University of Southern California Dissertations and Theses

Empowering rural youth: a comprehensive approach to mental health services in rural America

(USC Thesis Other)

Empowering rural youth: a comprehensive approach to mental health services in rural America

PDF

Download a page range

Download transcript

Copy asset link

Request this asset

Transcript (if available)

Content EMPOWERING RURAL YOUTH: A COMPREHENSIVE APPROACH TO MENTAL
HEALTH SERVICES IN RURAL AMERICA
By
Joshua T. Westby
A Capstone Project Presented to the
FACULTY OF THE USC SUZANNE DWORAK-PECK SCHOOL OF SOCIAL WORK
UNIVERSITY OF SOURTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
Doctor of Social Work
December 2024

ii
TABLE OF CONTENTS
I. Abstract
II. Acknowledgements
III. Positionality Statement
IV. Problem of Practice and Literature Review
V. Conceptual/Theoretical Framework
VI. Methodology
VII. Project Description
VIII. Implementation Plan
IX. Evaluation Plan
X. Challenges/Limitations
XI. Conclusions and Implications
XII. References
XIII. Appendices 1 – Stakeholder Map
XIV. Appendices 2 – Logic Model
XV. Appendices 3 – Prototype
iii
iv
v
1
6
9
13
20
22
24
26
29
34
35
36

iii
Abstract
The mental health crisis among rural youth in Shoshone County, Idaho, has escalated due
to economic decline, limited healthcare access, and stigma. This Capstone Project, aligned with
the Grand Challenge of Social Work: Ensure Healthy Development for Youth, proposes the
Silver Valley Youth Hub—a comprehensive initiative providing accessible, preventative mental
health services. Integrating education, healthcare, and criminal justice sectors, the hub offers
individual and group therapy, crisis intervention, case management, and preventative education.
Grounded in Systems Theory, Ecological Systems Theory, and Social Exchange Theory,
the project emphasizes a collaborative approach, leveraging community resources and
partnerships to foster resilience, reduce stigma, and enhance overall mental health outcomes. The
proposed solution includes innovative components such as telehealth services and community
outreach initiatives, ensuring accessibility even in remote areas. The project outlines a strategic
action plan for stakeholder engagement, resource allocation, program development, and
continuous evaluation, aiming for sustainable and impactful service delivery.
The Silver Valley Youth Hub focuses on preventative interventions, providing early
support and education to mitigate mental health issues before they become severe. This proactive
approach aims to create a nurturing environment that promotes the well-being and potential of
rural youth, reducing the need for more intensive services. This Capstone project offers a
detailed analysis of the problem, proposed solutions, and a robust implementation plan,
emphasizing the critical role of early interventions in fostering healthy youth development in
rural areas.

iv
Acknowledgements
This journey has been made possible through the love and support of friends and family
who have stood by me throughout. From hours of literature review, planning, conversation, and
concept development, this project is far more than one author's passion and determination. To my
family at large, who never doubted me—thank you.
To my adoring husband, Sean, thank you for your many years of support and
encouragement. From taking care of chores while I read, studied, and wrote to the countless
hours away from our time together, you have stood steadfast and never complained. When all I
wanted was an excuse to quit, you were my encouragement to continue.
I would like to acknowledge and honor the support of my parents, Rick and Julie.
Without you, I would not have embarked on this educational journey at all. The hours we have
spent discussing social work issues, solutions, and community deployment have been some of
the best of my life to date.
Professor Fatouros, your ability to keep me grounded in the work and focused on the
importance of what we set out to accomplish is deeply appreciated. Without your support, I
would not have been able to get my head above water on this project. Your firm yet supportive,
analytical yet creative feedback fueled my curiosity and determination.
Special thanks to my cohort. Rarely in life do we find a group of people with whom we
feel safe enough to freely think out loud without fear or judgment. Any good idea I have had in
this process only came because of your support.

v
Positionality Statement
As a privileged individual with access to education, a resource not equally available to
many in my community, I acknowledge the advantages I hold in conducting this research. My
identity as a white male also carries inherent biases, which I strive to recognize and mitigate in
my work. My background as a strength-based social worker fundamentally shapes my
perspective, guiding me to view challenges through a lens of solutions, empowerment, and
resilience.
With 13 years of experience working with youth in various settings, I bring a deep
understanding of the issues and barriers faced by this population. This experience has fueled my
belief that society has often failed to create comprehensive support systems for launching youth
into the world, particularly for those in impoverished and rural areas who lack meaningful
resources.
I advocate for the idea that individuals should be empowered to support themselves,
fostering a desire for self-advocacy, even when it is not always feasible. This belief informs my
work, emphasizing the importance of providing tools and resources that enable people to
navigate and improve their circumstances.
Through this capstone project, my goal is to establish a foundation for future work that
others can build upon and expand. I aim to chart a path that addresses the gaps in youth support
systems, particularly in rural settings, and to inspire continued efforts in this crucial area.

1
Problem of Practice and Literature Review
The mental health crisis among rural youth in Shoshone County, Idaho, presents a
multifaceted challenge exacerbated by economic decline, limited access to healthcare services,
and pervasive stigma surrounding mental health. This rural setting intensifies challenges due to
geographical isolation, scarcity of resources, and a lack of specialized care, resulting in
significant gaps in mental health services for youth (Gleeson, 2019). Historically, Shoshone
County relied heavily on the mining industry. However, the economic downturn and the closure
of mines led to a significant population decline, reduced availability of services, and an increase
in poverty rates (U.S Census Bureau Quickfacts, 2022). These socioeconomic shifts have
contributed to a challenging environment for young people, who face higher rates of mental
health issues such as depression, anxiety, substance abuse, and suicide compared to their urban
counterparts (Explore Depression in Idaho, 2023).
The availability of mental health professionals and specialized services in rural areas like
Shoshone County is critically limited. The Centers for Disease Control and Prevention (CDC)
reported that as of 2019, Shoshone County had only 12 doctors and 16 master's-level mental
health providers (Center for Disease Control, 2019). This shortage results in a mental health
caseload of 797 clients per provider, significantly higher than the national average of 340 clients
per provider (Over one-third of Americans, 2021). The lack of comprehensive, coordinated care
systems further exacerbates the challenges, as the healthcare infrastructure in the county
struggles to meet the mental health needs of its population. This shortage of providers means that
many youth do not receive timely or adequate mental health care, leading to worsening
symptoms and a higher likelihood of encountering severe psychological issues (Mental Health
Services, 2022).

2
The consequences of inadequate mental health care for rural youth are profound. These
young individuals face increased risks of academic failure, involvement in the criminal justice
system, and enduring mental health issues into adulthood (Shoshone, Idaho, 2023). The stigma
associated with mental health in these areas further prevents many from seeking help, resulting
in untreated or undiagnosed conditions. This stigma is often fueled by a cultural reluctance to
discuss mental health issues openly, compounded by a lack of anonymity in small, close-knit
communities where individuals may fear judgment or gossip (Lawrence-Bourne et al., 2020).
The absence of preventative measures and early interventions exacerbates the problem, as
current services frequently focus on crisis management rather than early support (Mental Health
Services, 2022). This reactive approach misses crucial opportunities to address mental health
issues before they escalate, leading to a cycle of crisis and emergency interventions rather than
sustained, proactive care (Reed et al., 2021).
Addressing the mental health needs of rural youth in Shoshone County is not only crucial
for public health but also for ensuring equitable access to care. The development of
comprehensive mental health services, including preventative interventions and community
involvement, is essential for creating a supportive environment where youth can thrive (Furber et
al., 2015). This project aligns with the Grand Challenge of Social Work: Ensure Healthy
Development for Youth, advocating for a proactive approach to mental health care that includes
early detection and prevention strategies (Morales, 2020). By focusing on early intervention, the
project seeks to reduce the severity and duration of mental health issues, thereby improving longterm outcomes for youth. This proactive stance also involves educating the community about
mental health, aiming to reduce stigma and encourage a more open dialogue about these issues.

3
The broader implications of this issue highlight the need for a coordinated and sustained
effort to improve mental health services in rural areas. By addressing these gaps, the project aims
to foster resilience, reduce stigma, and improve overall mental health outcomes for rural youth.
This initiative seeks to create a model that can be replicated in similar rural communities,
providing a framework for comprehensive mental health care that is accessible, culturally
sensitive, and sustainable.
The theoretical foundation of this project integrates Systems Theory, Ecological Systems
Theory, and Social Exchange Theory, providing a comprehensive framework for understanding
and addressing the mental health challenges faced by rural youth. Systems Theory emphasizes
the interconnectedness of community sectors, including schools, healthcare, and social services,
highlighting how these systems collectively influence youth mental health (Hespanha, 2018).
This perspective is crucial for identifying points of intervention within the community that can
support youth mental health. For example, schools can serve as critical sites for early
identification of mental health issues and provision of support services.
Ecological Systems Theory further explains the multiple environmental layers affecting
an individual's development, from immediate family and school interactions (microsystem) to
broader societal and cultural norms (macrosystem). This theory underscores the importance of
considering the broader context in which youth live, including family dynamics, peer
relationships, and community norms (Demi et al, 2010). It suggests that interventions should not
only focus on the individual but also consider how changes in the broader environment can
support mental health. For instance, community-wide efforts to reduce stigma and increase
awareness about mental health can create a more supportive environment for youth seeking help.

4
Social Exchange Theory provides insight into the motivations behind community
involvement in mental health initiatives. It suggests that the success of mental health
interventions may hinge on the perceived benefits outweighing the costs for community
members (Enayat et al, 2022). This theory highlights the importance of engaging community
members and ensuring that they see value in supporting mental health initiatives. By leveraging
local values and social networks, the proposed community hub aims to increase the accessibility
and acceptance of mental health services. For example, by partnering with local organizations
and leaders who are respected within the community, the hub can build trust and encourage
participation in mental health programs.
Preventative interventions are crucial in addressing mental health issues before they
escalate. However, rural areas like Shoshone County face unique challenges in implementing
these interventions. High costs per participant, a shortage of qualified providers, and reliance on
traditional school-based programs that may not adequately address mental health needs are
significant barriers. Programs like the Boys and Girls Club of America and specialized initiatives
for specific demographics, such as Native American youth, have shown promise but face
challenges related to staffing and funding. These programs often operate with limited resources,
making it difficult to provide consistent and comprehensive services. Moreover, the effectiveness
of these programs can be hindered by a lack of cultural competence among providers, which may
limit their ability to engage effectively with diverse populations (Tran, 2018).
Current approaches in rural mental health often focus on crisis management rather than
prevention, missing opportunities for early intervention (DeVylder, 2015). Federally Qualified
Health Centers (FQHCs) are experimenting with integrating behavioral health technicians into
healthcare teams, offering a model for earlier and more effective intervention (Ramanuj et al.,

5
2019). This model allows for the integration of mental health care into primary care settings,
making it more accessible and less stigmatizing for patients. However, the lack of national
standards for mental health education and development further complicates efforts to provide
comprehensive care (Okah et al., 2023). There is a need for more consistent and coordinated
training for mental health professionals working in rural areas to ensure they are equipped to
meet the unique needs of these communities.
Restorative justice programs, such as mental health courts, offer an innovative approach
by focusing on rehabilitation rather than punishment. These programs aim to address the
underlying mental health issues that may contribute to criminal behavior, providing a bridge
between the criminal justice system and mental health services. By focusing on rehabilitation,
these programs seek to reduce recidivism and support individuals in achieving long-term stability
(Song et al., 2020). However, the effectiveness of such programs in rural areas is often limited by
the availability of qualified professionals and robust community support services (Empowering
Youth in Rural Communities, 2019). These programs require a high level of coordination and
collaboration among various sectors, which can be challenging in resource-limited settings.
The literature indicates a significant need for dynamic, integrated mental health services
tailored to the unique challenges of rural communities like Shoshone County. This project
proposes a community hub that leverages existing theoretical frameworks and aims to provide
comprehensive mental health care, including preventative interventions and community
involvement. The hub seeks to integrate various services under one roof, providing a one-stopshop for mental health support. By addressing the gaps in service and focusing on early
intervention, the project seeks to improve mental health outcomes and support the healthy

6
development of rural youth. This comprehensive approach aims to create a supportive and
resilient community where youth have the resources and support they need to thrive.
This review underscores the critical importance of a multi-faceted approach, combining
community engagement, accessible services, and tailored interventions to address the complex
mental health needs of rural youth. It highlights the need for ongoing research and development
of innovative strategies to overcome the unique challenges faced by these communities. By
building on existing theoretical frameworks and incorporating community input, this project
aims to create a sustainable model for improving mental health care in rural areas. This work has
the potential to make a significant impact on the lives of rural youth, helping them to achieve
their full potential and lead healthier, more fulfilling lives.
Conceptual/Theoretical Framework
The conceptual and theoretical framework guiding this project is built upon three key
theories: Systems Theory, Ecological Systems Theory, and Social Exchange Theory. Each of
these frameworks provides a unique lens through which to examine and address the mental
health challenges faced by rural youth in Shoshone County, Idaho. Together, they form a
comprehensive and contextually relevant foundation for the development of the Silver Valley
Youth Hub, an initiative designed to provide accessible, preventative mental health services in a
rural setting.
Systems Theory serves as the cornerstone of this framework, emphasizing the
interconnectedness of various sectors within a community, such as schools, healthcare providers,
social services, and the justice system (Fitzpatrick, 2023). This theory posits that mental health
outcomes are not solely the result of individual factors but are influenced by the interactions and

7
relationships within and between these systems (Hespanha, 2018). In the context of rural youth
mental health, Systems Theory highlights the importance of a coordinated and integrated
approach to service delivery, where multiple community sectors work collaboratively to support
the mental well-being of young people.
In Shoshone County, the fragmentation of services and the lack of coordination between
key sectors have been identified as significant barriers to effective mental health care. By
applying Systems Theory, this project aims to bridge these gaps by fostering stronger
connections between schools, healthcare providers, and social services. For instance, schools can
play a pivotal role in the early identification of mental health issues, while healthcare providers
can offer timely interventions. Social services can provide ongoing support to ensure that youth
receive the comprehensive care they need. By creating a more integrated and cohesive system,
the Silver Valley Youth Hub seeks to enhance the accessibility and effectiveness of mental health
services, ultimately improving outcomes for rural youth.
Ecological Systems Theory provides a broader perspective on the multiple environmental
layers that impact an individual's development, ranging from immediate family and school
interactions (microsystem) to broader societal and cultural norms (macrosystem). This theory is
particularly relevant in the context of rural youth mental health, as it underscores the importance
of considering the various contexts in which young people live and develop (Duerden, 2010).
The theory suggests that interventions should not only focus on the individual but also consider
how changes in the broader environment—such as family dynamics, peer relationships, and
community norms—can support mental health (Demi et al, 2010).
In Shoshone County, the economic downturn and decline in services have significantly
affected the broader environment in which youth live. The reduction in community resources,

