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Organization DBA --
Former Names Family Service Inc. (2013)
Family Service Association of Greater Lawrence (1995)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Family Services of the Merrimack Valley empowers, nurtures and supports children and families through life’s challenges to help them reach their full potential.  Family Services is committed to reaching out to vulnerable children and families in the Merrimack Valley.  By vulnerable, we mean undeserved and at-risk populations who face the stresses of poverty, family and community violence, aging and isolation. We help children and families develop their inner strengths, learn life skills and gain connections to vital community-based resources.

Mission Statement

Family Services of the Merrimack Valley empowers, nurtures and supports children and families through life’s challenges to help them reach their full potential.  Family Services is committed to reaching out to vulnerable children and families in the Merrimack Valley.  By vulnerable, we mean undeserved and at-risk populations who face the stresses of poverty, family and community violence, aging and isolation. We help children and families develop their inner strengths, learn life skills and gain connections to vital community-based resources.


FinancialsMORE »

Fiscal Year Oct 01, 2014 to Sept 30, 2015
Projected Income $2,451,826.00
Projected Expense $2,421,811.00

ProgramsMORE »

  • Emotional Health
  • Essex County CASA
  • Parent Education
  • Samaritans of Merrimack Valley
  • Youth Mentoring

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

Family Services of the Merrimack Valley empowers, nurtures and supports children and families through life’s challenges to help them reach their full potential.  Family Services is committed to reaching out to vulnerable children and families in the Merrimack Valley.  By vulnerable, we mean undeserved and at-risk populations who face the stresses of poverty, family and community violence, aging and isolation. We help children and families develop their inner strengths, learn life skills and gain connections to vital community-based resources.


Background Statement

Family Services was established in 1854 as the Lawrence City Mission. During its first 70 years, the organization was primarily concerned with providing material assistance to newly arrived mill workers in the City of Lawrence. With the advent of the New Deal and the implementation of federal programs that meet the basic needs of Americans, the organization shifted its mission to align with the national trend in the field of social work which focused on counseling for individuals and families. This shift inspired a name change to reflect its new focus, and the City Mission became Family Service Association of Greater Lawrence (FSAGL).
 
From the 1940s to the mid-1980s, the organization focused on mental health counseling and working with people individually. The 1980s brought another significant shift in the organization’s mission, as it set out to go beyond its mental health counseling center to provide group programs focused on care and prevention.  Again, the organization adopted a name change to become Family Service, Inc. The effort to expand its work into the field of prevention led the organization’s period of most significant growth. Since 1985, the organization has grown from a small staff of seven focusing solely on mental health counseling to a staff of nearly 60 providing over 15 treatment, prevention, outreach and education programs. 
 
In September, 2013, Family Service, Inc. became Family Services of the Merrimack Valley.  Its new name and logo were chosen to better reflect the scope of services, the organization’s roots in the community as well as the concepts of nurturing, family and growth – symbolized in its new logo. 
 
Today, Family Services implements a broad range of prevention and treatment programs that result in self-sufficiency and improved outcomes for its clients. We reach 3,000 individuals from Greater Lawrence annually through programs offered in the areas of youth development, parent education and emotional health.

Impact Statement

Family Services experienced a great 2014, including: launching a new mentoring program for youth; starting expansion plans to Salem, Mass of our Court Appointed Special Advocate (CASA) program (serving abused/neglected children); and expanding our counseling services through new collaborations with the Guilmette School, Greater Lawrence Technical School, Comprehensive Grammar School and the YMCA. We also successfully supported 184 at-risk youth with group activities and individual case management and another 210 youth had the support of a caring, dependable adult role model. Family Services is also honored to have been chosen for the Cummings Foundations’ “100k for 100” grant program. This confirms for clients and donors that Family Services efficiently invests funding to help children and families make positive changes.

