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Mental health services noprofit HERO House NW embarked on a challenging transition in 2019 to change its structure and funding streams. But that has allowed it to grow its revenue fivefold, support the expansion of 11 more locations statewide and gear up to launch its first housing program.
HERO, short for hope, empowerment, relationships and opportunity, operates three local community centers for people living with mental illness, places to find friends, jobs, education and access to psychiatric and other medical services in a single, safe and caring place. The centers follow the Clubhouse International model, which gives participants an active role in decision-making, said CEO Kailey Fiedler-Gohlke.
“One of the biggest parts of the clubhouse model is that it's not just my decision,” Fiedler-Gohlke said. “It's made together by the members, the participants of the program … really looking at the data.”
- Age: 37
- Organization: HERO House
- Position: CEO
How did you take on this role?
I was there for a couple years running the employment program, and I was able to triple the amount of services through the employment program. I was pretty young and didn't have a lot of executive leadership skills, so they made me interim Executive Director for about six months, and then I was offered the position in a time of growth.
What are the biggest hurdles ahead? Where are you seeing the most optimism?
When COVID happened, there was a bigger magnifying glass on the mental health crisis in our area. We're a proven evidence-based model. Any nonprofit —you have to fight for funding — and that takes away from actually being able to provide services to people. There was a lot of money at the state level, federal level because of COVID, but that's not sustainable. So, it’s continuing to work with our local, state and federal partners to make sure that mental health is funded. And it's not just continuing to fund services that don't work but looking at new alternative ways.
What strategies have been effective for Seattle?
We joined this national network with Fountain House. Instead of having one clubhouse, one executive director, we had economies of scale where we could centralize things, and then each clubhouse could just focus on being a strong clubhouse. Our members struggle to get housing, so it’s time for us to have our own housing program that can be run by members and staff together.
What’s the biggest strength you bring to the office, and where did it come from?
I think gathering a good team. I'm really good at seeing the strengths in people and I've learned along the way to hire people who are much smarter than me. I think I can take a vision and make it happen, but it's because I'm able to seek out the talents that are needed and build a team of people who are incredible and that give their all. I know exactly where it came from – my mom and dad.
What is your six-word autobiography?
Bubbly, stubborn, driven, family, laughter and cat.
This interview was edited for length and clarity.
2023 PSBJ 40-Under-40 honorees are pictured in the newsroom photo studio in Seattle, Washington in March 2023. Photos by Anthony Bolante | PSBJ