8
coupled with the pervasive stigma surrounding mental health, has created a challenging
environment for young people. By applying Ecological Systems Theory, the Silver Valley Youth
Hub aims to address these broader environmental factors by promoting community-wide efforts
to reduce stigma and increase awareness about mental health. For example, community
education campaigns can help shift cultural norms and encourage more open discussions about
mental health, while family support programs can strengthen the microsystem by providing
parents with the tools and resources they need to support their children's mental well-being. By
considering the multiple layers of influence on youth development, this project seeks to create a
more supportive and nurturing environment for rural youth.
Social Exchange Theory offers a critical perspective on the motivations behind
community involvement in mental health initiatives. This theory suggests that individuals and
groups are more likely to engage in behaviors that they perceive as beneficial, particularly when
the perceived benefits outweigh the (Enayat et al, 2022). In the context of rural mental health,
Social Exchange Theory highlights the importance of designing interventions that are not only
effective but also appealing to the community members who are essential to their success.
In Shoshone County, where resources are limited and community involvement is crucial,
Social Exchange Theory provides valuable insights into how to engage the community in the
Silver Valley Youth Hub. The project seeks to leverage local values and social networks to
increase the accessibility and acceptance of mental health services. For instance, by partnering
with local organizations and leaders who are respected within the community, the hub can build
trust and encourage participation in mental health programs. Additionally, by emphasizing the
reciprocal benefits of improved community well-being—such as reduced crime rates, better
educational outcomes, and enhanced quality of life—the project can motivate community

9
members to invest in the hub's success. Social Exchange Theory thus plays a key role in ensuring
the sustainability and impact of the proposed mental health interventions.
The integration of Systems Theory, Ecological Systems Theory, and Social Exchange
Theory provides a comprehensive and multi-faceted framework for the Silver Valley Youth Hub.
Systems Theory ensures that the project considers the interconnectedness of various community
sectors and fosters collaboration among them. Ecological Systems Theory broadens the scope of
the intervention by considering the multiple environmental layers that influence youth
development, from family and school to broader community and cultural norms. Social
Exchange Theory adds a critical dimension of community engagement, emphasizing the
importance of designing interventions that are appealing and beneficial to community members.
Together, these theories guide the development of a mental health hub that is not only
responsive to the needs of rural youth but also sustainable and deeply integrated into the fabric of
the community. The theoretical framework underscores the importance of a holistic approach that
addresses individual, community, and systemic factors simultaneously. By doing so, the Silver
Valley Youth Hub aims to create a supportive environment where rural youth can thrive,
addressing both immediate mental health needs and the broader social determinants of health that
contribute to long-term well-being.
Methodology
The methodology for this Capstone Project relied heavily on the principles of design
thinking and design justice to create the Silver Valley Youth Hub, a comprehensive mental health
initiative aimed at addressing the needs of rural youth in Shoshone County, Idaho. This approach

10
ensured that the project was both innovative and practical, while also being deeply responsive to
the specific needs of the community.
The design thinking process began with an empathize stage, where the project team
engaged extensively with the community to understand the lived experiences of rural youth and
the broader context of mental health in Shoshone County. Through interviews and focus groups
with a diverse range of stakeholders, including youth, parents, educators, healthcare providers,
and community leaders, the team uncovered the underlying issues and barriers to mental health
care, such as stigma, geographical isolation, and limited access to services. This deep
understanding of the community's challenges informed the subsequent define stage, where the
team synthesized the insights gathered to clearly articulate the central challenge: the lack of
accessible, coordinated, and culturally sensitive mental health services for rural youth. During
this stage, the team also created personas and journey maps to visualize the experiences of
different youth segments within the community, ensuring that the solution would be tailored to
their specific needs.
Building on this foundation, the ideate stage involved generating a wide range of
potential solutions. The team employed techniques such as mind mapping and brainstorming
sessions to explore various approaches to improving mental health services in the community. By
considering a broad spectrum of interventions, from traditional therapy services to innovative
community-based support systems, the team was able to narrow down the ideas to a few key
concepts that formed the basis of the Silver Valley Youth Hub. The next step was the prototype
stage, where a preliminary model of the hub was developed. This prototype included a detailed
plan for the hub's infrastructure, service offerings, and community engagement strategies. The
team then shared the prototype with stakeholders for feedback, which allowed them to refine the

11
design based on input from the community. This iterative process ensured that the final design
was not only effective but also closely aligned with the community's needs and values.
The testing phase involved piloting key elements of the Silver Valley Youth Hub in
collaboration with local schools and healthcare providers. The team conducted pilot programs
focused on early intervention and preventative care, collecting data on their effectiveness and
impact. Feedback from these pilots was crucial in making further adjustments to the hub's
design, ensuring that it would be sustainable and scalable in the long term. The design team for
this project was composed of a diverse group of professionals, each contributing unique
expertise. Social workers provided insights into the mental health needs of the community and
helped design the hub's service offerings, while mental health professionals contributed their
expertise in clinical practices to ensure that the services would be evidence-based and effective.
Community organizers facilitated engagement with the broader community, ensuring that the
design process was inclusive and participatory. Educators provided a perspective on the needs of
youth within the school system and helped integrate educational components into the hub's
services. Youth representatives played a crucial role in ensuring that the voices of young people
were central to the design process, offering feedback on the hub's relevance and appeal.
The principles of design justice were integral to the development of the Silver Valley
Youth Hub. Design justice emphasizes the importance of designing with, rather than for,
marginalized communities, ensuring that the design process is inclusive, equitable, and
responsive to the needs of those who are often excluded from traditional design practices
(Network, D.J., 2018). The project prioritized the voices of rural youth, particularly those from
low-income families and other marginalized groups. Through interviews, focus groups, and
participatory design workshops, the team made sure that these voices were central to the design

12
process, resulting in a solution that not only addresses the community's needs but also resonates
with the experiences and aspirations of the youth it aims to serve. The design process was also
structured to empower the community by involving them in decision-making and ensuring that
the hub would be community-owned and operated. This approach aligns with the design justice
principle of redistributing power and fostering community control over resources and decisions
that impact their lives (Costanza-Chock, 2020).
Additionally, the team applied design justice principles to ensure that the Silver Valley
Youth Hub would be sustainable and accessible to all members of the community. This involved
designing services that are financially sustainable, culturally relevant, and physically accessible,
ensuring that no youth would be excluded due to economic or geographical barriers. The project
team worked closely with community members to ensure that the hub's services would be
culturally relevant and sensitive to the unique needs of rural youth, incorporating local traditions,
values, and practices into the design of mental health interventions to make them more likely to
be accepted and effective.
A thorough market analysis was conducted to assess the need and demand for the Silver
Valley Youth Hub relative to alternative mental health services available in the region. This
analysis revealed a significant gap in mental health services for rural youth in Shoshone County,
with existing services being limited in scope, experiencing long wait times, geographical
barriers, and a lack of culturally sensitive care. Moreover, many existing services are focused on
crisis intervention rather than preventative care, leaving a significant unmet need for early
intervention and ongoing support. Community surveys and stakeholder interviews indicated a
strong demand for the services proposed by the Silver Valley Youth Hub. Parents, educators, and
healthcare providers expressed a need for more accessible, coordinated, and comprehensive

13
mental health services that address the unique challenges faced by rural youth. The analysis also
identified a willingness among community members to support and participate in the hub's
programs, indicating a high likelihood of sustained engagement and utilization.
The Silver Valley Youth Hub offers several advantages over existing alternatives. Its
community-centered approach, emphasis on preventative care, and integration of multiple
services under one roof make it a unique and valuable addition to the local mental health
landscape. The hub's focus on cultural relevance and accessibility further enhances its appeal,
particularly for underserved populations that are not adequately reached by current services. The
market analysis also assessed the long-term sustainability and scalability of the hub, concluding
that, with appropriate funding and community support, the hub could be both financially
sustainable and scalable to other rural communities facing similar challenges. The hub's design
allows for flexibility and adaptability, making it well-suited to different contexts and needs.
The methodology for this Capstone Project combines the principles of design thinking
and design justice with a rigorous market analysis to develop a comprehensive, sustainable, and
community-driven solution for improving mental health outcomes among rural youth in
Shoshone County. The Silver Valley Youth Hub is designed to address the specific needs and
challenges identified through this process, ensuring that it is both effective and responsive to the
community it serves.
Project Description
The Silver Valley Youth Hub is designed as a comprehensive solution to address the
mental health challenges faced by rural youth in Shoshone County, Idaho. This project builds
upon a rich foundation of relevant policies, programs, models, initiatives, services, and processes

14
that have proven effective in similar contexts, while also innovating to meet the unique needs of
this specific rural community.
The Silver Valley Youth Hub builds upon several existing frameworks and initiatives that
have shaped the landscape of mental health services in rural areas. One of the key policies
informing this project is the Mental Health Parity and Addiction Equity Act (MHPAEA), which
mandates that insurance coverage for mental health services be on par with physical health
services (Kreuze, 2017). By aligning with MHPAEA, the hub ensures that its services are
accessible and affordable, addressing one of the most significant barriers to mental health care in
rural communities. Additionally, the hub draws on the successes of initiatives like the National
Rural Health Association’s (NRHA) efforts to improve healthcare access through telehealth and
integrated care models (Schour et al., 2021). Telehealth, in particular, is a cornerstone of the
hub's strategy, enabling the delivery of mental health services to youth who may otherwise be
unable to access them due to geographical barriers. Moreover, the hub is informed by the
Federally Qualified Health Center (FQHC) model, which integrates behavioral health services
into primary care settings, a proven approach to reducing barriers to care and improving health
outcomes for underserved populations (Nakamura et al., 2019). By adopting and adapting these
models, the Silver Valley Youth Hub aims to provide a coordinated, holistic approach to mental
health care that meets the specific needs of rural youth.
The Silver Valley Youth Hub is closely aligned with the Grand Challenge for Social Work
(GCSW), particularly the challenge to "Ensure Healthy Development for Youth." The GCSW
calls for bold and innovative approaches to promote the mental and emotional well-being of
young people, especially those who are marginalized or at risk (DeVylder, 2015). The hub
contributes to this challenge by focusing on early intervention and preventative care, two areas

15
where rural youth are often underserved (Cherry et al., 2017). The hub’s services are designed to
address the mental health needs of youth before they escalate into crises, thereby promoting
healthier development and reducing the long-term consequences of untreated mental health
issues. Furthermore, the hub’s emphasis on community engagement and culturally relevant care
supports the GCSW’s goal of creating environments where all youth can achieve their full
potential. By integrating the community into the design and delivery of services, the hub ensures
that its interventions are not only effective but also deeply rooted in the local context, thereby
increasing their sustainability and impact.
The design criteria for the Silver Valley Youth Hub are crucial to its success and are
carefully crafted to ensure that the project meets the specific needs of the Shoshone County
community while adhering to best practices in mental health service delivery. The design criteria
include four primary attributes: accessibility, cultural relevance, sustainability, and scalability.
Accessibility is a fundamental aspect of the hub’s design, as it seeks to eliminate barriers to care
by offering services that are physically, financially, and technologically accessible. This includes
providing telehealth options for those in remote areas, sliding scale fees, and ensuring that
services are available in locations that are easy to reach for all community members. Cultural
relevance is another key attribute, ensuring that the services provided by the hub are tailored to
the unique cultural and social dynamics of the rural community. This involves incorporating
local traditions, values, and practices into the design of mental health interventions, making them
more likely to be accepted and effective. Sustainability is achieved by creating a financially
viable model that leverages existing resources, such as local healthcare infrastructure and
funding from state and federal programs, to ensure the long-term viability of the hub. Finally,
scalability is an essential design criterion, as the hub is intended to serve as a model that can be

16
adapted and replicated in other rural communities facing similar challenges. This scalability is
built into the design from the outset, allowing the hub to grow and evolve as the needs of the
community change.
The prototype for the Silver Valley Youth Hub is a comprehensive program development
model that integrates multiple services under one roof, providing a centralized location for
mental health support in Shoshone County. The hub offers a wide range of services, including
individual and group therapy, crisis intervention, case management, and preventative education
programs. These services are delivered through a combination of in-person and telehealth
options, ensuring that all youth in the community have access to the care they need, regardless of
their location or financial situation. The hub also includes a strong community outreach
component, which involves partnering with local schools, churches, and other organizations to
raise awareness about mental health and reduce stigma. This outreach is crucial to the hub’s
success, as it helps to build trust within the community and encourage youth and their families to
seek help when needed. The prototype was developed through a collaborative design process,
involving input from key stakeholders, including youth, parents, educators, and healthcare
providers. This collaborative approach ensures that the hub is both responsive to the community's
needs and aligned with best practices in mental health care. The prototype includes a detailed
implementation plan, with specific goals, timelines, and evaluation metrics to measure success,
ensuring that the hub is both effective and adaptable to the changing needs of the community.
The theory of change (ToC) for the Silver Valley Youth Hub is based on the belief that
early intervention and comprehensive support can significantly improve mental health outcomes
for rural youth. The proposed solution aims to achieve several key outcomes, including increased
access to mental health services, reduced stigma surrounding mental health issues, and improved

17
mental and emotional well-being among youth. These goals are realistic given the evidence
supporting the effectiveness of early intervention and integrated care models in improving
mental health outcomes. The hub works by providing a centralized location where youth can
access a range of services tailored to their needs. These services are designed to be culturally
relevant and accessible, ensuring that they resonate with the community and are utilized by those
who need them most. The hub also aligns with best practices in mental health care, incorporating
evidence-based interventions and a multidisciplinary approach to service delivery. The theory of
change is further supported by a logic model, which outlines the resources needed to implement
the project, the activities planned to achieve the project’s goals, and the desired results in terms
of outputs, outcomes, and impact. The logic model is included as an appendix, providing a clear
and detailed roadmap for the project’s implementation and evaluation.
The implementation of the Silver Valley Youth Hub is structured around a revised logic
model that outlines the necessary resources, activities, and anticipated results in terms of outputs,
outcomes, and impact. The resources required for the project include key stakeholders such as
community members, trained staff, and volunteers, as well as tangible items like evidence-based
curriculum, training materials, and financial resources. Funding is secured through a combination
of grant funding, insurance reimbursements, and local community contributions. These resources
are essential for the foundational activities of the project, including training staff and volunteers,
engaging community resources for referrals, and implementing various mental health
interventions, support groups, and educational programs.
The activities outlined in the logic model are designed to accomplish the project's goals
by systematically building the capacity of the hub and fostering strong community partnerships.
Training staff and volunteers ensures that the service providers are well-equipped to deliver high-

18
quality mental health care. Engaging community resources facilitates the creation of a robust
referral network, enabling more youth and families to access services. Implementing
interventions and educational programs addresses immediate mental health needs while
promoting long-term community awareness and reducing stigma.
The desired results, as articulated in the logic model, include specific outputs such as the
number of trained staff, the number of youth and families engaged in services, and the level of
community involvement. These outputs are expected to lead to short-term outcomes like
increased access to services, a reduction in criminal justice prosecutions due to diversion efforts,
and improved mental health outcomes for youth. Intermediate outcomes include stronger
community partnerships, increased awareness and referrals, and reported improvements in the
quality of life among participants. The long-term outcomes aim for a sustained reduction in
mental health issues, including decreases in alcohol abuse, teen pregnancy, crime rates, and
suicide, along with sustained programming and financial stability for the hub.
The proposed solution aligns closely with the revised logic model, ensuring that each
activity is directly linked to the project's goals and anticipated outcomes. The model provides a
clear framework for tracking progress and making adjustments as needed to ensure that the hub
achieves its intended impact. By focusing on building capacity, engaging the community, and
delivering evidence-based services, the Silver Valley Youth Hub is strategically positioned to
address the complex mental health needs of rural youth and to create lasting positive change
within the community.
Ethical considerations have been carefully integrated into every aspect of the Silver
Valley Youth Hub’s design and implementation. The project has taken into account potential
ethical concerns and possible negative consequences, particularly regarding confidentiality,