Family Services has several goals that align with its mission to support vulnerable children and families through life’s challenges to help them reach their full potential. We want to ensure that all youth have the skills necessary to succeed in school, in relationships, and in the community. To achieve this goal, into all youth programming we will educate to increase skills, including those of leadership, communication, healthy decision making, financial literacy, and healthy relationships. Another goal is to enhance our services to children so that they experience healthy development and receive the care necessary to properly address any behavioral health needs. To enhance services, we will seek opportunities to train staff on evidence based treatment approaches and also deliver psychological testing services and school-based therapy. Family Services also seeks to ensure that all children in the custody of the state’s child welfare system, due to abuse and neglect, receive individualized child advocacy. Our goals are to recruit and train more Child Advocates so that every child is served by 2020!


Needs Statement

One of Family Services' most pressing challenges is to decrease the two-year wait list for young boys who need male mentors. In order to create successful mentee-mentor matches, funding is critical for marketing, recruitment, screening, enrollment, training, and support of these mentors and mentees. Without the benefits of a positive adult role model, youth who face multiple social and familial risk factors are likely to lose their way and engage in detrimental behaviors. 

The Greater Lawrence community also needs more access to programming that helps parents raise happy, healthy children through acquiring new skills and connections to resources. Family Services currently provides four unique programs for parents of all ages, including expectant and parenting adolescents and parents who are separating or divorcing. However, without increased funding, we cannot expand nor even meet the current demand for such crucial education programming in the Merrimack Valley.

Family Services also seeks to implement an Electronic Records Health system, which will enable Family Services to provide more robust, efficient and effective coordination of client healthcare.  This is a mandated, transformative technology project and one whose costs are exorbitant for a small counseling center. 


CEO Statement

Family Services is one of the most enduring social service agencies in Lawrence. Our organization holds an abundance of experience in several primary service areas from which residents of the Merrimack Valley benefit every day. Through more than 15 programs and services, we mentor, educate and counsel children, adults, families and elders to overcome the obstacles in their lives and gain self-sufficiency.  
 
Our quality of care is built upon principles of kindness, support, hope, respect, commitment, and honoring the individuality of our clients’ cultural, linguistic, economic and social identities. We have expertise in varied fields yet we consistently seek new information and perspectives, which includes closely collaborating with other community agencies. We aim to offer a comprehensive and integrated service continuum and prefer not to work in silos but to form partnerships.

Family Services is also distinct because we address multiple community, family and individual needs through complimentary programs (e.g., behavioral health, advocacy, education, parenting, mentoring, recreation, training, leadership, consultation, prevention, etc.).  Quality matters most. Our commitment to ensure the highest quality in programs and services is present throughout all decision-making, from Board selection to staff hiring to volunteer enrollment. Our passion for excellence impacts all areas of management, program design and implementation, internal training, staff selection and supervision, and agency and fiscal governance and control. 

We strongly believe that personal development must be fostered through compassion and encouragement and that lasting success is achieved by empowering individuals to help themselves. We teach strategies and skills rather than making clients dependent upon us for the long-term. We see the greatest benefit when we illuminate a person’s strengths and help him/her utilize those strengths. 

We are grateful to be an important part of this vibrant, strong community and we are dedicated to making a difference each and every day, one person at a time.
 
- Liz Sweeney, Executive Director

Board Chair Statement

During these economic times, Family Services faces challenges while also achieving many successes.  For example, last year 2,000 individuals were trained in suicide prevention in our surrounding communities, enabling Family Services to make a significant impact on the incidence of suicide and self harm.  Through our Counseling Center, 450 children and adults learned strategies to better manage stress, anxiety and depression.  Our EAP trained  615 individuals and provided counseling to 138 clients, helping them maintain their work life while addressing personal challenges.  Through our Parent Education Programs, 390 parents learned new skills and another 55 teen parents took their first steps toward self-reliance by achieving education and career goals.  We supported 350 youth in community- and school-based mentoring relationships and 100% of high school seniors in our Stand & Deliver program were accepted to college!   These programs dramatically increase youths’ chances of completing high school, attending college, and experiencing safe and bright futures.

The primary challenge to Family Services continues to be the economy, which has impacted fundraising with private foundations, individual donors, and state and federal entities.  With recent sequestration, we anticipate more decreases in state and federal grants and are addressing this challenge with a multi-faceted approach.   We continue to expand programming to areas that have proven research on effectiveness, which will also attract new funders.  We continue to seek new ways to increase organizational and programmatic efficiencies and reduce costs.  And, while the  fiscal-based instinct may be to downsize, we plan to grow.  We are applying for highly competitive, large grant-funded programs in areas where we have extensive experience, and in newer areas where we are well-positioned to grow based upon past experience, current collaborations and personnel capital.

