2017–2018
ANNUAL REPORT
INSTITUTE
OF
MENTAL
HYGIENE
contents 02
03
Mission
04
Core Values
05
Letter from Executive Director and Board President
06
New Orleans Campaign for Grade-Level Reading
09
Summary of Grants by Type
10
Advocacy Grants
11
Child & Adolescent Grants
13
Nancy J. Aronson Core Support Grants
14
Early Childhood Grants
15
End of Year Financial Statement
17
Board of Directors
mission IMH’s mission is to promote optimal mental health for children and their families in New Orleans.
corevalues
IMH BELIEVES
that mental health must
STRATEGIC PRIORITIES
be defined broadly and recognizes that the development of optimal mental health (sometimes referred to as social-emotional development) is affected by many factors.
04
WE BELIEVE that it is important to build on successes by promoting best practices and innovative approaches that offer promise. WE BELIEVE that issues of race and culture affect mental health and the provision of services and should be addressed. WE BELIEVE that our grants should support programs that intentionally and specifically address the social-emotional development of low-income and/or underserved children and their families in Orleans parish. WE BELIEVE that early intervention and prevention are the most effective approaches to promoting optimal mental health in children and their families in our community. WE BELIEVE that families are fundamental to their children’s social and emotional development and should be supported in their parenting.
To add mental health services to existing programs that serve children and their families in New Orleans. To leverage our funds through partnering with other organizations that are interested in adding mental health services to their existing programs. To help build bridges between providers in low-income communities and universities and other mainstream mental health and child-serving institutions, and to encourage community voices in conversations about mental health. To build mental health leadership capacity in the community. To support efforts related to advocacy, infrastructure development, and improving the organizational effectiveness of mental health groups in New Orleans.
LETTER FROM EXECUTIVE DIRECTOR AND BOARD PRESIDENT
T
his past year IMH saw promising systems-level changes in early care and education as a result of our continued investments in this area. Our work to reinvigorate the New Orleans Campaign for Grade-Level Reading has played a key role in increasing awareness of the importance of early childhood investment and third-grade reading for the future success of low-income children in New Orleans. While much work remains, we continued to see important signs of progress over the past year. These have included the City of New Orleans making its first-ever investment in expanding high-quality early care and education seats by dedicating $750,000 in the 2018 city budget for children, birth through age three. In a recent announcement in December of this year, the New Orleans City Council will double this investment and committed to $1.5 million dollars towards the expansion of these seats, a major victory for our New Orleans children and families. In May, we also saw Mayor Cantrell follow through on a promise she made at the IMH-sponsored 2017 New Orleans Campaign for Grade-Level Reading Mayoral Forum with the creation of a new Mayor’s Office of Youth and Families. Since October of 2016, 421 more low-income children in Orleans Parish under age five have access to a publicly-funded early care and education. In May of 2018, the Orleans Parish School Board pledged to work alongside the City of New Orleans to develop a coordinated strategy to increase funding and access to quality early care and education for young children in Orleans Parish. In addition to our ongoing work in early childhood, we refined our strategic priorities to focus on leveraging the efficacy, infrastructure, and leadership capacity of existing mental health services for children and their families with an emphasis on sector partnerships and supporting advocacy efforts related to mental health and child wellness in New Orleans. In 2018, we conducted two cycles of grant funding, making 25 grants totaling $739,000. In addition to providing detailed information on our grantmaking activities by program, our Board of Directors, and our financial statements, this annual report features additional information on the New Orleans Campaign for Grade-Level Reading. With IMH’s continued leadership and support, the New Orleans Campaign for Grade-Level Reading is working to ensure every child in New Orleans reads on grade level by the end of third grade, an important milestone for future success. In 2018, we welcomed new board members, Anne Teague Landis, Mark Taliancich, and Kevin Wilkins, whose expertise and commitment help to further and elevate our mission. We look forward to entering 2019 with renewed strategic focus and a continued commitment to improving outcomes for New Orleans children.
R O N M C C L A I N M A H L O N D . S A N F O R D Executive Director Board President
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OU R P A T H T O C L O S I N G THE G RADE- LEVEL READING GAP In 2015, following a visit with representatives of the Annie E. Casey Foundation, Institute of Mental Hygiene Executive Director Ron McClain engaged local partners in relaunching a New Orleans Campaign for Grade-Level Reading. With IMH’s funding and leadership, in partnership with the United Way of Southeast Louisiana and Converge, New Orleans is part of a growing international network of more than 390 North American communities that have partnered with the Annie E. Casey Foundation’s Campaign for Grade-Level Reading to ensure that children in lowincome families succeed in school and graduate prepared for college, a career, and active citizenship.