19
consent, and the potential for unintended harm. Robust protocols will be established to ensure
that all services are delivered in a manner that respects the privacy and dignity of youth and their
families. This includes obtaining informed consent for all services, ensuring that youth
understand their rights and the nature of the interventions they receive. The project also includes
measures to prevent any potential negative consequences, such as ensuring that services are
delivered by qualified professionals who are trained to work with vulnerable populations.
Additionally, the hub’s emphasis on community engagement and culturally relevant care helps to
mitigate the risk of interventions being perceived as inappropriate or harmful. By involving the
community in the design and delivery of services, the hub ensures that its interventions are
aligned with the values and expectations of those it serves.
The likelihood of success for the Silver Valley Youth Hub is high, given the strong
demand for mental health services in the community, the project’s alignment with best practices,
and the comprehensive nature of the proposed solution. Success for the hub is defined by a
significant increase in the number of youth accessing mental health services, a reduction in
mental health-related crises, and improved overall well-being for youth in Shoshone County. The
project is designed to be sustainable, with a financial model that leverages existing resources and
funding opportunities to ensure long-term viability. The hub is also designed to be scalable, with
a flexible framework that can be adapted and replicated in other rural communities facing similar
challenges. This scalability is a key strength of the project, as it allows the Silver Valley Youth
Hub to serve as a model for improving mental health outcomes in rural areas across the country.
The Silver Valley Youth Hub is a thoughtfully designed and community-driven initiative
that builds on existing policies, programs, and best practices to address the mental health needs
of rural youth in Shoshone County. The project’s design criteria ensure that it is accessible,

20
culturally relevant, sustainable, and scalable, while the prototype and theory of change provide a
clear roadmap for implementation and evaluation. With strong ethical considerations and a high
likelihood of success, the Silver Valley Youth Hub has the potential to make a significant impact
on the mental health and well-being of rural youth, serving as a model for other communities
facing similar challenges.
Implementation Plan
The Silver Valley Youth Hub is poised for implementation, with a comprehensive plan
that includes ongoing stakeholder engagement, a clear context for testing and piloting,
partnerships, a line-item budget, a fund development strategy, and a marketing and brand plan.
This project has been meticulously developed to ensure that it is implementation-ready, with all
necessary resources, partnerships, and strategies in place to facilitate a smooth and effective
launch.
The context in which the Silver Valley Youth Hub will be tested, piloted, and
implemented is Shoshone County, Idaho, a rural community facing significant mental health
challenges among its youth population. The implementation will take place in phases, beginning
with a pilot program that will focus on a smaller, targeted segment of the youth population. This
approach will allow the project team to test the effectiveness of the hub’s services, gather
feedback, and make any necessary adjustments before expanding to serve the entire community.
The pilot will be conducted in collaboration with key local partners, including schools,
healthcare providers, and community organizations. These partners will play a crucial role in
referring youth to the hub, providing feedback on the services, and helping to engage the broader
community in the project.

21
The implementation plan also includes a detailed line-item budget that outlines the costs
associated with staffing, facilities, equipment, program delivery, and community outreach. The
budget has been carefully crafted to ensure that all essential components of the hub are
adequately funded, with contingencies in place for unexpected expenses. Staffing costs include
salaries for mental health professionals, case managers, and administrative staff, while facilities
costs cover the leasing and maintenance of the hub’s physical location. Equipment costs include
the purchase of necessary technology for telehealth services and secure data management.
Program delivery costs encompass the development and implementation of evidence-based
interventions, support groups, and educational programs, while community outreach costs cover
marketing, promotional materials, and events aimed at raising awareness and reducing stigma.
The fund development plan is designed to ensure the financial sustainability of the Silver
Valley Youth Hub. This plan includes a diversified funding strategy that seeks to secure a mix of
public and private funding sources. Initial funding will be obtained through federal and state
grants aimed at improving mental health services in underserved areas. Additional funding will
be sought from local government contributions, private foundations, and individual donors. The
fund development plan also includes strategies for building relationships with potential donors,
leveraging existing community support, and exploring opportunities for corporate sponsorships.
To further enhance financial sustainability, the hub will pursue insurance reimbursements for
eligible services, ensuring a steady stream of revenue to support ongoing operations.
The marketing and brand plan for the Silver Valley Youth Hub is focused on building a
strong, recognizable brand that resonates with the community and effectively communicates the
hub’s mission and services. The branding strategy will emphasize the hub’s commitment to
accessibility, cultural relevance, and community-driven care. Marketing efforts will include a

22
mix of traditional and digital strategies, such as social media campaigns, local media
partnerships, and community events. The hub will also develop a comprehensive website that
provides detailed information about its services, schedules, and how to access care. Examples of
marketing materials include brochures, flyers, and posters that will be distributed in schools,
healthcare facilities, and community centers to reach as many youth and families as possible. The
marketing plan will be continuously evaluated and adjusted based on community feedback and
engagement metrics to ensure that it effectively reaches the target audience and supports the
hub’s goals.
In conclusion, the Silver Valley Youth Hub is implementation-ready, with a solid plan in
place to engage stakeholders, secure funding, and build a strong brand that will resonate with the
community. The project is set to be piloted in Shoshone County with the support of key local
partners and a clear strategy for scaling up based on the pilot’s outcomes. With a well-structured
budget, a robust fund development plan, and a comprehensive marketing strategy, the Silver
Valley Youth Hub is positioned for success in addressing the mental health needs of rural youth
and making a lasting impact on the community.
Evaluation Plan
The evaluation plan for the Silver Valley Youth Hub is designed to assess the project’s
effectiveness in achieving its goals, measuring social change and impact, and providing ongoing
feedback to enhance the project’s design and implementation. The plan includes strategies for
measuring social change, collecting and analyzing data, and communicating the results to
stakeholders.

23
To measure social change and impact, the project will utilize both qualitative and
quantitative methods. The primary indicators of social change will include increased access to
mental health services, reduced stigma surrounding mental health issues, and improved mental
health outcomes among rural youth in Shoshone County. Quantitative measures will involve
tracking the number of youth accessing services, the frequency and type of services utilized, and
pre- and post-intervention assessments of mental health status. These assessments will use
standardized tools, such as the Patient Health Questionnaire-9 (PHQ-9) for depression and the
Generalized Anxiety Disorder 7-item scale (GAD-7) for anxiety, to measure changes in mental
health symptoms. Qualitative evidence will be gathered through interviews and focus groups
with youth, parents, and service providers, focusing on their experiences with the hub and
perceptions of its impact on their well-being and the broader community. This combination of
quantitative and qualitative data will provide a comprehensive understanding of the hub’s impact
on the community.
The data collection plan is central to monitoring the project’s effectiveness as it evolves.
Data will be collected continuously throughout the implementation of the hub’s services, with a
focus on both formative and summative evaluation. Formative evaluation will involve ongoing
monitoring to provide immediate feedback on the hub’s operations, allowing for adjustments and
improvements to be made in real-time. This will include tracking service utilization rates, client
satisfaction, and the effectiveness of specific interventions. Summative evaluation, conducted at
the end of each program cycle, will assess the overall success of the hub in meeting its long-term
goals, such as reducing mental health symptoms and improving quality of life among youth. Data
will be collected using a combination of electronic health records, surveys, and interviews,
ensuring that the information is accurate, comprehensive, and up-to-date. The data will be

24
analyzed using statistical software for quantitative data and thematic analysis for qualitative data,
providing insights into the hub’s strengths and areas for improvement.
The communication plan for reporting results and impact is designed to keep stakeholders
informed and engaged throughout the project’s lifecycle. Regular reports will be generated and
shared with key stakeholders, including community members, funding organizations, and local
government officials. These reports will summarize the data collected, highlight key findings,
and provide recommendations for future actions. In addition to formal reports, the hub will
utilize various communication channels, such as community meetings, newsletters, and social
media, to disseminate information and gather feedback from the community. This transparent
and participatory approach ensures that the project remains responsive to the needs of the
community and that stakeholders are actively involved in the evaluation process.
Overall, the evaluation plan for the Silver Valley Youth Hub is designed to ensure the
utility, value, and merit of the project. By continuously monitoring and evaluating the hub’s
impact, the project team can make informed decisions about how to enhance the design and
implementation of services. The combination of formative and summative evaluation, along with
a robust communication plan, will provide the necessary feedback to refine and improve the
hub’s operations, ensuring that it continues to meet the evolving needs of rural youth in
Shoshone County.
Challenges/Limitations
The Silver Valley Youth Hub faces several potential challenges and limitations during the
testing, piloting, and implementation phases, which require careful consideration and strategic
planning. One of the primary challenges is the potential for limited community engagement and

25
participation, particularly due to the stigma surrounding mental health in rural areas. Despite
efforts to raise awareness and reduce stigma, some community members may be reluctant to seek
services or participate in the hub’s programs. To address this, the project will implement a robust
community outreach strategy that includes educational campaigns, collaboration with trusted
local leaders, and the use of culturally relevant messaging to encourage participation.
Additionally, the hub will offer confidential services to ensure that youth and families feel safe
and secure in seeking help.
Another significant limitation is the potential scarcity of qualified mental health
professionals willing to work in a rural setting like Shoshone County. The shortage of mental
health providers in rural areas is a well-documented issue, which could hinder the hub’s ability to
deliver high-quality services. To mitigate this risk, the project will explore alternative staffing
models, such as telehealth services, which allow providers from other regions to deliver care
remotely. Additionally, the hub will invest in training local community members and
paraprofessionals to provide certain types of support services, thereby expanding the available
workforce and building local capacity.
Financial sustainability is another potential challenge for the project, particularly given
the reliance on grant funding and donations. While the initial funding plan is solid, there is
always a risk that future funding streams may not be as robust as anticipated, which could
threaten the hub’s long-term viability. To address this, the project will diversify its funding
sources, pursuing a combination of public and private funding, insurance reimbursements, and
income-generating activities, such as fee-for-service programs, to create a more sustainable
financial model. The hub will also establish a contingency fund to cover any unexpected
shortfalls in revenue.

26
Finally, the geographic isolation of Shoshone County presents logistical challenges that
could complicate the delivery of services, particularly for youth living in more remote areas.
Transportation barriers and limited access to technology could hinder some families from
accessing the hub’s services. To overcome this, the project will offer mobile outreach services
and work with local schools and community centers to create satellite locations where youth can
access care. Additionally, the hub will provide technology support to families who need
assistance with telehealth platforms, ensuring that all youth, regardless of their location, can
benefit from the hub’s services.
In conclusion, while the Silver Valley Youth Hub faces several challenges and limitations,
the project team has developed comprehensive strategies to address these obstacles. By
proactively planning for these potential issues and implementing alternative plans, the hub is
well-positioned to overcome these challenges and successfully deliver much-needed mental
health services to the youth of Shoshone County.
Conclusions and Implications
The Silver Valley Youth Hub represents an innovative and transformative approach to
addressing the mental health needs of rural youth in Shoshone County, Idaho. This project has
the potential to cause a significant positive social impact by providing accessible, culturally
relevant, and sustainable mental health services in a community where such services have
traditionally been limited or nonexistent. The hub’s integration of evidence-based interventions,
community-driven design, and a focus on preventative care positions it as a model that can be
adapted and replicated in other rural communities facing similar challenges.

27
Throughout the collaborative problem-solving and design thinking process, several key
lessons were learned that have shaped the development and implementation of the Silver Valley
Youth Hub. First and foremost, the importance of community engagement cannot be overstated.
By involving community members, including youth, parents, educators, and healthcare
providers, in the design process, the project team was able to gain valuable insights into the
unique needs and challenges faced by the community. This collaborative approach ensured that
the hub’s services are not only effective but also resonate with the values and expectations of the
community. Additionally, the design thinking process highlighted the need for flexibility and
adaptability in service delivery. The iterative nature of the process allowed the team to test and
refine different elements of the hub, ensuring that the final design is both practical and
responsive to changing circumstances.
The implications of the Silver Valley Youth Hub for practice and the broader ecosystem
are profound. By creating a centralized, integrated model of care that addresses both the
immediate and long-term mental health needs of rural youth, the hub has the potential to
transform how mental health services are delivered in rural areas. The project’s focus on
preventative care, early intervention, and community engagement challenges the traditional
reactive approach to mental health care, offering a more proactive and holistic model that can
lead to better outcomes for youth. Furthermore, the hub’s emphasis on culturally relevant care
and reducing stigma around mental health issues contributes to a broader shift in how mental
health is perceived and addressed in rural communities. This project sets a precedent for how
mental health services can be effectively integrated into the fabric of rural communities, creating
a more resilient and supportive environment for future generations.

28
To advance the next steps in implementing the Silver Valley Youth Hub, a concrete action
plan has been developed. The first step is to secure the necessary funding to fully operationalize
the hub. This includes finalizing grant applications, establishing partnerships with local and state
governments, and launching a fundraising campaign targeting private donors and foundations.
Once funding is secured, the focus will shift to hiring and training staff, setting up the physical
infrastructure, and developing the hub’s telehealth capabilities. Concurrently, the project team
will continue to engage with community stakeholders, refining the service offerings and ensuring
that the hub is aligned with the community’s evolving needs.
The implementation plan also includes a phased rollout of services, beginning with a pilot
program that will allow the team to test the hub’s operations on a smaller scale before expanding
to the broader community. During this pilot phase, the team will closely monitor the hub’s
effectiveness, gather feedback, and make any necessary adjustments. Following the pilot, the hub
will be fully launched, with ongoing monitoring and evaluation to ensure that it continues to
meet its goals and deliver positive outcomes for youth. The action plan also includes a long-term
strategy for sustainability, focusing on diversifying funding sources, building community
partnerships, and expanding services to other rural areas.
In conclusion, the Silver Valley Youth Hub is a forward-thinking, innovative project with
the potential to make a lasting impact on the mental health of rural youth in Shoshone County
and beyond. The lessons learned from the design thinking process, the implications for practice,
and the concrete action plan for implementation all underscore the hub’s potential to serve as a
model for other communities facing similar challenges. By advancing this project, the team is not
only addressing a critical need but also paving the way for a more equitable and effective
approach to mental health care in rural America.