To meet the challenge of broadening our donor support, Family Services embarked on a branding initiative in 2012 to better clarify our brand in terms of verbal  and visual communication.  As a result, the organization changed its name in the summer of 2013 to Family Services of The Merrimack Valley. This name more accurately represents the geographic area that we serve.  In addition, we created a new mission statement, logo, and verbiage around core values and services.  The results of this branding initiative will position the organization to attract new sources of funding while maintaining the commitment and interest of current donors.  The branding initiative was also a significant effort to identify and clarify where the agency has been and, most importantly, where it wishes to go.  

When I retired seven years ago I wanted to become more involved in volunteer work and be part of an organization that was making a significant difference in the Greater Lawrence community. I did research and learned that Family Services does wonderful work with people of all ages. I decided to join the Board, and I'm pleased to say that I made a great decision. We have a dedicated and very hardworking staff and a group of excellent volunteers working together on programs that are positively changing the lives of so many people in our community.
 
-Kevin Reid, Board President

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
NORTHEAST REGION, MA

Greater Lawrence, the Merrimack Valley, and multiple cities/towns outside of these regions are served by the Samaritans of Merrimack Valley.

Organization Categories

  1. Human Services - Family Services
  2. Youth Development - Youth Development Programs
  3. Mental Health & Crisis Intervention - Mental Health Treatment

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

No

Programs

Emotional Health

Emotional Health Programs provide counseling, therapeutic mentoring, consultation and trainings to individuals, families and organizations. All programs work in collaboration with other community providers to ensure continuity of care for every client and family. 

Counseling Center provides clinical care to youth, adults and families; medication management; and onsite counseling, parent education and consultation to schools and early childcare providers.  Through respectful, culturally competent care, professional staff help clients to experience empowerment and develop necessary skills. 

Therapeutic Mentoring provides strengths-based, community-based support to youth with severe emotional challenges.  
 
Employee Assistance Program delivers wellness seminars, individual counseling, management consults and critical workplace debriefing sessions to 12 organizations.
Budget  $750,000.00
Category  Mental Health, Substance Abuse Programs, General/other Mental Health Treatment
Population Served Children and Youth (0 - 19 years) Adults Families
Program Short-Term Success  Our Counseling Center measures its short-term success by the following:

*  Achieve 50% reduction in client visits to ER/inpatient psychiatric hospitalizations and filings of reports of abuse or neglect of children.
*  Serve 400 clients/calendar year.
*  Achieve 50% of clients continuing services for at least ten therapy sessions.
*  Global Assessment of Functioning, Treatment Outcome Package  and Child and Adolescent Needs and Strengths (CANS) scales all reflect improvements.

Therapeutic Mentoring measures its short-term successes with these benchmarks:
*  60% of youth will achieve at least one of their goals by the sixth month of service and 50% of clients will continue services until the goals of their Individualized Action Plan have been met.
*  75% reduction in incidences of behaviors that result in discipline by parents, school or community.

Program Long-Term Success  Long-term successes are demonstrated by client reports of decreased symptom frequency and intensity; increased functioning in one’s home and work life; improved peer, home and school experiences for youth; and increased self-advocacy skills. We also measure success by the extent to which clients, their families, natural supports and collateral providers are working together with mutual understanding and goals.
Program Success Monitored By  Emotional health programs are evaluated by weekly supervision, group supervision, treatment plan reviews, care plan reviews, three assessment tools [Global Assessment of Functioning (GAF), Treatment Outcome Package (TOPS) and Child and Adolescent Needs and Strengths (CANS) scales], contact with collateral providers and an internal continuous quality improvement (CQI) process.
Examples of Program Success 

“I sought out counseling for myself after it was clear that my marriage was broken. My counselor helped me to take a step back and really evaluate the issues.  I was able to go through the process of terminating my marriage with her support.  I saw the toll that my marriage was having on my then five year old son.  Again, my counselor was a source of comfort.   With her, we have explored ways to deal with my son’s anger through play therapy, and he’s made great strides in his coping skills for social interactions at school and elsewhere.  I see my son continuing in counseling to provide him with a third party outlet but increasingly we are talking and he is opening up more and more with me.  My therapist continues to provide me with the tools to assist in our conversations including books and websites.  It’s going to be a long healing process for my little boy but I’m confident with my therapist.  I know family counseling when my younger son is older will benefit us, as well as continuing the skills and tools we have learned from Family Service.  Thank you for setting us back on track!”


