Mental Health and Substance Abuse Services. 5. J une/July 2020 – California (state) initial certification as a STRTP. 6. J uly 2020 – PREA triennial certification by a certified PREA auditor. CHILDLINE (CHILD ABUSE) AND COMPLAINT INVESTIGATIONS The Vice President of Operations works together with the Compliance Department to address child abuse and criminal reports, as well as licensing complaints. The Office of Children, Youth and Families (OCYF) investigated approximately 50 child abuse claims and nearly 30 complaints during this time frame. There were no indicated findings of child abuse. Approximately 10 corrective action plans were submitted by GJR in PA that were accepted and later validated by OCYF for completion.
EXTERNAL AUDITS Multiple contract-based audits occur each month by placing agencies, behavioral health managed care organizations, states, and various oversight organizations. These audits include but are not limited to the following during this period of time: 2019
2020
July – Lycoming County, PA, Riverside County, California, and Allegheny County, PA (RTF records*)
January – Maryland (state)
August – California (state) and Erie County, PA managed care September – Allegheny County, PA (Office of Children, Youth and Families) October – Maryland (state) November – Allegheny County, PA (Office of Children, Youth and Families) December – Montgomery County, OH
February – Maryland (state), and Allegheny County, PA (Office of Children, Youth and Families) March – Community Care Behavioral Health desk audit of clinical records April – Cuyahoga County, OH May – Connecticut (state) virtual recertification and California (state) virtual COVID-19 response June – Maryland (state) teleconference, Cambria County, PA site visit *This is scheduled to occur monthly A significant decrease in external audits is noted beginning in March 2020 related to the pandemic. In general, GJR in PA averages three external audits per month.
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INTERNAL COMPLIANCE AUDITS AND MONITORING The Compliance Department monitors a number of areas and processes including: 1. Employee files for required clearances, physicals, TB testing, drug screens, and required training completion 2. Evening Security Workers under the age of 21 years assigned locations 3. Suicide watch documentation and process compliance 4. Required corrective action plan development, completion, and monitoring 5. Youth records audits for complete and timely documentation to support billing and licensure to include billing records 6. P REA complaints and processes INTERNAL COMPLIANCE INVESTIGATIONS AND PROJECTS Internal investigations and projects are generally the result of compliance concerns reported by employees, youth or their families, or involved agencies. Activities and processes that have been reviewed by the Compliance Department are employee and youth records, billing supported by documentation, personnel processes, training requirements, and high risk areas of care such as suicide watch and restraints. Investigations are frequently tied to employees bringing concerns to the attention of the Compliance Department to ensure organizational compliance. The following activities took place during the time period: 1. Supervision Units – Root Cause Analysis related to a licensing violation (December 2019) 2. Documentation deficiency complaint related to clinical staff (January 2020) 3. Time clock misuse investigation (June 2020) 4. Evening Security Worker training and waiver (August 2020) 5. Cross training for staff functioning in direct and non-direct care positions (August 2020)
GEORGE JUNIOR REPUBLIC IN INDIANA George Junior Republic in Indiana meets regularly with the Compliance Department to review compliance issues in the group home and community based program settings. The primary focus over the past year has been within the group home on improving the quality and timeliness of documentation processing. A work plan has been used to set goals and update progress. Records review and clinical oversight in the community based programs continues to be completed with positive findings.
GEORGE JUNIOR REPUBLIC PREVENTATIVE AFTERCARE The Compliance Department works directly with George Junior Republic Preventative Aftercare to provide compliance education and support. This process includes routine and compliance records review. Efforts are made to complete a random sample of program audits each year. During this reporting period, the following compliance reviews resulted: 1. Family-Based Mental Health Services Montgomery County, PA (records completion and billing January 2020) 2. Franklin County, Ohio service delivery and documentation (Summer 2020)
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George JuniorClass Republic 2020 GJR in 43 PA Graduating
STAFF DEVELOPMENT The role of the Staff Development consultant is to support direct care staff in maintaining fidelity to the George Junior Republic model by providing written feedback to staff and their supervisors. Consultants provided 215 formal consultant sessions in FY 19-20, with an estimated 30-40 additional consults designed to help struggling staff/units to troubleshoot their concerns. The consultation process was revised in 2020 to assess more documentation components of the program. In 2021, the focus of the Staff Development Department will be as follows:
SUPPORTING THE AGENCY WITH TRAINING: 1. Satisfy training requirements given limitations of COVID-19. 2. Increase training attendance. 3. Support the agency in the implementation of the CARE & LTSR models.
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NETWORKING WITHIN AND ACROSS COMPANIES: 1. Incorporate GJR PAC & GJR in IN into the Policies & Procedures Manual. 2. I ncrease effectiveness of consultant role.
FOCUS ON ENGAGEMENT 1. Increase engagement of staff into the CARE & CARF processes, to include trauma informed information. 2. Increase trainer and consultant skills. 3. Increase engagement of trainers into the leadership structure of the agency.