The State of Grade-Level Reading in New Orleans
The New Orleans Campaign for Grade-Level Reading is our latest recipient of a Nancy J. Aronson Core Support grant. In addition to funding, representatives of IMH’s board and staff provide leadership and guidance to the Campaign through its Steering Committee.
Only 31% of third graders in New Orleans public schools are reading on grade level. The overwhelming majority of students who are missing this critical milestone to future success are low-income children and children of color. The New Orleans Campaign for Grade-Level Reading is working to close this achievement gap. Our goal is for 80% of lowincome students in New Orleans to be reading on grade level by the end of third grade by 2027.
Over the past year, the Campaign made important progress in ensuring all New Orleans children enter school ready for success and continue their learning and literacy development during the summer months. We are committed to continuing to build on these efforts through our partnerships with the New Orleans Campaign for Grade-Level Reading, our grantees, our governmental partners, and other stakeholders.
VISION OF THE NEW ORLEANS CAMPAIGN FOR GRADE-LEVEL READING
06
All students in New Orleans read at grade-level by the end of third grade The New Orleans Campaign for Grade-Level Reading is a collaborative of over 62 cross-sector partners representing government, business, education, families, advocates and non-profits committed to working together to increase the number of New Orleans third graders who are reading on grade level.
Primary Drivers of Third-Grade Reading Success
1
2
3
Improving school readiness so that children in New Orleans enter kindergarten ready for success.
Reducing chronic absence so that children in New Orleans maximize available learning time throughout the school year.
Promoting summer learning to prevent “summer slide” among low-income children who are not connected to quality learning experiences during the summer months.
The Campaign’s School Readiness Goal: Increase access to quality early care and education for low-income New Orleans children, birth through age three.
The Current Challenge: Less than 23% of at-risk New Orleans children, birth through age three, have access to any publicly-funded early care and education, despite research showing that quality early care and education is one of the most important investments a state can make. Nobel Prize-winning economist James Heckman of the University of Chicago has said investing in the care and education of young children is “the most efficient use” of a state’s financial resources. His research has shown a 13% return on investment for high-quality programs for disadvantaged children, birth to age five.
The Campaign’s municipal engagement strategy, and its subsequent win, resulted in public recognition from the National Campaign for GradeLevel Reading via two awards: seats on the prestigious Council of Champions and a Bright Spot. IMH’s Executive Director, Ron McClain, was awarded the honor of a Council of Champions award for his leadership in improving thirdgrade reading outcomes in New Orleans.
Last Year’s Progress: IMH played a key role in helping the Campaign launch a multi-pronged advocacy strategy to increase access to high-quality early care and education. Thus far, this strategy has led to: A historic investment from the New Orleans City Council and Mayor Mitch Landrieu, who
committed $750,000 in municipal funding for early care and education in 2018—the first such investment in the city’s history. The creation of a new Mayor’s Office of Youth and Families in City Hall that is dedicated
to meeting the needs of New Orleans children and families, following through on a promise Mayor LaToya Cantrell made at the Campaign’s Mayoral Forum held in 2017. The commitment of the Orleans Parish School Board to lead efforts, in coordination with
the City and partners, to identify additional resources that can increase access to quality early care and education for low-income children. In December 2018, the New Orleans City Council doubled their investment in the
expansion of high-quality early care and education seats with the allocation of $1.5 million dollars in the 2019 City budget.
The story of the Campaign’s municipal funding strategy was awarded a Bright Spot which highlights schools, programs and communities nationwide using innovative and promising strategies to help low-income children read at grade level.
07
The Campaign’s Summer Learning Goal: Increase access to high-quality literacy-rich summer programming for low-income children to advance literacy skills and prevent summer learning loss.
Mayor Mitch Landrieu and Steering Committee members of the Campaign commemorate the historic allocation of $750,000 from the approved 2018 City Budget for the expansion of highquality early care and education seats.