Essex County CASA

A Court Appointed Special Advocate (CASA) is a trained volunteer appointed by a judge as a “Guardian Ad Litem” for a child(ren) who has been placed in the state's custody due to abuse or neglect.  Family Services' CASA volunteers function as advocates, fact finders, and monitors as the “eyes and ears” of the court. They provide judges with critical information that enables them to make appropriate decisions to protect children.  A CASA volunteer also works tirelessly outside of court to ensure that each child receives timely services, has appropriate foster care placement, and most importantly, is able to thrive free of abuse. 

Our CASA Program serves approximately 100 children annually, with the majority being from Lawrence and Haverhill.  Children range in age from birth to 18 years, most reside in foster homes, and all have been cited as victims of child abuse and/or neglect in Care and Protection cases.   

Budget  $179,000.00
Category  Human Services, General/Other Children's Protective Services
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 

Family Services' Court Appointed Special Advocates are vigilant to protect and fulfill the needs of our most vulnerable community members. Family Services' CASA program has both short-term and long-term objectives for every child(ren) assigned to a CASA. Below is a sampling of short-term outcomes:

75% of children have proper clothing, nutrition, and shelter by end of third month of assignment.
100% of children have an appropriate place to sleep.
100% of children are current with immunizations and annual examinations.
100% of children receive the appropriate specialized care.
100% of children’s records will be transferred if Primary Care Physician changes.
100% of children will have access to an appropriate education setting.
100% monthly visitation rate by all Advocates throughout assignment.

 

 

Program Long-Term Success 

A CASA makes an immediate and long-term difference in the health and life trajectory of a child through advocacy to fulfill residential, educational, medical, mental health and physical health needs. A CASA often means the difference between being returned to an abusive home, going without medical care, languishing in a classroom without necessary services, and many other oversights.

There are many times in which a parent/guardian becomes able to fully provide for and nurture his/her child.  The CASA’s relationship-building and collaboration often enables parents to access the tools needed for change.

Cases are considered resolved when the child is in a safe permanent placement.  In 2014, 26% of cases closed with family reunification. Family reunification is always preferred to adoption; however, CASA’s priority is forever to serve the child’s best interests.  

Program Success Monitored By 

To measure success, CASA staff collect quantitative data on the volume of program services (numbers of cases, children, volunteers, volunteer hours) as well as qualitative feedback from collateral contacts. Annual satisfaction surveys are sent to the presiding Judges, court personnel, DCF case workers, volunteers, and other service providers to gather input on the effectiveness of the program. Family Services utilizes online survey tools to conduct and analyze evaluation data.

The CASA Program Director also utilizes an Efforts-to-Outcomes (ETO) performance management system, which is a tool designed to synthesize quantitative data and help program staff and volunteers formulate and track unique measurements for each case’s success. Family Services' plan is to one day have all CASA's and Peer Coordinators input their data into ETO.

Examples of Program Success 
In the words of a CASA volunteer:
"I am consistently humbled by the wonderful and meaningful gifts I receive from this work. Being a CASA means watching a little girl twirling her dress around and around in a courtroom while she’s telling you that she is a princess. No one can tell her otherwise because her adopting foster parents have spent everyday giving her the unconditional love and security that every child deserves.  A new family has been established. This child has been saved, the cycle of abuse broken. 

Being a CASA means watching a child growing, who, little by little begins to trust again.  Her anger starts to melt away because she has others reaching out to protect her . Watching CASA children discover that it is their own resilience that can get them through. They do have options. They do have the power to make a difference in their life.  And then watching them as they start to dream about all the possibilities!  Being a CASA means “reaching your hand into the darkness, to pull another hand into the light."