29
References
U.S. Census Bureau QuickFacts: Shoshone County, Idaho. (2022, July). Census Bureau
QuickFacts. Retrieved July 6, 2023, from
https://www.census.gov/quickfacts/fact/table/shoshonecountyidaho/POP010210
Explore Depression in Idaho | AHR. (2023). America’s Health Rankings. Retrieved July 12,
2023, from https://www.americashealthrankings.org/explore/measures/Depression_a/ID
Gleeson, James & Cryer-Coupet, Qiana & Washington, Tyreasa. (2019). Ensure Healthy
Development for All Youth. 10.1007/978-3-030-26334-8_1.
Center for Disease Control. (2019, March 21). Behavioral health services in Idaho | CDC.
Centers for Disease Control and Prevention. Retrieved July 6, 2023, from
https://www.cdc.gov/childrensmentalhealth/stateprofiles-providers/idaho/index.html
Over one-third of Americans live in areas lacking mental health professionals - USAFacts.
(2021, June 9). USAFacts. Retrieved July 12, 2023, from
https://usafacts.org/articles/over-one-third-of-americans-live-in-areas-lacking-mentalhealth-professionals/
Mental Health Services Under Strain in Rural America. (2022). The American journal of
nursing, 122(2), 13. https://doi.org/10.1097/01.NAJ.0000820496.02432.bf
Hespanha, J. P. (2018). Linear systems theory. Princeton university press.
Shoshone, Idaho. (2023). County Health Rankings & Roadmaps. Retrieved July 12, 2023, from
https://www.countyhealthrankings.org/explore-health-rankings/idaho/shoshone

30
Lawrence-Bourne, J., Dalton, H., Perkins, D., Farmer, J., Luscombe, G., Oelke, N., & Bagheri,
N. (2020). What is rural adversity, how does it affect wellbeing and what are the
implications for action?. International journal of environmental research and public
health, 17(19), 7205.
Mental Health Services Under Strain in Rural America. (2022). The American journal of
nursing, 122(2), 13. https://doi.org/10.1097/01.NAJ.0000820496.02432.bf
Reed, K., Reed, B., Bailey, J., Beattie, K., Lynch, E., Thompson, J., ... & Wilson, R. (2021).
Interprofessional education in the rural environment to enhance multidisciplinary care in
future practice: Breaking down silos in tertiary health education. Australian Journal of
Rural Health, 29(2), 127-136.
Furber, G., Segal, L., Leach, M., Turnbull, C., Procter, N., Diamond, M., Miller, S., & McGorry,
P. (2015). Preventing mental illness: closing the evidence-practice gap through workforce
and services planning. BMC health services research, 15, 283.
https://doi.org/10.1186/s12913-015-0954-5
Morales, D. A., Barksdale, C. L., & Beckel-Mitchener, A. C. (2020). A call to action to address
rural mental health disparities. Journal of clinical and translational science, 4(5), 463–
467.
Demi, M. A., Coleman-Jensen, A., & Snyder, A. R. (2010). The Rural Context and PostSecondary School Enrollment: An Ecological Systems Approach. Journal of Research in
Rural education, 25.

31
Tran, T. A., James, H., & Pittock, J. (2018). Social learning through rural communities of
practice: Empirical evidence from farming households in the Vietnamese Mekong
Delta. Learning, culture and social interaction, 16, 31-44.
DeVylder, J. E., Lukens, E. P., Link, B. G., & Lieberman, J. A. (2015). Suicidal ideation and
suicide attempts among adults with psychotic experiences: data from the collaborative
psychiatric epidemiology surveys. JAMA psychiatry, 72(3), 219-225.
Ramanuj, P., Ferenchik, E., Docherty, M., Spaeth-Rublee, B., & Pincus, H. A. (2019). Evolving
models of integrated behavioral health and primary care. Current psychiatry reports, 21,
1-12.
Okah, P. S., Okwor, R. O., Aghedo, G. U., Iyiani, C. C., Onalu, C. E., Abonyi, S. E., & Chukwu,
N. E. (2023). Perceived Factors Influencing Younger Adults’ Rural-Urban Migration and
its Implications on Left Behind Older Parents in Nsukka LGA: Practice Considerations
for Gerontological Social Workers. Journal of Population Ageing, 1-19.
Song, S. Y., Eddy, J. M., Thompson, H. M., Adams, B., & Beskow, J. (2020). Restorative
consultation in schools: A systematic review and call for restorative justice science to
promote anti-racism and social justice. Journal of Educational and Psychological
Consultation, 30(4), 462-476.
Empowering youth in rural communities. Boys & Girls Clubs of America - Providing millions of
kids and teens a safe place to develop essential skills, make lasting connections and have
fun. (2019, December 17). https://www.bgca.org/newsstories/2019/December/Empowering-Youth-in-Rural-Communities

32
Fitzpatrick, M. E. (2023). Understanding the Behavioral Health and Criminogenic Needs of AtRisk Rural Youth: An Ecological Systems Theory Perspective (Doctoral dissertation,
William James College).
Duerden, M. D., & Witt, P. A. (2010). An ecological systems theory perspective on youth
programming. Journal of Park & Recreation Administration, 28(2).
Enayat, T., Ardebili, M. M., Kivi, R. R., Amjadi, B., & Jamali, Y. (2022). A Computational
Approach to Homans Social Exchange Theory. Physica A: Statistical Mechanics and its
Applications, 597, 127263.
Nakamura, Y., Laberge, M., Davis, A., & Formoso, A. (2019). Barriers and strategies for
specialty care access through federally qualified health centers: a scoping review. Journal
of Health Care for the Poor and Underserved, 30(3), 910-933.
Network, D. J. (2018). Design Justice Principles. Design Justice Network. Retrieved March, 31,
2022.
Costanza-Chock, S. (2020). Design justice: Community-led practices to build the worlds we
need. The MIT Press.
Kreuze, E. (2017). Mental Health Parity and Addiction Equity Act (MHPAEA): A Scoping
Review. Journal of Health Care Finance, 44(2).
Schou, P., Huling, S., Beecham, B., Marsh, L., & Sherard, R. (2021). NRHA Rapid Response
Policy Brief: Telehealth.

33
Cherry, S.T., Robinson, A., Jashinsky, J.M., Bagwell-Adams, G., Elliott, M., & Davis, M.
(2017). Rural Community Health Needs Assessment Findings: Access to Care and
Mental Health.

34
Appendices 1
Stakeholder Map

35
Appendices 2
Logic Model

36
Appendices 3
Prototype
Drafted by: Joshua Westby
For: University of Southern California Doctorate in Social Work
Program

37
Table of Contents
Executive Summary....................................................................................................................41
Mission Statement..................................................................................................................42
Mission Statement Breakdown ............................................................................................42
Vision Statement....................................................................................................................43
Vision Statement Breakdown...............................................................................................43
Values....................................................................................................................................44
Summary of Services..............................................................................................................45
1. Individual Therapy ...........................................................................................................45
2. Group Therapy and Workshops ........................................................................................45
3. Case Management ..........................................................................................................45
4. Preventative Education Programs.....................................................................................45
5. Community Outreach and Engagement............................................................................46
6. Volunteer Programs .........................................................................................................46
7. Telehealth Services .........................................................................................................46
Goals and Objectives..............................................................................................................46
Goal 1: Build a Strong Foundation for Service Delivery ..........................................................46
Goal 2: Implement Comprehensive Mental Health Interventions ..........................................47
Goal 3: Enhance Community Awareness and Engagement ...................................................47
Goal 4: Improve Mental Health Outcomes for Rural Youth.....................................................48
Goal 5: Ensure Long-Term Sustainability and Community Impact..........................................48
Conclusion.........................................................................................................................49
Organization Description............................................................................................................50
Company overview .................................................................................................................50
History ...............................................................................................................................50
Nature ................................................................................................................................50
Purpose..............................................................................................................................50
Legal Structure.......................................................................................................................51
LLC Structure......................................................................................................................51
S-Corp Election ..................................................................................................................51
Ownership..........................................................................................................................52
Location.................................................................................................................................52
Geographic Location...........................................................................................................52

38
Communities Served ..........................................................................................................52
Outreach and Accessibility..................................................................................................53
Market Analysis..........................................................................................................................54
Industry Overview...................................................................................................................54
Challenges in Rural Areas:...................................................................................................54
Target Market..........................................................................................................................54
Needs Assessment.................................................................................................................54
Services and Programs...............................................................................................................56
Services .................................................................................................................................56
Unique Value Proposition........................................................................................................57
Service Delivery Model ...........................................................................................................58
Conclusion ............................................................................................................................59
Marketing and Outreach Strategy................................................................................................60
Marketing Plan .......................................................................................................................60
Community Engagement ........................................................................................................60
Communication Plan..............................................................................................................61
Conclusion ............................................................................................................................62
Operational Plan........................................................................................................................63
Organizational Structure.........................................................................................................63
Organizational Teams .............................................................................................................63
Executive Team...................................................................................................................63
Clinical Team......................................................................................................................64
Operations Team.................................................................................................................64
Day-to-Day Operations ...........................................................................................................64
Technology and Tools..............................................................................................................65
Integrated Technology Platform...............................................................................................66
Benefits of an Integrated Platform........................................................................................66
Desired Features of the Integrated Platform .........................................................................67
Management and Staffing...........................................................................................................68
Initial Hiring Phase ..............................................................................................................68
Subsequent Hiring Phases ..................................................................................................68
Summary of Hiring Plan.......................................................................................................69
Executive Director ..................................................................................................................70

39
Office Manager.......................................................................................................................71
Clinical Director .....................................................................................................................72
Operations Director................................................................................................................73
Therapist 1 & Therapist 2.........................................................................................................74
Case Manager ........................................................................................................................75
Group Facilitator ....................................................................................................................76
Volunteers..............................................................................................................................77
Financial Plan ............................................................................................................................78
Operating Days.......................................................................................................................78
Financial Summary.................................................................................................................78
Billable Hours and Rates per Position......................................................................................78
Clinical Director..................................................................................................................78
Therapist 1 and Therapist 2..................................................................................................79
Case Manager.....................................................................................................................79
Group Facilitator.................................................................................................................80
Additional Revenue Streams ...................................................................................................81
1. Crisis Center...................................................................................................................81
2. Community-Based Rehabilitation Services (CBRS) ...........................................................81
Yearly Operational Budget.......................................................................................................83
Expenses............................................................................................................................83
Revenue .............................................................................................................................84
Impact and Evaluation ...............................................................................................................85
Impact Goals .........................................................................................................................85
1. Improve Mental Health Outcomes for Rural Youth.............................................................85
2. Increase Access to Mental Health Services ......................................................................85
3. Enhance Community Awareness and Reduce Stigma .......................................................85
4. Foster Resilience and Coping Skills..................................................................................85
5. Reduce Youth Involvement in Criminal Justice System......................................................85
Evaluation Plan ......................................................................................................................86
1. Data Collection ...............................................................................................................86
2. Monitoring and Analysis...................................................................................................86
3. Program Adjustments ......................................................................................................86
Reporting ...............................................................................................................................86

40
1. Regular Reporting to Stakeholders ...................................................................................86
2. Funders and Grant Reporting ...........................................................................................87
3. Community Engagement .................................................................................................87

41
Executive Summary
The mental health crisis among rural youth in Shoshone County, Idaho, has reached critical
levels, exacerbated by economic decline, limited access to healthcare services, and
pervasive stigma surrounding mental health issues. The county's historical reliance on the
mining industry has left its communities vulnerable to economic fluctuations, resulting in a
significant reduction in essential services and support systems. This lack of resources has
particularly impacted the youth, who face high rates of depression, anxiety, substance
abuse, and other mental health challenges without adequate access to preventative and
therapeutic care.
Silver Valley Youth Hub aims to address these pressing issues by providing comprehensive,
accessible, and preventative mental health services tailored to the unique needs of rural
youth. Our organization will offer a range of services, including individual and group
therapy, crisis intervention, case management, and preventative education programs. By
leveraging community resources, integrating telehealth options, and fostering strong
partnerships with local schools, healthcare providers, and community organizations, Silver
Valley Youth Hub will create a supportive environment where youth can thrive. Our goal is
to reduce stigma, increase access to care, and improve overall mental health outcomes,
ultimately fostering a resilient and healthy community for future generations.

42
Mission Statement
Silver Valley Youth Hub's mission is to empower rural youth by providing accessible,
comprehensive, and preventative mental health services. Through community
collaboration, education, and innovative interventions, we aim to nurture resilience,
reduce stigma, and foster healthy development for the youth of Shoshone County, ensuring
a brighter, healthier future for all.
Mission Statement Breakdown
Empower Rural Youth: Emphasizes the focus on youth, addressing the specific needs of
the community.
Accessible, Comprehensive, and Preventative Services: Highlights the commitment to
providing services that are easy to access, cover a wide range of needs, and focus on
prevention.
Community Collaboration: Stresses the importance of working together with local
schools, healthcare providers, criminal justice systems, and other community members.
Education and Innovative Interventions: Points to the educational aspect and the use of
innovative methods to address mental health issues.
Nurture Resilience and Reduce Stigma: Aiming to strengthen the ability of youth to cope
with life's challenges and eliminate the negative perceptions associated with seeking
mental health support in the community.
Foster Healthy Development: Focuses on promoting the overall healthy growth of rural
youth.
Brighter, Healthier Future: Ends on a hopeful note, underscoring the ultimate aim of the
agency’s efforts.

43
Vision Statement
"To create a thriving, resilient community where every rural youth has access to the
mental health resources and support they need to achieve their full potential. We
envision a future where stigma around mental health is eliminated, and proactive,
preventative care is the norm, leading to healthier, happier lives for all within Shoshone
County."
Vision Statement Breakdown
Thriving, Resilient Community: Emphasizes the goal of building a strong, supportive
community.
Access to Mental Health Resources and Support: Highlights the importance of making
mental health services readily available to all youth.
Achieve Their Full Potential: Indicates the aim of helping youth reach their highest
potential.
Elimination of Stigma: Stresses the vision of a future where mental health issues are
openly discussed and addressed without shame.
Proactive, Preventative Care: Focuses on the shift towards preventive care rather than
reactive treatments.
Healthier, Happier Lives: Ends on a positive note, reflecting the ultimate goal of improving
the overall well-being of the community.

44
Values
Compassion: We prioritize empathy and kindness in all our interactions, ensuring every
youth feels valued and understood.
Accessibility: We are committed to providing equitable access to mental health resources
for all youth, regardless of their socioeconomic status or geographical location.
Collaboration: We believe in the power of community and work together with local
schools, healthcare providers, and families to create comprehensive community supports.
Innovation: We strive to implement and develop cutting-edge, evidence-based
interventions to address the unique mental health needs of rural youth.
Prevention: We focus on proactive measures, emphasizing early intervention and
preventative care to promote long-term mental health and well-being.
Inclusivity: We honor and respect the diversity of our community, ensuring our programs
are culturally sensitive and inclusive.
Integrity: We maintain the highest standards of ethical behavior, transparency, and
accountability in all our operations.
Empowerment: We aim to empower youth and their families with the knowledge, skills,
and resources to take charge of their mental health.
Resilience: We foster resilience in youth, helping them to develop the coping skills needed
to navigate life's challenges successfully.
Sustainability: We are dedicated to creating long-lasting, sustainable solutions that
benefit the community for generations to come.