The Current Challenge: More than 2,000 New Orleans children between the ages of four and eight, who are living in poverty do not have access to an affordable high-quality summer program. By the time they enter the fourth grade, national research shows low-income students can lose more than two years of learning compared to their middle-class peers due to summer learning loss if they do not participate in a quality summer learning program.
David Fennelly of the Fennelly Family Foundation reads to Inspiration Academy’s young scholars at the launch event for the Institute. Inspiration Academy was one of the twelve summer programs that participated in this past summer’s pilot.
Last Year’s Progress: In coordination with the United Way of Southeast Louisiana and the Fennelly Family Foundation, the Campaign launched a pilot of the Kay Fennelly Summer Literacy Institute. The Institute provided training, coaching, and materials for summer programs that serve low-income children, ages four to eight, to infuse easy-to-implement literacy practices. The Institute’s pilot program: Reached 550 children across 12 summer
IMH and the United Way of Southeast Louisiana supported the launch and implementation of the Kay Fennelly Summer Literacy Pilot in Summer 2018, the Campaign’s primary summer learning strategy.
programs at 17 summer camp sites. Engaged children in 346 hours of reading and 568
hours of literacy-focused activities. Directly improved literacy practices in all
08
participating summer camps, based on an end-ofsummer survey of participating staff.
New Orleans City Council President Jason Williams issued a proclamation acknowledging the achievements of our Council of Champions winners at the September 20th, 2018, New Orleans City Council meeting.
APRIL 20, 2018 THROUGH DECEMBER 31, 2018
Grant making at IMH is guided by our mission, our core values, and the areas of focus selected by the Foundation. IMH funding is limited, by charter, to Orleans Parish. We do not fund capital projects or individuals. For grant application guidelines, deadlines and details, please visit www.imhno.org or call (504) 566-1852. GRANT TYPE
GRANT COUNT
GRANT TYPE AMOUNT
Advocacy
1 $20,000
School-Based
6 $135,000
Community-Based 10
$221,000
Core Support
2
$200,000
Early Childhood
6
$163,000
GRANT FUNDING TOTALS
grants
SUMMARY OF GRANTS BY TYPE
25 $739,000
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ADVOCACY GRANTS IMH supports advocacy as a strategy to work toward increased public support for the full range of mental health services for children and their families and toward the development of policies and regulations that promote quality in the supports and services available to all children. IMH also supports organizational efforts to increase and strengthen the voices of children, parents, and caretakers in their communities; and we will support convenings to better inform the public on issues relating to children’s optimal development and mental health.
GRANTEE
DESCRIPTION
GRANT PERIOD
GRANT AMOUNT
Silence Is Violence Victim Allies Project 2018 $20,000 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
10
CHILD & ADOLESCENT GRANTS IMH is accepting applications for programs providing comprehensive mental health services in public schools and community based programming. SCHOOL-BASED GRANTS IMH defines comprehensive mental health services as the range of services necessary to address the barriers to learning that many children experience. We are especially interested in efforts that address the barriers that stem from emotional and behavioral issues and problems, which must be integrated with efforts to address barriers that stem from learning and physical health problems. We believe that comprehensive mental health services need to be rooted in a school climate that welcomes and nurtures students and their families. IMH supports the use of prevention programs to build the social and emotional competence of the entire school population. GRANTEE
DESCRIPTION
GRANT PERIOD
GRANT AMOUNT
Noble Minds Institute for Noble Minds Social Emotional Learning Program 2018 $25,000 Whole Child Learning ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Foundation Preparatory Foundation Preparatory Charter School Yoga Program 2018 $10,000 Charter School ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Jewish Family Service of Teen Life Counts (suicide prevention program) 2018 $15,000 Greater New Orleans ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Silverback Society, Inc They Will Never Walk Alone (boys’ mentorship program) 2018–2019 $40,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– The Beautiful Foundation, Inc. Girls’ mentoring and leadership program 2018 $20,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– The Good Shepherd School Social service mental health resources program for 2018 $25,000 at-risk youth –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
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COMMUNITY-BASED GRANTS IMH supports efforts to increase the availability of prevention, early intervention, and treatment services in community settings. Such efforts might include the co-location of mental health services with other well-utilized services for children and their families. IMH supports the provision of services in locations that are easily accessible to vulnerable populations. We also support the development of partnerships and collaborations between multiple organizations that serve the same population.