Parent Education

Parent Education programs provide parents with the necessary internal and external resources to build safe, stable and nurturing families.  Our programs are:

The Parenting Journey (offered in Spanish & English) is designed for mothers and fathers with children ages 0-6.  The program helps parents learn new ways to parent their children and how to create safe, stable and nurturing homes – and thus end the cycle of abuse and violence.
24/7 Dad (offered in Spanish & English) helps fathers acquire the skills, and insight to reconnect with their children and take care of their own health.  As a result, fathers become more involved as providers and nurturers to their families.

Putting Children First teaches adults how to put first the needs of their children during the processes of separation and divorce. 
Young Empowered Parents provides pregnant & parenting adolescents (ages 14-24) with community-based case management. Staff support multiple vital areas, including healthy child development, the prevention of subsequent pregnancies in adolescence, and the attainment of educational, vocational and parenting goals.

Budget  $260,000.00
Category  Human Services, General/Other Parenting Education
Population Served Adults Adolescents Only (13-19 years)
Program Short-Term Success 

Each parenting program contains unique benchmarks by which short-term achievements are measured. 

For example, Family Service expects that eighty percent (80%) or more of Parenting Journey participants will report, post-curriculum, that they are:  managing difficult emotions better; minimizing all destructive behavior; able to plan and meet goals; enjoying good relationships with children and family; aware of available community resources and able to ask for help; and experiencing more positive self-esteem.

With 24/7 Dad, Family Service expects eighty percent (80%) or more of participants will report, post curriculum, that they:  can better foster their children’s physical, emotional, academic, and social development; are more able to provide nurturance and express care; understand and accept the importance of their parenting; are better able to use their skills and those of the child’s mother; and take care of themselves through annual physicals, proper nutrition, and exercise.

Program Long-Term Success 

Family Service’s parenting programs provide for improved childhood outcomes in the areas of physical health, academic achievement and social-emotional functioning. Long term successes for adolescent and adult parents include physical and mental health, safe and stable homes, and economic health and self-sufficiency.

Program Success Monitored By 

Family Service utilizes three primary tools to measure impacts: 

1.   A Parent Evaluation is disseminated at program graduation and poses questions that relate to the program's objectives. 

2.   Pre & Post Questionnaires measure increased knowledge and skills and include narrative space for examples of behavior change.

3.  Quantitative data is documented using Quarterly Reports, including number and length of sessions, number of attendees, outreach activities and staff training.  Each curriculum program has benchmarks as to how many participants will complete all sessions.

The Young Empowered Parents program has different tools as it is not a time-limited program.  Staff measure impacts through complex data reporting tools designed by the Department of Public Health.  Progress toward goals for each youth participant is monitored at monthly meetings, interdisciplinary team meetings, weekly case management contact, collaboration with supporting providers, and monitoring of goals on Individual Care Plans.

Examples of Program Success 

A participant in the 24/7 Dad program shares the impact it made in his life:

“My name is Jose and I completed the 12 week Siempre Papa program.  It helped me to be a better father and more loving with my 17 year old daughter.  Finally for the first time I said to my daughter “I love you.”  It was great!  Thank you to Family Service for helping me to be a better father.  I will always be grateful.”


Samaritans of Merrimack Valley

The Samaritans is committed to reducing the incidence of self-harm and suicide, and stigma, through the following services:

Crisis Support:
 free and confidential crisis line assistance to those who are despairing or suicidal. Trained volunteers offer comfort and understanding.
Outreach & Training: education for schools, businesses, senior centers, youth centers, etc. Workshops teach how to identify individuals who may be at risk, how to intervene and resources to provide.   
Grief Support:  a bi-monthly peer support group (2 locations) for the families and friends of those who have died by suicide.  A trained peer survivor of suicide facilitates these free and confidential meetings
Postvention: support to individuals & organizations in the immediate aftermath of a suicide death of a friend, family member or colleague. 
Budget  $143,000.00
Category  Human Services, General/Other Services for Specific Populations
Population Served Adults Elderly and/or Disabled Adolescents Only (13-19 years)
Program Short-Term Success 