45
Summary of Services
Silver Valley Youth Hub is dedicated to addressing the mental health needs of rural youth
through a comprehensive, integrated approach. We offer a wide range of services designed
to promote mental well-being, prevent severe and persistent mental illness, and support
the healthy development of youth in Shoshone County.
1. Individual Therapy
We provide one-on-one therapy sessions conducted by licensed mental health providers.
These sessions are tailored to meet the unique needs of each youth, addressing issues
such as anxiety, depression, trauma, and other mental health concerns. Our therapists use
evidence-based practices to help youth develop coping skills, build resilience, and improve
their overall mental health.
2. Group Therapy and Workshops
Group therapy sessions and workshops are offered to foster peer support and provide
education on various topics related to mental health. These sessions include:
Emotional Regulation: Teaching youth how to manage their emotions effectively.
Substance Abuse Awareness: Educating on the risks of substance abuse and providing
strategies for prevention.
Violence Prevention: Addressing issues related to bullying, aggression, and conflict
resolution.
Court-Ordered Diversion Programs: Offering specialized classes and group sessions for
youth involved in the justice system, providing alternatives like community service and
focused rehabilitation to prevent recidivism.
3. Case Management
Our case managers work closely with youth and their families to develop and implement
individualized care plans. They coordinate services and resources, ensuring that each
youth receives the comprehensive support they need. Case managers also connect
families with community resources, including healthcare, educational support, and social
services.
4. Preventative Education Programs
Preventative education is a cornerstone of our approach. We conduct workshops and
educational programs in schools and community centers to raise awareness about mental

46
health, reduce stigma, and provide youth with the knowledge and skills to maintain their
mental well-being. Programs include:
Sex Education: Comprehensive education on sexual health and relationships.
Mental Health Literacy: Increasing understanding of mental health issues and how to
seek help.
LGBTQIA+ Services: Providing support and education tailored to the unique needs of
LGBTQIA+ youth, promoting inclusivity and understanding.
Diversity, Equity, and Inclusion (DE&I): Offering programs that focus on fostering a
culture of diversity, equity, and inclusion, ensuring all youth feel valued and respected.
5. Community Outreach and Engagement
We engage with the community through outreach initiatives aimed at raising awareness
about mental health and promoting our services. This includes:
Community Events: Hosting events to educate the public about mental health and the
services we offer.
Partnerships: Collaborating with local schools, healthcare providers, and community
organizations to create a network of support for youth.
6. Volunteer Programs
Volunteers play a crucial role in our organization. We offer opportunities for community
members to get involved through various volunteer roles, including administrative support,
event organization, and peer mentoring. Volunteers receive training to ensure they are
equipped to support our mission effectively.
7. Telehealth Services
To increase accessibility, we provide telehealth services, allowing youth to receive therapy
and counseling remotely. This is particularly important for those in remote areas who may
have difficulty accessing in-person services.
Goals and Objectives
Goal 1: Build a Strong Foundation for Service Delivery
Objective 1.1: Secure Funding
Activities: Apply for grants, establish insurance partnerships, and engage in local
community fundraising efforts.

47
Outputs: Achieve a diverse funding portfolio including grant funding, insurance
funding, and local/community funding.
Short-term Outcomes: Financial stability to support program implementation.
Long-Term Outcomes: Significant financial reserves
Objective 1.2: Establish Organizational Infrastructure
Activities: Complete organization paperwork, create a detailed business plan, and
develop job descriptions for permanent positions.
Outputs: A fully registered organization with clearly defined roles and
responsibilities.
Short-term Outcomes: Operational readiness and clarity in staff roles.
Goal 2: Implement Comprehensive Mental Health Interventions
Objective 2.1: Train Staff and Volunteers
Activities: Develop and conduct training programs based on evidence-based
curriculum for staff and volunteers.
Outputs: A specific number of trained staff and volunteers equipped to deliver
services.
Short-term Outcomes: Increased capacity to deliver high-quality mental health
services.
Objective 2.2: Engage Community Resources
Activities: Build partnerships with local schools, healthcare providers, and
community organizations for referrals and support.
Outputs: A network of engaged community resources and referral pathways.
Short-term Outcomes: Increased access to services for youth and their families.
Goal 3: Enhance Community Awareness and Engagement
Objective 3.1: Conduct Community Outreach
Activities: Organize community events, educational workshops, and awareness
campaigns to increase awareness of organization.
Outputs: Number of community events and educational sessions held.

48
Short-term Outcomes: Increased community awareness and community
partnership.
Objective 3.2: Foster Strong Community Partnerships
Activities: Collaborate with community stakeholders to support program initiatives
and engage in regular communication and feedback loops.
Outputs: Number of partnerships formed and collaborative projects initiated.
Intermediate Outcomes: Strong community partnership and collaboration.
Goal 4: Improve Mental Health Outcomes for Rural Youth
Objective 4.1: Deliver Evidence-Based Interventions
Activities: Implement individual therapy, group therapy, crisis intervention, and
preventative education programs.
Outputs: Number of youth and families engaged in services.
Short-term Outcomes: Decrease in criminal justice prosecutions due to diversion
programs, increased service utilization.
Objective 4.2: Monitor and Evaluate Program Impact
Activities: Conduct regular evaluations and assessments using feedback and data
collection mechanisms.
Outputs: Reports on service impact and community feedback.
Intermediate Outcomes: Improved mental health outcomes, increased
community awareness and referrals, self-reported increases in quality of life.
Goal 5: Ensure Long-Term Sustainability and Community Impact
Objective 5.1: Develop a Suite of Supportive Services
Activities: Further develop services to meet evolving community needs and secure
ongoing community support.
Outputs: Foundational community support suite of services.
Long-term Outcomes: Sustained programming, long-term decrease in mental
health symptoms such as alcohol abuse, teen pregnancy, teen crime rate, and
suicide rate.
Objective 5.2: Maintain Financial Stability

49
Activities: Continuously seek diverse funding opportunities and manage financial
resources efficiently.
Outputs: Consistent and stable funding streams.
Long-term Outcomes: Financial stability and ability to sustain and expand
services.
Conclusion
By centering our goals and objectives around foundational support, comprehensive
interventions, community engagement, enhanced mental health outcomes, and long-term
sustainability, Silver Valley Youth Hub is positioned to address the mental health needs of
rural youth in Shoshone County effectively. These strategic priorities align with our mission
and vision, enabling us to create a lasting, positive impact within the community. Through
dedicated efforts, we aim to foster resilience, improve access to care, and promote overall
well-being among the youth we serve.

50
Organization Description
Company overview
History
Silver Valley Youth Hub was founded in 2024 through a collaboration of healthcare
professionals, educators, and community leaders in Shoshone County, Idaho. The
inception of the organization was driven by a critical need to address the growing mental
health crisis among rural youth in the region as defined by the Grand Challenges of Social
Work. Shoshone County, historically known for its rich mining heritage, faced significant
economic decline in the 1980s due to mine closures. This decline led to a reduction in
population, loss of essential services, and increased rates of poverty and mental health
issues among the population. Recognizing these challenges, the founders established
Silver Valley Youth Hub to provide comprehensive mental health services and support to
the community’s youth, leveraging the historical resilience and solidarity of the mining
community.
Nature
Silver Valley Youth Hub is an organization dedicated to improving the mental health and
well-being of rural youth in Silver Valley. The organization serves as a central hub, offering a
range of services including individual therapy, group therapy, crisis intervention,
preventative education programs, and community outreach initiatives. Embracing the
community’s rich mining history, the Hub incorporates elements of resilience and solidarity
into its approach, providing a supportive and nurturing environment for youth to thrive. The
organization is structured with a leadership team consisting of an Executive Director,
Clinical Director, and Operations Director, supported by trained staff and volunteers.
Purpose
The primary purpose of Silver Valley Youth Hub is to empower rural youth by providing
accessible, comprehensive, and preventative mental health services. The organization
aims to:
Promote Mental Wellness: Offer tailored mental health services to address issues such
as anxiety, depression, trauma, and other mental health concerns.
Build Resilience: Foster resilience and coping skills among youth through evidence-based
interventions and supportive programs.

51
Enhance Community Engagement: Engage with local schools, healthcare providers, and
community organizations to create a network of support and reduce the stigma around
mental health.
Provide Preventative Education: Conduct workshops and educational programs to raise
awareness about mental health, substance abuse, and violence prevention.
Support Families: Offer resources and support to families to help them navigate mental
health challenges and create a positive environment for their children.
By focusing on these goals, Silver Valley Youth Hub strives to create a thriving, resilient
community where every rural youth has access to the mental health resources and support
they need to achieve their full potential.
Legal Structure
Silver Valley Youth Hub is structured as a for-profit Limited Liability Company (LLC) and
elects to file taxes as an S-Corporation (S-Corp). This legal structure offers several
advantages that align with the goals and operational needs of the organization.
LLC Structure
The LLC structure provides Silver Valley Youth Hub with the flexibility and simplicity needed
to operate effectively in the mental health services sector. Key features of the LLC structure
include:
Limited Liability: Owners, also known as members, are protected from personal liability for
business debts and claims. This means that personal assets are generally not at risk if the
company incurs debt or faces legal action.
Operational Flexibility: The LLC structure allows for a flexible management arrangement,
which can be member-managed or manager-managed. This flexibility supports the
collaborative approach needed for providing comprehensive mental health services.
Simplified Compliance: LLCs have fewer formalities and lower compliance requirements
compared to corporations, making it easier to focus on service delivery and community
impact.
S-Corp Election
By electing to file taxes as an S-Corp, Silver Valley Youth Hub can benefit from certain tax
advantages:

52
Pass-Through Taxation: Income, deductions, and credits pass through to the members,
avoiding double taxation at both the corporate and individual levels. This can result in
significant tax savings.
Self-Employment Tax Savings: Only the salaries of members are subject to selfemployment taxes, while the remaining income distributed to members as dividends is
not. This can reduce the overall tax burden on the organization’s earnings.
Attractive to Investors: The S-Corp election can make the company more attractive to
potential investors by offering a tax-efficient structure and the potential for profit
distribution.
Ownership
Silver Valley Youth Hub is owned by a group of healthcare professionals, educators, and
community leaders who are dedicated to improving mental health outcomes for rural youth
in the Silver Valley. The ownership structure is designed to reflect the collaborative and
community-focused nature of the organization, ensuring that decision-making is aligned
with the mission and values of providing comprehensive and preventative mental health
services.
This for-profit LLC structure, with its S-Corp tax election, enables Silver Valley Youth Hub to
operate efficiently, maximize its resources, and reinvest in the community to achieve its
mission of empowering rural youth.
Location
Silver Valley Youth Hub is headquartered in the heart of Shoshone County, Idaho, nestled
within the historic Silver Valley region. This area, rich in mining history and natural beauty,
serves as the primary base of operations for the organization.
Geographic Location
Shoshone County is located in the northern part of Idaho, encompassing the picturesque
Silver Valley, known for its mountainous terrain and vibrant communities. The county seat,
Wallace, is a central location that provides accessibility to the various towns and rural
areas that make up the region.
Communities Served
Silver Valley Youth Hub is dedicated to serving the diverse and dispersed rural communities
within Shoshone County, including but not limited to:

53
Wallace: The county seat and historical hub of the Silver Valley, Wallace is a central point
for community activities and services.
Kellogg: Known for its mining heritage and proximity to recreational areas like Silver
Mountain Resort, Kellogg is a key community in the service area.
Pinehurst: A small but vital community with close ties to the local schools and families.
Smelterville: Another important community within the Silver Valley, with a population that
benefits from the health and support services offered.
Osburn and Mullan: These smaller towns, with their rich mining histories, are integral
parts of the community network served by the hub.
Outreach and Accessibility
Silver Valley Youth Hub is committed to ensuring that all youth within these communities
have access to its comprehensive mental health services. The organization utilizes both inperson and telehealth services to reach youth in more remote areas, ensuring that
geographic barriers do not impede access to care. Community outreach programs and
partnerships with local schools, healthcare providers, and community organizations
further extend the hub’s reach and impact.
By situating itself in the heart of Shoshone County and focusing on the unique needs of its
rural communities, Silver Valley Youth Hub aims to create a supportive, resilient, and
thriving environment for the youth of Silver Valley.

54
Market Analysis
Industry Overview
The mental health industry in the United States has seen significant growth and
transformation over the past decade, driven by increased awareness, reduced stigma, and
a greater emphasis on mental well-being. However, rural areas face unique challenges that
differentiate their mental health landscapes from urban counterparts.
Challenges in Rural Areas:
Access to Services: Rural areas often have fewer mental health providers, leading to longer
wait times and travel distances for care. According to the National Rural Health
Association, there are significant shortages of mental health professionals in rural
America, with 65% of rural areas experiencing mental health professional shortages.
Stigma: Mental health stigma remains a barrier to seeking help in rural communities. The
close-knit nature of these communities can exacerbate fears of confidentiality breaches
and social judgment.
Economic Barriers: Rural residents typically have lower incomes and higher rates of
uninsured individuals, making it harder to afford mental health services.
Target Market
Demographic Information: Silver Valley Youth Hub's target market consists of youth in
middle school and high school residing in Shoshone County, Idaho. The population of
Shoshone County is approximately 14,026, with 21.1% under the age of 18.
Characteristics of the Target Market:
Rural Youth: Young individuals in rural settings face unique stressors, including economic
instability, limited access to recreational activities, and often, a lack of anonymity when
seeking services.
Families: Many families in this region experience economic hardships, which can
exacerbate stress and mental health issues among youth.
Schools: Schools are often central to community life in rural areas, serving as key points for
intervention and support.
Needs Assessment
Mental Health Needs:

55
High Rates of Depression and Anxiety: Rural youth experience high rates of depression and
anxiety, often linked to economic stressors and isolation. The Centers for Disease Control
and Prevention (CDC) notes that rural adolescents are at higher risk for mental health
issues compared to their urban peers.
Substance Abuse: There is a notable prevalence of substance abuse among rural youth,
often as a coping mechanism for untreated mental health issues. This is compounded by
limited access to substance abuse treatment programs.
Suicide Rates: Rural areas typically have higher youth suicide rates compared to urban
areas. Factors contributing to this include limited access to mental health care, stigma,
and the availability of lethal means.
Gaps in Current Services:
Provider Shortages: The number of mental health professionals in Shoshone County is
insufficient to meet the demand, with only 12 doctors and 16 mental health providers
available.
Preventative Services: There is a lack of preventive mental health services, leading to
reactive rather than proactive care. Schools and community organizations often lack the
resources and training to provide early intervention.
Comprehensive Care: Existing services are fragmented and often fail to address the holistic
needs of youth, including family dynamics, educational support, and community
engagement.
Addressing the Gaps: Silver Valley Youth Hub aims to fill these gaps by providing
comprehensive, accessible, and preventative mental health services tailored to the unique
needs of rural youth. By leveraging community resources, offering telehealth services, and
focusing on early intervention, the Hub seeks to create a supportive environment where
youth can thrive.
By understanding the specific challenges and needs of rural youth in Silver Valley, Silver
Valley Youth Hub is well-positioned to make a significant impact on the mental health and
well-being of this vulnerable population by being the gold standards for youth mental
health services.