GRANTEE
12
DESCRIPTION
GRANT PERIOD
GRANT AMOUNT
Broadmoor Improvement Expanding community- based mental health services 2018 $25,000 Association for children and families ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Center for Resilience Non-profit transition and culturally sustaining program 2018 $26,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Liberty’s Kitchen Trauma-responsive case management support for young 2018 $20,000 adults (in Liberty’s Kitchen workforce development program) ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Louisiana Center for Early Intervention Program for Vulnerable Children in the 2018 $20,000 Children’s Rights Juvenile Justice System (mental health social services) ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Reconcile New Orleans, Inc. Trauma-Informed Care and Suicide Prevention Program 2018 $20,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Big Class Literacy-rich after-school reading and writing pilot program 2018 $10,000 for Grades 1–3 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Crescent Care Mental health services for HIV+ children and adolescents 2018-2019 $50,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Start the Adventure In Grade-level reading tutoring program 2018 $20,000 Reading (STAIR) ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– The Links, Inc. Life skills mentoring program for adolescent girls 2018 $20,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Youth Empowerment Program Mental Health First Aid Training (staff capacity building) 2018 $10,000 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
NANCY J. ARONSON CORE SUPPORT GRANTS IMH provides Core Support Grants to mental health organizations with a proven record of accomplishment. These grants are intended to provide stable yet flexible dollars to organizations addressing the mental health needs of children and their families. These grants are named the Nancy J. Aronson Core Support Grants Program in recognition of the 16-year tenure of the first director of IMH and her commitment to supporting the work of nonprofits in the community. Applications are by invitation only.
GRANTEE
DESCRIPTION
GRANT PERIOD
GRANT AMOUNT
New Orleans Campaign for Grade-Level Reading Grade-level reading advocacy 2018–2020 $150,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Family Service of Greater New Orleans Mental health support and social 2018 $50,000 service support –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
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EARLY CHILDHOOD GRANTS IMH seeks to strengthen and sustain policies, programs, and providers focusing on early childhood and families with children ages birth to six years. Through this grantmaking program, IMH funds programs to: increase the number of children ready for kindergarten by building their social and behavioral skills; increase the social and emotional well-being of children in early childhood programs;
assist parents and caretakers in parenting their children; and improve the effectiveness of parents and organizations in advocating for programs and policies that address the social and emotional needs of young children. In reviewing applicants, we look for the use of evidence-based approaches. IMH will also fund early intervention and treatment programs for young children with mental health issues.
GRANTEE
DESCRIPTION
GRANT PERIOD
New Orleans families and stakeholders celebrate the opening of Training Grounds’ new We PLAY Center located within the Sojourner Truth Community Center. IMH’s grant support helped make the creation of this space possible for the local community. (from left to right): Deirdre Johnson-Burel (W.K. Kellogg Foundation), Jen Roberts (New Orleans Early Education Network), Melanie Richardson (TrainingGrounds), Cyndi Nguyen (New Orleans City Council), Leslie Ellison (Orleans Parish School Board), Jared Brossett (New Orleans City Council), and Christine Neely (Training Grounds)
GRANT AMOUNT
Covenant House New Orleans Two Generation Behavioral Health Support 2019 $22,000 (for homeless parents and their children) ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– New Orleans College Preparatory Accreditation Support Hoffman Early Learning 2018 $17,000 Academies Center accreditation via National Association for the Education of Young Children (NAEYC) ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Good Work Network Childcare Center Director Program 2017–2018 $50,000