Because services are confidential, the Samaritans is unable to track the health outcomes of callers to the crisis line. In the short term, the Samaritans’ goals are to recruit, train, and supervise volunteers; staff a  crisis hotline; educate and support the community, both individuals and groups; and provide postvention services and grief support. Annual program activities include:

  • Recruit and train 15 new crisis-line volunteers (trained throughout the year in three pre-service training classes), and ensure that all 21 weekly shifts are covered;
  • Supervise staff of the 24-hour crisis line;
  • Conduct 50 outreach sessions of training to community groups and schools;
  • Hold 20-25 “Gatekeepers” training seminars;
  • Continue survivor support groups;
  • Conduct survivor-to-survivor postvention;
  • Publish quarterly newsletter.
  • Begin new services (2015) for teen survivors and for attempt survivors
Program Long-Term Success 

The Samaritans’ mission is to reduce the incidence of suicide and self-harm, reduce stigma, increase education across communities, and provide supportive services to those at-risk and those who have lost someone to suicide.

Program Success Monitored By 

To measure efforts of suicide prevention efforts, the Samaritans gathers the following quantitative and qualitative data:

Quantitative data:  Detailed records are kept regarding the number and characteristics of all calls received to the crisis line. These data include ages of callers, nature of each call, and actions taken as a result (e.g. referrals made to other mental health services, emergency intervention by paramedics, etc). 
Qualitative data:  Samaritans volunteers are able to provide anecdotal information regarding their effectiveness in reducing the risk of suicide and self-injury. All Samaritans volunteers receive a biannual survey in which they share feedback on the effectiveness of the crisis line. Qualitative data are also gathered from participants in outreach session through a questionnaire that requests feedback on the seminar information taught.

Examples of Program Success 
A survivor of suicide loss and a volunteer with the Samaritans shared the following:
 
"The people at Samaritans made me feel whole again. I've been able to inspire hope in other survivors that things will be good again. I can laugh and enjoy life, I can smile again.  Samaritans gave me the tools to cope with my grief and the ability to help others, and nothing is more healing than talking to and helping another survivor.  I am thankful every day for the blessed souls that work and volunteer at Samaritans."

Youth Mentoring

Family Services supports 225 youth in three community- and school-based mentoring programs. Through mentoring relationships, children demonstrate improvements in school achievement, social skills, and emotional health and more ability to avoid risk behaviors such as substance use and early sexual activity.
Programs include:
 
1. Big Friends Little Friends matches youth ages 6-14 with mentors for purposes of friendship, support, skill-building and access to opportunities.

3. Stand & Deliver seeks to increase student academic performance and the likelihood that they will graduate high school and go on to college. Stand & Deliver matches 58-100 students from five Lawrence public schools with academic mentors at local corporate partners.

3) Achieving in Mentoring (AIM) seeks to decrease anti-social, aggressive, and risk behaviors and increase school engagement and other pro-social activities of youth who are involved with Lawrence probation department. 
Budget  $310,000.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Children Only (5 - 14 years) Adolescents Only (13-19 years)
Program Short-Term Success 

Family Services anticipates achieving the following short term successes as reported 12 months post-match:

•  65% of mentees will show an increased interest in school and heightened self-confidence as reported on the Youth Questionnaire and through individual interviews with program staff;

• 65% of mentors will perceive improvement in youth self-confidence, academic performance and interpersonal relationships as reported on the Mentor Questionnaire and through interviews with program staff; and

• 65% of parents/caregivers will witness an increase in their child's self-confidence, academic performance and interpersonal relationships as reported on the Parent Questionnaire and through interviews.

Program Long-Term Success 
Family Services' goal is for youth to obtain the skills, confidence, education and affirming experiences to meet their full potential as members of their schools, families, peer groups and community.  For mentored youth, successes include:  graduating from high school, having healthy relationships, positive self-identities, attending post-secondary education, continuing to set and achieve their goals and avoiding risk behaviors. 
Program Success Monitored By 

Family Services uses specific process and outcome objectives to obtain the degree of success of each program. Staff follow best practices in evaluation and impact measurement and determines program effectiveness with the following three tools:

1) Program-Based Outcome Evaluation (POE). The POE, given at 12-month intervals (to mentees, mentors, and caregivers) gathers data regarding changes in youth behaviors.