56
Services and Programs
Silver Valley Youth Hub offers a comprehensive suite of services designed to address the
mental health needs of rural youth in Shoshone County. Our programs are tailored to
provide holistic, accessible, and preventative care, ensuring that each young individual
receives the support they need to thrive.
Services
Individual Therapy
We provide one-on-one therapy sessions conducted by licensed mental health providers.
These sessions are personalized to address issues such as anxiety, depression, trauma,
and other mental health concerns. Therapists use evidence-based practices to help youth
develop coping skills, build resilience, and improve their overall mental health.
Group Therapy and Workshops
Our group therapy sessions and workshops foster peer support and provide education on
various topics related to mental health. Programs include:
Emotional Regulation: Teaching youth how to manage their emotions effectively.
Substance Abuse Awareness: Educating on the risks of substance abuse and providing
strategies for prevention.
Violence Prevention: Addressing issues related to bullying, aggression, and conflict
resolution.
Court-Ordered Diversion Programs: Offering specialized classes and group sessions for
youth involved in the justice system, providing alternatives like community service and
focused rehabilitation to prevent recidivism.
Case Management
Case managers work closely with youth and their families to develop and implement
individualized care plans. They coordinate services and resources, ensuring
comprehensive support that addresses all aspects of the youth’s life. Case managers also
connect families with community resources, including healthcare, educational support,
and social services.
Crisis Intervention
We offer immediate support for youth experiencing mental health crises. Our crisis
intervention services include assessment, stabilization, and referral to appropriate care.

57
We collaborate with local emergency services and hospitals to ensure timely and effective
crisis management.
Preventative Education Programs
Preventative education is a cornerstone of our approach. We conduct workshops and
educational programs in schools and community centers to raise awareness about mental
health, reduce stigma, and provide youth with the knowledge and skills to maintain their
mental well-being. Programs include:
Sex Education: Comprehensive education on sexual health and relationships.
Mental Health Literacy: Increasing understanding of mental health issues and how to
seek help.
LGBTQIA+ Services: Providing support and education tailored to the unique needs of
LGBTQIA+ youth, promoting inclusivity and understanding.
Diversity, Equity, and Inclusion (DE&I): Offering programs that focus on fostering a
culture of diversity, equity, and inclusion, ensuring all youth feel valued and respected.
Community Outreach and Engagement
We engage with the community through outreach initiatives aimed at raising awareness
about mental health and promoting our services. This includes:
Community Events: Hosting events to educate the public about mental health and the
services we offer.
Partnerships: Collaborating with local schools, healthcare providers, and community
organizations to create a network of support for youth.
Volunteer Programs
Volunteers play a crucial role in our organization. We offer opportunities for community
members to get involved through various volunteer roles, including administrative support,
event organization, and peer mentoring. Volunteers receive training to ensure they are
equipped to support our mission effectively.
Telehealth Services
To increase accessibility, we provide telehealth services, allowing youth to receive therapy
and counseling remotely. This is particularly important for those in remote areas who may
have difficulty accessing in-person services.
Unique Value Proposition
Silver Valley Youth Hub stands out in the mental health services sector for several reasons:

58
Community-Centric Approach: We are deeply integrated into the local community,
understanding the unique challenges and needs of rural youth. Our services are tailored to
reflect the cultural and social dynamics of the Silver Valley area.
Comprehensive Care: Our holistic approach ensures that youth receive comprehensive
support, addressing mental, emotional, and social aspects of well-being. We provide a
seamless integration of therapy, case management, crisis intervention, and preventative
education.
Accessibility: We overcome geographic and economic barriers by offering telehealth
services, sliding scale fees, and actively seeking funding to subsidize costs for low-income
families.
Preventative Focus: Unlike many services that react to mental health crises, we
emphasize prevention through education, early intervention, and community engagement.
Collaboration with Justice System: Our court-ordered diversion programs provide unique
alternatives to traditional punitive measures, helping to rehabilitate youth and reduce
recidivism.
Service Delivery Model
Our service delivery model is designed to maximize accessibility, effectiveness, and
community engagement:
In-Person Services: We offer individual and group therapy sessions, workshops, and case
management at our main facility in Shoshone County. Our centrally located hub ensures
easy access for local residents.
Telehealth Services: Recognizing the challenges of geographic isolation, we provide
telehealth options for therapy and counseling. This ensures that youth in remote areas can
still receive high-quality mental health support.
School Partnerships: We collaborate with local schools to deliver in-school workshops,
educational programs, and counseling services. This integration allows us to reach a larger
number of youth in a familiar and accessible environment.
Community Outreach: Through partnerships with community organizations, healthcare
providers, and the justice system, we extend our reach and enhance our impact. Regular
community events and awareness campaigns help to reduce stigma and promote mental
health education.

59
Volunteer Engagement: Our trained volunteers support various aspects of service
delivery, from administrative tasks to peer mentoring and community outreach, amplifying
our capacity to serve the community.
Conclusion
By combining these innovative approaches with our comprehensive, community-focused
services, Silver Valley Youth Hub effectively addresses the mental health needs of rural
youth, fostering a healthier, more resilient community.

60
Marketing and Outreach Strategy
Marketing Plan
1. Digital Marketing
Website: Develop an informative and user-friendly website that highlights our services,
mission, and contact information. Include a blog section for articles on mental health
topics relevant to rural youth.
Social Media: Utilize platforms like Facebook, Instagram, and Twitter to engage with the
community, share success stories, promote events, and raise awareness about mental
health issues. Regularly post content that resonates with parents, educators, and youth.
Email Campaigns: Build an email list to send out newsletters, updates on services,
success stories, and educational content. Segment the list to tailor messages for different
audiences (e.g., parents, educators, community partners).
2. Community-Based Marketing
Local Partnerships: Collaborate with schools, healthcare providers, and local businesses
to spread the word about our services. Distribute flyers, posters, and brochures in hightraffic areas like schools, clinics, and community centers.
Events and Workshops: Host community events, mental health workshops, and
informational sessions to engage directly with families and youth. Use these events to
provide valuable information, build relationships, and promote our services.
3. Traditional Media
Press Releases: Send press releases to local newspapers, radio stations, and TV channels
to announce new programs, success stories, and community events.
Advertising: Place ads in local newspapers, magazines, and on local radio stations to
reach a broader audience. Consider billboard advertising in key locations within the
community.
Community Engagement
1. Community Partnerships
Schools: Work closely with local school districts to offer in-school services, workshops,
and after-school programs. Establish relationships with school staff and administrators to
identify students who may benefit from our services.

61
Healthcare Providers: Partner with local doctors, clinics, and hospital to receive referrals
and provide integrated care. Offer training sessions for healthcare providers on recognizing
and addressing youth mental health issues.
Local Organizations: Collaborate with community organizations, youth groups, and faithbased groups to extend our reach and integrate our services into existing community
structures.
2. Volunteer Programs
Recruitment: Actively recruit volunteers from the community to support various aspects of
our work, including administrative tasks, event organization, and peer mentoring. Provide
thorough training to ensure volunteers are well-prepared to assist.
Engagement: Keep volunteers engaged through regular communication, recognition
events, and opportunities for skill development. Highlight volunteer contributions in our
communications to demonstrate their impact.
3. Feedback and Involvement
Advisory Committees: Establish advisory committees composed of community
members, parents, educators, and youth to provide input on our programs and services.
Use their feedback to continuously improve and adapt our offerings.
Surveys and Focus Groups: Conduct regular surveys and focus groups to gather feedback
from the community about their needs and perceptions of our services. Use this data to
inform our strategies and ensure we are meeting community needs.
Communication Plan
1. Consistent Messaging
Brand Voice: Develop a consistent brand voice that is warm, supportive, and informative.
Ensure all communications reflect our mission, values, and commitment to the
community.
Key Messages: Identify key messages that highlight the importance of mental health, the
unique challenges faced by rural youth, and the comprehensive support offered by Silver
Valley Youth Hub.
2. Multi-Channel Approach
Website and Blog: Regularly update our website with new content, including blog posts,
service updates, and success stories. Ensure the site is optimized for search engines to
attract more visitors.

62
Social Media: Post regularly on social media platforms, sharing a mix of educational
content, event promotions, service updates, and community engagement posts. Use
social media to interact with followers, answer questions, and provide support.
Email Newsletters: Send monthly newsletters to keep subscribers informed about our
latest news, upcoming events, and mental health tips. Personalize emails to different
segments of our audience to increase engagement.
3. Public Relations
Media Relations: Build relationships with local media outlets to secure coverage of our
programs and events. Provide them with compelling stories and data to highlight our
impact on the community.
Community Stories: Share success stories and testimonials from youth and families who
have benefited from our services. Use these stories in various communications to illustrate
the positive impact of our work.
4. Educational Outreach
Workshops and Seminars: Host educational workshops and seminars on topics such as
mental health awareness, stress management, and resilience building. Promote these
events through all communication channels.
Resource Materials: Develop and distribute educational materials such as brochures, fact
sheets, and guides on mental health topics. Make these resources available on our website
and at community events.
Conclusion
By implementing this comprehensive marketing and outreach strategy, Silver Valley Youth
Hub aims to effectively reach and engage our target audience, raise awareness about
mental health issues, and promote our services to create a healthier, more resilient
community.

63
Operational Plan
Organizational Structure
Organizational Teams
Executive Team
Executive Director: The Executive Director oversees the entire organization, ensuring
alignment with the mission and vision. This role is responsible for strategic planning,
fundraising, partnership development, and overall management. The Executive Director
also serves as the primary spokesperson for the organization and leads efforts in
community outreach and stakeholder engagement.
Office Manager: Reporting to the Executive Director, the Office Manager handles
administrative tasks, including scheduling, managing office supplies, coordinating internal
communication, and ensuring the smooth day-to-day operations of the office. This role
also supports human resources functions such as onboarding new staff and volunteers.
The Office Manager is also responsible for billing and accounts receivable.
Clinical Director: The Clinical Director manages all clinical operations, ensuring the
delivery of high-quality mental health services. This role involves supervising clinical staff,
maintaining compliance with healthcare regulations, and developing treatment programs.
The Clinical Director also oversees case reviews and ensures that clinical practices are
evidence-based and effective.
Operations Director: The Operations Director oversees the operational aspects of the
organization, including case management, group facilitation, and volunteer coordination.

64
This role ensures efficient service delivery and resource management, and it includes
responsibilities for logistics, facilities management, and operational planning.
Clinical Team
Therapist 1 & Therapist 2: Reporting to the Clinical Director, these therapists provide
direct mental health services to youth. They conduct assessments, develop treatment
plans, and offer individual and group therapy sessions. They also participate in case
reviews and collaborate with other team members to ensure comprehensive care.
Operations Team
Case Manager: Reporting to the Operations Director, the Case Manager works with clients
to develop and implement individualized care plans. This role coordinates services and
resources for clients, monitors progress, and ensures that clients receive the necessary
support to achieve their treatment goals.
Group Facilitator: Also reporting to the Operations Director, the Group Facilitator
organizes and leads group therapy sessions and workshops. This role is crucial in delivering
preventative education and support programs, fostering peer support among participants,
and providing a safe space for group interactions.
Volunteers: Managed by the Operations Director, volunteers assist with various tasks,
including community outreach, administrative support, and program facilitation.
Volunteers are trained to support the organization's mission and are integrated into
different areas of service delivery.
Day-to-Day Operations
The daily operations of Silver Valley Youth Hub are structured to ensure smooth and
efficient delivery of services:
Morning Briefings: The day starts with a team meeting where the Executive Director,
Clinical Director, Operations Director, and staff discuss the day's schedule, client
appointments, and any urgent issues. This briefing ensures everyone is aligned and aware
of their responsibilities.
Client Appointments: Therapists conduct individual and group therapy sessions
according to scheduled appointments. Case Managers meet with clients and their families
to discuss care plans and provide necessary support.
Administrative Tasks: The Office Manager handles administrative duties, including
answering phone calls, scheduling appointments, managing office supplies, organization
insurance billing, and supporting HR functions.

65
Outreach and Engagement: The Operations Team, along with volunteers, engages in
community outreach activities, including school visits, workshops, and awareness
campaigns. This includes preparation for upcoming events and follow-up on previous
engagements.
Case Reviews and Supervision: The Clinical Director conducts regular case reviews with
therapists to discuss client progress, challenges, and adjustments to treatment plans.
Supervision sessions ensure that clinical practices remain effective and evidence-based.
Operational Management: The Operations Director oversees the logistical aspects of the
organization, including facility management, resource allocation, and coordination of
volunteer activities. This role ensures that the operational needs are met efficiently.
Documentation and Reporting: All staff members are responsible for maintaining
accurate and up-to-date records of client interactions, treatment progress, and other
relevant data. This information is crucial for monitoring outcomes and reporting to
stakeholders.
Technology and Tools
To support its operations, Silver Valley Youth Hub utilizes a range of technology and tools:
Electronic Health Records (EHR) System: An EHR system is used to securely store and
manage client health records, ensuring that all client information is accessible to
authorized staff and compliant with healthcare regulations.
Telehealth Platform: A secure telehealth platform is essential for providing remote therapy
sessions, especially for clients in remote areas. This platform ensures confidentiality and
accessibility.
Scheduling and Management Software: Tools like Google Calendar or dedicated practice
management software help in scheduling appointments, managing staff availability, and
organizing events.
Communication Tools: Email and instant messaging platforms (such as Slack or Microsoft
Teams) facilitate internal communication and coordination among staff members.
Data Analysis and Reporting Tools: Software for data analysis and reporting (such as
Microsoft Excel or specialized analytics tools) is used to track outcomes, monitor progress,
and generate reports for stakeholders and funding bodies.
Marketing and Outreach Tools: Social media management tools (like Hootsuite), email
marketing platforms (like Mailchimp), and website analytics tools (like Google Analytics)
support the marketing and outreach strategies.

66
Volunteer Management Software: Platforms that help manage volunteer recruitment,
scheduling, and engagement, ensuring that volunteer efforts are efficiently coordinated
and impactful.
By leveraging these technologies and tools, Silver Valley Youth Hub ensures efficient,
effective, and secure delivery of its services, supporting the mental health and well-being
of rural youth in Shoshone County.
Integrated Technology Platform
Silver Valley Youth Hub recognizes the importance of streamlined operations and efficient
service delivery, particularly in the realm of mental health services. Ideally, our
organization would utilize a single, integrated platform that combines Electronic Health
Records (EHR), telehealth capabilities, scheduling, and data analysis and reporting. Such a
platform would enhance our ability to provide comprehensive, accessible, and high-quality
care to the youth in Shoshone County.
Benefits of an Integrated Platform
Efficiency and Workflow Management: Having all functionalities within one platform
eliminates the need to switch between multiple systems, reducing administrative burden
and the risk of errors. This integration enhances productivity and allows staff to focus more
on direct client care.
Improved Client Care: A unified platform ensures that all client information is accessible
in one place, allowing for more coordinated and holistic care. Therapists can seamlessly
transition between in-person and telehealth sessions, review health records, and update
treatment plans within a single system.
Data Security and Compliance: An integrated EHR system ensures that all client data is
stored securely and complies with healthcare regulations, such as HIPAA. Centralized data
management also simplifies the process of maintaining and auditing records.
Enhanced Scheduling and Resource Allocation: Integrated scheduling tools allow for
efficient management of appointments, staff availability, and resource allocation.
Automated reminders and easy rescheduling options improve client attendance and
reduce no-shows.
Comprehensive Data Analysis and Reporting: A single platform that includes robust data
analysis and reporting tools enables the organization to monitor outcomes, track progress,
and generate comprehensive reports for stakeholders and funding bodies. This capability
supports evidence-based decision-making and continuous improvement of services.