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––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Louisiana Children’s Museum Word Play Family Literacy Program 2017–2018 $44,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Training Grounds The We PLAY Center (for children ages 0–3) 2017–2018 $20,000 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Young Audiences of Louisiana Arts Integration Program 2017–2018 $10,000 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
STATEMENT OF FINANCIAL POSITION ASSETS ––––––––––––––––––––––––
2017
2016
LIABILITIES AND NET ASSETS ––––– CURRENT LIABILITIES
CURRENT ASSETS
Accounts payable Excise tax payable Current portion of grants payable
Cash and cash equivalents $ 4,344,339 $ 2,976,971 Accrued investment income 0 8,145 Prepaid excise taxes 0 18,794 Prepaid expenses 4,000 348 Overfunded grant receivable, current 28,083 21,052 Total Current Assets
PROPERTY AND EQUIPMENT
Furniture and equipment
Less: Accumulated depreciation Total Property and Equipment
Year ended December 31, 2017 and 2016
4,376,422 3,025,310
14,819
21,995
(12,764) (19,480) 2,055 2,515
Total Current Liabilities
Investments Overfunded grant receivable, long-term
TOTAL ASSETS
16,484,721 17,034,041
0 21,052
16,484,721 17,055,093
$ 25,294
19,170
2016
$ 15,419 0
660,063 740,600 704,527
756,019
Grants payable, net
155,371
0
Total Liabilities
859,898 756,019
LONG-TERM LIABILITIES
NET ASSETS
Unrestricted net assets
TOTAL LIABILITIES AND NET ASSETS OTHER ASSETS
2017
20,003,300
19,326,899
$20,863,198 $20,082,918
financials
INSTITUTE OF MENTAL HYGIENE OF THE CITY OF NEW ORLEANS
$20,863,198 $20,082,918
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S T A T E ME N T S O F A C T I V ITIES
STA TEM ENTS O F CASH F LOWS
Year ended December 31, 2017 and 2016
SUPPORT, REVENUES, AND GAINS (LOSSES) 2017
Investment Income Net realized and unrealized gains (losses) on investments
Year ended December 31, 2017 and 2016 2016
$ 295,763
$ 290,383
1,783,157
1,505,559
Total Support, Revenue, and Gains (losses) 2,078,920
1,795,942
EXPENSES –––––––––––––––––––––––––––
2017
2016
Program Services: Grants made to charitable organizations
953,951
65,727
Total Program Services
953,951
65,727
Supporting Services: Investment expenses Management and general
137,697
99,076
Total Supporting Services TOTAL EXPENSES INCREASE (DECREASE) IN NET ASSETS
310,871
303,824
448,568
402,900
1,402,519
468,627
676,401
1,327,315
CASH FLOWS FROM OPERATING ACTIVITIES
Increase in net assets Adjustments to reconcile increase in net assets to net cash (used for) operating activities:
BEGINNING OF YEAR END OF YEAR
16
2017 19,326,899
2016 17,999,584
$20,003,300 $19,326,899
2016
$ 676,401
$1,327,315
1,674
1,592
(1,783,157)
(1,505,559)
Depreciation Net realized and unrealized (gains) on investments (Increase) decrease in accrued income and prepaid expenses
23,287
(11,571)
103,879
(985,221)
(977,916)
(1,173,444)
Purchase of investments (6,189,589) Proceeds from sale of investments 8,522,066 (Increase) decrease in overfunded grant receivable 14,021 Purchase of equipment (1,214)
(3,512,685)
Increase (decrease) in payables Net cash (used for) operating activities CASH FLOWS FROM INVESTING ACTIVITIES
Net cash provided by investing activities Net increase in cash and cash equivalents
NET ASSETS ––––––––––––––––––––––––––
2017
6,589,259 (42,104) 0
2,345,284 3,034,470 1,367,368
1,861,026
2,976,971
1,115,945
$ 4,344,339
$ 2,976,971
Cash and cash equivalents Beginning of year End of year
SUPPLEMENTAL SCHEDULE OF CASH FLOW INFORMATION
Interest paid Excise taxes paid
$ $
0
0
$
0
$ 20,000
Mahlon D. Sanford, CPA
Allison Boothe Trigg, PhD
PRESIDENT
Tap Bui, MPH Ayanna Butler, JD
Jilla K. Tombar, MPD
Martin Drell, MD
VICE PRESIDENT
Katie M. Gibert, CPA Marialis King, JD
Qi Wiggins, MLA
Anne Teague Landis, MBA
SECRETARY
Mia D. Merrell, BBA
board
CURRENT BOARD OF DIRECTORS
Beverly R. Nichols, CPA David Francis, MBA
Adewale O. Oyemade, MD
TREASURER
Maggie Runyan-Shefa, MPA Mark Taliancich, PhD
Ronald P. McClain, JD, LCSW-BACS
Kevin Wilkins, MBA
EXECUTIVE DIRECTOR
Carol Wise, BA
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I N S T I T U T E O F M E N TA L H Y G I E N E 1055 St. Charles Avenue, Suite 350, New Orleans, LA 70130 phone (504) 566-1852 fax (504) 566-1853
P R EPA R ED B Y