2) Monitoring Software. Program staff track all activities including trainings completed, match supervision, demographics, risk profile information, match duration/retention, and participation in group activities.

3) Volunteer Satisfaction Surveys are distributed via Survey Monkey soon after the match is first made and also six months into the match relationship. The survey poses questions regarding the mentor's experience of the agency and open-ended qualitative questions also gather suggestions for improvements.

Examples of Program Success 

Case Scenario - in the words of a Lawrence youth: 
"The Stand & Deliver program has had a tremendous impact on me, not only towards my education but also my career goals. When I first heard about this program I thought it was a commitment that I wouldn’t be able to make. Attending session every Tuesday from mid-October to early May from 3:30 – 5:30 isn’t really for everyone. And that’s what I love most about it! As a student, I don’t only go for help on stress filled calculus. The mentors there have a greater purpose than just helping with school work. They are there when you need some advice in life, some help on filling out applications, helping you decide which schools are the right fit, but best of all, when you need someone to talk to. After my first year in Stand & Deliver, I have realized how important you can be to someone’s education. This year I decided to volunteer in my school as a mentor for 9thgraders. It feels good knowing that you have someone out there encouraging and pushing you to the limit beyond your expectations.”


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Elizabeth A Sweeney
CEO Term Start May 2011
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience

Executive Director, Elizabeth Sweeney, LICSW directs all agency operations and management, including program development and planning, fiscal management, policy-making with the Board of Directors, community relations, and strategic planning.  She is an advisor to the Board of Directors, serving as ex-officio member of all committees.   Prior to becoming the Executive Director in 2011, Ms. Sweeney served as the Associate Director for six years.  During that time, Ms. Sweeney supervised nine federal grants, including managing staff, monitoring activities, ensuring adherence to timelines, coordinating with project officers, and directing all activities related to reporting, evaluation, and project fidelity.  As Associate Director, Ms. Sweeney also provided strategic direction and quality assurance to Family Services' 20 Community Prevention programs and the Mental Health Counseling Center.  During her more than 20 years with Family Services, she also worked as a clinician.  Ms. Sweeney is an active member of the Massachusetts Council of Family Serving Agencies, Lawrence North Canal Coalition, Rotary Club of Lawrence, and the National Association of Social Workers.

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Aida Castro Programs Manager --
Lori Howe Associate Director --
Linda Moynihan Director of Finance and Human Resources --

Awards

Award Awarding Organization Year
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Affiliations

Affiliation Year
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Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

As a comprehensive social service agency, Family Services collaborates with numerous local providers.  Of the 15 programs and services offered, virtually all rely on linkages with other social service providers to supplement and/or enhance services.  In addition, Family Services collaborates internally among its programs that span the areas of emotional health, youth development and parent education.  

Nine of Family Services' programs have formal collaborations with 15 service providers.  These relationships involve shared responsibilities that are delineated in Memoranda of Understanding and financial contracts.  Current collaborators include: YWCA of Greater Lawrence, The Community Group, Lawrence CommunityWorks, Greater Lawrence Family Health Center, Lawrence Public Schools, the Department of Youth Services, and the Boys and Girls Club of Lawrence.  In addition to current collaborations, over the past 20 years Family Services has participated in innumerable partnerships, which resulted in strong working relationships with key organizations throughout the city.  Current and previous collaborations have allowed Family Services and its partners to create comprehensive systems of care the leverage each organization’s areas of expertise, supplement services, improve abilities to engage target populations, create efficiencies, conduct evaluations, and most importantly, improve client outcomes.