67
Desired Features of the Integrated Platform
• Electronic Health Records (EHR):
• Secure storage and management of client health records.
• Easy access to client history, treatment plans, and progress notes.
• Integration with other healthcare providers for comprehensive care coordination.
Telehealth Capabilities:
• Secure, HIPAA-compliant video conferencing for remote therapy sessions.
• Integrated chat and messaging features for ongoing client support.
• Easy scheduling and management of telehealth appointments.
Scheduling and Management:
• Centralized scheduling for appointments, group sessions, and events.
• Automated reminders and notifications for clients and staff.
• Resource management tools to allocate rooms, equipment, and staff efficiently.
Data Analysis and Reporting:
• Built-in analytics tools to track key performance indicators (KPIs) and outcomes.
• Customizable reporting features for generating detailed reports for internal review
and external stakeholders.
• Dashboards that provide real-time insights into organizational performance.
User-Friendly Interface:
• Intuitive design that is easy for staff to learn and use.
• Mobile compatibility to allow access from various devices.
• Customizable features to meet the specific needs of the organization.
By utilizing an integrated platform with these capabilities, Silver Valley Youth Hub can
enhance its operational efficiency, improve client care, and better fulfill its mission of
providing accessible and comprehensive mental health services to rural youth. This
technological approach supports our commitment to leveraging innovation for the benefit
of the community we serve.

68
Management and Staffing
The management and staffing plan for Silver Valley Youth Hub is designed to ensure a
structured and strategic approach to hiring, allowing the organization to scale its
operations effectively while maintaining high-quality service delivery. This plan outlines the
sequential hiring process to meet the growing needs of the organization and its clients.
Initial Hiring Phase
Executive Director: The first hire will be the Executive Director, who will handle all
operational components as the organization ramps up. The Executive Director will focus on
strategic planning, fundraising, partnership development, and initial community outreach.
Clinical Director: Concurrently, the Clinical Director will be hired to manage all clinical
work at the start. This includes developing treatment programs, supervising clinical
practices, and providing direct client care.
Subsequent Hiring Phases
Therapist 1
Hiring Trigger: Hire Therapist 1 when the Clinical Director reaches 32 billable encounters
per week.
Role: Therapist 1 will share clinical responsibilities with the Clinical Director, allowing for
increased capacity to serve clients and maintain high-quality care.
Operations Director
Hiring Trigger: Hire the Operations Director when the Executive Director is overloaded with
operational tasks, expected around the 3-6 month mark.
Role: The Operations Director will take over day-to-day operations from the Executive
Director. This transition will enable the Executive Director to focus more on outreach and
building organizational goals.
Therapist 2
Hiring Trigger: Hire Therapist 2 when Therapist 1 has consistent 32 billable hours per week.
Role: Therapist 2 will further share the clinical load, expanding the organization’s capacity
to serve more clients and ensuring timely access to mental health services.
Case Manager
Hiring Trigger: Hire the Case Manager around month 6 when the overall population of the
clinic panel is at or above 200 clients.

69
Role: The Case Manager will develop and implement individualized care plans, coordinate
services, and provide support and advocacy for clients and their families.
Office Manager
Hiring Trigger: Hire the Office Manager when the Operations Director is overburdened with
administrative tasks.
Role: The Office Manager will handle administrative duties, including scheduling,
managing office supplies, and supporting HR functions, ensuring efficient office
operations.
Group Facilitator
Hiring Trigger: Hire the Group Facilitator about the same time as the Case Manager, when
there are 40 participants within the clinic who are willing/ready to engage in groups.
Role: The Group Facilitator will organize and lead group therapy sessions and workshops,
providing valuable peer support and preventative education programs to the clinic’s
clients.
Summary of Hiring Plan
Executive Director: Initial hire to handle all operational components.
Clinical Director: Initial hire to manage clinical work.
Therapist 1: Hired when Clinical Director reaches 32 billable encounters per week.
Operations Director: Hired when Executive Director is overloaded with operational tasks
(3-6 month mark).
Therapist 2: Hired when Therapist 1 has consistent 32 billable hours per week.
Case Manager: Hired around month 6 when clinic panel reaches or exceeds 200 clients.
Office Manager: Hired when Operations Director is overburdened with administrative
tasks.
Group Facilitator: Hired when there are 40 participants ready for group engagement.
This staffing plan ensures that Silver Valley Youth Hub can scale its operations thoughtfully
and sustainably, providing comprehensive and high-quality mental health services to rural
youth in Shoshone County.

70
Executive Director
Position Overview: The Executive Director is the chief executive officer of Silver Valley Youth
Hub, responsible for the overall strategic, operational, and financial management of the
organization. This role ensures that the organization’s mission, vision, and values are
upheld and that all programs and services are delivered effectively.
Key Responsibilities:
• Provide visionary leadership and strategic direction to the organization.
• Oversee the development and implementation of strategic plans and initiatives.
• Ensure financial stability and sustainability through fundraising, grant writing, and
partnership development.
• Act as the primary spokesperson for the organization, representing it at community
events, with stakeholders, and in the media.
• Develop and maintain relationships with community leaders, government officials,
and other stakeholders.
• Supervise senior management team members, including the Clinical Director,
Operations Director, and Office Manager.
• Ensure compliance with all relevant laws, regulations, and policies.
Qualifications:
• Bachelor’s degree in nonprofit management, business administration, or a related
field (Master’s preferred).
• Minimum of 5 years of leadership experience in a nonprofit or healthcare setting.
• Proven track record in fundraising and financial management.
• Strong communication, interpersonal, and organizational skills.
• Ability to think strategically and lead a diverse team.

71
Office Manager
Position Overview: The Office Manager is responsible for managing the administrative
functions of Silver Valley Youth Hub. This role ensures that the office operates smoothly
and efficiently, providing support to the Executive Director and other staff members.
Key Responsibilities:
• Oversee day-to-day office operations, including managing office supplies,
equipment, and facilities.
• Handle scheduling and coordination of meetings, appointments, and events.
• Maintain office records and ensure accurate documentation.
• Assist with human resources functions, including onboarding new staff and
volunteers.
• Coordinate internal communication and disseminate information as needed.
• Support the Executive Director with administrative tasks and special projects.
• Ensure compliance with office policies and procedures.
• Billing and Coding: Manage billing and coding processes, ensuring accurate and
timely submission of claims, tracking payments, and resolving billing issues.
Qualifications:
• Associate degree in business administration or a related field (Bachelor’s preferred).
• Minimum of 3 years of experience in office management or administrative roles.
• Excellent organizational and multitasking skills.
• Proficiency in office software (e.g., Microsoft Office Suite).
• Strong communication and interpersonal skills.

72
Clinical Director
Position Overview: The Clinical Director oversees all clinical operations at Silver Valley
Youth Hub, ensuring the delivery of high-quality mental health services. This role involves
supervising clinical staff, maintaining compliance with healthcare regulations, and
developing treatment programs.
Key Responsibilities:
• Manage and supervise clinical staff, including therapists and case managers clinical
component.
• Develop and implement clinical policies, procedures, and treatment protocols.
• Ensure compliance with healthcare regulations and accreditation standards.
• Conduct regular case reviews and provide clinical supervision to staff.
• Oversee the development and implementation of treatment plans for clients.
• Collaborate with community partners and healthcare providers to coordinate care.
• Monitor and evaluate clinical outcomes and program effectiveness.
Qualifications:
• Master’s degree in psychology, social work, or a related field (Ph.D. preferred).
• Licensed Clinical Social Worker (LCSW), Licensed Professional Counselor (LPC), or
equivalent.
• Minimum of 5 years of clinical experience, with at least 3 years in a supervisory role.
• Strong knowledge of evidence-based practices and treatment modalities.
• Excellent leadership, communication, and organizational skills.

73
Operations Director
Position Overview: The Operations Director oversees the operational aspects of Silver
Valley Youth Hub, including case management, group facilitation, and volunteer
coordination. This role ensures efficient service delivery and resource management.
Key Responsibilities:
• Manage and supervise operations staff, including case managers and group
facilitators.
• Oversee the coordination and implementation of operational activities and
programs.
• Develop and manage operational budgets and resource allocation.
• Ensure the efficient use of facilities, equipment, and supplies.
• Coordinate volunteer recruitment, training, and engagement.
• Monitor program outcomes and ensure alignment with organizational goals.
• Collaborate with the Executive Director and Clinical Director on strategic initiatives.
Qualifications:
• Bachelor’s degree in business administration, healthcare management, or a related
field (Master’s preferred).
• Minimum of 5 years of experience in operations management, preferably in a
nonprofit or healthcare setting.
• Strong leadership, organizational, and problem-solving skills.
• Experience with budget management and resource allocation.
• Excellent communication and interpersonal skills.

74
Therapist 1 & Therapist 2
Position Overview: Therapists provide direct mental health services to youth, including
individual and group therapy. They conduct assessments, develop treatment plans, and
work collaboratively with other staff members to ensure comprehensive care.
Key Responsibilities:
• Conduct psychological assessments and evaluations of clients.
• Develop and implement individualized treatment plans.
• Provide individual and group therapy sessions using evidence-based practices.
• Maintain accurate and up-to-date client records.
• Collaborate with case managers and other staff to coordinate care.
• Participate in regular case reviews and supervision sessions.
• Stay current with developments in the field of mental health.
Qualifications:
• Master’s degree in psychology, social work, counseling, or a related field.
• Licensed Mental Health Counselor (LMHC), Licensed Clinical Social Worker
(LCSW), or equivalent.
• Minimum of 2 years of clinical experience working with youth.
• Strong knowledge of evidence-based therapeutic techniques.
• Excellent communication and interpersonal skills.

75
Case Manager
Position Overview: The Case Manager works with clients to develop and implement
individualized care plans, coordinating services and resources to meet their needs. This
role is crucial for ensuring that clients receive comprehensive and effective support.
Key Responsibilities:
• Conduct intake assessments and develop care plans for clients.
• Coordinate services and resources for clients, including referrals to external
providers.
• Monitor client progress and adjust care plans as needed.
• Maintain accurate and detailed client records.
• Collaborate with therapists, group facilitators, and other staff to ensure
comprehensive care.
• Provide support and advocacy for clients and their families.
• Participate in team meetings and case reviews.
Qualifications:
• Bachelor’s degree in social work, psychology, or a related field (Master’s preferred).
• Minimum of 2 years of experience in case management or social services.
• Strong organizational and coordination skills.
• Knowledge of community resources and services.
• Excellent communication and interpersonal skills.

76
Group Facilitator
Position Overview: The Group Facilitator organizes and leads group therapy sessions and
workshops, playing a key role in delivering preventative education and support programs.
This role fosters peer support and provides a safe space for group interactions.
Key Responsibilities:
• Plan and conduct group therapy sessions and educational workshops.
• Develop curriculum and materials for group activities.
• Facilitate discussions and activities that promote mental health and well-being.
• Monitor and evaluate the effectiveness of group sessions.
• Collaborate with therapists and case managers to coordinate care.
• Maintain accurate records of group sessions and participant progress.
• Stay current with developments in group therapy and educational techniques.
Qualifications:
• Bachelor’s degree in psychology, social work, education, or a related field (Master’s
preferred).
• Minimum of 2 years of experience in group facilitation or education.
• Strong knowledge of group dynamics and therapeutic techniques.
• Excellent communication and facilitation skills.
• Ability to create a supportive and engaging group environment.

77
Volunteers
Position Overview: Volunteers support various aspects of Silver Valley Youth Hub’s
operations, including community outreach, administrative support, and program
facilitation. They play a crucial role in expanding the organization’s reach and impact.
Key Responsibilities:
• Assist with administrative tasks such as filing, data entry, and office organization.
• Support community outreach efforts by distributing materials, attending events, and
promoting services.
• Help facilitate programs and workshops by setting up materials, assisting
participants, and providing support to staff.
• Participate in training sessions to gain knowledge and skills relevant to their
volunteer role.
• Provide feedback and suggestions to improve volunteer programs and activities.
• Represent Silver Valley Youth Hub positively in the community.
Qualifications:
• A strong commitment to the mission and values of Silver Valley Youth Hub.
• Good communication and interpersonal skills.
• Ability to work collaboratively with staff and other volunteers.
• Reliability and a willingness to learn.
• Previous volunteer experience is a plus but not required.

78
Financial Plan
Operating Days
Silver Valley Youth Hub operates Monday through Friday, providing services during every
weekday of the year. The agency is closed on the following holidays: New Year’s Day, Martin
Luther King Jr. Day, Presidents Day, Memorial Day, Juneteenth, Independence Day, Labor
Day, Veterans Day, Thanksgiving Day, Black Friday, Christmas Eve, and Christmas Day.
Additionally, the agency is closed for 2 additional administrative days per year, determined
at the discretion of the Executive Director. This scheduling format creates a total of 247
working days each year.
Financial Summary
Currently, expenses are projected to be $908,373.04 annually. These expenses include
personnel costs, benefits, facility lease, insurance, office supplies, utilities, marketing, and
other operational costs essential for the effective running of the organization. Revenue
from billable hours, based on the projected service delivery and rates, is estimated to be
$683,301.12 annually. This leaves a funding gap of approximately $225,071.92.
To bridge this gap, Silver Valley Youth Hub will rely on a combination of in-kind donations,
grants, and federal funding. In-kind donations from local businesses and community
members will help offset costs related to office supplies, equipment, and volunteer
support. Grants from foundations, government programs, and private donors will provide
critical funding for both operational expenses and programmatic initiatives. Additionally,
federal funding opportunities, such as grants from the Substance Abuse and Mental Health
Services Administration (SAMHSA) and other relevant federal programs, will be pursued to
support our mental health services and community outreach efforts.
Through a strategic mix of these funding sources, Silver Valley Youth Hub aims to achieve
financial sustainability while continuing to provide essential mental health services to the
rural youth of Shoshone County. This diversified funding approach will ensure that the
organization can meet its financial obligations and expand its services to meet growing
community needs.
Billable Hours and Rates per Position
Clinical Director
The Clinical Director is expected to bill 1,200 hours annually. This calculation is based on
billing 15 hours per week over 48 weeks per year. This ensures that the Clinical Director can

79
balance administrative responsibilities, supervision duties, and direct client care while
maintaining a sustainable workload.
Annual Billable Hours: 1,200 hours
Weekly Billable Hours: 15 hours
Billing Weeks per Year: 48 weeks
Rate per Hour: $106.00
Total Annual Revenue: 1,200 hours * $106.00/hour = $127,200
Therapist 1 and Therapist 2
Therapist 1 and Therapist 2 are each expected to bill 1,584 hours annually. This calculation
is based on billing 32 hours per week over 48 weeks per year. This schedule allows
therapists adequate time to complete chart notes, participate in supervision, engage in
continued education, and work on special projects, ensuring high-quality care and
professional development.
Annual Billable Hours: 1,584 hours
Weekly Billable Hours: 32 hours
Billing Weeks per Year: 48 weeks
Rate per Hour: $106.00
Total Annual Revenue per Therapist: 1,584 hours * $106.00/hour = $167,904
Case Manager
The Case Manager is expected to have 32 hours per week of billable encounters, totaling
1,536 hours annually. This calculation allows time for travel, charting, and other nonreimbursable work, ensuring comprehensive support for clients and efficient case
management.
Annual Billable Hours: 1,536 hours
Weekly Billable Hours: 32 hours
Billing Weeks per Year: 48 weeks
Rate per Hour: $96.92
Total Annual Revenue: 1,536 hours * $96.92/hour = $148,822.08

80
Group Facilitator
The Group Facilitator is expected to host 4 groups per week, with a minimum of 10
participants per group. This structure ensures the facilitator can effectively manage and
deliver group therapy sessions, contributing to the overall therapeutic goals of the
organization.
Weekly Groups: 4 groups
Participants per Group: Minimum of 10 participants per group
Billing Weeks per Year: 48 weeks
Rate per Person per Group: $37.20
Total Annual Revenue: 4 groups/week * 10 participants/group * $26.63/participant * 48
weeks = $71,424.00

81
Additional Revenue Streams
1. Crisis Center
Overview: Establishing a crisis center can provide immediate, short-term care for youth
experiencing mental health crises. The center would offer a safe environment where
individuals can stay for up to 23 hours and 59 minutes, receiving essential support and
stabilization services.
Revenue Potential:
Medicaid Reimbursement: Idaho Medicaid pays $350 per day for individuals at a crisis
center.
Grant Funding: Opportunities exist for securing grants to support crisis center operations,
including staffing, facility costs, and supplies.
Operational Requirements:
Staffing: Additional staff, particularly overnight staff, will be necessary to provide
continuous care and support. This includes crisis intervention specialists, nurses, and
support staff.
Supplies: Basic toiletries, snacks, and other essentials will be needed to ensure the
comfort and well-being of individuals staying at the center.
Benefits:
• Provides immediate support to youth in crisis, reducing the need for hospitalization.
• Enhances the organization’s ability to offer comprehensive care.
• Potential to secure additional funding through grants.
2. Community-Based Rehabilitation Services (CBRS)
Overview: CBRS focuses on providing support services to individuals with disabilities,
enhancing their independence and quality of life within the community. These services are
tailored to meet the unique needs of each individual, helping them achieve personal goals
and integrate more fully into the community.
Revenue Potential:
Medicaid Reimbursement: CBRS is often funded through Medicaid, which reimburses for
the provision of these services.
Grant Funding: Grants may also be available to support CBRS initiatives, particularly those
targeting underserved populations.