BY THE NUMBERS
662
IN PERSON EDUCATIONAL SESSIONS PROVIDED
2,153 183 21
HOURS OF TRAINING
STAFF DEVELOPMENT CONSULTATION SESSIONS
ADULT CPR SESSIONS PROVIDED TO YOUTH ACROSS CAMPUS
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HIS STORY: GAIGE NGUYEN Gaige Nguyen was charged with simple assault and harassment for an incident at the Cumberland Valley VoTech on March 22, 2019. The Cumberland County Juvenile Probation Office received paperwork about this case on April 8, 2019. During the intake with Preventative Aftercare (PAC), the youth disclosed that he was expelled from the vocational school because of the assault. Also, he would complete the remainder of the school year at Mechanicsburg High School. Unfortunately, even though Gaige was required to attend school, he would often not attend at all or leave during the day. It was also reported that Gaige would be charged with assaulting a female student at the high school. Subsequently, he was suspended and later expelled for the remainder of the year. Although expected to take his final exams, Gaige declined as he would have failed the school year regardless of his performance. He had a poor history related to his community activity that presented him with house arrest, electronic monitoring, or possible placement. When PAC came into the picture, reports indicated he had a history of anger outbursts and a history of marijuana use. On June 6, 2019, PAC officially opened his case. During the intake, Gaige was respectful and responded to all questions but demonstrated a level of hesitation. Gaige reported that the services he received in the past were not helpful. Based on these experiences, he was cautious in trusting anyone. Over time, Gaige eventually built trust and a rapport with the case manager/counselor. Slowly Gaige’s behaviors in school were getting better, as was his academic performance. Per Gaige’s father, their home life was starting to improve. His father would frequently reach out to the case manager/counselor for suggestions and advice, which would also be reiterated and discussed during the family sessions. Gaige eventually obtained a job at a local restaurant and continued to progress in his academics, school attendance, and behaviors. He attended every individual and family session, and he started to open up and express things that he said he had never shared. Gaige continued to advance in all areas, using coping skills when angry, frustrated, or upset. He also engaged in using coping mechanisms that eventually ceased all marijuana usage. With the help of the case manager/ counselor, Gaige attended all of his medication management appointments and began speaking up and advocating for himself. Gaige was successfully discharged from PAC’s intensive services program and from probation on February 28, 2020. The judge and juvenile probation received reports about his progress and the positive changes he was making. The judge recognized his hard work with a commendation letter. Commendation letter from Judge Albert H. Masland to Gaige Nguyen Annual Report
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BUILDING CHARACTER: LIAM DUNN For the past several years, Program Director Pat Devine has led the young men served through “Character Class.” Over many weeks, youth learn about character through discussions, watching movies, and completing projects. After finishing a class, Liam Dunn sent Pat the following letter:
Character class 7/21/2020 Mr. Pat, I’d like to start out with honesty. Here at George Junior Republic we have very basic, but necessary groups. Character class however was the first group setting that felt productive and purposeful. The focus of building who-you-are was absolutely my favorite part! Plus, the motivation and inspiration Mr. Pat and Ms. Black instilled. In my personal opinion, I think if this class was a daily occurrence it would change the mind-set and motivate a large portion of youth on this campus. I myself left that group feeling better than I had in the 4 months I’ve been here. I left with the feelings of renewed mental vigor, purpose, and inspiration. My only regret was missing the one class that I did. In short, I believe that character class was the best use of my time on this campus so far. I walked out of those double doors with Mr. Pat by my side and my head held high! Last but not least, I can tell you three things I learned from character class. 1. Sometimes in life you don’t gotta fight to win, you just gotta survive. 2. Mortality motivation (time isn’t infinite) use it wisely. 3. (and these are more like steps) - Never give up! - Find your momentum and never stop moving. On this closing, I’d like to say there are a lot of push and pull factors here on this campus. Where some things are a push off the edge, there are those that pull back into frame. Character class was truthfully a big pull for me and exactly when I needed it. I always believed knowledge was worth more than anything in this world, and I was entirely impassioned to be reeducated by Mr. Pat and Ms. Black.
Liam Dunn (L-R) McKenzie Black, Liam Dunn, Pat Devine
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LOOKING AHEAD In the spring of 2019, the agency began a new strategic plan with the assistance of Open Minds, a nonprofit strategic planning company from Gettysburg, PA. This planning process was much different than past strategic plans as it focused not only on George Junior Republic in Pennsylvania, but also its affiliates George Junior Republic in Indiana and George Junior Republic Preventative Aftercare. This plan was delivered with the following recommendations as a path for the future. The six areas specifically highlighted are as follows:
OBJECTIVE 2 CREATE/REVISE FINANCIAL MANAGEMENT & MITIGATION To create/revise a financial plan focused on deficit reduction and evaluating cost of care.