In addition to relationships created for the provision of direct services, Family Services also works with key stakeholders via community coalitions and committees, such as the Mayor’s Health Task force, Lawrence Coalition on Teen Pregnancy Prevention, and the Healthy Families Coalition.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 37
Number of Part Time Staff 22
Number of Volunteers 325
Number of Contract Staff 0
Staff Retention Rate % 90%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 27
Hispanic/Latino: 19
Native American/American Indian: 0
Other: 0
Other (if specified): Canadian
Gender Female: 52
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Judith Holt
Board Chair Company Affiliation Owner, Holt Designs
Board Chair Term Sept 2014 - Sept 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Pedro Arce Eastern Bank Voting
Louann Basilio Retired Voting
Tad Bickford Basho Technologies Voting
Richard Blain Richard R. Blain & Associates Voting
Debby Briggs NetScout Voting
Stephen DeSalvo Retired Voting
David Eckman Uatel Voting
Andrew Girdwood Retired Voting
Richard Haak CFO Voting
Judith Holt Holt Designs Voting
Diane Huster Retired Voting
Paula King In Control Driver Training Voting
Connie LeMaitre LeMaitre Vascular Voting
Kerin Pintzopoulos Enterprise Bank Voting
Kathleen Potter Polartec Voting
Joanne Quinlan-Roberts KPMG Voting
Jay Raghavan IES Consulting Voting
Judy Reghitto Community Volunteer Voting
Carol Reid Avid Technology Voting
Kevin Reid Retired Voting
Daniel Rivera Aspentech, Inc. Voting
Gregory Shaw Pentucket Bank Voting
Gary Sidell Bell Tower Management Voting
Kathleen Skala Polartec Voting
Scott Weisenhoff Retired Voting
Juan Yepez Mainstream Global Voting
Noni Yount Community Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
James Arnold -- NonVoting
Gregory Basilio -- NonVoting
Danielle M. Bernier -- NonVoting
Laura Buonopane -- NonVoting
Deborah Burkholder -- NonVoting
Caroline Louise Cole -- NonVoting
Patricia Edmonds -- NonVoting
Hope Fabiani -- NonVoting
Angel Garcia -- NonVoting
Susan Holtzman -- NonVoting
Nancy Kendrick -- NonVoting
Joan Kulash -- NonVoting
Pedro Lara Esq. -- NonVoting
Danissa Lembert Community Volunteer NonVoting
Frederic B. Lowrie -- NonVoting
Ron Pollina Community Volunteer NonVoting
Peter Reed -- NonVoting
Sam Schneider -- NonVoting
Thyra Sherman -- NonVoting
Lora Southworth Stewart -- NonVoting
Mary Ellen Sullivan -- NonVoting
Richard Sumberg -- NonVoting
Eszter Vajda -- NonVoting
John Weaver -- NonVoting
Debra Weiss Ford Esq. -- NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 2
Caucasian: 23
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 13
Male: 15
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 70%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 50%
Constituency Includes Client Representation No

Standing Committees

  • Audit
  • Board Governance
  • Building
  • Executive
  • Facilities
  • Finance
  • Human Resources / Personnel
  • Investment
  • Marketing
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
  • Strategic Planning / Strategic Direction
  • Technology

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $2,278,072 $2,401,869 $2,409,128
Total Expenses $2,257,823 $2,382,211 $2,364,446

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$373,637 $302,524 $345,489
Government Contributions $782,221 $1,122,326 $1,090,781
    Federal -- $679,868 $618,107
    State -- -- --
    Local -- -- --
    Unspecified $782,221 $442,458 $472,674
Individual Contributions $214,270 $207,221 $183,144
Indirect Public Support $48,929 $47,239 $155,182
Earned Revenue $600,408 $500,363 $415,588
Investment Income, Net of Losses $27,130 $25,476 $31,110
Membership Dues -- -- --
Special Events $185,141 $153,560 $137,193
Revenue In-Kind $6,750 -- --
Other $39,586 $43,160 $50,641

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $1,770,529 $1,888,251 $1,827,272
Administration Expense $275,832 $304,499 $347,632
Fundraising Expense $211,462 $189,461 $189,542
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.01 1.01 1.02
Program Expense/Total Expenses 78% 79% 77%
Fundraising Expense/Contributed Revenue 13% 10% 10%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $1,125,929 $1,082,443 $1,077,674
Current Assets $238,134 $216,177 $196,215
Long-Term Liabilities $0 $0 $0
Current Liabilities $157,328 $134,091 $148,980
Total Net Assets $968,601 $948,352 $928,694

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $212,918.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 1.51 1.61 1.32

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.  

Impact

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


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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