82
Operational Requirements:
Specialized Staff: Hire providers specifically trained in CBRS, with a minimum of a
bachelor’s degree. These providers will focus on skill development, daily activity support,
social integration, crisis intervention, and resource connection.
Training: Ensure all staff receive appropriate training to deliver CBRS effectively.
CBRS Services:
Skill Development: Teaching practical skills for self-care, communication, and social
interaction.
Support with Daily Activities: Assisting with tasks such as cooking, cleaning, and
managing personal finances.
Social Integration: Facilitating participation in community activities and fostering
relationships.
Crisis Intervention: Providing immediate support during times of personal crisis.
Resource Connection: Linking individuals to community resources, such as housing,
employment services, and healthcare.
Benefits:
• Expands the range of services offered by Silver Valley Youth Hub, aligning with the
existing business model.
• Provides targeted treatment and support to the community, addressing specific
needs and enhancing overall well-being.
• Enhances the organization’s reputation as a comprehensive provider of mental
health and support services.

83
Yearly Operational Budget
Expenses
EXPENSES
Personnel
Hourly
Rate
Yealy
Compensation
Executive Director $65.00 $135,200.00
Clinical Director $55.00 $114,400.00
Office Manager $35.00 $ 72,800.00
Operations Director $35.00 $ 72,800.00
Therapist 1 $45.00 $ 93,600.00
Therapist 2 $45.00 $ 93,600.00
Case Manager $30.00 $ 62,400.00
Group Facilitator $30.00 $ 62,400.00
Payroll Tax 7.65% $ 54,100.80
Benefits
401k Match $ 25,952.00
Health Insurance $ 30,234.24
Total Pers. Exp $817,487.04
Operating Exp
Yearly
Expense
Facility Lease $ 36,000.00
Insurance to include malpractice $ 4,102.00
EHR $ 28,800.00
Phone System (Ring
Central) $ 2,544.00
Office Supplies $ 2,400.00
Utilities $ 10,800.00
Transaction Fees -
Credit Card Fees -
Marketing $ 3,600.00
Website $ 960.00
Quickbooks + Payroll $ 1,680.00
Total Operating Exp $ 90,886.00
Total EXPENSES $908,373.04

84
Revenue
Revenue
Position
Hourly
Revenue
Billable
Hours
Annually
Yearly
Revenue
Executive Director - - -
Clinical Director $106.00 1200 $127,200.00
Office Manager - - -
Operations Director - - -
Therapist 1 $106.00 1584 $167,904.00
Therapist 2 $106.00 1584 $167,904.00
Case Manager $ 96.92 1536 $148,869.12
Group Facilitator $124.00 576
$
71,424.00
Total Income $683,301.12

85
Impact and Evaluation
Impact Goals
1. Improve Mental Health Outcomes for Rural Youth
Metrics: Reduction in symptoms of depression and anxiety as measured by standardized
assessment tools (e.g., PHQ-9, GAD-7).
Targets: Aim for a 30% reduction in reported symptoms within one year of program
participation.
2. Increase Access to Mental Health Services
Metrics: Number of youth and families engaged in services, number of therapy sessions
conducted, and number of new clients enrolled.
Targets: Engage at least 200 youth and their families in mental health services annually.
3. Enhance Community Awareness and Reduce Stigma
Metrics: Community survey results on mental health awareness and attitudes, attendance
at community events, and participation in mental health education programs.
Targets: Achieve a 20% increase in positive attitudes towards mental health treatment
within two years.
4. Foster Resilience and Coping Skills
Metrics: Self-reported increases in coping skills and resilience, school attendance
records, and academic performance improvements.
Targets: Achieve a 25% increase in self-reported resilience and coping skills among
program participants within one year.
5. Reduce Youth Involvement in Criminal Justice System
Metrics: Number of youth diverted from the criminal justice system through court-ordered
diversion programs, recidivism rates, and compliance with diversion program
requirements.
Targets: Divert at least 50 youth from the criminal justice system annually and achieve a
recidivism rate of less than 10% for program participants.

86
Evaluation Plan
1. Data Collection
Client Assessments: Utilize standardized assessment tools (e.g., PHQ-9, GAD-7) to
evaluate mental health outcomes at intake, mid-program, and program completion.
Service Utilization: Track the number of therapy sessions, group workshops, and outreach
activities attended by clients.
Surveys and Feedback: Conduct regular surveys with clients, families, and community
members to gather feedback on program effectiveness and areas for improvement.
2. Monitoring and Analysis
Quarterly Reviews: Conduct quarterly reviews of program data to monitor progress
towards impact goals. Analyze trends and identify any areas needing adjustment.
Case Reviews: Hold regular case review meetings with clinical staff to discuss client
progress, challenges, and successes. Adjust treatment plans as necessary based on these
reviews.
Community Feedback: Engage with community advisory committees and stakeholders to
gather qualitative feedback on the impact of services and community needs.
3. Program Adjustments
Continuous Improvement: Use data and feedback to continuously improve program
offerings. Implement changes to services, outreach strategies, and educational materials
based on evaluation findings.
Staff Training: Provide ongoing training and professional development for staff based on
evaluation outcomes and identified areas for growth.
Reporting
1. Regular Reporting to Stakeholders
Quarterly Reports: Prepare and distribute quarterly reports to the Board of Directors,
detailing progress towards impact goals, program successes, challenges, and financial
status.
Annual Reports: Publish an annual report summarizing the year’s achievements, including
detailed data on impact metrics, client stories, and financial statements. Share this report
with funders, partners, and the broader community.

87
2. Funders and Grant Reporting
Grant Compliance: Ensure compliance with all grant reporting requirements. Submit
timely and detailed reports to funders, highlighting how funds were used, outcomes
achieved, and the overall impact of funded programs.
Impact Stories: Include qualitative data and success stories in reports to funders to
illustrate the real-world impact of their support.
3. Community Engagement
Public Presentations: Hold annual public meetings to present the organization’s
achievements and impact to the community. Use these meetings to engage with
community members, answer questions, and gather feedback.
Digital Communication: Regularly update the organization’s website and social media
channels with impact data, success stories, and program updates to keep the community
informed and engaged.

88
Testing Narrative
The Silver Valley Youth Hub has undergone comprehensive testing across multiple sectors
to ensure its effectiveness and sustainability. This phase focused on gathering data,
refining services, and validating the hub’s ability to meet the community’s mental health
needs. The testing was conducted in six key areas: health and human services, community
health, the school system, criminal justice, the broader community, feedback from faculty
advisors, and input from banking institutions for business loans.
Health and Human Services Testing:
The hub successfully partnered with local health and human services agencies to integrate
mental health services with existing healthcare systems. The testing assessed the
efficiency of referral systems, coordination of care, and client outcomes. Metrics such as
service utilization, appointment attendance, and client satisfaction were identified,
demonstrating the hub’s capacity to meet the community's demands while providing
timely and comprehensive mental health services. Feedback highlighted the effectiveness
of these partnerships in improving access to care and streamlining services for youth.
Community Health Testing:
Community health testing assessed the hub's impact on the overall well-being of
Shoshone County’s youth population. Through collaboration with local healthcare
providers, data was collected on the prevalence of mental health conditions currently and
created a focus for the hub’s implementation. Telehealth services were also identified with
a goal of successfully providing care to youth in remote areas. Surveys and focus groups
revealed increased community awareness and improved perceptions of mental health
services, leading to refined outreach strategies that enhanced service delivery and
education efforts.
School System Testing:
The hub partnered with local schools to test its ideas for school-based services, including
early intervention programs, counseling, and mental health education. The effectiveness of
these services metrics were identified through changes in student mental health,
academic performance, and school attendance. Feedback from teachers, counselors, and
school administrators confirmed that the hub’s services will seamlessly integrate with
existing school programs and significantly contributed to a healthier school environment.
The testing showed a notable space for mental health awareness and early intervention
outcomes among students.
Criminal Justice Testing:
The hub collaborated with the local criminal justice system to test its diversion program

89
concept for at-risk youth and its partnerships with law enforcement. Data collection will be
focused on the number of youth referred to the hub for mental health support instead of
being processed through the criminal justice system. The testing demonstrated a
willingness of the criminal justice system to focus on reduction in recidivism and criminal
behavior among youth who participated in the hub’s programs. Feedback from court and
law enforcement affirmed the hub’s role as a valuable resource in preventing youth from
entering the justice system, effectively improving outcomes for at-risk youth.
Community Testing:
Community feedback was gathered through focus groups, and public forums, which
provided insights from parents, youth, and community leaders. The testing confirmed
strong community engagement with the hub concept, widespread recognition of its value,
and minimal barriers to access. This feedback allowed the hub to make adjustments,
ensuring its services were culturally and socially aligned with the rural community’s needs.
Feedback from Banking for Business Loans:
The hub also sought feedback from banking institutions to secure business loans for longterm operations and expansion. Financial testing involved a thorough review of the hub’s
business model, financial projections, and revenue-generating strategies. Banking
feedback confirmed the financial sustainability of the hub, with positive assessments of its
ability to meet operating costs while planning for future growth. This feedback enabled the
hub to secure necessary funding for expansion.

Abstract (if available)

Abstract The mental health crisis among rural youth in Shoshone County, Idaho, has escalated due to economic decline, limited healthcare access, and stigma. This Capstone Project, aligned with the Grand Challenge of Social Work: Ensure Healthy Development for Youth, proposes the Silver Valley Youth Hub—a comprehensive initiative providing accessible, preventative mental health services. Integrating education, healthcare, and criminal justice sectors, the hub offers individual and group therapy, crisis intervention, case management, and preventative education.
Grounded in Systems Theory, Ecological Systems Theory, and Social Exchange Theory, the project emphasizes a collaborative approach, leveraging community resources and partnerships to foster resilience, reduce stigma, and enhance overall mental health outcomes. The proposed solution includes innovative components such as telehealth services and community outreach initiatives, ensuring accessibility even in remote areas. The project outlines a strategic action plan for stakeholder engagement, resource allocation, program development, and continuous evaluation, aiming for sustainable and impactful service delivery.
The Silver Valley Youth Hub focuses on preventative interventions, providing early support and education to mitigate mental health issues before they become severe. This proactive approach aims to create a nurturing environment that promotes the well-being and potential of rural youth, reducing the need for more intensive services. This Capstone project offers a detailed analysis of the problem, proposed solutions, and a robust implementation plan, emphasizing the critical role of early interventions in fostering healthy youth development in rural areas.

Linked assets

University of Southern California Dissertations and Theses

Conceptually similar

PDF

Rural minds initiative: navigating mental health wellness together at Gorham Middle/High School

PDF

Mental health advocacy and navigation partnerships: the case for a community collaborative approach

PDF

Unleashing prevention and reaching the masses with a positive mental wellness museum

PDF

From “soul calling” to calling a therapist: meeting the mental health needs of Hmong youth through the integration of spiritual healing, culturally responsive practice and technology

PDF

Building a trauma-informed community to address adverse childhood experiences

PDF

Bridging the divide in perinatal mental health

PDF

Youth interrupted: stopping the cycle of institutionalization for traumatized youth

PDF

Acculturation team-based clinical program: pilot program to address acculturative stress and mental health in the Latino community

PDF

Mental Health First

PDF

Listen; please: a teen Latina suicide prevention program

PDF

The Women and Girls Center for Maternal Health intergenerational approaches to address the Black maternal health crisis

PDF

Stigma-free pregnancy: a recruitment and retention strategy for healthcare systems to engage pregnant women with substance use disorder in collaborative care

PDF

Sticks and stones: training protocol strategy to reduce violence in relationships

PDF

Integrative care strategies for older adults experiencing co-occurring substance use and mental health disorders (I-CARE)…

PDF

Close the health gap: improving patient access to psychiatric treatment through primary care and telepsychiatry integration

PDF

Lassen youth wellness

PDF

Exploring the social determinants of health in a population with similar access to healthcare: experiences from United States active-duty army wives

PDF

Transitional housing and wellness center: a holistic approach to decreasing homelessness and mental illness in the Black community

PDF

Empowering and building resilience with youth in congregate care

PDF

Behavioral Health for All Kids

Asset Metadata

Creator Westby, Joshua Thomas (author)

Core Title Empowering rural youth: a comprehensive approach to mental health services in rural America

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Degree Conferral Date 2024-12

Publication Date 11/05/2024

Defense Date 11/04/2024

Publisher Los Angeles, California (original), University of Southern California (original), University of Southern California. Libraries (digital)

Tag community engagement,community outreach,community partnerships,mental health,mental health literacy,OAI-PMH Harvest,preventative Mental Health services,resilience,Rural youth,Shoshone County,stigma reduction

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Manderscheid, Ronald (committee chair), Culleton, Kayla (committee member), Fatouros, Cassandra (committee member)

Creator Email jwestby@usc.edu,jxwestby@gmail.com

Unique identifier UC11399DBHK

Identifier etd-WestbyJosh-13613.pdf (filename)

Legacy Identifier etd-WestbyJosh-13613

Document Type Capstone project

Format theses (aat)

Rights Westby, Joshua Thomas

Internet Media Type application/pdf

Type texts

Source 20241108-usctheses-batch-1221 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright.

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

Repository Email cisadmin@lib.usc.edu