OBJECTIVE 1
OBJECTIVE 3
DEVELOP/ENHANCE CLINICAL PROGRAMMING
IMPROVE & EXPAND CONTINUUM OF SERVICES & SUPPORTS
To develop/enhance specific clinical programming, including treatment milieu and physical/behavioral health and social supports.
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To improve and expand a defined continuum of care that may include alliances with other community-based and residential treatment providers.
Subsequently, the GJR Board of Directors approved this new strategic plan in January 2020 at a joint board meeting. Within each of these objectives are specific targeted areas that the organization will be working on over the next three years. The organization looks forward to reporting its progress in completing the outlined objectives to our constituents.
OBJECTIVE 4 OBJECTIVE 6
ADDRESS ORGANIZATIONAL CULTURE & CHANGE
DRAFT HUMAN RESOURCES PLAN
To address and upgrade organizational cultural and education problem areas/ deficiencies including board leadership and involvement.
To draft a human resources plan that addresses the changing business environment and organizational evolution.
OBJECTIVE 5 UPDATE BUSINESS DEVELOPMENT/ MARKETING PLANS To update business development/marketing plans which focus on addressing identity in juvenile justice and healthcare delivery, definition of services, and information on outcomes.
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OUR PARTNERS We value all of our partners. Your generosity powers our work to help transform the lives of our youth so that they can have a better future. We recognize these generous annual supporters of our mission.
Allegheny Mineral Corporation
Ms. Anne Gavorcik
American Endowment Foundation
Jay Ginsburg, Esq.
Arts and Education at The Hoyt
G & N Rodgers, Inc.
Mr. John Barbour
Ms. Karen Gregg
Ms. Julia Barnet
Ms. Judith Gressel
Mr. Robert Barry
Mr. John Grieve
Ms. Dorothy Bellhouse
Ms. Amy Grills
Ms. Brenda Billingsley
Harper and Houston Construction Company
Ms. Jessica Bish
Highmark
BNY Mellon Wealth Management
Hot Topic
Ms. Ruth Bubba
Ms. Donna Hughes
The Buhl Regional Health Foundation
Ms. Sandra Hughes
Mr. David Cashdollar
Mr. Thomas Huston
Dr. David Champion
Mr. Alex Hyer
The Church of the Beloved Disciple
Iron Bridge
Mr. Michael Clancey
Johnson Memorial Hospital Foundation
Ms. Janis Clarke
Ms. Meredith Jones
Judge Maurice Cohill (Ret)
Kappa Kappa Kappa, Inc.
ComDoc, Inc.
Keystone Adolescent Center
The Community Food Warehouse of Mercer County
Kroger
Diehl Automotive of Robinson/Grove City, Inc.
Mr. Alexander Levitz
Mr. Harry Elder Enterprise Holdings Foundation Epsilon Chapter Sigma Phi Gamma Sorority Erie Arts and Culture Ms. Wendy Fabry Fidelity Charitable Foster Success
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Leechburg Pharmacy LTC Linden Pointe Development Corporation Ms. Alicia Littlejohn Ms. Paula Louise Ms. Brenda McBride Ms. Laurie McCandless Mr. James McClelland
M C Investments
Mr. Brian Rudnick
McGill, Power, Bell & Associates, LLP
Schafer Construction
Mercer County State Bank
Schneider Downs Wealth Management Advisors, LP
Mt. Nebo Presbyterian Church New Castle Community YMCA North Salem United Methodist Church Mr. Thomas and Ms. Lillian Orlandi Mr. John Raymer Mr. James Pell Mr. Dale Perelman The Pew Charitable Trusts Philadelphia Indemnity Insurance Company The Pittsburgh Foundation PNC Financial Services Group, Inc. Ms. Anita Potocar Ms. Lisa Price Precision Tools Service, Inc. Primary Health Net Foundation Ms. Nancy Purcell Mr. Walter Renwick Richard King Mellon Foundation Rich-Mar Rotary Club Rite Aid Foundation KidsCents
Schwab Charitable Scott Electric Foundation, Inc. Sharp Properties Slippery Rock University Rotaract Club Ms. Virginia Smith Sonntag Excavating, Inc. Ms. Brandy Stark Mr. Henry Suhr T. J. Kavanagh Foundation, Inc. Teresa Raymer Insurance Agency Trinity Full Gospel Ms. Megan Troxell Mr. George Tucci UPMC Ms. Sarah Watson Ms. Mary Ann Williams Ms. Rebekah Williams Ms. Carole Witosky Mr. David Yasko
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George Junior Republic
GEORGE JUNIOR REPUBLIC AND AFFILIATES 233 GEORGE JUNIOR RD. PO BOX 1058 GROVE CITY, PA 16127
ANNUAL REPORT FY 2019 / 2020
GEORGE JUNIOR REPUBLIC AND AFFILIATES 233 George Junior Rd. | Grove City, PA 16127 P. 724.458.9330 | E. development@gjr.org www.gjr.org #1025 9-2020
@georgejuniorrep